To everyone but accountants – and the IRS – it might seem a stupid question but, when is the revenue of a snow removal or ice management business considered income? After years of deliberations, the Financial Accounting Standards Board (FASB) issued an “Accounting Standards Update (ASU) on the appropriate accounting treatment for revenue that attempts to answer that question.

Revenue is an important financial measure for every business. Managers, shareholders, lenders, analysts, investors, and regulators all use revenue to monitor an operation’s financial performance and its general financial health. Revenue may also affect, among other things, a snow removal operation’s ability to borrow money or attract investors. It is also often used as a basis for determining certain employee compensation and benefits, such as commissions, bonuses, and stock-based compensation. Anticipated revenue may also influence an entity’s tax-planning strategies.

At its core, the new ASU guidance states that a business “should recognize revenue that shows the transfer of promised goods or services in an amount that reflects the consideration to which the operation expects to be entitled to in exchange for those goods or services.” What could be clearer?

Although it's not unusual that there is a specific time to secure deductions – or to include revenue - until now, the time to claim income and deductions has been dictated by rules or laws – not the operator’s opinion. Under the guidelines for the new Generally Accepted Accountnig Principles (GAAP), most snow and ice removal businesses must report the revenue they “expect” to collect for their services or from their contracts.

CASH VERSUS ACCRUAL

The cash method of accounting, where income is income when received and deductions secured when paid, is easiest. However, accuracy has long dictated that the accrual method of accounting more closely reflects reality.

The so-called “revenue recognition” principle is a cornerstone of the accrual method of accounting which, with the so-called “matching principle,” determine the time when revenue and expenses are recognized. According to this principle, revenues are recognized when they are realized or realizable, and are earned (usually when services are rendered or goods are transferred, no matter when cash is received.

REVENUE = INCOME? WELL, SOMETIMES

In 2014, the FASB, the folks that created the GAAP and the International Accounting Standards Board (IASB) jointly announced new financial accounting standards for revenue recognition entitled “Revenue from Contracts with Customers (Topic 606).” In general, the new revenue recognition principle states that a business using the accrual method of accounting should only record revenue when it has substantially completed a revenue generation process. In other words, revenue is recognized and recorded only when it has been earned.

Naturally, all revenue realized during an accounting period must be included in the snow and ice removal operation’s income. But, going one step further, the new guidelines now require all cash received in either an earlier or a later period than obligations are met (when goods or services are delivered) be recognized and reported along with all related revenue.

Under the new standards, a business will recognize revenue for promised services to customers and clients in an amount that reflects the consideration they expect to be entitled to in exchange for those services. That expectation is based on the following five, sequential steps:

• Separate the contract's commitments.
• Determine the transaction price.
• Allocate a price to each promise.
• Recognize revenue when or as the business transfers the promised good to the customer or performs the service, depending on the type of contract.

Obviously, if there is any doubt whether payment will be received from a customer, then the seller should recognize an allowance for doubtful accounts for the amount it is expected the customer will renege on. If there is substantial doubt that any payment will be received, the business should not recognize any revenue at all until a payment is actually received.

In some cases, the updated guidance will result in earlier revenue recognition than in current practice. This is because the new standards require a business to estimate the effects of sales incentives, discounts, and warranties.

If a snow or ice removal business receives payment in advance, it is recorded as a liability, not as revenue. Only after all work has been completed can the payment be recognized as revenue. Again, if there is substantial doubt that any payment will be received, then the contractor should not recognize any revenue until a payment is received.

COMPENSATION “IFs”

Because many businesses have compensation plans tied to revenue for managers, sales personnel, shareholder/employees, executives or others, compensation arrangements are emerging as a big concern under the new revenue recognition standard. In fact, many of those already implementing the new standards are encountering challenges with compensation policies.

The new standards result in earlier recognition of revenue which, in turn, often leads to higher commissions or bonuses. In other words, for some snow removal operations, the new accounting standard will change the timing of when revenue will be recognized and therefore may change the way compensation is awarded under existing profit-sharing arrangements.

ACCOUNTING FOR TAXES

Nearly all snow removal and ice management businesses will be affected by the expanded disclosure requirements, including the required footnote disclosures on financial statements. Not too surprisingly, also impacted will the tax picture – and bills – of many snow and ice removal operations.

The tax laws have long required businesses to obtain the IRS’s consent before changing a method of accounting for federal income tax purposes. In most cases, a taxpayer that wishes to change its accounting method must secure prior consent.

Fortunately, for some accounting method changes, including complying with the new accounting standards, the IRS provides an automatic procedure for obtaining its consent for the change in accounting methods. However, even the so-called “automatic” procedure requires adjustments to reflect changes in income amounts or deductions as well as the final tax bill for the year of change.

The IRS’s latest procedure for an accounting method change applies to a snow removal business that wants to change its method of accounting for the recognition of income for federal income tax purposes to a method under the new Standards. In general, the business uses Form 3115, Application for Change in Accounting Method, for an accounting method change.

CHANGES NOW AND LATER

While the new rules provide guidance for transactions that weren't addressed completely, such as service revenue and contract modifications, there are a number of notable exceptions such as leases, financial instruments, guarantees and nonmonetary exchanges between entities in the same line of business to facilitate sales. These transactions remain within the scope of existing industry-specific GAAP.

Answering the question: when is the snow removal and ice management business’s revenue considered income has been clarified, at least for accountants and the IRS. Obviously, with all snow removal operations and businesses now required to report revenue and follow hundreds of pages of new accounting guidance, seeking the all-so-necessary professional help in complying is important.

Mark E. Battersby is Snow Magazine's financial writer. He's based out of Ardmore, Pa.

They’re out there on every client’s property, and there’s a chance you don’t know about them. Failing to recognize hidden property hazards not only increases the chances of a slip-and-fall incident, but they contribute to avoidable property damage, as well as mar your bottom line.

Here are five common hidden property hazards to familiarize yourself with before your next preseason site inspections. Once these trouble spots become apparent, then you and your crews will more easily recognize them and take the appropriate actions to either avoid or rectify these issues before any damage is done.

1 Pavement Conditions

More and more snow professionals are taking advantage of the latest advancements in plow technology, which, by design, are bigger and heavier than the traditional straight-blade plows. Designed to provide a cleaner surface, these tools tend to bite the pavement better than their predecessors. As a result, these plows can potentially tear up pavement imperfections and make existing surface damage worse.

In addition, these surface imperfections are prime spots for refreeze conditions. Ice builds up in these pits, dips and cracks and contributes to potential slip-and-fall hazards for pedestrians traversing the parking lot from their cars to the adjacent building. In addition, larger and/or deeper damaged areas can fill with snow, which disguises a potential tripping hazard to unknowing pedestrians.

When inspecting the property, look for signs that the pavement has heaved. And if you can identify broken grout joints, then that’s a sign the pavement has already heaved during your market’s freeze-thaw cycle. Common areas to find these imperfections are at high-traffic areas, stop signs, near site intersections, and around loading docks. It’s imperative to thoroughly identify and mark these problem areas on the site’s storm management plan.

In addition, site inspections should take place all winter long. Since we’re ISO 9001/SN 9001 certified, we not only conduct preseason and postseason inspections, but we also do post-event inspections on all of our properties. This exercise identifies any new problems areas site crews need to be aware of before the next snow and ice event.

Lastly, we’re all aware snow contractors typically get blamed for any site damage that takes place during the winter. That’s why it’s very important to thoroughly document site conditions both before, during and after the season. Again, this is important from both a safety and a financial perspective to make sure we don’t have to carry the financial burden of correcting damage we didn’t create.

2 Curbs, Catch Basins and Sewers

When it comes to curbs, all I can say is document, document, document. Curbs are the No. 1 thing we repair on an annual basis. Obviously, if we damage a curb during snow ops, then we’ll fix it. However, curb damage happens all year long and the snow contractor is often the fall guy. That’s why you must video document and photograph the curb conditions at client sites where you anticipate a lot of damage could take place. It’s a preventative measure to identify for the client property damage you’re not responsible for.

For example, a retail center has a lot of semi-truck traffic coming on and off the property throughout the course of a business day. And curbs tend to get damaged when semis – or even cars, for that matter – cut corners too closely. Therefore, it’s important to be vigilant. Go through and document curb conditions, so you don’t get blamed for the damage and stuck with the financial burden of repairing them at season’s end.

It’s important to mark catch basins and sewers on your site map not only for plowing purposes, but also for drainage. For example, if you stage snow on a property, it’s important to have an awareness for were the catch basins and sewers are located to understand how the property is designed to drain. So, for thaw-refreeze cycles you’ll want to know which direction water will flow and where, potentially, is will reform into ice. And as with other property features, it’s important to note any existing strike marks or damage to these areas because these are easy targets. In fact, it’s not unheard of for a plow operator to unknowingly take off a manhole cover. Imagine the damage that could do to a car driving into it, or God forbid a pedestrian.

3 Roofs and Architectural Details

Many storefronts and modern facilities have intricate architectural details and overhangs that can cause havoc with your site management plan. Snow tends to build up at these areas, and they become major areas for refreeze problems on the pavement and walkways below.

In addition, pay very close attention to these details if they are south facing or are surrounded by reflective glass. Both tend to melt snow and ice during the day, and therefore are the first areas that will refreeze at night. Clearly mark these areas on your site maps, so you, your crews and your clients are well aware of the potential hazard to pedestrians.

4 Space Constraints

When developing your storm management plan, it’s important to know where you’ll stage and store snow, as well if it’ll be removed from the site. It’s not uncommon to have challenging space-constrained properties where you’ll have to employ specialized equipment to relocate the snow while you’re plowing.

Therefore, it’s important to know in advance where you’ll be putting it because it will decrease the amount of time to clear the site completely. Don’t forget to consider these factors when building out your proposals.

5 Traffic Patterns

A lot of being successful in snow and ice management has to do with timing, so understand both the vehicle and pedestrian traffic patterns unique to each property.

For example, some properties condense employee parking areas. Once people start parking in spaces, it’s nearly impossible to get the pavement cleaned safely. So, timing is vital to get the product down and services done before anyone arrives for the workday or their shift.

In addition, be aware of the site’s hours of operation. Over the course of an evening you can plow against normal traffic patterns and place and stage snow in certain areas. You lose that flexibility during the site’s hours of operation – typically the daytime hours – when your only option is to abide by the traffic patterns. This only elongates the amount of time you have to clean that pavement and make it safe.

When building your site’s contingency plan, it’s important to know when customers are open, where and how people typically park, and the delivery schedules to the property. For example, if you have a Starbucks on a retail property, then it typically opens at 5:30 a.m. while the other stores don’t open until 10 a.m. It’s those kinds of details that must be taken into account when you do your site planning.

Jerry Schill is the president of Schill Grounds Management in North Ridgeville, Ohio. He is a frequent Snow Magazine contributor and a 2011 Leadership Award recipient.

The Paycheck Protection Program (PPP) was aimed at helping small businesses keep workers on the payroll and pay other bills during the pandemic. However, confusion about turning PPP loans into non-repayable grants is palatable. The U.S. Department of the Treasury and the Small Business Administration (SBA) have promised they will audit all PPP loan recipients who seek loan forgiveness.

Today the IRS is reaping larger and larger amounts from fewer and fewer targeted snow removal and ice management businesses thanks to better profiling of potential audit targets and better use of their limited resources. The IRS’s own figures reveal that, in general, only one or two percent of all taxpayers actually face audits each year, the nerve-wracking threat of a potential audit remains high.

PPP LOANS

PPP loans are loans that may be forgiven if the snow removal business meets certain criteria, chiefly spending at least 75% of the loan amount on payroll and no more than 25% on rent, mortgage interest and utilities. Sweetening the pot, the Coronavirus Aid, Relief and Economic Security (CARES) Act allowed any amount forgiven can be ignored for federal tax purposes. Of course, no tax deduction is allowed for otherwise deductible expenses (payroll costs, rent, etc.) if the payment of the expense results in forgiveness of the covered loan.

Most of the problems surrounding the PPP involve the conditions needed to turn the loans into grants. PPP loan recipients were required to certify that “current economic uncertainty makes the loan request necessary to support the ongoing operations of the Applicant.” What’s more, snow removal contractors and businesses seeking loan forgiveness were also required to certify they “used the forgiveness amount of keep employees and make eligible mortgage interest, rent and utility payments.”

Certifications found to be inaccurate or untrue are punishable under criminal and civil law. But, how can anyone certify to an uncertainty and what makes the funds necessary? Ultimately, of course, it will be the courts that decide, but given the stakes, all borrowers can expect a bare-minimum file review -– or a deep-dive forensic audit.

In addition to SBA audits, borrowers must prepare for investigation by the Special Inspector General for Pandemic Recovery and reviews by the Pandemic Response Accountability Committee and the Congressional Oversight Commission, although these presumably will be limited to borrowers of larger amounts.

A snow or ice removal business that fails a PPP audit jeopardizes all or part of their loan forgiveness and, potentially face False Claim Act prosecution by the U.S. Department of Justice (DOJ). In the face of the threat posed by all of these audits and reviews and a lack of guidance about calculating the portion of the loan that is forgivable, many contractors and other business owners are concerned that they’ll be on the hook to repay those amounts.

RECORDS AND MORE RECORDS

Many snow and ice removal business owners, even those with no intent to commit fraud, often fall short when it comes to documentation and paperwork. More often than not, businesses are cautioned to keep good records for tax purposes. This time, those records could be crucial to forgiveness of a PPP loan.

Even if the snow removal business pays its taxes dutifully, it may be penalized for lacking documentation. After all, the law requires every taxpayer to retain the records used when preparing the tax returns. Those records generally should be kept for three years from the date the return is filed.

A good record-keeping strategy might include depositing PPP funds into a separate bank account. Beyond that, all expenses should be documented. Utility bills, rent statements, leases, cancelled checks, bank statements tracing any electronic transfers and other expenses that qualify for loan forgiveness such as health insurance.

These amounts should be consistent with the amounts in the loan forgiveness application. Obviously, judgement is required to project revenue and expenses during these uncertain times, including the ramp-up period as the snow and ice removal business reopens but before the economy returns to pre-pandemic levels.

CRITERIA

Auditors consider contemporaneous documentation – or an accurate written record of how the funds were applied – as more persuasive than information created once an audit or review begins. In other words, it is more efficient to organize records and documents now rather than attempt to create them later when under pressure.

Among the supporting documentation for funds used to cover payroll costs, mortgage interest, rent and utility costs should be:

• Payroll verification to demonstrate funds used for payroll, mortgage interest or lease and utility payments.
• Invoices for mortgage interest, lease payments and utility services.
• Lease agreements stating amount due.
• General ledger entries showing use of PPP funds.
• When it comes to showing employee and compensation levels, from periods beginning February 15, 2020, through the end of the period after the loan was made include:

• Payment records such as payroll tax reports, employee benefit records and compensation records.
• Calculation of full-time equivalents and pay rates, and
• Documentation to support head-count changes.

Any remaining cash surpluses should be supported by documenting the use of those funds beyond the period analyzed. Naturally, the underlying supporting documents should provide enough support for the certification.

Although the threat of PPP loan and loan forgiveness audits is a major concern, wading through a backlog of applications, removing duplicates from borrowers that applied at more than one bank and the Congressional confusion continue to slow the process. But, don’t forget about the IRS, an agency that appears increasingly determined to find and audit all businesses.

A SMALLER TARGET

Computers are less forgiving than humans. Any snow and ice removal contractor who hopes to survive and thrive under the new algorithm-based IRS, should follow a few guidelines.

Always be prepared for scrutiny. Understanding the tax rules and potential red flags is essential to knowing what information should be saved and for how long.

Be prepared to move quickly. Information Document Requests (IDRs) and face-to-face audits now move on a shockingly fast time line so have a plan of action. Build a relationship with an accountant who can step in quickly when you get the dreaded IRS audit notice.

Consistency is key. Inconsistencies in paperwork happen even to honest people when the accounting is not handled professionally. The IRS, however, is increasingly seeing discrepancies as fraud until proven otherwise.

Expect no mercy. IRS agents are being allowed no wiggle room and no grace. This attitude is being passed on to the businesses they deal with.

HAVING THE LAST WORD

Until a snow and ice removal contractor agrees with the IRS, the appeals process remains open. Most importantly, from the initial screening for accuracy that each return receives up to the final appeal has been exhausted, mistakes in the favor of the taxpayer are discovered in about 25% of all cases.

The IRS is usually quite sympathetic to honest mistakes and more than willing to discuss underpayments of taxes that may result from the many so-called "gray" areas of our tax rules. They'll frequently negotiate the amount of tax due on occasion. But they don't like fraud.

Honesty and clarity go a long way toward preventing, dealing with and surviving an IRS audit. Naturally, every snow removal and ice management operation should have a strategy for avoiding audits as well as for dealing with an IRS auditor. A fallback position if those strategies fail should also be in place.

PROFESSIONAL HELP NEEDED

The PPP was intended to ensure all businesses had access to sufficient resources to keep workers employed while the snow removal operation weathered the coronavirus pandemic. Borrowers should not be frightened by the government’s warning that audits are inevitable, instead preparing now to ensure those benefits are not lost.

Beginning early, maintaining accurate documentation, assessing risks and considering the assessment criteria and preparing for a likely audit from any of a variety of sources can help every snow and ice removal business withstand the added scrutiny. The advice and assistance of a qualified professional is also an invaluable tool.

Mark E. Battersby is Snow Magazine’s financial writer. He resides in Ardmore, Pa.

Big data is critical to business success because it provides leadership with important insights and information. Large enterprises use sophisticated systems to track data and often have internal analysts on their team to crunch their numbers. Or, they hire outside experts to do it for them. Yet any enterprise can take advantage of big data, no matter their size, especially if you re-frame your definition of “big.” You can use your data to better understand your customer needs and buying patterns to further develop strategies that could impact the sale of your winter snow and ice management services. Insights like those developed with data become amazingly useful to any size snow and ice management operation.

1 Slay Your Fears

You’ve heard some people say, “I'm really not a numbers person.” Perhaps they use this as their excuse for avoiding using data, much less big data, because they might feel reluctant to dive in and give it a try. You do not need an MBA or finance degree to begin working with the data associated with your business, regardless of its size. Anyone can learn and understand at least a couple of the key metrics that impact how they operate and what drives financial success.

If you are reluctant to launch into data analytics with your snow and ice management operation, begin with some baby steps. Start by identifying two or three key metrics you want to better understand about your business or your customers. Once you have these key metrics identified, then focus on getting the data you need to help better understand what drives these metrics and how you can use the data to increase your enterprise performance. Then those metrics become the fundamentals that shape your thinking about your business strategies and what you need to do to better achieve your business goals.

Focus on how the data you have or can gather links to your business strategies. The key is to search for the critical data metrics that influence decision making. Look for the information that provides you with insight on the variables that impact your revenue and profitability.

2 You Have The Info And Tools

You do not need a complicated computer system or major data management firm to figure out what you are already using in your business for data capture. Frankly, many organizations – and snow and ice management operations are not immune to this – are not fully utilizing the existing software they already have to gather basic information.

Frequently, software programs have the capability to export information into analytical programs such as Excel. Once the data is put into an analytic format, you can do all sorts of data evaluation based on key variables such as customer demographics, profitability, geographic location, purchasing patterns, buying volume, etc.

Reviewing data points for various time horizons provides a comparison to see how much is changing during different time periods. Engaging in analytical assessments of your data often provides valuable information on shifts in your target market and identifies new sales opportunities. You might even uncover areas of business vulnerability before they cause major challenges.

Many companies do not fully access the information they have already obtained about their customers. Taking time to input detailed information into a Contact Relationship Management (CRM) system can be a first step.

Then, consolidate the insight from your other information systems to develop a comprehensive customer profile. Then drill down into the information on your customers and tie them to financial measurements such as sales volume, degree of profitability or key target marketing variables.

It is not uncommon for smaller enterprises to have their most valuable customer information written down on sheets of paper or in someone’s head. If you enter your data into a CRM or Excel, you establish the foundation for a more robust data assessment of your snow and ice management operation. Then you can begin to pull insights by looking carefully at key variables.

You will have a more effective way of targeting your desired consumers – let's say large-scale manufacturing or retail strip malls – as you drill down deeper into the data to see which customers are most valuable to your bottom line.

You will make better decisions if you are using thoughtfully mined data already present and available through your snow and ice management operations. You will also minimize the vulnerability to not having good information to work with if a key employee becomes ill or leaves.

3 Create Metrics And Dashboards

When you begin working with data, it is essential to create metrics and dashboard reports focusing on the key information so it can be tracked on an on-going basis. Then set up the mechanisms and policies that ensure it is tracked by your employees. Holding your team accountable for reliably gathering the data and tracking it in a timely manner are also important steps to effectively use data.

Another option is to work with an outside consultant who does this all the time and is not going to struggle with a learning curve. Outside experts can help you discover details you might have overlooked while managing the enterprise day-to-day of your snow and ice management operation, or even your larger, overall business. You are likely to gain better insights – and move much faster – by bringing in outside expertise for a short duration engagement rather than trying to struggle through setting it up by yourself.

It is not a cliché that “time is money.” Invest in learning from an expert and then take it over once you develop the foundational skills and have gained some confidence in your own abilities.

4 The Final Push

Learning to leverage data is essential to impacting the growth and success of any business. As you become more comfortable using your initial metrics, you can add on additional key metrics.

Using a disciplined approach and continue to look for more metrics to measure. And don't forget to embrace this new challenge and have fun with it. Soon you will soon have a robust data management system that you and your team can use to more effectively manage your business and your customer relationships.

Taken together, this data will provide you with new pathways for business growth and enhanced success with your snow and ice management business.

A frequent Snow Magazine contributor, Jill J. Johnson, MBA, is the President and Founder of Johnson Consulting Services, a highly accomplished speaker, an award-winning management consultant, and author of the bestselling book Compounding Your Confidence.