Professional Sport Leagues' Payroll Mechanisms and Their Effect On
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PPP Loan Forgiveness
PPP Loan Forgiveness May 8, 2020 withum.com Presen ters Daniel Mayo , JD, LLM James Trubenbach‐Byrne, CPA Principal, National Lead, Federal Manager, Not‐for‐Profit, Tax Policy Government, and Education withum.com 2 Loan Forgiveness • Loan Forgiveness • Includes all eligible expenses paid during the 8‐week period after the loan is made • Eligible expenses: • Payroll costs (up to $100K annualized salary/year/employee, or $15,385 over 8 weeks) • Interest on mortgages incurred before 2/15/2020 • Rent under a lease in force before 2/15/2020 • Utilities for which service began before 2/15/2020 (e.g., electric, gas, water, transportation (e.g., gas), telephone, and internet) . Cannot exceed the principal amount of the loan . No more than 25% of amount forgiven can be for non‐payroll costs . Amount of forgiveness is reduced if there are certain headcount or wage reductions . Amount is tax‐free to the borrower . Borrower will need to document the number of FTEs and pay rates, as well as the use of funds for all purposes . Lender has 60 days to made a decision after it receives a completed application for forgiveness withum.com 3 Payroll C osts Defined . Payroll Costs (paid/incurred during the 8‐week covered period) . Employee . Wages, salary, commissions, or tips (up to cap of $100K/year/person) . Does NOT include payments to independent contractors . Likely includes imputed income for fringe benefits (e.g., housing, tuition, etc.) . Vacation, parental, family, medical, or sick leave . Dismissal or separation payments . Payments for group health care benefits, including insurance premiums . Retirement benefits (e.g., employer 401(k) match) . -
Frequently Asked Questions
Stimulus Bill Provisions Frequently asked questions On March 27, 2020, the US President enacted the CARES Act (earlier passed by Congress), the third federal legislation passed in response to COVID-19. AIA has shared a detailed memo and hosted a webinar on the provisions impacting firms. Here are some frequently asked questions from AIA members to help you continue to navigate these new policies. Paycheck Protection On April 16, 2020, the PPP ran out of funds. Congress is expected to pass another round of funding later this week (April 23). Program (PPP, aka SBA 7(a)) What should my firm do if we applied but didn’t receive a loan the first time? Check with your lender. If you applied and received SBA approval but no funding, contact them to confirm your status. The lender has 10 days to fund an approved SBA loan. If you applied but did not receive approval, check with your lender to make sure they have all the necessary paperwork now. You will need to submit again when they resume accepting applications. The money is expected to move quickly again, so use this time to your advantage. Can my firm apply this time if we didn’t apply last time? Yes! Act quickly to gather the documents, talk with your bank, and consider evaluating multiple potential qualified lenders. Eligibility What types of organizations are eligible for a PPP? Provided that you employ fewer than 500 people, the following entities are eligible: Any business concern; any small business concern; 501(c)(3) non-profit; 501(c)(19) veterans organization; tribal business concern; sole proprietor, independent contractor; eligible self-employed individual. -
An Analysis of the Nba Luxury Tax
IS IT BETTER TO GIVE OR RECEIVE? AN ANALYSIS OF THE NBA LUXURY TAX. A THESIS Presented to The Faculty of the Department of Economics and Business The Colorado College In Partial Fulfillment of the Requirements for the Degree Bachelor of Arts By Ricky Boebel April, 2015 1 IS IT BETTER TO GIVE OR RECEIVE? AN ANALYSIS OF THE NBA LUXURY TAX. Ricky Boebel April, 2015 Mathematical Economics Abstract The results showed that teams that project themselves to have a winning record should breach the tax threshold. However, these franchises should not pay beyond one standard deviation of the average tax figure in a given year. Teams that project themselves to have a losing record should stay under the threshold. This is surprising as many franchises, particularly those in small markets, often go to drastic lengths to stay below the tax to the detriment of on and off-court performance. Over the period studied, an average of 6 teams paid the tax. The model found that regardless of market size around 15 teams per year would increase franchise net worth by having payrolls above the tax. KEYWORDS: (NBA, Tax, Salary Cap, Net Worth) JEL CODES: (A100, C120, J000) 2 ON MY HONOR, I HAVE NEITHER GIVEN NOR RECEIVED UNAUTHORIZED AID ON THIS THESIS Signature 3 TABLE OF CONTENTS Abstract ................................................................................................................ 2 Acknowledgements .............................................................................................. 5 Introduction .......................................................................................................... -
CASE 11 Sports League Issues: the Relocation of the Los Angeles
CASE 11 Sports League Issues: The Relocation of the Los Angeles Rams to St. Louis (1998) Franklin M. Fisher, Christopher Maxwell, and Evan Sue Schouten INTRODUCTION Sports leagues raise unique antitrust issues. Although most leagues consist of a collection of separately owned teams, each team is dependent on the others. No team could play even a single game without the cooperation of another team, and the production of a season of sports games, culminating in a championship, requires the joint efforts of all of the teams in the league. As a result, the question arises whether such a league is a single entity or a group of cooperating competitors. Are the league’s rules pro-competitive, or do they constitute collusive restraint of trade? Such issues have often challenged the courts. Their resolution is made no easier by the fact that they often arise in a proceeding brought by one of a league’s member teams against the league or against the other members. In such cases, the plaintiff team often asserts that the league’s rules are an- ticompetitive restraints on the freedom of its members. Evidently, there are situations in which the interests of a league as a whole and those of one or more individual members fail to coincide. Nowhere has this phenomenon been more evident than in cases in- volving the relocation of team franchises. In the National Football League (NFL, or “the League”), the most famous cases are those stemming from Portions of this chapter were taken from Fisher et al. (2000). 277 THE ANTITRUST REVOLUTION the move of the Oakland Raiders to Los Angeles and then back again.1 Partly in response to the 1984 and 1986 cases, the NFL developed a process for making relocation decisions, a process that sometimes involves a relo- cation fee paid to the League. -
Development, Evolution, and Bargaining in the National Football League
DEVELOPMENT, EVOLUTION, AND BARGAINING IN THE NATIONAL FOOTBALL LEAGUE Thomas Sisco The National Football League [hereinafter: NFL] is the most popular professional sports organization in the United States, but even with the current popularity and status of the NFL, ratings and the public perception of the on-field product have been on steady decline.1 Many believe this is a byproduct of the NFL being the only one of the 4 major professional sports leagues in the country without a self-controlled system for player development. Major League Baseball [hereinafter: MLB] has a prominent and successful minor league baseball system, the National Hockey League has the American Hockey League and East Coast Hockey League, the National Basketball Association [hereinafter: NBA] has the 22 team development league widely known as “The D- League”, but the NFL relies on the National Collegiate Athletic Association [hereinafter: NCAA] to develop young players for a career in their league. The Canadian Football League and the Arena Football League are generally inadequate in developing players for the NFL as the rules of gameplay and the field dimensions differ from those of NFL football.2 NFL Europe, a developmental league founded by Paul Tagliabue, former NFL Commissioner, has seen minor success.3 NFL Europe, existing by various names during its lifespan, operated from 1991 until it was disbanded in 2007.4 During its existence, the NFL Europe served as a suitable incubator for a 1 Darren Rovell, NFL most popular for 30th year in row, ESPN (January 26, 2014), http://www.espn.com/nfl/story/_/id/10354114/harris-poll-nfl-most-popular-mlb-2nd, . -
– University of Alaska Fairbanks's Paid Family Leave Initiative
– University of Alaska Fairbanks’s Paid Family Leave Initiative The new UAF strategic plan calls for a “renewed focus around who we are and what we aspire to be” (Chancellor White, https://uaf.edu/strategic/). For faculty and staff, a renewed focus is on the Paid Family Leave Initiative. The current Paid Family Leave policy for UAF staff and faculty relies on the use of accrued sick or annual leave. This “false” paid family leave is insufficient and will not lead to an increased “attract[ion] the brightest minds” to UAF’s world-class faculty and staff positions. The UAF Faculty Senate’s Committee on the Status of Women has compiled a data driven argument as to why a change to the Paid Family Leave policy at UAF is essential for the new strategic plan. To Solidify our global leadership in Alaska Native and Indigenous programs, we seek to assert ourselves as leaders in Indigenous Programs, by putting core Alaska Native values, such as taking care of one another, honoring women, children, and family into practice in our own institution. To Achieve Tier 1 Research status and share new knowledge, we seek to improve retention and recruitment of faculty which will help more PhD students graduate. To Embrace and grow a culture of respect, diversity, inclusion, and caring, we seek Paid Family Leave to promote respect, diversity, inclusion, and caring by ensuring that no one’s salary is disproportionately affected by unpaid leave and by creating an environment that allows for a healthy life including a career and family. To further recognize that "holistic approaches to well-being of all will lead to improved health outcomes and enhanced resilience, we seek to adopt adequate policies that provide for our UAF community will lead to a stronger, healthier, more resilient institution Figure 1. -
Governance Case Studies
2A. Governance: Are You a Governance Guru? CAPLAW 2011 National Training Conference Thursday, June 16, 2011 8:30 a.m. - 10 a.m. Minneapolis, MN Ms. Anita Lichtblau, Esq. Ms. Patricia Steiger, CCAP Emeritus Executive Director & General Counsel Management Consultant & CAPLAW Former Executive Director, 178 Tremont Street National Community Action Boston, MA Management Academy 617-357-6915 (main) CAPLAW Vice President [email protected] [email protected] Handouts: 1. Putting Governance Into Practice – Case Studies CAPLAW GOVERNANCE CASE STUDIES PREPARED BY JACK B. SIEGEL, ES Q ., CPA. © Copyright 2008 Community Action Program Legal Services, Inc. CAPLAW Governance Case Studies Introduction There has been a great deal of discussion during the last five years over the role that boards should play in overseeing nonprofits and their activities. Some argue that too many boards are passive, failing to provide adequate oversight over scarce resources. These critics can point to all too many board failures that have resulted in fraud and mismanagement. Others are quick to respond that many boards are filled with volunteers, who want to do right by their nonprofits, but who face time constraints, limited knowledge, and other limitations. Many who serve on boards aren’t even clear as to what their role is. Should they come to the monthly meetings, enjoy the coffee and doughnuts, and serve as cheerleaders? Or, are they supposed to take an active role in managing the nonprofit, possibly coming in on Saturday to clean the office, reconcile the checkbook, or stack cans of food in a warehouse? Many know that they should be asking questions at board meetings, but what questions? Some board members who have taken their roles seriously have asked for training or board orientation. -
PPP - Frequently Asked Questions
PPP - Frequently Asked Questions • As a Borrower under the Paycheck Protection Program, it is your sole legal responsibility to comply with all laws and regulations applicable to Borrowers under the Small Business Administration Paycheck Protection Program (SBA PPP). • Liberty Bank urges SBA PPP Borrowers to closely review the latest SBA PPP law, regulations and guidelines (Guidelines). The Guidelines can be found on the Small Business Administration and the Department of Treasury websites: www.SBA.gov and www.Treasury.gov. Liberty Bank cautions you that the Guidelines are evolving. The Small Business Administration periodically updates the Guidelines. Some updates modify prior Guidelines, other updates provide further clarification. • Liberty Bank does not provide legal, tax, or accounting advice. Individual facts and circumstances vary from Borrower to Borrower which will impact any answers regarding any interpretation of questions. You should consult with your legal, tax, and accounting advisors to obtain advice regarding your specific situation. Our education materials and communications should be considered in connection with, and are not intended to replace or serve as a substitute for, your close review of the Guidelines, and legal, tax or accounting advice you are urged to obtain from your tax, accounting and legal advisors. • Our communications are summaries or excerpts of the Guidelines, and may contain our opinions or interpretations of the Guidelines. There may be interpretations that are valid that differ from our interpretations and opinions. You are cautioned against placing undue reliance on our views and our educational materials. Index First Draw Second Draw Forgiveness Other General - First Round FAQs First Draw How is the loan amount based on the 2.5 months worth of payroll expenses calculated? (excluding schedule C tax filers)? Applicants will calculate the loan amount by taking the total eligible payroll costs for 2019 or 2020, or last 12 months divided by 12 to identify the average monthly eligible payroll for the calendar year. -
The NFL Salary Cap and Veteran Players' Salaries
Archives of Business Research – Vol.5, No.7 Publication Date: July. 25, 2017 DOI: 10.14738/abr.57.3436. McIntyre, K. H. (2017). The NFL Salary Cap and Veteran Players’ Salaries. Archives of Business Research, 5(7), 1-11. The NFL Salary Cap and Veteran Players’ Salaries K. H. McIntyre Department of Economics & Business Administration McDaniel College, Westminster, MD, USA ABSTRACT The salary structure and process of wage determination in the American National Football League (NFL) is perhaps unique among professional sports: contracts are not guaranteed, careers tend to be very short, and the league operates under a salary cap that limits teams’ payrolls. Thus, while a fairly well-defined set of performance metrics exists for most professional football players, the usual relationship between measured performance and compensation—i.e. higher productivity translates into higher pay - may be blurred, empirically observable, or even nonexistent. This paper investigates this issue using a four-year panel of veteran professional football players. Our analysis suggests that although performance plays a role in determining salaries in the NFL, experience, durability, and mobility are the most important factors veteran player compensation. Keywords: National Football League (NFL), professional athletics, wage determination, salary cap. INTRODUCTION Anyone who has ever listened to sports talk radio knows that the pay scale for professional athletes is one of the favorite topics of discussion among sports fans and members of the media, especially around draft days, free agency periods, and trade deadlines. This should not be surprising: the business of sports has never been bigger or more closely scrutinized, and athletics and sundry merchandising more aggressively marketed; professional athletes’ salaries are simply part of this trend. -
Overview of Cost Sharing & NIH Salary
Research Administrator Meeting Monday, May 22, 2017 2:00-4:00 Iowa Theater (166), IMU 1. GAO Announcements 2. Fixed Price, Capitation, & Fee For Service • Departmental Invoicing • Change to Monitoring & Closeout 3. Charging Salaries & Wages to Grants/Contracts 4. GOLDrush 5. DSP Announcements 6. Outgoing Subawards 7. Sponsor Updates • Federal • NIH • PCORI • NSF 8. Research Development Office 9. SBIR/STTR Funding May 22, 2017 GAO Announcements Fixed Price, Capitation, & Fee For Service . Departmental Invoicing . Change to Monitoring & Closeout Charging Salaries & Wages to Grants/Contracts GOLDrush DSP Announcements Outgoing Subawards Sponsor Updates . Federal . NIH . PCORI . NSF Research Development Office SBIR/STTR Funding Staff Announcements: Hailey James, hired as Accountant, DHHS Team, January 2017 Joel Baker transferred to Billing Specialist, Billing Team, April 2017 http://gao.fo.uiowa.edu/contact-us FY16 Single Audit WhoKey Administration Application – Roles for Funds 500/510 . New column “Role allows TDR recon?” . Upcoming changes – allow PI Dept Research Admin, Co-I & Co-I Dept Research Admin to assign WhoKey Reviewers Fixed Amount Awards provide a specific level of support without regard to actual costs incurred under the award. The fixed amount is based on appropriate pricing information. Variations include: Fixed Price, based on total amount for work performed Capitation, based on case counts/patient enrollment Fee for Service, based on any other unit price basis GAO is responsible for all invoicing, except for some Capitation awards. Accountability is primarily based on performance. GAO monitoring & closeout review will be minimized: No longer use Universal Closeout Workbook Ask PI/Dept to verify work completed, all applicable expenses have been charged to the account & all reports/deliverables provided to the sponsor . -
MLS As a Sports Product – the Prominence of the World's Game in the U.S
MLS as a Sports Product – the Prominence of the World’s Game in the U.S. Stephen A. Greyser Kenneth Cortsen Working Paper 21-111 MLS as a Sports Product – the Prominence of the World’s Game in the U.S. Stephen A. Greyser Harvard Business School Kenneth Cortsen University College of Northern Denmark (UCN) Working Paper 21-111 Copyright © 2021 by Stephen A. Greyser and Kenneth Cortsen. Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Funding for this research was provided in part by Harvard Business School. MLS as a Sports Product – the Prominence of the World’s Game in the U.S. April 8, 2021 Abstract The purpose of this Working Paper is to analyze how soccer at the professional level in the U.S., with Major League Soccer as a focal point, has developed over the span of a quarter of a century. It is worthwhile to examine the growth of MLS from its first game in 1996 to where the league currently stands as a business as it moves past its 25th anniversary. The 1994 World Cup (held in the U.S.) and the subsequent implementation of MLS as a U.S. professional league exerted a major positive influence on soccer participation and fandom in the U.S. Consequently, more importance was placed on soccer in the country’s culture. The research reported here explores the league’s evolution and development through the cohesion existing between its sporting and business development, as well as its performance. -
Team Payroll Versus Performance in Professional Sports: Is Increased Spending Associated with Greater Success?
Team Payroll Versus Performance in Professional Sports: Is Increased Spending Associated with Greater Success? Grant Shorin Professor Peter S. Arcidiacono, Faculty Advisor Professor Kent P. Kimbrough, Seminar Advisor Duke University Durham, North Carolina 2017 Grant graduated with High Distinction in Economics and a minor in Statistical Science in May 2017. Following graduation, he will be working in San Francisco as an Analyst at Altman Vilandrie & Company, a strategy consulting group that focuses on the telecom, media, and technology sectors. He can be contacted at [email protected]. Acknowledgements I would like to thank my thesis advisor, Peter Arcidiacono, for his valuable guidance. I would also like to acknowledge my honors seminar instructor, Kent Kimbrough, for his continued support and feedback. Lastly, I would like to recognize my honors seminar classmates for their helpful comments throughout the year. 2 Abstract Professional sports are a billion-dollar industry, with player salaries accounting for the largest expenditure. Comparing results between the four major North American leagues (MLB, NBA, NHL, and NFL) and examining data from 1995 through 2015, this paper seeks to answer the following question: do teams that have higher payrolls achieve greater success, as measured by their regular season, postseason, and financial performance? Multiple data visualizations highlight unique relationships across the three dimensions and between each sport, while subsequent empirical analysis supports these findings. After standardizing payroll values and using a fixed effects model to control for team-specific factors, this paper finds that higher payroll spending is associated with an increase in regular season winning percentage in all sports (but is less meaningful in the NFL), a substantial rise in the likelihood of winning the championship in the NBA and NHL, and a lower operating income in all sports.