Chapter 7 Accounting for Receivables
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Department of Administrative Services Offset Programs
ISSUE REVIEW Fiscal Services Division January 5, 2017 Department of Administrative Services Income Offset Program ISSUE This Issue Review examines the Income Offset Program administered by the Department of Administrative Services (DAS). Money owed to the state and local governments is offset or withheld from individuals and vendors to recover delinquent payments. AFFECTED AGENCIES Departments of Administrative Services, Revenue, Human Services, and Inspections and Appeals, the Judicial Branch, Iowa Workforce Development, the Regents Institutions, community colleges, and local governments CODE AUTHORITY Iowa Code sections 8A.504, 99D.28, 99F.19, and 99G.38 Iowa Administrative Code 11.40 BACKGROUND The Income Offset Program began in the 1970s under the Department of Revenue (DOR).1 During that time, state income tax refunds were withheld by the Department for liabilities owed to the Department and other state agencies. In 1989, the Program expanded to include payments issued to vendors.2 In 2003, the Finance portion of the Department of Revenue and Finance became the State Accounting Enterprise (SAE) of the DAS and the new home of the Income Offset Program. Iowa Code section 8A.504 permits the DAS-SAE to recover delinquent payments owed to state and political subdivisions by withholding payments that would otherwise be paid to individuals and vendors.3 The DAS-SAE applies the money toward the debt an individual or vendor owes 4 to the state of Iowa or local governments. For example, if an individual or vendor qualifies for a 1 The Department of Revenue became the Department of Revenue and Finance in 1986 as a result of government reorganization and returned back to the Department of Revenue when the Department of Administrative Services (DAS) was created in 2003. -
Accounts Receivable Purchase Programs Offer Compelling Financing Advantages
Accounts Receivable Purchase Programs Offer Compelling Financing Advantages By John Padwater Director, Financial Supply Chain Americas [email protected] Although the global financial crisis is behind us, corporations continue to seek new and more advantageous sources of liquidity. One strategic financing option that is gaining popularity is an accounts receivable (A/R) purchase program. In an A/R purchase program, a bank typically purchases a corporation's receivables as soon as the company delivers goods to its customer and issues an invoice. Advantages of such a program can include less expensive financing, favorable off- balance sheet treatment of receivables assets, and reduced credit risk related to the particular obligor. Many corporations are turning to A/R purchase programs because of the negative impact that recent regulatory and accounting changes have had on two other financing alternatives — asset-based lending (ABL) facilities and asset securitization programs. Regulatory and Accounting Drivers Basel III, the latest global regulatory standard for bank capital adequacy, can require financial institutions to hold more capital in support of ABL facilities and asset securitization programs than if they were providing financing through an A/R purchase program. This creates a pricing advantage for corporations selling their receivables. In an asset-based loan, a bank takes a security interest in the collateral. In contrast, with an A/R purchase program, the bank purchases the receivable on a true sale basis, often buying a 100% interest in it on a non-recourse or limited-recourse basis. This affords a particular advantage to non-investment grade companies that have substantial accounts receivable due from investment grade or highly rated counterparties. -
Rent Expense Analysis for Companies in the S&P
Rent Expense Analysis for Companies in the S&P 500 Executive Summary In this paper, Savills Studley analyzes rent expense for companies in the S&P 500. We explore trends by industry on both an individual company and aggregate basis. We find that while companies are largely spending more on rent in absolute dollar terms, rent expense as a percentage of total operating expense and revenue has fallen. How Much Do Companies Spend on Rent? A Look at Companies in the S&P 500 How much do companies spend on rent? Have companies’ changes in rent expenditures been commensurate with their change in revenue, and more broadly, headcount? Have companies’ occupancy costs fallen as a percentage of operating expenses? Rent Expense Analysis 2 for Companies in the S&P 500 To answer these questions, we drew from publicly available data for the S&P 500 and analyzed reported-rent expense.1 We evaluated data from the first full year of recovery post-recession (fiscal year 2010) alongside the most recent fiscal year (2016). In total, 397 companies spanning 9 different sectors were analyzed. (More detail on our methodology is included in the Appendix.) While we compared industry-aggregated data across just two points in time, we were able to make several meaningful conclusions about how companies have adjusted their rent expense in the context of their growth in revenue and employment. We caveat our findings by noting the limitations of the data: many companies lease not only their real estate, but also their equipment. Because rental expense is not broken down by type of asset, we were unable to distinguish between those expenses directly tied to occupancy costs and those that were not. -
THE MATCHING CONCEPT and the ADJUSTING PROCESS Objectives
3 THE MATCHING CONCEPT AND THE ADJUSTING PROCESS objectives After studying this chapter, you should be able to: Explain how the matching concept 1 relates to the accrual basis of accounting. Explain why adjustments are neces- 2 sary and list the characteristics of adjusting entries. Journalize entries for accounts requir- 3 ing adjustment. Summarize the adjustment process 4 and prepare an adjusted trial balance. Use vertical analysis to compare finan- 5 cial statement items with each other and with industry averages. PHOTO: © PHOTODISC GREEN/GETTY IMAGES Assume that you rented an apartment last month and signed a nine-month lease. When you signed the lease agreement, you were required to pay the final month’s rent of $500. This amount is not returnable to you. You are now applying for a student loan at a local bank. The loan application re- quires a listing of all your assets. Should you list the $500 deposit as an asset? The answer to this question is “yes.” The deposit is an asset to you until you re- ceive the use of the apartment in the ninth month. A business faces similar accounting problems at the end of a period. A business must determine what assets, liabilities, and owner’s equity should be reported on its balance sheet. It must also determine what revenues and expenses should be reported on its income statement. As we illustrated in previous chapters, transactions are normally recorded as they take place. Periodically, financial statements are prepared, summarizing the effects of the transactions on the financial position and operations of the business. -
Accounting for Inventories – Write-Off, Write- Down Or Deletion
FINANCIAL ADMINISTRATION MANUAL Issue Date: Effective Date: Responsible Agency: September Immediate Comptroller General 2009 Directive No: 704-4 Chapter: Accounting for Expenditures Directive Title: ACCOUNTING FOR INVENTORIES – WRITE-OFF, WRITE- DOWN OR DELETION 1. POLICY All write-off or deletion of inventory must be in accordance with S.24 or S.64 of the Financial Administration Act (FAA) and this directive. All write-downs must be in accordance with the recommendations of the Public Sector Accounting Board of the Canadian Institute of Chartered Accountants. 2. DEFINITIONS 2.1. Write-off of inventory A write-off of inventory occurs when the inventory can no longer provide any economic benefit to the Government. This may be because it has been damaged, lost, stolen, become obsolete or for some reason no longer has any economic value. The inventory may or may not physically exist. The value of this material that had been carried in the financial records must be written-off. Write-offs of inventory tend to be caused by involuntary acts and usually do not involve any judgment on the part of the public official. Examples of situations that require a write-off are when a property has been damaged beyond repair, is destroyed by fire or has been stolen. Write-offs can be required for inventory within a revolving fund and for inventories carried outside a revolving fund. Deletions, mentioned below, can only occur when the inventory is held within a revolving fund. 2.2. Deletions from a revolving fund Deletions from inventory in a revolving fund occur when the physical inventory is still on hand but its economic benefit has been reduced to an insignificant amount. -
How to Handle Bad Debts There Often Comes a Time When Businesses
How to Handle Bad Debts There often comes a time when businesses must account for nonpaying customers. This typically means deleting them from the company’s books and from regular accounts receivable records by writing off the outstanding receivable as a bad debt. Because bad debt write offs impact a firm’s cash flow and profit margins, credit professionals must use a combination of allowances and write-off guidelines, which must conform with Internal Revenue Service regulations, to handle this process. A firm’s general credit policy should include this information. Some companies establish allowance for bad debt accounts, contra asset accounts, to recognize that write offs are inevitable and to provide management with estimates of potential write offs. In 1986, the IRS repealed the use of the allowance method for tax purposes, taking the position that specific accounts are to be charged off only after they have been identified as uncollectible. Accountants, however, continue to prefer the allowance method, also known as the income statement method, since this method allows for matching bad debt expenses more closely with the time periods in which they were created. General accepted accounting principles rules require the allowance method to be used for external reporting. Allowances for Bad Debts Allowances for bad debts or uncollectible accounts accrue for bad-debt write offs in the accounting period that revenues are recorded, thereby matching revenues and expenses. They are contra-assets, reducing current assets (accounts receivable) accordingly on the company’s balance sheet. There, offsets give a more accurate picture of the outstanding receivables and provide a clearer picture of the firm’s performance. -
On the Balance Sheet-Based Model of Financial Reporting
On the Balance Sheet-Based Model of Financial Reporting Occasional Paper Series Center for Excellence in Accounting & Security Analysis Columbia Business School established the Center for Excellence in Accounting and Security Analysis in 2003 under the direction of Trevor Harris and Professor Stephen Penman. The Center (“CEASA”) aims to be a leading voice for independent, practical solutions for financial reporting and security analysis, promoting financial reporting that reflects economic reality and encourages investment practices that communicate sound valuations. CEASA’s mission is to develop workable solutions to issues in financial reporting and accounting policy; produce a core set of principles for equity analysis; collect and synthesize best thinking and best practices; disseminate ideas to regulators, analysts, investors, accountants and management; and promote sound research on relevant issues. Drawing on the wisdom of leading experts in academia, industry and government, the Center produces sound research and identifies best practices on relevant issues. CEASA's guiding criterion is to serve the public interest by supporting the integrity of financial reporting and the efficiency of capital markets. Located in a leading university with a mandate for independent research, CEASA is positioned to lead a discussion of issues, with an emphasis on sound conceptual thinking and without obstacles of constituency positions. More information and access to current research is available on our website at http://www.gsb.columbia.edu/ceasa/ The Center is supported by our generous sponsors: General Electric, IBM and Morgan Stanley. We gratefully acknowledge the support of these organizations that recognize the need for this center. ON THE BALANCE SHEET-BASED MODEL OF FINANCIAL REPORTING Principal Consultant Ilia D. -
Cash Receipts /Accounts Receivable
Section 8 – Cash Receipts /Accounts Receivable Overview Most local governments collect revenue over the counter and through the mail from the general public in the form of cash, personal checks, credit and debit card transactions, or money orders. Many local governments are also offering online payment options and direct debit of customers’ bank accounts for repetitive payments such as monthly utility bill payments. Collections may take place at multiple locations throughout the government’s operations and be for a number of purposes including: Tax payments Utility payments Various fees and charges Court collections Permits and licenses Other service charges It is necessary to establish an adequate system of controls to assure that all amounts owed to the government are collected, documented, recorded, and deposited to the bank accounts of the government entity, and to detect and deter error and fraud. Suitable controls should be established at each location where payments are received as well as at the centralized collections point. Documentation for each transaction may be generated manually by the use of a pre-numbered receipt form or through the use of a cash register, computer, or other electronic device that will provide the customer with a validated receipt and detailed and/or summary information for the government to use for balancing, reconciliation and auditing purposes. At the end of the day, this documentation is typically reconciled to the total of the cash, checks, and other forms of payment received. Total daily receipts are either manually recorded to the accounting system, or uploaded automatically by way of an electronic interface between the cash receipting and the accounting systems. -
Corporate Debt Management Strategy
CORPORATE DEBT MANAGEMENT STRATEGY 1. Purpose of Strategy Stoke on Trent City Council is required to collect monies from both residents and businesses for the provision of a variety of goods and services. The council recognises that prompt income collection is vital for ensuring the authority has the resources it needs to deliver its services. The council therefore has a responsibility to ensure that appropriate mechanisms are applied to enable the collection of debt that is legally due. The council aims to achieve a high and prompt income collection rate. It endeavours to keep outstanding debt at the lowest possible level by instigating a payment culture which minimises bad debts and prevents the accumulation of debt over a period of time. 2. Scope of Strategy This Strategy covers all debts owed to the council including: Council Tax National Non Domestic Rates (NNDR, also known as Business Rates) Council House Rent Sundry Debt (general day to day business income including housing benefits overpayments and former tenant arrears). Whilst different recovery mechanisms may be used for different debt types all debt is recovered using the objectives below. 3. Objectives of Strategy The objectives of the Strategy are to: Maximise income and collection performance for the council Be firm but fair in applying this Strategy and take the earliest possible decisive and appropriate action Be courteous, helpful, open and honest at all times in all our dealings with customers Accommodate any special needs that our customers may have Work with -
Medicare Human Services (DHHS) Centers for Medicare and Provider Reimbursement Manual - Medicaid Services (CMS) Part 1, Chapter 3
Department of Health and Medicare Human Services (DHHS) Centers for Medicare and Provider Reimbursement Manual - Medicaid Services (CMS) Part 1, Chapter 3 Transmittal 435 Date: MARCH 2008 HEADER SECTION NUMBERS PAGES TO INSERT PAGES TO DELETE TOC 3-1 (1 p.) 3-1 – 3-2 (2 pp.) 0306 - 0310 3-5 - 3-6 (2 pp.) 3-5 – 3-6 (2 pp.) 0334 - 0334.2 (Cont.) 3-11 – 3-14 (4 pp.) 3-11 – 3-14 (4 pp.) NEW/REVISED MATERIAL--EFFECTIVE DATE: This transmittal updates Chapter 3, Bad Debts, Charity, and Courtesy Allowances to reflect updated references from HCFA to CMS, correction of typos, and replace Fiscal Intermediary with Contractor. Also, the Table of Contents has been revised to reflect deleted page numbers. EFFECTIVE DATE: N/A DISCLAIMER: The revision date and transmittal number apply to the red italicized material only. Any other material was previously published and remains unchanged. CMS-Pub. 15-1-3 CHAPTER III BAD DEBTS, CHARITY, AND COURTESY ALLOWANCES Section General Principle .................................................................................................................................300 Definitions..............................................................................................................................302 Bad Debts.........................................................................................................................302.l Allowable Bad Debts .......................................................................................................302.2 Charity Allowances..........................................................................................................302.3 -
Solutions to Questions for Chap 9
CHAPTER 9 Inventories ANSWERS TO QUESTIONS 01. July 24 Accounts Payable ($1,700 – $200) ....................... 1,500 Purchase Discounts ($1,500 X 2%) ................... 30 Cash ($1,500 – $30) .............................. 1,470 02. Accounts Added/Deducted Normal Balance Purchase Returns and Allowances Deducted Credit Purchase Discounts Deducted Credit Freight-in Added Debit 03. (a) X = Purchase returns and allowances and Y = Purchase discounts, or vice versa. (b) X = Freight-in. (c) X = Cost of goods purchased. (d) X = Ending merchandise inventory. 04. Agree. Effective inventory management is frequently the key to successful business operations. Management attempts to maintain sufficient quantities and types of goods to meet expected cus- tomer demand. It also seeks to avoid the cost of carrying inventories that are clearly in excess of anticipated sales. 05. Inventory items have two common characteristics: (1) they are owned by the company and (2) they are in a form ready for sale to customers in the ordinary course of business. 06. Taking a physical inventory involves actually counting, weighing or measuring each kind of inven- tory on hand. Retailers, such as a hardware store, generally have thousands of different items to count. This is normally done when the store is closed. Tom will probably count items, and mark the quantity, description, and inventory number on prenumbered inventory tags. 07. (a) (1) The goods will be included in Janine Company's inventory if the terms of sale are FOB destination. (2) They will be included in Laura Company's inventory if the terms of sale are FOB ship- ping point. (b) Janine Company should include goods shipped to a consignee in its inventory. -
Cash Forecasting: Challenges, Modelling, and Visualization April 8, 2019
Cash Forecasting: Challenges, Modelling, and Visualization April 8, 2019 © 2019 Treasury Webinars . All Rights Reserved 1 About Treasury Webinars Treasury Webinars offers webinars designed to empower Treasury, Accounts Payable, and Accounts Receivable success at companies of all sizes, across all industries. We only do what we do best, webinars. © 2019 Treasury Webinars . All Rights Reserved 2 Learning Objectives • Separate cash forecasting myths from reality and define what a successful cash forecast looks like at your company. • Revise specific areas of your cash forecasting process to improve the quality of the short and long-term cash forecasts at your company. • Understand how forecasting done right improves strategic planning and delivers business agility for your company. © 2019 Treasury Webinars . All Rights Reserved 3 Our Agenda • Why Cash Forecasting Matters • Cash Forecasting Myths • Defining Your Cash Forecasting Process & Framework • Leveraging the Right Technology • Cash Forecasting Best Practices • Final Thoughts & Resources © 2019 Treasury Webinars . All Rights Reserved 4 Why Cash Forecasting Matters • Impacts borrowing and investment decisions • Impacts debt covenant compliance risk • Impacts working capital efficiency • Increase visibility into the sources and uses of cash along with the associated costs and benefits • Impacts financial agility • Impacts operational agility • Increased investor focus on cash balances and cash deployment efficiency © 2019 Treasury Webinars . All Rights Reserved 5 Why Cash Flow Forecasting Matters © 2019 Treasury Webinars . All Rights Reserved 6 Budget vs. Plan vs. Forecast •Budget- What you would like to happen •Plan- How you are going to make it happen •Forecast- What you think is going to happen © 2019 Treasury Webinars . All Rights Reserved 7 A Forecast is NOT a Target © 2019 Treasury Webinars .