On Balance January | February 2016

January | February 2016 | Vol. 12 No. 1 A publication of the Wisconsin Institute of CPAs | wicpa.org

New CPAs embrace the profession 6

Pictured, from left: CPAs Elizabeth A. Slovensky, Cory Loppnow, Ha Truong, Thomas P. Novotny and Michelle Luckmann

Plus: Recruit and retain millennials | 10 ID and track your new CPE requirements | 18 Fit life insurance into your financial plan | 26

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A publication of Wisconsin Institute of CPAs | wicpa.org

January/February 2016 Vol. 12 No. 1

6 Features

Columns

6 Generation next 5 newly-minted CPAs prepare to take on the profession Meet young professionals who are finding their niche in industry and public accounting.

By Donna Pinsoneault

22 TAX

Know your cafeteria plan document basics Discover why establishing a cafeteria plan offers substantial tax savings for both employers and employees.

By James A. Derzon, CPA

10 Recruit and keep talent in today’s candidate-centric marketplace As you recruit for open positions, consider several key strategies.

By Bob Faulds

24 HUMAN RESOURCES

Attract and retain millennials Consider these tips to attract and retain top CPAs at your firm.

By Michael A. Bark, CPA, CVA, MST

14 Scout’s honor Patti A. Denton, CPA wears CFO badge for Girl Scouts of the Northwestern Great Lakes.

By Cynthia M. Hodnett

26 FINANCIAL PLANNING

Use permanent life insurance in retirement planning: An alternative strategy for those seeking tax-free retirement income One sure way to receive tax-free withdrawals is through a Roth IRA or Roth 401(k) or Roth 403(b).

By James K. Schneider, CFP®

18 Identify and track your new CPE requirements These FAQs will show you how to use WICPA’s CPE tracker to identify and record acceptable CPE required for membership.

By Tammy J. Hofstede

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Departments 2

Odds & Ends | news briefs

3 Outlook | chair’s letter 5

Membership Matters | member benefits

13 In Touch | president & CEO’s message 20 Kudos | members in the news 21 Memorials | departed members

On Balance

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Odds & Ends Sikich acquires Jannsen + Company division

2013 Apex Award for Publication Excellence

2015–2016 WICPA OFFICERS/BOARD MEMBERS Chair Jean M. Hansen, CPA, MBA, CGMA Chair-elect Steven G. Handrick, CPA, CGMA Secretary-treasurer Joy L. Hertlein, CPA, CGMA Directors Lucien Beaudry, CPA, J.D. Kyle J. Beld, CPA Ryan Hanson, CPA, CGMA Katherine L. Hauser, CPA, MBA, CGMA William L. Komisar, CPA, J.D. Matthew A. Los, CPA Scott Miller, CPA, ABV, PFS, CVA Gregory L. Ryan, CPA Wendi M. Unger, CPA AICPA Council Neil R. Keller, CPA, ABV, CVA Nicholas S. Lascari, CPA, CEA, CGMA President & CEO Dennis F. Tomorsky, CPA, J.D., CGMA Chief Financial & Operating Officer Tammy Hofstede Vice President of Communications Amy E. Gaeth Editor Cynthia M. Hodnett Copy Editor Joan Bahr Design & Layout Kathleen Hess

Sikich LLP recently acquired Jannsen + Company’s audit, accounting and tax practice in Brookfield. Sikich’s services include audit, accounting and tax, technology and investment banking. Jannsen’s wealth management and information technology groups remain separate entities. Also, as a result of acquisition, former Jannsen + Company shareholders Danny R. Beine, CPA, Timothy J. Beine, CPA and Thomas W. Hicken, CPA were recently named partners of Sikich.

Wipfli expands litigation support practice, adds industry veteran

Wipfli LLP recently expanded its Valuation, Litigation and Transaction Services (VLT) Practice with the recent addition of industry veteran Bill Metzdorff. As a director in the firm’s VLT Practice, Metzdorff provides financial, accounting and economic analyses to attorneys in connection with major lawsuits involving antitrust, breach of contract, business interruption, and construction claims, fraud/misrepresentation, intellectual property, lost profits damages and wrongful termination. He’s also experienced in claims preparation services to insureds in connection with major losses involving property damage, business interruption and fidelity claims.

Top four risks for firms in 2016

Aon Affinity, the insurance provider to AICPA members, recently listed the top four risks for accounting firms in 2016. They are: reputation and image risks; increasing complexity in overall firm management; cyber risks; and risks associated with neglecting to clearly define scope of services.

Tips for managing your talent shortage

Cari Weston, CPA, director of taxation for the AICPA, offers insight on the topic in an article in AICPA Highlights (http://tinyurl.com/managetips). The tips are: identifying who you need, effectively advertising the position, and developing a strategy to interview, screen and retain in advance.

Article examines new CPAs’ changing roles

Tasks done by newly licensed CPAs are constantly changing. Read “CPA exam evolving to reflect shift in skills requirements,” by Ken Tysiac, in Journal of Accountancy (http://tinyurl.com/joatasks).

Advertising Manager Ellen Engel Printing The Printery, An RR Donnelley Company

Join us online!

On Balance is published six times a year by the Wisconsin Institute of Certified Public Accountants (WICPA). Change of address should be sent to: Membership, W233N2080 Ridgeview Pkwy, Suite 201, Waukesha WI 53188; Phone: 262-785-0445 or 800-772-6939 (WI/MN); Fax: 262-785-0838; email: jessica@wicpa.org. Statements and opinions expressed are those of the authors and not necessarily those of the WICPA. Publication of an advertisement does not constitute an endorsement of the product or service by On Balance or the WICPA. Articles may be reproduced with permission. © Copyright 2016 On Balance.

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WANT YOUR BUSINESS MENTIONED IN ODDS & ENDS? Email your announcement to cynthia@wicpa.org.

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{ Outlook | chair’s letter } “To perform at your peak, show others that you are engaged and open to change.”

Stand out in the profession Change is constant. The same thing can be said for the CPA. To effectively stand out in the profession, it requires constant transformation of your skill sets into direct value propositions. If you continue to do the same thing today, you’ll receive less tomorrow. That’s how fast business and competition moves, so here are a few tips to stay ahead of the curve.

Show genuine engagement Physical energy is the raw fuel for igniting our abilities, self-confidence and interpersonal effectiveness. To perform at your peak, show others that you are engaged and open to change. The search for purpose creates an overall vision and drives our desire to invest focused energy in a particular activity or goal. You become fully engaged when you care, that what you do really matters. Purpose is what lights up the soul.

Measure accountability Establishing a climate which measures expectations is often built on trust, which provides a nurturing environment where goals are clear and concise. Become an accountability expert at creating a specific plan that includes tasks and deadlines. If problems emerge, deal with change realistically. Ensure your plan contains the right and agreed upon method of following up.

Stay on task. The rest will fall into place.

Be an influencer Master influencers know how to create big changes in the results they care about. They know it’s important to understand the audience and appeal to their cause.

Sell your ideas or new way of thinking to get others on board, and work together and improve results. Make sure it involves realistic conditions, coaching and feedback.

Finally, help others develop technical and interpersonal skills needed to succeed. Influencing creates motivation.

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Reinvent and transform your environment. Treat everyone with consideration and respect. Add value to the lives of those around you. This is guaranteed to make you “stand out in the profession!”

Another change worth mentioning is the way the WICPA Continuing Professional Enhancement (CPE) is being measured. Starting in 2016, there will be a two-year reporting period, corresponding with Wisconsin licensing renewal. In addition, 80 credits will be required for membership during the two-year reporting period, which must include three credit hours of ethics as part of this reporting cycle.

Industry members will be required to fulfill the same 80 credits as public practice members. The WICPA will now recognize formal and informal learning, allowing up to 50 percent of the credits given for approved self-directed knowledge growth. Stay tuned for CPE guidelines. It’s an exciting time to be a CPA!

Jean M. Hansen, CPA, MBA, CGMA is CFO/ vice president-finance at Manitowoc Tool & On Balance | February 2016 Machining LLC. Contact herJanuary at 920-682-8825 ext. 114 or jhansen@mantool.com.

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{ Membership Matters | Spectrum Investment Advisors } “As an affinity partner, Spectrum has been a long-time committed supporter of the WICPA.”

2015 A big year for affinity partner Spectrum In November 2015, the American Institute of CPAs released its latest Personal Finance Trends survey. It found 54 percent of clients underestimated the total funds needed to retire and 57 percent undervalued their potential expenses in retirement, according to the nearly 400 CPA financial planners surveyed. Couple this with the fact many people don’t understand the difference between financial planning and retirement planning, and it’s obvious why a trusted advisor is important.

Spectrum Investment Advisors knows retirement planning. Principal and founder Jim Marshall has more than 40 years of experience in the industry. But ask anyone at Spectrum why they are different, and they will quote Benjamin Franklin: “Tell me and I will forget; show me and I may remember; involve me and I will understand.”

Spectrum Investment Advisors can assist you with financial and retirement planning.

Their tagline, “Colors Simplify Investing®,” represents the uniqueness of their education process. The firm has a patent on the color-coded process it uses to advise clients, focusing on 401(k) plans and wealth management.

It will be hard for Spectrum Investment Advisors to top 2015. Selected as the 2015 Business of the Year by the Mequon/Thiensville Chamber of Commerce, Spectrum was also a PLANSPONSOR Retirement Plan Adviser Team

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of the Year finalist and National Association of Plan Advisors 401(k) Advisor Leadership Award finalist.

Locally, Spectrum is known for its Coffee House Educational Series.

Held in its on-site coffee house, baristas preparing lattes and cappuccinos while Spectrum guests hear national speakers discuss the latest trends and forecasts.

In partnership with the WICPA, Spectrum will hold its 11th annual Retirement Plan Investment Seminar on June 22. As a WICPA member, you are invited to attend the half-day seminar at an exclusive rate.

As an affinity partner, Spectrum has been a long-time committed supporter of the WICPA. You may have seen Spectrum employees at WICPA events, such as the annual banquet, Spring CPAs in Industry Conference or golf outing. Consider Spectrum for your financial planning needs. Whether you already know them, or have yet to meet, stop in Spectrum’s Mequon office to say hello, and grab a cup of delicious coffee.

Maximize your membership by learning about the WICPA’s many member benefit providers at wicpa.org/marketplace.

Ellen Engel is the advertising manager at the WICPA. Contact her at 262-785-0445 On Balance January | February 2016 ext. 4513 or ellen@wicpa.org.

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Generation

5 newly-minted CPAs are ready to take on the profession

By Donna Pinsoneault

Pictured, from left: Ha Truong, Thomas P. Novotny, Michelle Luckmann, Elizabeth A. Slovensky and Cory Loppnow are all entering their second year as CPAs. 6

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chieve one goal, tackle another.

That’s a common experience among young CPAs. Yet also without exception, they are embracing their profession with unbridled enthusiasm. What inspired them to take on the challenges? For many of them, family role models sparked the interest.

Michelle Luckmann, CPA headed off to the University of Wisconsin–Eau Claire intending to be an investigative journalist for The New York Times. In her junior year however, noticing how her grandfather truly enjoyed his career in tax accounting, she switched gears.

“I found that an inquiring mind and professional skepticism would serve equally well in the accounting field,” she said.

In high school, Thomas Novotny, CPA job shadowed his mother, an accountant in a retail financial department.

“After that, I took my first accounting class and never looked back.” he said.

Cory Loppnow, CPA found himself increasingly fascinated by the financial workings of his family’s tavern.

“It was cool to see how cash would flow in and out of the business to really keep things working,” Loppnow said. “My first couple of classes at UW-Whitewater clicked, and I knew the field offered good job prospects.”

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Not everyone had the advantage of advance exposure.

Elizabeth A. Slovensky, CPA didn’t know anyone close to her in the profession. She enrolled at UW-Stout but decided to transfer.

“I transferred to UW-Stevens Point but didn’t declare an accounting major until the end of sophomore year,” she said.

“My own limited knowledge in the field is living proof that you can do it.”

Ha Truong, CPA initially thought of pursuing a career in sciences like her parents.

“After a few classes, I knew that accounting was just right for me,” Truong. “I want to succeed at my profession just like my parents did.”

Post-grad challenges Truong graduated from UW-LaCrosse in 2013 with a double major in accounting and finance.

During her senior year, she took a tax “I WANT TO KEEP LEARNING, internship at Advisors Management PROGRESSING AND Group, Inc. and started studying for the SERVING MY CLIENTS Uniform CPA Examination. Seeking more exposure to auditing, she undertook WELL,” NOVOTNY SAID. an audit internship at Milwaukee’s “I FIND MY JOB VERY RitzHolman CPAs, continued studying ENERGIZING. I’M and finished the CPA exam in August CONSTANTLY RESEARCHING 2014.

“Working and studying for the CPA AND TALKING WITH CLIENTS Exams at the same time was quite AND WORKING TO GAIN challenging,” she said. “Once I finished AS MUCH KNOWLEDGE the exam, managing work-life balance has been much easier.”

AS POSSIBLE.” Luckmann also took the internship route. After graduation, she interned at Baker Tilly Virchow Krause in Madison. Long hours at work combined with the challenges of the busy season left little time for study.

“I took the exam multiple times before I passed all four parts,” said Luckmann, who now works at American Family Insurance in Madison.

“I kept trying,” she said. “I listened to audio podcasts in the car, practiced multiple choice questions at lunch and took sample exams after work. It’s not how many times you fail; it’s that you keep trying.”

Slovensky was excited to begin full-time work at Schenck SC, a decision that required relocating to Milwaukee.

“It was difficult trying to balance studying with a new job and life in a new city,” she said. “There were plenty of ups and downs, but everyone at Schenck was so supportive. I’m so grateful for that.”

Novotny and Loppnow took a different approach, focusing primarily on the exam while completing internships. Novotny finished undergraduate work at UW-Whitewater in 2012 and completed the Master of Public Accountancy (MPA) in 2013.

The MPA program and an internship at the former Kolb+Co. in Brookfield, helped him prepare.

“I didn’t work full time during the exam process,” he said.

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“I would advise any prospective CPA to take that route. It’s hard to work 40-plus hours a week and study.”

For Novotny, that period wasn’t only about passing the exam.

In 2013, Kolb+Co merged into Sikich LLP, an Illinois-based firm that provides accounting, advisory, technology and managed services. Not wanting to lose the family-like environment he was experiencing at the firm, he wasn’t sure what to expect after the merger. However, his uncertainty evaporated quickly.

“It’s been so interesting and beneficial growing into Sikich,” he said. “I’m seeing so many different sides of the industry, and we have the same family-like environment. I can still walk down the hall whenever I want and talk to senior managers.”

Loppnow completed his MPA in May 2014, working part time with Jannsen + Company in Pewaukee and the first part of the exam already behind him. In September, he started full-time with Vrakas CPAs + Advisors in Brookfield and finished the exam in December 2014.

“It felt good to have that final exam out of the way,” he said.

Navigating curves Working on both the audit and tax sides of the company, Loppnow described his first year as challenging.

“You’re trying to pick up best practices and absorb as much as you can,” he said. “You want to sink your teeth in right away, but it takes time to get to know the nuances.

Vrakas does a good job of helping you, though. Everyone there has been in your shoes so they know what I’m going through.

“Loppnow learned that those early challenges required considerable patience.

“Know you are going to make mistakes,” he said. “You’ll learn from those mistakes.”

Now in her second year of auditing, Truong is enjoying a similar experience at RitzHolman. “CPA means more responsibility, bigger problems and higher expectations but in a good way,” she said. “Fortunately, the support at RitzHolman has made this never-ending learning process enjoyable.”

Truong advised prospective CPAs to get an internship early.

“Then you can mix what you learn at school with real world experience.” she said. “You can ask as many questions as possible.”

Luckmann agreed.

“When you are new, you want to seem competent,” she said. “You want to show people that you know a lot, but the only way you are going to really learn is to ask what you think are the dumb questions.”

She also advised young CPAs to not be afraid to make changes. “Always have your eyes open to career opportunities,” she said. “There’s so much you can do as a CPA.” Slovensky stressed the importance of continuing to study for the exam.

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“As hard as it is, it is definitely worth it,” she said. “It’s also important to remember that everyone takes their own path.”

Admitting that her first busy season at Schenck was hard, Slovensky benefitted from talking with people at all levels of the organization. She was also assigned a coach. Working with clients remained a key component for her.

“I’m kind of chatty and like to see and meet people,” she said. “I’m out of the office a lot, have more variety and get to see how different people run their businesses.”

Then there was the unexpected. During his first busy season, a client of Novotny’s sold his company.

“I didn’t expect anything like that during my early years,” he said. “It was extremely time-consuming, very time-sensitive and involved other constraints as well. However, my department shifted work around, and the experience turned out to be invaluable. Now I know I can meet any challenge easily.”

What’s next?

With first year challenges behind them, the young CPAs are starting to think about the long term.

“Since passing the exam, I feel like my future is wide open,” Slovensky said. “I’d like to continue to learn as much as I can and am excited to see where my career takes me.”

“I want to keep learning, progressing and serving my clients well,” Novotny said. “I find my job very energizing. I’m constantly

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researching and talking with clients and working to gain as much knowledge as possible.”

Loppnow is looking forward to learning more about the audit side.

“It’s cool to see how a company works, what generates revenue, how a market affects things, how financial statistics come together,” he said. “I don’t have a complete long-term view yet, but I’m getting all my review points down. I just want to keep growing professionally and learning, to be the best for the company and client that I can be.”

Truong shares that same passion for her future in accounting.

“I want to get more experience in audits, especially for not-for-profit organizations,” she said. “I like working in that environment, contributing to the community.”

Before joining American Family, Luckmann investigated another option, spending two years working with a nonprofit organization in Madison.

“Accounting is a lot more than journal entries,” she said. “We’re budgeting, looking at tax consequences, researching. You can take those skills wherever you go.”

Donna Pinsoneault is a freelance writer in Brookfield.

Contact her at dpinsoneault@gmail.com.

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Recruit AND keep talent in today’s candidate-centric marketplace

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or those filling accounting and finance positions, today’s talent market looks much like it did pre-recession. For several years, beginning in 2008, there was an employers’

market where accounting and finance professionals flooded the talent pool. Many were in transition due to downsizing and business closures, while others needed to extend their careers or come out of retirement due to declining investments.

This is no longer the situation. The U.S. Bureau of Labor Statistics showed the unemployment rate for accountants was at 2.2 percent, less than half the national average for overall unemployment as of

By Bob Faulds 10

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September 2015.

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Recruiting strategies that work today As you recruit for open accounting and finance positions, consider the following strategies to help land top talent in today’s candidate-centric marketplace.

Don’t “post and hope,” be proactive

Not all candidates are searching for jobs the same way they did during the recession. In fact, many are not searching at all. The most effective recruiters — whether you are using an internal recruiter, external recruiter, or your chief financial officer is acting as your recruiter — have a strong professional network and use multiple channels to uncover candidates. At a minimum, you should use your organization’s webpage, LinkedIn, CareerBuilder and other job-posting websites. However, this strategy alone may not yield results.

A Career Advisory Board report from March 2015, “Successful job seekers reveal job search strategies,” found that less than half of job seekers use social media to uncover opportunities. The same report also found that successful candidates seek referrals from their social and professional networks and attend in-person networking events. For this reason, if you don’t already have one, you should consider implementing an employee referral program. According to a September 2015 report from iCIMS, “Successful employee referral programs,” most employers hire nearly 40 percent of their staff from employee referrals.

Moreover, research from CareerBuilder found that 88 percent of employers rate employee referrals as the best source for quality talent.

Sell the position and your organization

Candidates are also screening you and likely have other opportunities.

With few accounting and finance professionals seeking employment today, you have to interview and sell simultaneously. Highlight benefits such as the flexibility to work remotely or a competitive vacation package. If you have a nice office or impressive manufacturing plant, woo the candidate by adding a facility tour to the interview.

Having a candidate meet with decision

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makers is great, but bringing the candidate’s peers to the interview can help demonstrate commitment to culture fit.

The key to selling your organization and the position is understanding that the best people have choices. Be creative so that the interview experience will make a positive and lasting impression on the candidate. For example, as an interview follow-up, the Wisconsinbased World Council of Credit Unions sent flowers that included a teddy bear for a candidate’s young daughter.

By the numbers:

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Number of new hires obtained from employee referrals

88

Number of employers that rate employee referrals as the best source for quality talent

%

%

Get to “yes”

Once you’ve found the right person and the offer is made, an acceptance cannot be assumed. Taking a new job is a big decision, and your candidate has to consider many factors before he or she gets to “yes.” Not only has the current market increased salary expectations, but multiple job offers and counteroffers from current employers are commonplace. To eliminate surprises, communicate openly with your candidate during recruitment and discuss other offers with them.

Help him or her appreciate how your organization and position can help accomplish the candidate’s objectives.

Keep your talent

Assuming your candidate does not accept another offer, congratulations!

Now focus on keeping your new employee. But don’t be fooled; counteroffers are neither an ideal nor effective employee retention strategy.

Consider the following best practices to keep your employees:

Motivate and challenge your team

Formal promotions are not always necessary to keep an employee challenged, motivated, and satisfied with his or her career progression. According to the 2015 survey report, “Labor of love: What employees love about work and ways to keep the spark alive” from Virgin Pulse, interesting and challenging work are among the top motivators. Involving your staff in special projects can help you accomplish these objectives.

Communicate openly and regularly

Schedule regular formal and informal meetings to discuss what’s going well and what’s not — from both the employee’s perspective and yours. Consider implementing a “stay interview” process to gather your employee’s perspective on their work environment and experience.

The more input you seek, the more comfortable your employee will feel discussing his or her concerns before pursuing another offer.

Reward your people

Not all companies can be the highest-paying employer in town or have the best benefits. Thankfully, there are other ways to reward your team. In fact, two of the most coveted perks are flexibility in hours and the ability to work from home when needed.

But money, benefits, and perks are not the only rewards. Recognition, in the form of genuine appreciation for a job well done, is an effective retention tool (Virgin Pulse, 2015).

Take charge of your recruiting and retention strategies

A competitive advantage in the current candidate-centric economy is to get and keep the best people. A strong recruiting process combined with effective retention strategies will ensure your organization is a winner in the war for talent. Without either, you will quickly lose your competitive advantage.

With both, you’ll strengthen your culture and greatly reduce your turnover cost.

Bob Faulds is the Baker Tilly Search & Staffing practice leader in northeastern Wisconsin. Contact him at 920-739-3323 or bob.faulds@bakertilly.com.

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Join the CONVERSATION! wicpa.org/LinkedIn wicpa.org/Twitter wicpa.org/Facebook

CONNECT TWEET LIKE

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SEE PHOTOS

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{ In Touch | president & CEO’s message } “Look for additional information to help navigate new WICPA CPE membership requirements in resources, including the WICPA website, print and online publications, as well as WICPA events.”

Career development and lifelong learning Professional accounting publications are increasingly referencing career planning, career pathing, and career lattices, along with talent management, talent development, and talent retention. These concepts overlap to a great extent, and it has become generally accepted that employees and employers have shared responsibility for successful career and talent development.

The most successful professionals take charge of their own career development immediately following college graduation, rather than leaving their future to chance or employer whims. These additional activities include mentoring opportunities and studying other individual’s career paths. Other activities include requesting superiors for stretch assignments that accelerate growth, engaging in both formal and informal learning throughout one’s career, and recognizing that professional career success requires far more than technical expertise.

Employers are finding that retention of talented colleagues is necessary to maximize long-term ROI, and this requires far more than leveraging young talent to simply maximize short-term profits. Accounting professionals have always expected their employers to make available to them continuing education that will result in continued career advancement. Newer entrants to the accounting profession are now more likely to be retained by an employer that also provides thoughtful mentoring, leadership and other training that is outside purely technical coursework. The employer also provides thoughtful work assignments that help a professional grow and become more valuable.

Providing talented accounting professionals with exposure to competency enhancement opportunities outside their current area of specialization broadens and deepens business acumen and other critical skills.

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Assignments requiring professionals to identify multiple solutions to a challenge, and to make both written and verbal presentations of their analysis and recommendations accelerates professional development in critical thinking and communication. At the same time, it increases employee appreciation for the employer that provides these types of intentional career development opportunities. Employer career development perspectives were nicely framed by a cartoon I once saw with one executive lamenting, “What if we train our employees and they leave,” while another executive responds, “What if we don’t, and they stay?”

The revised WICPA CPE membership requirements that become fully effective in 2016 provide significantly greater career development flexibility. The requirements allow five-minute time increments and greatly expanded creditable activities that include mentoring/coaching activities, reading, committee/board service and independent research to accelerate career advancement.

Dennis F. Tomorsky, CPA, J.D., CGMA is president & CEO of the WICPA. Contact him at On 262-785-0445 ext.

4519 or Balance January | February 2016 dennis@wicpa.org.

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Photography by Adam Ryan Morris

Sc ut’s honor Patti A. Denton, CPA wears CFO badge for Girl Scouts of the Northwestern Great Lakes

By Cynthia M. Hodnett

Patti A. Denton, CPA settles into her role as CFO for Girl Scouts of the Northwestern Great Lakes.

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As a Brownie in the Girl Scouts, Patti A. Denton, CPA learned about the Girl Scouts’ three C’s: courage, confidence and character.

“My mom was very much involved being a leader and a service unit leader,” Denton said.

“I recall having meetings in the basement of a local church. I recall making moccasins, carving using a bar of ivory soap, and singing songs.

My mom’s volunteerism helped me out when I became a leader for my own daughter’s troop.

She was there for me to draw on from her experiences.”

Denton draws on those same beliefs today as the chief financial officer (CFO), Girl Scouts of the Northwestern Great Lakes headquartered in Appleton.

“Patti is first and foremost mission-driven, which is so critical when making decisions that affect not just her department but in many cases all levels of our organization,” said Andy Heuer, chief development officer, Girl Scouts, Northwestern Great Lakes. “She does a wonderful job explaining complex finance terms in a language anyone can understand.”

Denton earned her associate degree in accounting from Fox Valley Technical College in 1989. She later earned her bachelor’s degree

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in accounting in 2011 and Master of Business Administration-Accounting Concentration in 2014. She earned her certified public accountant license and joined the WICPA in 2014. Her accounting career includes several accounting positions in manufacturing and industry. She has also worked for not-for-profits, including Youth Services of Fox Valley which eventually became the Boys & Girls Clubs of the Fox Valley.

Denton later worked in an interim role as CFO/controller for the Fox Valley Workforce Development Board during a vacancy. She continued with the organization, assisting it by improving its financial software and federal government regulation changes. Simultaneously, she learned about the CFO role at the Girl Scouts, where’s worked since March 2015.

Cynthia M. Hodnett, editor of On Balance, recently interviewed Denton about her accounting career and her work with a nonprofit. The following is an edited version.

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Q: How did you land your current position?

A: I was in the process of posting for a finance assistant role and was reviewing other job listings that were competing. I happened to come across this role and felt it would be a great fit and a next step in my professional journey. I had many contacts connected with the Girl Scout Council and reached out to them for information and support. I’ve always liked the mission of the organization, so it just seemed like the right choice.

Denton enjoys a break near her office at the headquarters.

Q: What role does your position play in the success of your organization?

A: My role as CFO is instrumental in developing and implementing financial strategies and goals aligned with our mission. I work with my peers to bring our strengths together to create a full picture of decisions and strategies, as they impact all departments and programs.

I’ve brought a sound not-for-profit financial background and understanding to add value to key decisions and strategic plans for pursuing goals and programming. My role finds opportunities to build relationships between finance staff and programmatic staff to help each understand how the other plays a role in the organizational mission. The CFO leads the accounting function and financial statement preparation in accordance with Generally Accepted Accounting Principles and not-for-profit practices. I am responsible for providing stewardship, control and oversight of the organization’s finances. I also work in partnership with the treasurer, finance committee chair, investment committee chair and audit committee chair.

individuals. I need to change the message to fit the audience to connect with these diverse backgrounds. By engaging at all levels, we connect the financial strategies to the organizational mission and vision. For accounting skills, one needs to have a wide-breath of accounting and finance knowledge. I’ve worked with capital campaigns, building projects, budgeting, and financial reporting.

I’ve needed to write an audit RFP and re-write financial policies.

Having a good handle on internal controls is important.

It’s also about understanding fund accounting and the specialized needs of software. There are many software packages available, and there are benefits depending on the type of not-for-profit industry within the industry that you work. Also, especially smaller organizations, one also needs to have experience with human resource functions to add that hat to the many worn in a not-for-profit. One also needs to have a good general knowledge of information technology, as that is often another hat that might be worn, again depending on the size of the organization. If you are working with federal funding, then you need to be very familiar with the Federal Uniform Guidance 2 CFR Part 200 that was a major revision in December 2014.

Q: What accounting skills/soft skills does someone need to work in your industry?

A: In the not-for-profit industry, someone needs to continually

Q: What are some top trends facing the not-for-profit/nonprofit industry?

A: Financial Accounting Standards Board (FASB)

look for opportunities of interaction between finance and program staff to build relationships. As a finance leader at a not-for-profit, we work with a broad range of individuals. In addition to working with human service professionals, I also work with our board of directors and board committees with another diverse group of

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Not-for-Profit Financial Statement Project. The concept is to be able to tell a better financial story of the organization.

There are changes to the classification of net assets changes along with the information on liquidity, cash flows and financial performance. There are no changes to how not-for-profits report

wicpa.org

expenditures or recognize revenues. The objective from the FASB perspective is for stakeholders to gain a true understanding of financial performance and mission achievement.

Other trends include internal controls and fraud. The not-for-profit industry typically places a lot of trust in individuals. The challenge is in balancing monitoring internal controls and providing our staff with autonomy as they work to deliver our mission. Also, Federal Uniform Guidance 2 CFR Part 200 is key. If you have federal funding, then this was a player when it was implemented in December 2014.

When not-for-profits realign, such as our Council did about five years ago, the geographic footprint often grows. This adds the challenge of staff working remotely and how to manage that. It adds the challenge of whether to have a fleet of vehicles for staff or not and whether to assign cars to individual staff in the field, similar to a for-profit’s sales department. This also forces the organization to adjust its technology needs and embrace the cloud.

Q: What are some fun facts about Girl Scouts?

A: The first Girl Scout cookies were baked by individual Girl Scouts from scratch. We will be marking the 100th anniversary of the Girl Scout Cookie Program in 2017. Many people don’t know that it is the world’s largest girl-led business. These cookie moguls just may be the future chief financial officers of the world!

Q: What do you enjoy doing when you’re not working?

A: I like spending time with my family. We enjoy camping, but in the past few years have started becoming fair-weather campers. I also am a life-long learner and like learning about new things. When I want alone time, I love to relax in the recliner by the wood stove with a good book or magazine with a cup of hot tea.

Cynthia M. Hodnett is editor of On Balance magazine. Contact her at 262-785-0445 ext. 3004 or cynthia@wicpa.org.

wicpa.org

On Balance

January | February 2016

17

Identify and track

your new CPE requirements

By Tammy J. Hofstede 18

On Balance

January | February 2016

wicpa.org

shutterstock.com

R

eading a book or magazine article related to your career? Taking a professional development webinar? Career-related activities can both boost your knowledge and count as acceptable continuing professional education (CPE) necessary for WICPA membership.

The WICPA Board of Directors recently approved CPE in five-minute increments, effective in 2015, and expanded creditable CPE activities, effective in 2016. These changes recognize neuroscience research establishing that the deepest learning results from shorter and more diverse types of learning activities than provided by 50-minute lectures. Such research was unavailable when the board established mandatory CPE requirements for membership about 1990.

The following are key FAQs for identifying and tracking the new CPE requirements. Visit wicpa.org/cpeFAQs for more information and wicpa.org/cpetracker for the CPE tracker. You must be logged in as a member to access these resources.

1) What are the new requirements?

A. 80 credits every two-year reporting period for all members (excluding retired and students), (minimum 20 annually).

B. Minimum five-minute increments required for time-based CPE activities.

C. Minimum of three ethics credits during two-year reporting period.

D. Creditable CPE activities continue to include listening to or presenting live and online lectures, as well as formal independent study programs. However, they have been expanded to allow up to half of required credits to consist of self-directed informal learning activities including but not limited to reading, performing independent research, participating on boards, committees and task forces, participating in mentor or coaching programs, watching videos, listening to podcasts, as well as participating in informal independent study activities.

2) How should CPE credit be computed for non-lecture-based competency-enhancing activities such as reading, independent research, serving on a board/committee/task force, or coaching/mentoring?

A. Rather than developing granular rules specifying CPE computation formulas to estimate competency enhancement achieved from every type of learning activity, the WICPA Board of Directors agreed to: I. Adopt a principles-based approach requiring application of

professional judgement in computing CPE credits for learning activities.

II. Provide members with examples demonstrating reasonable computations and record-keeping for various types of CPE learning activities.

3) How should members report their CPE credits?

A. By paying dues, members are verifying that they: I. Complied with CPE requirements.

II. Maintained records and documents supporting their CPE compliance.

III. Agree to audit of such records and documents.

IV. Understand and agree that misrepresenting CPE compliance will result in publication of noncompliance and misrepresentation, as well as classification as a member not in good standing. It might also result in termination of WICPA membership, as well as reporting of misrepresentation to licensing authorities as an “act discreditable to the profession” which could result in revocation of CPA certificate and license.

B. Members should use the WICPA online CPE Tracker to record their CPE activities. This will simplify the process of recording for members and auditing member compliance, which might be acceptable by regulators as evidence of CPE compliance that may be required in the future.

Contact Tammy J. Hofstede, chief financial & operating officer of the WICPA at tammy@wicpa.org for more information.

Get your WICPA apparel and accessories!

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UPDATE your profile and stay connected. wicpa.org/logowear wicpa.org

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On Balance

January | February 2016

19

kudos Ronald C. Berman, CPA, J.D., a shareholder at Neider & Boucher, S.C. in Madison, was named Best Lawyer’s 2016 Madison Tax Law “Lawyer of the Year.”

He was selected by The Best Lawyers in America© in the areas of tax law and trusts and estates for 2016.

Stephen A. Bjork, CPA

Stephen A. Bjork, CPA was hired at Freyberg Hinkle Ashland Powers & Stowell S.C., Certified Public Accountants in Brookfield.

Carl E. Schultz, CPA was named chair of the Board of SVA Certified Public Accountants, S.C. and Diversified Services of Wisconsin, Inc. through June 2016.

Janice M. Socha, CPA, MBA was hired as a senior accountant at KerberRose S.C. in Green Bay.

Rick E. Dreher, CPA, managing partner and chair at Wipfli LLP, was selected as one of 2015’s Most Admired Peers in the accounting profession by Inside Public Accounting (IPA).

Susan E. Frey, CPA was promoted to tax director at PricewaterhouseCoopers in Milwaukee.

Brittany F. Leonard, CPA

Jeffrey J. Rohrer, CPA was promoted to assurance manager at PricewaterhouseCoopers LLP in Milwaukee.

Janice M. Socha, CPA, MBA

Vicki E. Gramse was hired as a staff accountant in the tax department at Wegner CPAs in Madison.

Jeffrey D. Tillema, CPA was hired as a tax manager at Hawkins Ash CPAs in La Crosse.

Kyle B. Kaja, CPA was hired as a supervisor in the assurance department at Wegner CPAs in Madison.

Thomas L. Koops, CPA was promoted to risk assurance partner at PricewaterhouseCoopers in Milwaukee.

Evan Y. Lin, J.D., CPA

Brittany F. Leonard, CPA was hired as an audit associate at Hawkins Ash CPAs in La Crosse.

Daniel A. Lightfuss, CPA was hired as an audit manager at Hawkins Ash CPAs in Green Bay. Evan Y. Lin, J.D., CPA, an attorney and managing member of Lin.Liebmann LLC in Green Bay, was named a 2015 Wisconsin Super Lawyer as one of the top lawyers in Wisconsin by the publishers of Super Lawyers® Magazine.

Andrew N. Rebstock, CPA

Christopher Marks, CPA was promoted to senior accountant at Vrakas CPAs + Advisors in Brookfield.

David J. Nelson, CPA was named as president of Vets Plus in Menomonie, according to the Eau Claire Leader-Telegram.

Joel G. Nettesheim, CPA, principal at SVA Certified Public Accountants in Brookfield, completed The Value Builder System Training & Certification Program and earned the Certified Value Builder™ designation.

Jenna E. Northouse was hired as a staff accountant in the tax department at Wegner CPAs in Madison.

Andrew N. Rebstock, CPA was promoted to assurance manager at PricewaterhouseCoopers LLP in Milwaukee.

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John M. Stetzenbach, CPA was promoted to assurance senior manager at PricewaterhouseCoopers LLP in Milwaukee.

Jeffrey D. Tillema, CPA

Adam M. Updike was promoted to senior accountant at RitzHolman CPAs in Milwaukee.

Goran Vukovic, CPA was promoted to senior accountant at Vrakas CPAs + Advisors in Brookfield.

Bradley J. Weckwerth, CPA was named to the shareholder group at Vrakas CPAS + Advisors in Brookfield, according to the Business Times.

Megan A. Wildish was promoted to tax senior associate at PricewaterhouseCoopers LLP in Milwaukee.

Matthew R. Zimdars was promoted to tax senior associate at PricewaterhouseCoopers LLP in Milwaukee.

Want your

promotion or

award mentioned in Kudos?

Email your announcement and photo in JPG format to cynthia@wicpa.org.

wicpa.org

memorials Earl J. Benning, CPA

Nathan W. Holman, CPA

(1962–2015) Earl J. Benning, CPA died July 8. He was 53. Benning graduated with a Bachelor of Arts in Business Management from St. Scholastica College in Duluth, Minn. He also graduated with a Bachelor of Science in Accounting from the University of Minnesota-Duluth. He earned his certified public accounting license in 1990. His accounting career included an accounting position at the former Arthur Andersen & Co. in Minneapolis, and Wipfli LLP, where he most recently worked as a partner. The Eau Claire resident joined the WICPA in 1990.

(1926–2015) Nathan W. Holman, CPA died May 26. He was 88. Holman served in the Navy in World War II. He earned his certified public accounting license in 1952. He was a founding partner of RitzHolman CPAs in Milwaukee and a past president of the WICPA Board of Directors from 1978-1979. The Milwaukee resident joined the WICPA in 1954.

Donald N. Botsford, CPA (1924–2015) Donald N. Botsford, CPA died Aug. 25, according to The Journal Times. He was 90. Botsford graduated from Northwestern University in Evanston, Ill., in 1948. He served as a P-51 pilot in the U.S. Air Force in World War II and later as a lieutenant colonel in the Air Force Reserve for 25 years.

He earned his certified public accounting license in 1949.

The Muskego resident joined the WICPA in 1956.

Kent A. Cournoyer, CPA (1953–2015) Kent A. Cournoyer, CPA died Aug. 28, according to the Appleton Post-Crescent. He was 62. Cournoyer graduated from the University of Wisconsin-Oshkosh. He earned his certified public accounting license in 1978. He was the manufacturing operations controller of Marion Body Works in Marion. His accounting career also includes positions at Krueger International in Green Bay, and most recently at ConAgra Foods in Ripon. The Appleton resident joined the WICPA in 1975.

wicpa.org

James L. Rose, CPA (1932–2015) James L. Rose, CPA died July 31, according to The Waukesha Freeman. He was 83. Rose graduated from the University of Wisconsin-Madison. He earned his certified public accounting license in 1973. He was director of the Wisconsin Department of Taxation in Waukesha. Later, he operated CPA practice for more than 30 years, James L. Rose and Associates, in Richfield. The Oconomowoc resident joined the WICPA in 1973.

Terrence J. Schmidt, CPA, MS Tax, CFP (1957–2015) Terrence J. Schmidt, CPA, MS Tax, CFP died Oct. 2, according the Milwaukee Journal Sentinel. He was 58. Schmidt was the owner and operator of Schmidt & Company, CPAs, SC in Milwaukee. Schmidt earned his certified public accounting license in 1983. The Mequon resident joined the WICPA in 1981.

On Balance

January | February 2016

21

{ Tax | Cafeteria plan }

Know your

cafeteria plan document basics

1) They have a viable written plan document.

2) They have an old plan document that was never amended over the years.

3) They think they have a cafeteria plan, but really don’t because it wasn’t put in writing.

4) They don’t have a cafeteria plan document, and they know they don’t have one.

Why even consider a cafeteria plan?

If you or your clients find yourself in the category of employers who have no cafeteria plan, consider establishing one because it offers substantial tax savings for both employers and employees.

Employers may save substantial amounts of FICA taxes, far more than the cost of the plan. Employees save both FICA taxes and income taxes on their salary reduction elections under the plan.

Remember, sole proprietors, more than 2 percent owners of S corporations, and partners in a partnership are not eligible to participate in a cafeteria plan, even though their employees are eligible.

What are the written plan requirements of a cafeteria plan?

In general Most important, a cafeteria plan MUST be in writing.

It must be adopted or effective on or before the first day of its plan year. The terms of the plan must apply equally to all participants.

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On Balance

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Specific requirements The cafeteria plan document’s main requirements include: • A description of each of the benefits available under the plan. Examples of common “qualified” cafeteria plan benefits include: 1) Group-term life insurance for employees 2) Employer–provided accident and health plans, including certain medical reimbursement arrangements 3) Accidental death and dismemberment insurance 4) Dependent care assistance 5) Adoption assistance 6) Contributions to Health Savings Accounts 7) Disability coverage (long- and short–term) • The plan’s rules concerning participation, with the specific requirement that all participants must be employees • The procedures and other rules concerning employees’ benefit elections • The manner in which employer contributions will be made under the plan. (For example, most employer contributions are made as a result of employees’ salary reduction elections; however, employers may contribute amounts called “flex-credits” for employees’ benefits instead of or in addition to employees’ salary reduction elections.)

• The maximum amount of employer contributions available to any employee by stating the maximum amount of salary reduction expressed as either a dollar amount or a percentage of compensation • The plan year of the cafeteria plan Other written requirements may also apply depending on the cafeteria plan’s specific benefits and features.

wicpa.org

istockphoto.com

Employers may fall into one of these categories when it comes to cafeteria plans:

By James A. Derzon, CPA

“If a cafeteria plan offers medical reimbursement, dependent care and/or adoption assistance benefits, note that all of these benefits have their own written plan document requirements.”

If a cafeteria plan offers medical reimbursement, dependent care and/or adoption assistance benefits, note that all of these benefits have their own written plan document requirements. These requirements may be satisfied by either including them as part of the cafeteria plan document or by having separate written plans for them.

How often does a cafeteria plan have to be amended?

Cafeteria plans have to be amended whenever there are law changes, and the law change should specify when amendments must be made.

For example, starting with plan years beginning in 2013, an employee’s salary reduction elections under a cafeteria plan’s medical reimbursement arrangement became limited to $2,500. The IRS then issued a notice stating that although the $2,500 limit must be met for plan years starting in 2013, cafeteria plan documents didn’t have to be amended for the new $2,500 limit until Dec. 31, 2014.

Does the cafeteria plan document or any related report have to be filed with a government agency?

A cafeteria plan document does not have to be filed with any government agency. Form 5500, Annual Return/Report of Employee Benefit Plan, is generally NOT required for cafeteria plans.

However, Form 5500 is required for the cafeteria plan if: 1) One of the benefits under the cafeteria plan is a self-insured medical reimbursement plan (or health flexible spending arrangement) 2) The benefit is part of the cafeteria plan document (as opposed to a separate written plan) 3) There are at least 100 plan participants in the health flexible spending arrangement at the beginning of the plan year In this case, Form 5500 is required because there is a welfare benefit plan arrangement having at least 100 participants at the beginning of the plan year.

NOTE that if a separate written plan document for the medical reimbursement arrangement exists and you had at least 100 plan participants at the beginning of a plan year, there would be no Form 5500 filing requirement for the cafeteria plan. Instead, there would be a Form 5500 filing requirement for the medical reimbursement plan.

Where can you obtain a cafeteria plan document?

There are a number of places to check into when looking for a cafeteria plan document provider, such as: • Law firms specializing in employee benefits

wicpa.org

• Your health insurance provider or insurance broker • The yellow pages (“employee benefits”) • The Internet Make sure that the plan document provider you select will contact you and handle any plan amendments required in the future. This is a far more important consideration than any cost involved in obtaining a plan document.

What if you already have a plan document but it was never amended for law changes over the years?

{ Tax | Cafeteria plan }

Options for certain benefits

In that case, go to a law firm that specializes in employee benefits and at least update the plan prospectively.

James A. Derzon, CPA, is an employee benefits specialist at Schenck SC in Appleton. Contact him at 800-236-2246 or jim.derzon@schencksc.com.

Holistic Advice, Authentic Relationships At Edge Advisors, we confidently guide your business through the complexities and challenges of everything from accounting and tax to M&A and recruiting, marketing, branding and more. Simply put, we’re focused on the minutiae that impacts your business, freeing you up to do what you do best.

The result? Success.

• Accounting and Tax • Practice Analysis • Buying A Practice • Selling a Practice • Mergers • Valuations • Contingency Recruitment

• Associateships • Licensed Broker • Marketing and Branding • Hygiene Coaching • Wealth Management • Insurance • CPR Certification

edgeadvise.com 844.200.3343 curious@edgeadvise.com

On Balance

January | February 2016

23

{ Human Resources | Recruitment and retention }

T C A R T T A

I N A T E R D AN

L S A I N N L E MIL The issue of millennial recruitment has become very big. Publications are devoting column inches to this topic and consulting businesses have sprung up teaching you how to create a culture that will appeal to this demographic.

E

xperts agree that millennials are transient, crave flexibility, value culture over money, and want to make a difference in the world. In other words, they sound like the 20-somethings of past generations.

The issue of millennial retention is especially acute in the accounting profession. According to a report recently published in Accounting Today, 9 percent of partners in CPA firms are under the age of 40, and more than 60 percent are over the age of 50. These demographics have led to a rise in consolidation of firms and begs the question: Who will succeed the 60 percent when it’s time for them to retire?

By Mike Bark, CPA, CVA, MST

24

On Balance

January | February 2016

Before you install a Kombucha Bar, organize foosball tournaments or have senior partners fire Nerf Guns at your young staff, consider some of the things our profession is doing that might be restricting younger people from advancing and subsequently leading them to leave for other jobs.

wicpa.org

“Before you install a Kombucha Bar, organize foosball tournaments or have senior partners fire Nerf Guns at your young staff, consider some of the things our profession is doing that might be restricting younger people from advancing and subsequently leading them to leave for other jobs.”

In 2000, Wisconsin mandated that anyone sitting for the Uniform CPA Examination needs 150 college credits to do so. This led to young people spending at least one additional year in school and adding to substantial student loan. This means they may have some bills they’ll need to pay and may be more willing to leave school for a slight increase in compensation.

Get out of the way It seems staggering that only 9 percent of all partners are under the age of 40. When I started my career in 1996, several partners whom I worked with were in their early 30s. Since then, it seems the accounting profession has created a “manager-forlife role.” Firms say you have to generate business in order to become a partner. However, how can someone do this if they are too busy handling the day-to-day work from an existing partner.

Want a reason 27-year-olds are leaving the profession? It’s because they see the 37-year-old CPA still grinding in the role of a manager. They understand that if they’re going to make a move, it’s much easier to do so they’re are younger and much harder to do as they grow older. The 37-year-old sticks it out because he or she is making a good amount of money to stay and is told that he or she is close to becoming a partner.

There’s no good reason that people should work at a firm for 15 years before they can become a partner. Opportunities to grow much be given much sooner, or people will leave.

Non-competes We don’t believe non-competes are a good idea especially for anyone below the level of partner.

The trouble with these agreements is it allows us as firms to keep people in the manager-for-life role.

Where else are they going to go? It would be hard to move to another CPA firm without the threat of being sued. We do not make our employees sign non-competes in part because we think it keeps us on our toes as employers. Are we giving the younger staff the opportunity to advance? Are we compensating them fairly? Given that we allow them to leave

wicpa.org

without any possible repercussion, we better be doing that stuff right.

Two of our three CPA partners are millennials, and it’s likely our next partner will be a millennial as well. They were given opportunity, and they were able to seize it and advance to partner level. Quite frankly, they may have had to wait another 10 years before getting the same shot at their previous firms. If they had to wait that long, there’s a good chance they would have left public accounting.

Give your young staff real opportunity, and they will stick around. To quote the Talking Heads: “Same as it ever was.”

Michael A. Bark, CPA, CVA, MST is a principal of Edge Advisors, LLC in Milwaukee. Contact him at 414-759-9629 or mike@edgeadvise.com.

{ Human Resources | Recruitment and retention }

The 150 credit requirement

For Immediate Sale Fully Transferable $25,000 Wisconsin Tax Credit This tax credit was earned by a MN based early stage venture fund in 2011.

This credit can be used to off set State of Wisconsin Income Tax liability.

Contact: Mark Marlow mmarlow@omphalosventures.com 952-657-5561

On Balance

January | February 2016

25

{ Financial planning: Permanent life insurance }

Use permanent life insurance in retirement planning:

An alternative strategy for those seeking tax-free retirement income

By James K. Schneider, CFP® Will you actually be in a lower tax bracket than today when you take withdrawals from your tax-deferred retirement accounts? In today’s environment, no one can say for sure. Due to this uncertainty, you may find tax-free withdrawals more attractive than tax-deferred withdrawals. Consider how permanent life insurance can help supplement your retirement with tax-free income.

Historically, Americans have used tax-deferred accounts, such as traditional IRAs and 401(k) plans, as the foundation for their retirement planning. Their logic appears sound: Contributions to these vehicles have the opportunity to grow tax-deferred until withdrawals are made in retirement. As a result: • Because the account is not subject to annual taxation, the balance should grow larger than it would with a taxable account given the same contributions, investments, market performance, and time horizon.

• When withdrawals are made, it’s assumed the retiree will be in a lower tax bracket because he or she will no longer be earning a salary.

26

On Balance

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Is the latter still a safe assumption?

The truth is today’s tax rates — although higher than several years ago — continue to be historically low.

However, with ongoing concerns around the federal debt and the looming burden of entitlement programs, the potential for higher tax rates in the future is very real. That means you could actually end up being in a higher tax bracket when you’re retired than the one you’re in now. As a result, being able to take tax-free, rather than merely tax-deferred, withdrawals in retirement is increasing in appeal, especially with higher-income earners.

One way to receive tax-free withdrawals is through a Roth IRA or Roth 401(k) or Roth 403(b). With these accounts, you deposit after-tax dollars, and withdrawals are tax-free as long as: • You are 59½ or older when you make the withdrawals.

• It’s been more than five years since you made your first contribution to the account.

While attractive, a potential problem with this approach is the restrictions on these accounts. Your

wicpa.org

[

[

“Will you actually be in a lower tax bracket than today when you take withdrawals from your tax-deferred retirement accounts? In today’s environment, no one can say for sure. Due to this uncertainty, you may find tax-free withdrawals more attractive than tax-deferred withdrawals.”

However, with proper planning and policy management, permanent life insurance may provide a significant taxadvantaged benefit as part of a retirement planning strategy.

Permanent life insurance’s potential retirement planning benefits include: • No income or contribution limitations: Your income does not limit whether or how much permanent life insurance you can purchase.

• Multiple potential growth strategies: Three permanent life insurance products are commonly used to help enhance retirement savings:1

ability to contribute to a Roth IRA is limited by your modified adjusted gross income (MAGI) each year, and not all employers offer the Roth alternative as part of their 401(k) or 403(b) plans.1 Investors today are increasingly searching for alternatives that will allow them to take taxfree withdrawals and avoid these restrictions, and some are finding it in an unexpected place: permanent life insurance.

Permanent life insurance may help fill the gap Although permanent life insurance is traditionally associated with its death benefits, its tax-advantaged nature also creates opportunities for a variety of retirement planning income strategies.

Permanent life insurance offers the potential to accumulate cash value on a tax-deferred basis. This cash value can be accessed free of income tax to supplement retirement income through withdrawals and policy loans.

Keep in mind loans and withdrawals will reduce the policy’s death benefit and cash surrender value and could cause it to lapse, thereby triggering an undesirable taxable event.

1 With a Roth 401(k) or Roth 403(b), the IRS will require you to take required minimum distributions (RMDs) starting at 70½. Exceptions to this rule are available. RMDs do not have to be taken with a Roth IRA.

wicpa.org

Current assumption universal life

Indexed universal life

Variable universal life

Provides financial flexibility and emphasizes low-risk and conservative growth potential through a fixed interest rate generally tied to the fixed-rate market.

Offers a choice to enter into a fixed account or various indexed accounts.

The index account is tied, for example, to the S&P 500 Index’s performance.

Typically a 0% return floor is coupled with a rate cap on upside participation.

Relies on the stock market’s performance through direct investments in subaccounts offered through the issuing insurance company’s product.

There are often extensive choices covering all asset classes. May provide the greatest growth potential but with increased investment risk.

• Tax-free retirement income: Properly structured withdrawals of your basis in a permanent life insurance policy followed by loans against the accumulated value are currently tax-free. Withdrawals of earnings above your basis may be taxable.

• Extended care coverage: You may choose to add a rider to your policy to help protect against the risk of extended care expenses. Many insurance companies have riders available at extra cost that allow for a chronically or terminally ill insured to access the death benefit if they meet specific criteria.

• Expenses: A properly structured supplemental retirement income strategy is designed around a permanent 1 This table is not intended as a complete review of these three policy types. For a complete in-depth discussion, please consult your Financial Advisor.

On Balance

January | February 2016

27

{ Financial planning: Permanent life insurance }

life insurance policy with a relatively low death benefit and maximized cash accumulation potential.2 With this design, the policy allows the owner to enjoy these benefits in a cost-effective manner.

Wells Fargo Advisors is not a legal or tax advisor. You should consult with your attorney, accountant, and/or estate planner before taking any action.

Unlike variable life insurance, index universal life (IUL) is typically structured so they are not securities registered with the SEC. Nor are the sales in IULs regulated by the SEC or FINRA Regulation, Inc.

Contact your financial advisor for more information

Wells Fargo Advisors is the trade name used by two separate registered broker-dealers: Wells Fargo Advisors, LLC and Wells Fargo Advisors Financial Network, LLC, Members SIPC, non-bank affiliates of Wells Fargo & Company. © 2015 Wells Fargo Advisors, LLC. All rights reserved.

To learn more about how you may be able to use permanent life insurance to supplement your retirement income, contact your Financial Advisor.

Variable life insurance policies are long-term investments subject to market fluctuations and investment risk. Please consider the investment objectives, risks, charges, and expenses carefully before investing.

Guarantees are based on the claims-paying ability of the issuing insurance company.

James K. Schneider, CFP® is first vice-president – investments of the Schneider Wealth Management Group of Wells Fargo Advisors in Waukesha. Contact him at 800-323-1410, 262-798-3759 or jim.schneider@wellsfargoadvisors.com. Note: Wells Fargo Advisors does not render legal, accounting, or tax advice. Please consult your tax or legal advisors before taking any action that may have tax consequences.

Information has been obtained from sources considered reliable, but its accuracy and completeness are not guaranteed.

2 All insurance products carry internal costs, which may be significant. This discussion relates to cash value accounts and not the full premiums paid into the contract.

NO Bank Guarantee

s

NOT FDIC Insured

s

s

Investment and Insurance Products:

MAY Lose Value

Volunteer for

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Sponsored by the Wisconsin Institute of Certified Public Accountants

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APRIL: National Financial Literacy Month Visit classrooms this April to help students get smart about money during Financial Literacy Month.

Go to the local elementary school of your son, daughter, niece, nephew or neighbor during the month of April and read to students about the basics of money.

THE WICPA WILL PROVIDE • Prize for each student • Handout for parents about teaching kids to save • Financial literacy curriculum to leave with the teacher

FOR MORE INFORMATION

Visit wicpa.org/reading, or contact: Mary Murray | 262-785-0445 ext. 4510 | mary@wicpa.org 28

On Balance

January | February 2016

wicpa.org

PRSRT STD U.S. POSTAGE

The Magazine for Wisconsin CPAs A publication of the

Wisconsin Institute of Certified Public Accountants

W233N2080 Ridgeview Parkway Suite 201 Waukesha, WI 53188 wicpa.org

PAID

Milwaukee, WI Permit No. 5845