Please note: Seasonal employees ARE counted in the calculation for FTEs for the month that they work. However, if they work less than 120 days and cause the 50 FT threshold to be breached, then the employer is not considered a large employer.
Are You Ready for the Next Wave of Health Care Reform?Bret Clark
Practical overview of what employers should be doing to avoid ACA shared responsibility penalties; how to track full-time employees; ACA reporting requirements; analysis of developing health plan structures.
Affordable Care Act (ACA) Commonly Used TerminologyInfinisource
The Affordable Care Act and its terminology are overwhelming - where does one begin to understand it all? We’ve compiled a glossary of ACA terminology to help you through the maze.
The Affordable Care Act – Compliance Challenges for EmployersWinston & Strawn LLP
In King v. Burwell, the Supreme Court upheld the availability of subsidies to individuals in states that use federal healthcare exchanges under the Affordable Care Act (ACA). This decision has important implications for employers due to how employer penalties are triggered under the ACA. While the decision may not be beneficial to employers in the short term, employers can now act with certainty in working to comply with coverage requirements under the ACA.
Erin Kartheiser and Steve Flores from our executive compensation and employee benefits practice presented a practical, interactive presentation that reviewed the impact of the Supreme Court’s decision, compliance challenges facing employers, and areas of potential risk.
Please note: Seasonal employees ARE counted in the calculation for FTEs for the month that they work. However, if they work less than 120 days and cause the 50 FT threshold to be breached, then the employer is not considered a large employer.
Are You Ready for the Next Wave of Health Care Reform?Bret Clark
Practical overview of what employers should be doing to avoid ACA shared responsibility penalties; how to track full-time employees; ACA reporting requirements; analysis of developing health plan structures.
Affordable Care Act (ACA) Commonly Used TerminologyInfinisource
The Affordable Care Act and its terminology are overwhelming - where does one begin to understand it all? We’ve compiled a glossary of ACA terminology to help you through the maze.
The Affordable Care Act – Compliance Challenges for EmployersWinston & Strawn LLP
In King v. Burwell, the Supreme Court upheld the availability of subsidies to individuals in states that use federal healthcare exchanges under the Affordable Care Act (ACA). This decision has important implications for employers due to how employer penalties are triggered under the ACA. While the decision may not be beneficial to employers in the short term, employers can now act with certainty in working to comply with coverage requirements under the ACA.
Erin Kartheiser and Steve Flores from our executive compensation and employee benefits practice presented a practical, interactive presentation that reviewed the impact of the Supreme Court’s decision, compliance challenges facing employers, and areas of potential risk.
– Health care reform
• Play or pay: final rules
• Employer reporting: final rules
• 90-day waiting period: final rules
• Other health care reform updates
– Executive compensation issues
HEALTH CARE REFORM - GETTING READY FOR 2014
On June 19, 2013, the Minnesota Chamber of Commerce hosted a workshop on the new health care reform law. This presentation outlines what small employers need to know about the law changes.
Cadillac Tax for Employers 101 - How to Avoid Penalties?benefitexpress
This webinar covers: what coverages are subject to the tax, how the excise tax is determined, what adjustments will be available in determining the tax, and who collects the tax.
There is a lot of confusion and misunderstanding about what the Affordable Care Act (Obamacare) is and how it will affect your business and employees. It is important to learn how it relates to you, your employees and your business. There are many moving parts and there are changes ahead. Our blog series and webinars will describe what the Affordable Care Act is "in plain English" and keep you up to date on the latest information.
Temporary Employees and the Employer Mandatebenefitexpress
This presentation reviews - when temporary employees become your employees, the factors the government uses to determine employment status, the steps you can take to avoid these employees becoming your employees, and consequences under Health Care Reform if it is determined that they are your employees.
The Affordable Care Act: Update on the Employer Mandate Final RuleINGUARD
INGUARD Benefits Division presentation on the Affordable Care Act final rules, how they affect group benefits, and the responsibilities of employers in the coming years. Includes best practices for updating your employee benefits and how to stay in compliance with the ACA regulations.
How to Successfully Navigate the Latest Changes to the Affordable Care ActNationalUnderwriter
From ALM's National Underwriter comes a timely and necessary ACA presentation covering:
Employer Mandate Penalties
• Reporting Requirements
• Small Business Health Options (SHOP) Changes
• Cadillac Tax Delay
• Delay of Menu Labeling Rule
• Other Affordable Care Act Changes
• Changes to IRS Forms
• Statistics
Findley Davies' Ed Redder presented at Schneider Downs Not-For-Profit Symposium Health Care Reform and Compliance Challenges and Opportunities.
Discussion Points
- The importance of knowing who you are
- Employer Shared Responsibility
- Current regulatory obligations
- Future obligations
- Additional compliance challenges
Employers need to be aware that decisions they are making now about the size and make-up of their workforce will affect whether they exceed the 50 employee threshold that triggers the "pay or play" penalty in the Affordable Care Act. This presentation will focus on strategies for avoiding or minimizing exposure to the penalties under the Act.
– Health care reform
• Play or pay: final rules
• Employer reporting: final rules
• 90-day waiting period: final rules
• Other health care reform updates
– Executive compensation issues
HEALTH CARE REFORM - GETTING READY FOR 2014
On June 19, 2013, the Minnesota Chamber of Commerce hosted a workshop on the new health care reform law. This presentation outlines what small employers need to know about the law changes.
Cadillac Tax for Employers 101 - How to Avoid Penalties?benefitexpress
This webinar covers: what coverages are subject to the tax, how the excise tax is determined, what adjustments will be available in determining the tax, and who collects the tax.
There is a lot of confusion and misunderstanding about what the Affordable Care Act (Obamacare) is and how it will affect your business and employees. It is important to learn how it relates to you, your employees and your business. There are many moving parts and there are changes ahead. Our blog series and webinars will describe what the Affordable Care Act is "in plain English" and keep you up to date on the latest information.
Temporary Employees and the Employer Mandatebenefitexpress
This presentation reviews - when temporary employees become your employees, the factors the government uses to determine employment status, the steps you can take to avoid these employees becoming your employees, and consequences under Health Care Reform if it is determined that they are your employees.
The Affordable Care Act: Update on the Employer Mandate Final RuleINGUARD
INGUARD Benefits Division presentation on the Affordable Care Act final rules, how they affect group benefits, and the responsibilities of employers in the coming years. Includes best practices for updating your employee benefits and how to stay in compliance with the ACA regulations.
How to Successfully Navigate the Latest Changes to the Affordable Care ActNationalUnderwriter
From ALM's National Underwriter comes a timely and necessary ACA presentation covering:
Employer Mandate Penalties
• Reporting Requirements
• Small Business Health Options (SHOP) Changes
• Cadillac Tax Delay
• Delay of Menu Labeling Rule
• Other Affordable Care Act Changes
• Changes to IRS Forms
• Statistics
Findley Davies' Ed Redder presented at Schneider Downs Not-For-Profit Symposium Health Care Reform and Compliance Challenges and Opportunities.
Discussion Points
- The importance of knowing who you are
- Employer Shared Responsibility
- Current regulatory obligations
- Future obligations
- Additional compliance challenges
Employers need to be aware that decisions they are making now about the size and make-up of their workforce will affect whether they exceed the 50 employee threshold that triggers the "pay or play" penalty in the Affordable Care Act. This presentation will focus on strategies for avoiding or minimizing exposure to the penalties under the Act.
Affordable Care Act: Preparing for the 2015 Tax ProvisionsSkoda Minotti
This presentation discusses issues that employers who will be subject to the Affordable Care Act must prepare for, including:
1. Determining which employees must be offered coverage
2. Analyzing payroll to determine the amount that can be charged to employees
3. Creating a record to respond to potential IRS assessments of excise tax
Implementing Health Care in 2014: It’s Far More Than Just a ‘Pay or Play’ Decision
On June 19, 2013, the Minnesota Chamber of Commerce hosted a workshop on the new health care reform law. This presentation outlines what small employers need to know about the law changes.
Affordable Care Act: Overview of New Requirements for 2015Sikich LLP
2015 is the first year employers can be fined for not complying with the reporting requirements set out by the Affordable Care Act (Obamacare). Get an overview of these new requirements in this eBook
ACA TRACK is a end to end solution that provides variable hour, part-time and seasonal employee tracking. ACA TRACK automatically provides notification of coverage for newly eligible employees and digitally tracks the delivery and acceptance. In addition, ACA TRACK will track all data (Payroll, Eligibility and LOA) and complete the 1094-C for employers. ACA TRACK provides a live dashboard which will financially project future cost based on current and trending work hours.
Don't fall in the trap of "We can do ACA Compliance" make sure you have a end to end solution.
www.acatrack.net
888-603-4289
Ted Ginsburg, CPA, JD from Skoda Minotti's Employee Benefits group provides an update on the Affordable Care Act (ACA) for employers who were not subject to it in 2015, but are facing IRS filing requirements moving forward.
An Employer's Obligations & Opportunities Under The Affordable Care ActMcKonly & Asbury, LLP
The presentation will concentrate on employers with 50+ employees and focus on the following: What is an “Applicable Large Employer”; Calculating the number of fulltime employees eligible for coverage and how to determine when coverage begins; Measurement periods for on-going and variable hour employees; Does their health plan provides “minimum” and “affordable coverage.”
The Affordable Care Act (“ACA”) is currently effective for employers who had 100 or more full time equivalent employees (FTEs) in 2014. Employers who have 50 or more FTEs in 2015 will be subject to the ACA on January 1, 2016
Fraser Trebilcock attorneys Beth Latchana and Mark Kellogg spoke this week at the Institute of Continuing Legal Education’s 27th Annual Tax Conference. In their overview of health care reform, they detailed most important aspects of the ACA, including: the health insurance marketplace, employer classification, the Pay or Play Mandate, reporting requirements, group health plan mandates, the individual insurance mandate, the Small Business Health Option Program, and the Small Business Health Care Affordability Tax Credits.
With the recent delay in the employer coverage mandate until 2015, employers should continue to plan their compliance strategy and remain vigilant as regulations continue to change. Hosted by Aon’s health and benefits expert, Richard Kaufman, this webinar will update employers on the ongoing changes and provide reminders of what remains, deadlines and other helpful information in understanding the complexities of the mandate.
Presented by Richard S. Kaufman, Aon Consulting VP, Health and Benefits
BIZGrowth Strategies — Cybersecurity Special Edition 2023CBIZ, Inc.
As cybercriminals continue to advance and evolve, a stagnant cyber risk management approach is simply not an option. Further, the prevalence of cyber breaches means cybersecurity is not solely an IT concern. It takes a robust set of processes and people from across your organization, working together toward a common goal. We offer fresh insights to help protect your organization from cyberthreats in multiple operational areas. Articles include:
- How Cybercriminals Are Weaponizing Artificial Intelligence
- Employee Benefits Cyber Risk Exposure Scorecard
- Closing the Security Gap: Managing Vendor Cyber Risk
- Retirement Plan Sponsor Cybersecurity Checklist
- Protect Your Digital Frontline With Employee Training
BIZGrowth Strategies - Back to Basics Special EditionCBIZ, Inc.
Amid the increasing complexity of today’s business landscape, it can be of great benefit to shut out the noise and simply get back to the basics. Summer offers the rare opportunity for organizations to slow down and sweat the small stuff.
In this issue, our experts address seven key topics intended to help leaders guide their teams to stability and refocus on the foundational elements of success, including:
- Talent Management 101: How to Attract & Retain Great Employees
- Exploring the What, Why & How Behind the Employee Experience
- The Shifting Normal: 3 Ways Leaders Can Embrace Change & Conquer Challenge
- What is Financial Wellbeing & Why Should Employers Care?
- D&O Insurance Application Basics to Protect Your Leaders
- Your Life Insurance Policy May Be One of Your Biggest Assets
- Understanding Labor Law Poster Compliance
Welcome to our newly branded newsletter, "The Advantage." The articles in this issue provide insights to help you:
■ Have conversations around tough decisions during periods of economic uncertainty
■ Evaluate fast-growing artificial intelligence tools like ChatGPT
■ Recognize colleagues who are key allies in supporting women in the workplace
■ Navigate career shifts along the path to successful leadership
■ Manage workplace culture in a hybrid model
■ Garner inspiration from the 2023 Women Transforming Business finalists and winners
BIZGrowth Strategies - Workforce & Talent Optimization Special EditionCBIZ, Inc.
Amid today’s economic uncertainty, we know you need strategies and solutions that will help your business thrive. With workforce and talent concerns running high for employers across the nation, our experts developed these articles with those critical issues top of mind. We offer fresh insights designed to attract, retain, engage and motivate your employees — all while protecting your bottom line and managing emerging risks. Articles include:
- Unlock Success with Effective Performance Management
- How Employers Can Benefit from Financial Wellbeing Programs
- How to Talk About Hard Decisions During a Recession
- Cost-Effective Health Plan Perks to Consider in 2023
- 3 HR Strategies to Recession-Proof Your Organization
- Responding to Employment Practices Liability (EPL) Claims
- Versatility — Important in Life & Life Insurance
BIZGrowth Newsletter - Economic Slowdown Solutions Special EditionCBIZ, Inc.
The "Economic Slowdown Solutions Special Edition" newsletter includes articles that present tips, strategies and ideas to help your organization master economic uncertainty and recessionary concerns. Topics include:
- Considerations for a Reduction in Force
- Tips to Prepare for Risk Management Challenges
- Tactics to Recession-Proof Your Benefits Strategy
- HR Best Practices
- Recruitment Strategies to Keep You Competitive
- 3 Innovations to Stay Nimble
- Disability Insurance for Business Owners
BIZGrowth Strategies - Cybersecurity Special EditionCBIZ, Inc.
Cyberattacks are becoming more frequent and sophisticated, making a recovery from them increasingly difficult. Without preparation, a cyberattack can be devastating to your business, having severe operational, financial, legal and reputational implications.
The prevalence of cyber breaches also means cybersecurity is no longer solely an IT concern. Elevating your information security from functional to effective takes a robust set of elements, processes and people working together toward a common goal.
Our professionals have developed these articles and resources to help you protect your organization from these attacks.
Connections Help Law Practice Efficiently Obtain $5 Million Line of CreditCBIZ, Inc.
A 15-attorney law firm operated on a contingency and hourly fee basis. While it had a strong outlook for contingency cases, the costs incurred to work...
Custom Communication Plan & Active Enrollment Result in Increased ConsumerismCBIZ, Inc.
The firm embarked on a multi-year strategic plan to build a culture of wellbeing and engagement. They wanted
to educate employees to become more engaged and wise health care consumers...
Experienced Consulting Approach Leads Engineering Firm to the Right CFOCBIZ, Inc.
The Chief Financial Officer of a leading multi-disciplined engineering and consulting
firm indicated he was considering retiring. After initially considering a search process as an in-house project, the company’s leadership agreed...
Check out the latest edition for articles on Preventing Social Engineering Attacks, Triumphing in the Talent War, 3 Signs It’s Time for a Compensation Study, Strategies to Protect Your Retirement & Tips for a Successful OSHA Inspection.
Inflation, Interest Rates & the Disruption to CRECBIZ, Inc.
From assessing the various sectors to analyzing the future of your investments, learn more from our experienced team leaders on the wide-spread trends of commercial real estate property and sales.
CBIZ Quarterly Manufacturing and Distribution "Hot Topics" Newsletter (May-Ju...CBIZ, Inc.
CBIZ Quarterly Manufacturing and Distribution "Hot Topics" Newsletter (May-Jun 2022) provides you with news and guidance on the labor crisis, how to retain top talent during the Great Resignation, the business impacts of the Russia-Ukraine War, and the benefit of long-term bonus plans.
Rethinking Total Compensation to Retain Top TalentCBIZ, Inc.
Even with a developed recruiting program, strong company culture and great work-life balance, it’s difficult for companies to attract and retain the best employees without an all-inclusive compensation strategy. Add in the combination of high inflation, talent shortages and the Great Resignation, and we’re left with a hyper-competitive labor market. As a result, employers must think outside of the box to retain top performers and explore new ways to increase the value of total compensation offered. Learn how in this article.
Common Labor Shortage Risks & Tips to Mitigate Your ExposuresCBIZ, Inc.
No industry is safe from the risks of the current labor market. Employee shortages can influence multiple liabilities, but a proactive strategy can help protect your organization. In this article, learn measures to minimize labor shortage liability risks across all industries, as well as influential industry risks for construction, manufacturing and trucking.
How the Great Resignation Affects the Tax FunctionCBIZ, Inc.
Talent shortages remain a challenge universally, but it may be hitting financial roles within businesses particularly hard. The
pressures to meet tax reform obligations coupled with the
job changeover opportunities that emerged during the Great Resignation have left many tax departments feeling under-resourced. If your company is experiencing a similar situation, here are steps you can take to support your tax function.
While employee turnover is inevitable, there are several strategies companies can implement to help combat the Great Resignation, and at the center of all these strategies is technology that can benefit employers and their staff. In this article, learn how your organization can use technology to enhance the recruiting and onboarding processes, which will help attract top talent, while setting new hires up for success.
Experienced Consulting Approach Leads Engineering Firm to the Right CFOCBIZ, Inc.
The Chief Financial Officer of a leading multi-disciplined engineering and consulting firm indicated he was considering retiring. After initially considering a search process as an in-house project, the company’s leadership agreed to secure the assistance of an executive search professional.
BIZGrowth Strategies - The Great Resignation Special EditionCBIZ, Inc.
The Great Resignation continues to plague organizations across the country. It has exacerbated a host of employer challenges, including attraction, retention and engagement of top talent, as well as mitigating new risks. Our experts have developed these articles and linked resources to help your organization combat the mass employee exodus.
Kansas businesses have an opportunity for state tax incentives of which you may want to be aware.
Recent changes to the Kansas High Performance Incentive Program (HPIP) make it more broadly available
than it was in the past.
CBIZ Quarterly Commercial Real Estate "Hot Topics" Newsletter (Jan-Feb 2022)CBIZ, Inc.
The January 2022 issue of CBIZ’s Commercial Real Estate Quarterly Hot Topics Newsletter is now available! Learn about the impact of changes lease accounting, post-pandemic calculation companies are using to reassess office space needs, tax planning knowns and unknowns and the impact of rising construction costs on insurance costs. Plus – access strategies to combat the great resignation and safeguard against the unexpected.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
2. Today’s Presenters
• William M. Smith, Esq.
Managing Director, CBIZ MHM, LLC
• David S. Rubadue, FSA, MAAA, CLU
SVP, Director Health Care Actuarial Services
CBIZ B fit d I S i ICBIZ Benefits and Insurance Services, Inc.
• Kit Wagar, Affordable Care Act Specialist
Office of the Regional Director
U.S. Department of Health and Human Services
2
3. Today’s Agenda
• Introductions
• The Path to Health Care Reform Compliancep
• The 2014 Centerpiece of the Affordable Care
Act
• Actuarial Modeling of Health Care Reform’s
Financial Impact on Your Business
• Health Insurance in the New Insurance
Marketplace
• Open Dialogue and Questions
3
5. PPACA provisions, effective in 2014, will have a significant impact on the
health care market and significantly increase the number of insured individuals
Prohibits health plans from denying
coverage or rating applicants based
on their health status
Levels the playing field
between health plans and
mitigates the impact of
guaranteed issue and pricing
t i t i th h t t
Creates government
regulated Individual and
Small Group health
insurance marketplaces Guaranteed Issue
Institutes penalties
Key ACA
i i
uncertainty in the short term
Institutes penalties for
employers who fail to
insurance marketplaces
Risk
Management
Mechanisms
Guaranteed Issue
(GI) and Rating
Changes
Insurance
Exchanges
Levies taxes and fees against
h lth i d th
Institutes penalties
for failing to
purchase health
insurance
Individual
Mandate
Taxes and
provisions
effective in
2014
p y
offer affordable
comprehensive
coverage
Lowers the cost of
f th l d
Employer
Mandate
Tax Creditshealth insurers and other groups
to fund subsidies and risk
management mechanisms
Taxes and
Fees
coverage for the low and
middle income populations
in the Individual market
Tax Credits
and Subsidies
5
Source: Congressional Budget Office
7. Shared Responsibility Payment
• Enacted as part of the Affordable Care Act
(“PPACA”) (section 1541(a)) – now Code §
4980H
• Effective starting in 2014
• Components:
– A nondeductible excise tax assessed on large
l h d t id ff d bl demployers who do not provide affordable and
adequate health coverage to at least 95% of their full
time employees.
• IRS issued proposed regulations in January 7
8. Shared Responsibility Payment
• Note: the Shared Responsibility Payment was not
considered by the Supreme Court in National
Federation of Independent Business v SebeliusFederation of Independent Business v. Sebelius.
– The Supreme Court reviewed the individual mandate
and its treatment as a tax or a penalty.p y
• The Shared Responsibility Payment is an excise
tax. It is contained in Section 4980H, which is in
Subtitle E of the Internal Revenue Code
(“Miscellaneous Excise Taxes”), Chapter 43
(“Q lifi d P i Et Pl ”)(“Qualified Pension, Etc. Plans”)
8
9. Which Employers Are Affected?
• “Large Employers” – Employers with at least 50
full-time employees or equivalents.
F ll ti l i l d• Full time employees include:
– Employees who is employed on average at least 30 hours
per weekpe ee
– A percentage of employees who are not full time
employees (aggregate number for hours/month worked by
part time employees divided by 120)part time employees divided by 120)
• Leased employees as defined in IRC § 414(n)(2)
are not treated as full time employees.are not treated as full time employees.
9
10. Which Employers Are Affected?
• Certain groups of companies must be aggregated• Certain groups of companies must be aggregated
together to determine if they are “Large Employers”:
– Controlled group of corporations (IRC § 414(b))
– Partnerships, proprietorships, etc. under common control (IRC §
414(c))
– Affiliated service groups (IRC § 414(m)), and
– Employee leasing arrangements and other arrangements treated
by the IRS as a single employer (IRC § 414(o))
• Exemption: Employers whose workforce exceeds 50• Exemption: Employers whose workforce exceeds 50
full time employees for 120 days or less during the
calendar year, and the employees in excess of 50
employed during that 120-days-or-less period were
“seasonal workers.” IRC § 4980H(c)(2)(B)(i). 10
11. Employees with Variable Hours – Notice 2012-58
• "Look-back/stability safe harbor method" - an employer determinesLook back/stability safe harbor method an employer determines
each employee's status by looking back at the hours worked by the
employee over a defined period (as chosen by the employer) of 3 to
12 consecutive calendar months (the "measurement period").
• If the employee averaged at least 30 hours/week during
measurement period, the employee is treated as a full time
employee during a subsequent "stability period" so long as he
remains an employee (regardless of actual hours worked).
– stability period must be at least six consecutive calendar months
following the measurement period but no shorter in duration than the
t i dmeasurement period.
• For an employee determined not to be a full time employee during
the measurement period, the employer may treat the employee as
t f ll ti l d i th t bilit i d b t th t bilitnot a full time employee during the stability period, but the stability
period cannot exceed the measurement period.
11
12. New Employees – Notice 2012-58
An employer may impose a waiting period of no longer than 90 days
before a full-time employee (or dependent) who is otherwise eligible
for the employer's group health plan may enroll in coverage.
12
13. Shared Responsibility Payment – General Rule
• Large employers that employed an average of at least 50 or more full-
ti l b i d f th di l dtime employees on business days for the preceding calendar year
must make “shared responsibility” tax payments for each month that
the employer:
H t l t f ll ti l tifi d h i ll d i– Has at least one full time employee certified as having enrolled in a
qualified health plan for which a premium tax credit or cost-sharing
reduction is allowed or paid (i.e., the employee goes to the
Marketplace/Exchange and qualifies for assistance);Marketplace/Exchange and qualifies for assistance);
AND either
– Does not offer coverage to its employees OR does not offer
i i ti l (MEC) t t l t 95% f it f ll timinimum essential coverage (MEC) to at least 95% of its full time
employees,
– Offers MEC to at least 95% its full time employees, but it is
ff d blunaffordable, or
– Offers MEC to at least 95% its full time employees through a plan
that does not provide minimum value. 13
14. Shared Responsibility Payment – Continued
• Minimum value: Must provide at least 60% of
the total allowed cost of benefits for full time
employees.
• Affordable coverage: The cost of coverage to the
l i th 9 5% f themployee is no more than 9.5% of the
employee’s household income
Th f h b• Three safe harbors:
• Box 1 of W-2
• Average wage method or• Average wage method, or
• A federal poverty level method 14
15. Calculating the Penalty – “No Coverage or No Minimum
Essential Coverage for at Least 95% of Employees”
Employer fails to offer coverage or fails to offer MEC to 95% its full-
time employees (and their dependents in 2015) under an eligible
employer-sponsored plan for the month, and at least one full-timep y p p ,
employee has been certified to the employer as having enrolled for
that month in a qualified health plan (Marketplace/Exchange) and is
receiving assistance.g
• Penalty = the “Applicable Payment Amount” × the number of the
employer's full-time employees during any month, reduced by 30
employees. IRC § 4980H(a) and 4980H(c)(2).employees. IRC § 4980H(a) and 4980H(c)(2).
• Applicable Payment Amount: $166.67 for any month (i.e., 1/12 of
$2,000, which is adjusted for inflation after 2014). IRC §
4980H(c)(1)4980H(c)(1).
15
16. Calculating the Penalty – No Coverage or No MEC
Offered to At Least 95% of Employees -- Example
• In 2014, Employer fails to offer minimum
essential coverage to at least 95% of its full-time
employees. It has 100 full-time employees, ten
of whom receive a tax credit for the year for
enrolling in a state exchange offered planenrolling in a state exchange-offered plan.
• For each full-time employee over the 30-
employee threshold the employer owes $2 000employee threshold, the employer owes $2,000,
for a total penalty of $140,000 ($2,000 × 70 (100
− 30)). This penalty is assessed on a monthly30)) s pe a y s assessed o a o y
basis. 16
17. Calculating the Penalty – Coverage Not Affordable or Does
Not Meet Minimum Value
Wh l ff MEC b t th t t t l t f ll tiWhere employer offers MEC, but the cost to at least one full-time
employee is greater than 9.5% of household income OR the plan does
not meet the minimum value standard of 60% (use the Actuarial Value
Calculator to determine minimum value) and he/she has been certified toCalculator to determine minimum value) and he/she has been certified to
the employer as having enrolled in a qualified health plan
(Marketplace/Exchange) and is receiving assistance
• Penalty = Number of full time employees for any month who• Penalty = Number of full-time employees for any month who
access Marketplace/Exchange and receive a credit or assistance x
$250 (i.e., 1/12 of $3,000).
• Limitation: the aggregate amount of tax of an applicable large• Limitation: the aggregate amount of tax of an applicable large
employer for any month cannot exceed the applicable payment
amount × the number of the employer's full-time employees during
that month (reduced by 30 employees)that month (reduced by 30 employees).
17
18. Calculating the Penalty – Coverage Not Affordable or
Does Not Meet Minimum Value – Example
• In 2014, Employer offers health coverage and has 100 full-
time employees, 20 of whom access the Exchange because
coverage is either not affordable or does not meet minimumcoverage is either not affordable or does not meet minimum
value standard and they receive a premium tax credit
• For each full-time employee receiving a tax credit, the
l $3 000 l bl t femployer owes a $3,000 annual assessable payment, for a
total penalty of $60,000. The maximum penalty for this
employer is limited to the amount of the penalty that it would
h b d f f il t idhave been assessed for a failure to provide coverage, or
$140,000 ($2,000 × 70 (100 − 30)). Since the calculated
penalty of $60,000 is less than the maximum amount,
$Employer pays the $60,000 calculated penalty. This penalty is
assessed on a monthly basis. 18
19. Summary
• Minimal essential coverage not offered to at least 95% of fullg
time employees and at least one employee goes to Exchange
and receives premium tax credit
$2 000 per year per full-time employee (less first 30)– $2,000 per year per full-time employee (less first 30)
• Either coverage does not meet minimum value standard (i.e.,
does not cover at least 60% of medical costs) OR coverage not
ff d bl (i l ’ i d 9 5% faffordable (i.e., employee’s premium exceeds 9.5% of
household income) and at least one employee goes to
Marketplace/Exchange and receives assistance
– Lesser of
• $3,000 per year for each full-time employee using
Marketplace/Exchange and qualifying for assistance orMarketplace/Exchange and qualifying for assistance, or
• $2,000 per year per full-time employee (less first 30)
19
20. Procedure
• An employer must make payment upon notice and
demand by the Secretary of the Treasury.
• The payment is assessed and collected in the same• The payment is assessed and collected in the same
manner as other IRS assessable penalties
• Section 6056 requires employers to reportSection 6056 requires employers to report
information on employer-provided health care
coverage provided on or after January 1, 2014
– First Information returns will be filed in 2015
– IRS will use this information to administer the penalties
– IRS intends to issue guidance on Section 6056 reporting– IRS intends to issue guidance on Section 6056 reporting
and has recently closed the request for comments
20
21. Indexing the Payment
• For years after 2014, the $2,000 and $3,000 amountsy , $ , $ ,
used in determining the assessable payment amount
will be indexed for inflation.
Th i ill l th $2 000 $3 000 t• The increase will equal the $2,000 or $3,000 amount
multiplied by the “premium adjustment” amount for the
calendar year.
• Premium Adjustment Amount
– Secretary of Health and Human Services (HHS)
determines by Oct 1 the percentage (if any) by whichdetermines by Oct. 1 the percentage (if any) by which
the average U.S. per capita premium for health
insurance coverage for the preceding calendar year
d th it i f 2013exceeds the average per capita premium for 2013
21
22. Indexing the Payment
Assuming 9% inflation in the costs of premiums,
by 2019:
– The $2,000 per year per employee penalty increases
to over $3,000
The $3 000 per qualifying employee penalty– The $3,000 per qualifying employee penalty
increases to over $4,600 per year
22
23. Actuarial Modeling of Health
C R f ’ Fi i l I tCare Reform’s Financial Impact
on Your Business
23
24. CBIZ HCR Analyzer Tool
• CBIZ is currently actively engaged in assessing• CBIZ is currently actively engaged in assessing
the financial impact of the PPACA provisions with
employer groupsp y g p
• CBIZ Proprietary model - "The CBIZ HCR
Analyzer“y
• The tool was created with employer Input. Led to
favorable employer feedback
• Used for all employers over 50 lives with initial
studies performed for “High Risk” Employers
24
25. High Risk Employers
• High percentage of potentially full time low pay• High percentage of potentially full time, low pay
workforce
• Provide no medical benefits to a large employee baseg p y
working 30 + hours per week
• Have a significant number of “temporary” or “seasonal”
workersworkers
• Cost of health benefits to employees is “very high”
• Manage enrollment using “long” waiting periods (moreManage enrollment using long waiting periods (more
than 90 days before employee is eligible)
Industries Include: Retail (Restaurants, Hotels, Convenience Stores,( , , ,
Gas Stations, etc.), Construction, Transportation, Cleaning, Staffing
Firms, Other 25
26. CBIZ HCR Analyzer Tool
CBIZ’s Tool Utilizes 3 Steps to Determine a
Company’s PPACA Risk Profile:
1. Data Diagnosis
Detailed checklist of data needed & questions to
ask in order to prepare a custom HCR Financial
I t St d f i tiImpact Study for an organization
26
27. CBIZ HCR Analyzer Tool
2. Comprehensive Analysis
We utilize data to carefully evaluate benchmarks
and provide options to consider when
establishing your long tem benefit programestablishing your long-tem benefit program
strategy
27
28. CBIZ HCR Analyzer Tool
3. Report and Optimize
We provide you with a report that shows the cost
to your organization under multiple scenarios,
enabling us to work with your organization toenabling us to work with your organization to
Optimize your health care package
28
29. The “Levers”
• Once data is “entered” the Employer or his/her Advisor
can change the following variables (levers) and the
“financial” results will change:financial results will change:
– Migration Assumptions: To the Exchange or the Employer’s
Plan
– Employer Contributions (Example: Raise Employee
Contributions and Lower Dependent Contributions, etc.)
– Plan Value (Lower “value” of Plan). Must exceed actuarial value
f 60%of 60%.
– Medical Trend
– Pay Increases
– Family Size
– Household Income 29
32. XYZ Inc’s Expected Results
2013 2014
A (Baseline) B C D E F G H
Not Eligible Group
Made Eligible
Under Current
Plan;
No Other
Not Eligible Group
Made Eligible
No Plan Changes,
Migration to
Exchange and
Scenario C
but Offering
Lean Plan as
the Base Plan
Scenario C
(No Plan
Changes)
with 30% of
Not Eligible
Scenario D
(Lean Plan)
with 30% of
Not Eligible
Terminate
Plan all Not
Eligible
Employees
Terminate
Plan after
making
Current
Current
(Baseline)
No Other
Implications of HCR
Are Considered
Exchange and
Contribution
Changes
the Base Plan
(employees can
buy up)
Not Eligible
is Made
Eligible
Not Eligible
Is Made
Eligible
Employees
are Made
Eligible
making
30% of Not
Eligible
Eligible Group(s)
Removed 30 Lives from
Eligible Grp
Total 17 17 17 17 17 17 17 17 17
Enrolled 13 13 13 14 14 14 14 0 0
Mo'ly Px: $7,290 $8,886 $8,886 $10,752 $6,817 $10,752 $6,817 $0 $0
Er Monthly Cost $3,217 $3,922 $3,922 $3,500 $2,556 $3,500 $2,556 -$3,333 -$3,333
Ee Monthly Cost $4,073 $4,964 $4,964 $7,252 $4,260 $7,252 $4,260 $0 $0
Not Eligible Group(s)
Total 155 155 155 155 155 45 45 155 45
Enrolled 0 0 49 26 80 6 21 0 0
M 'l P $0 $0 $30 723 $17 978 $35 483 $4 424 $9 767 $0 $0
32
Mo'ly Px: $0 $0 $30,723 $17,978 $35,483 $4,424 $9,767 $0 $0
Er Monthly Cost $0 $0 $11,574 $6,500 $14,607 $1,500 $3,834 $39,744 $11,538
Ee Monthly Cost $0 $0 $19,149 $11,478 $20,876 $2,924 $5,933 $0 $0
33. 2013
2014
Current
Scenario A
XYZ Inc’s Expected Results
Current (Baseline) B C D E F G H
Shared Responsibility Penalties
Waivers 4 4 110 132 78 42 27 172 62
Waivers Trigger Penalty 0 0 0 83 18 26 6 0 0
Medicaid 0 0 0 42 42 12 12 0 0Medicaid 0 0 0 42 42 12 12 0 0
Others 4 4 110 7 18 4 9 172 62
Penalty $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 $2,000 $2,000
Tax Rate 35% 35% 35% 35% 35% 35% 35% 35% 35%
Additional Cost $0 $0 $0 $31,923 $6,923 $10,000 $2,308 $0 $0
AGE FACTOR 361.80 81% 84% 85% 97% 89%
Average Age 41.3 32.2 35.5 34.6 41.0 37.3
Grand Total
Total Employees 172 172 172 172 172 62 62 172 62
Enrolled 13 13 62 40 94 20 35 0 0
Total Mo'ly Cost: $7,290 $8,886 $39,609 $60,654 $49,222 $25,176 $18,891 $0 $0
Er Monthly Cost $3,217 $3,922 $15,495 $41,923 $24,086 $15,000 $8,698 $36,410 $8,205
33
Ee Monthly Cost
$4,073 $4,964 $24,113 $18,731 $25,136 $10,176 $10,193 $0 $0
ER Monthly Cost
Increase (Decrease) NA $0 $11,574 $38,001 $20,164 $11,078 $4,776 $32,488 $4,283
34. XYZ Inc.’s Pay Adjustment
Pay Adjustment Illustration for Scenario G
Estimated Monthly Savings Under Scenario G: NA
No Estimated
Savings
Number of EEs Above 400% of the FPL: NA
(EEs that fall below 400% of the FPL will receive subsidies,
while EEs above 400% will pay retail at the Exchange.)
Employer Allocation to Employees via Additional Pay
ER Payroll Tax: NA
Net Pay to Breakeven: NA
Employee Allocation
Pay Increase Per EE Per Month: NA
EE Payroll Taxes: NAy
Net Take Home Per EE Per Month: NA
Illustrative Pricing - 80% Plan
E ES EC F
Under 30 $325 $650 $585 $975
34
Under 30 $325 $650 $585 $975
30 - 40 $423 $845 $761 $1,268
40 - 50 $570 $1,141 $1,027 $1,711
50 - 60 $770 $1,540 $1,386 $2,310
60 - 65 $975 $1,950 $1,755 $2,925
36. ABC Inc’s Expected Results
2013 2014
A (Baseline) B C D E F G H
Not Eligible Group
Made Eligible
Under Current
Plan;
No Other
Not Eligible Group
Made Eligible
No Plan Changes,
Migration to
Exchange and
Scenario C
but Offering
Lean Plan as
the Base Plan
Scenario C
(No Plan
Changes)
with 30% of
Not Eligible
Scenario D
(Lean Plan)
with 30% of
Not Eligible
Terminate
Plan all Not
Eligible
Employees
Terminate
Plan after
making
Current
Current
(Baseline)
No Other
Implications of HCR
Are Considered
Exchange and
Contribution
Changes
the Base Plan
(employees can
buy up)
Not Eligible
is Made
Eligible
Not Eligible
Is Made
Eligible
Employees
are Made
Eligible
making
30% of Not
Eligible
Eligible Group(s)
Removed 30 Lives from
Eligible Grp
Total 334 334 334 334 334 334 334 334 334
Enrolled 265 265 265 283 283 283 283 0 0
Mo'ly Px: $160,272 $197,472 $197,472 $200,455 $151,900 $200,455 $151,900 $0 $0
Er Monthly Cost $124,022 $152,807 $152,807 $158,204 $134,911 $158,204 $134,911 $77,949 $77,949
Ee Monthly Cost $36,251 $44,664 $44,664 $42,251 $16,989 $42,251 $16,989 $0 $0
Not Eligible Group(s)
Total 9 9 9 9 9 3 3 9 3
Enrolled 0 0 8 9 9 3 3 0 0
M 'l P $0 $0 $3 511 $4 177 $3 549 $1 109 $942 $0 $0
36
Mo'ly Px: $0 $0 $3,511 $4,177 $3,549 $1,109 $942 $0 $0
Er Monthly Cost $0 $0 $3,015 $3,611 $3,068 $933 $792 $2,308 $769
Ee Monthly Cost $0 $0 $497 $566 $481 $176 $150 $0 $0
38. ABC Inc.’s Pay Adjustment
Pay Adjustment Illustration for Scenario G
Estimated Monthly Savings Under Scenario G: $72,551
Number of EEs Above 400% of the FPL: 43
(EEs that fall below 400% of the FPL will receive subsidies,
while EEs above 400% will pay retail at the Exchange.)
Employer Allocation to Employees via Additional Pay
ER Payroll Tax: 12%
Net Pay to Breakeven: $64,777
Employee Allocation
Pay Increase Per EE Per Month: $1,506
EE Payroll Taxes: 37%
Net Take Home Per EE Per Month: $949Net Take Home Per EE Per Month: $949
Illustrative Pricing - 80% Plan
E ES EC F
Under 30 $325 $650 $585 $975
30 40 $423 $845 $761 $1 268
38
30 - 40 $423 $845 $761 $1,268
40 - 50 $570 $1,141 $1,027 $1,711
50 - 60 $770 $1,540 $1,386 $2,310
60 - 65 $975 $1,950 $1,755 $2,925
39.
40. Non – High Risk Companies Generally
will Have Two Areas of Concernwill Have Two Areas of Concern
• Employee Classification and Measurement of Hours
• Plan Value & Plan Value Limits
41. Employee Classification
• The measurement period and stability period must be the same for all
i di id l i ti l l ifi ti f lindividuals in a particular classification of employees.
• The rules only allow four types of classifications of employee;
1 Collectively bargained employees and non collectively bargained1. Collectively bargained employees and non-collectively bargained
employees;
2. Each group of collectively bargained employees covered by a
separate collective bargaining agreement;p g g g ;
3. Salaried employees and hourly employees; and
4. Employees whose primary places of employment are in different
States.
42. Employee Classification
Example – New Variable Hour
Employee
2014 2015 2016 2017
10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Standard Measurement Period Admin Stability Period
John's Initial Measurement Period Admin Stability Period
If over 30, subject to penalty
For this period XYZ is not subject to penalty If under 30, not subject to penalty
Overlap Rules
Standard Measurement Period Admin Stability Period
Retest John If over 30, subject to penalty
If under 30 not subject to penaltyIf under 30, not subject to penalty
43. PLAN VALUE & PLAN VALUE LIMITES
• Non-grandfathered plans must comply with the annual limitation
on Out of Pocket (OOP) maximums.
• OOP maximum is applicable to all coverage under the plan (Co-pp g p (
pays, Coinsurance, Etc. )
• Plans currently using multiple claim payers (separate medical
TPA and a separate pharmacy benefit manager) will effectivelyp p y g ) y
have until the 2015 plan year to design a single OOP maximum
and coordinate vendor arrangements under a special transition
rule described below.
• The level of the new OOP maximums will be the same OOP
dollar maximums that apply to HSA-qualifying high-deductible
health plans in 2014. Those amounts are $6,350/single and
$$12,700/family
44. Health Insurance in the NewHealth Insurance in the New
Insurance Marketplace
44
45. Places To Go To Access Health Insurance in 2014
(With Anticipated Growth/Decline)(With Anticipated Growth/Decline)
Employer Employer Individual Individual
MedicaidMedicaid
p y
(Marginal/to
High Decline)
p y
(Marginal/to
High Decline)
Market &
COBRA
(Heavy
Decline)
Market &
COBRA
(Heavy
Decline)
Medicaid
(Enhanced
Growth)
Medicaid
(Enhanced
Growth)
Decline)Decline)
M diM di PublicMedicare
(Heavy
Growth)
Medicare
(Heavy
Growth)
Other
(Tri Care)
Other
(Tri Care)
Public
Exchange
(Heavy
Growth)(Tri‐Care)(Tri‐Care) Growth)
45
46. Health Care Reform Creates a Platform
(Launch Pad) for Access Change(Launch Pad) for Access Change
• KEY Health Insurance Access Points for most
i di id l b i i i 2014 & B dindividuals beginning in 2014 & Beyond
– Employer’s Plan
Medicaid– Medicaid
– Medicare
– The Federal Public ExchangeThe Federal Public Exchange
46
47. Let’s explore the
l t h b i i ithplaces to shop beginning with
The Public Exchangeg
47
48. Things to know before you go shopping @
The Public Exchange
• Products Value (Richness of Benefits) are designed using Olympic Medals:• Products Value (Richness of Benefits) are designed using Olympic Medals:
– Platinum Plan (Actuarial Value of 90%)
– Gold Plan (Actuarial Value of 80%)
Silver Plan (Actuarial Value of 70%)– Silver Plan (Actuarial Value of 70%)
– Bronze Plan (Actuarial Value of 60%)
• Actuarial Value
Ex: Platinum Plan on average covers 90% of all essential benefit expenses– Ex: Platinum Plan on average covers 90% of all essential benefit expenses,
Gold 80%, etc.
• Premium Rates vary by: Plan, Area, Family Size and AGE (NOT GENDER and
NOT HEALTH STATUS!) Note: Only health factor is tobacco use (1.5:1 limit)) y ( )
• Premium Rates for the Old cannot be more than 3X’s that of the Young. If
Young Rate is $100 Max Old Rate $300
• Premium Subsidies: If an individual’s household income is below 400% and
above 100% of the Federal Poverty Level (FPL) they may be eligible for premium
subsidies
• No Pre-Existing Conditions
50. Cost & Plan Subsidy Provisions For Illustration
Maximum Cost to Employee is based on Silver Plan:Maximum Cost to Employee is based on Silver Plan:
- Up to 133% FPL: 2.0% of income
- 133-150% FPL: 3 0% - 4 0% of income133 150% FPL: 3.0% 4.0% of income
- 150-200% FPL: 4.0% - 6.3% of income
- 200-250% FPL: 6.3% - 8.05% of income
- 250-300% FPL: 8.05% - 9.5% of income
- 300-400% FPL: Capped to 9.5% of income
O t f P k t C t M b R d dOut of Pocket Costs May be Reduced
- 94% AV for between 100%-150% FPL
- 87% AV for between 150%-200% FPL
50
- 73% AV for between 200%-250% FPL
- 70% AV for between 250%-400% FPL
51. Contribution Strategies in 2014: Maximizing Employer/Employee Value
Whensettingcontribution rates, it is important that the Employer consider premiumand plansubsidies available to eligible employees at the State
P bli E h If th E l f hi i l ff d bilit i it lf it ld lt i di i i hi E l d
A CURRENT EMPLOYER CONTRIBUTION FORMULA
Public Exchange. If the Employerfocuses on achieving plan affordability in among itself, it could result in diminishing Employee and
Employerplan value. The CBIZAnalyzerassesses the costs to Employees and the Employer under various contributionalternatives - the CBIZ
Analyzer assists the Employer in derivinga structure that maximums Employer and the Employee value. What follows is anillustration:
A. CURRENT EMPLOYER CONTRIBUTION FORMULA
Example: Family of 4 (E, Sp, 2C) with an Income of $46,100 (200% of the Federal Poverty Level). Age of Employee and Spouse is
35 (Non-Smoker). ILLUSTRATION - Note: Tax ramifications not incorporated in this simple illustration
Exchange Annual Px
MaximumPx as
a % HHI
Max Cost to
Family Subsidy Plan Value
Plan Subsidy
Value
Single Coverage $7,500 6.30% $2,904 $4,596 70% 73%
F il C $22 500 6 30% $2 904 $19 596 70% 73%
Affordability
Test
NA
NAFamily Coverage $22,500 6.30% $2,904 $19,596 70% 73%
Employer Plan
Annual Px Employer Cost Employee
Cost Plan Value
Plan Subsidy
Value
Affordability
Test
NA
51
Single Coverage: $6,000 $4,500 $1,500 73% NA
Family Coverage $18,000 $9,000 $9,000 73% NA
Affordable
52. MEDICAID Alternative
• Consider State Expansion (for adults) to 138%
of Household Income
– Quite a few States “fighting” this expansion
– Arizona = 102%: Alabama = 24%: DC = 206%
If d d ill b t ti ll i b f– If expanded, will substantially increase number of
eligible‘s
• Very Rich Benefits (Rich Plan and Very Low• Very Rich Benefits (Rich Plan and Very Low
Premiums)
• If employee qualifies & enrolls in MedicaidIf employee qualifies & enrolls in Medicaid
– No Employer Penalties Apply 52
53. MEDICARE Alternative
• Plans are being enhanced as the doughnut hole
shrinks
• Becoming more attractive plans to consider with
the enhancement of drug coverage and the
li i ti f th d t h lelimination of the donut hole
53
54. Don’t Forget “Hiring Incentives”
• Tax Credits for Federal and State Returns for
hiring employees that meet certain criteria. g p y
These include:
• Work Opportunity Tax Credit (WOTC)Work Opportunity Tax Credit (WOTC)
• Veteran Hiring Credits
S B d Hi i C di• State Based Hiring Credits
• WOTC was recently renewed for 2012/2013
54
55. The Program Overview
• To qualify for the program the employer must• To qualify for the program, the employer must
have employees “screened” for qualification.
S i MUST i hi fi 28 d f• Screening MUST occur within first 28 days of
hire.
• CBIZ handles the screening and certification of
employees through phone, internet or survey
• CBIZ coordinates the process and assists
reporting in the taxpayer’s tax returnp g p y
55
56. The Business Opportunity
• National Average: 1 in 6 employees qualify for a• National Average: 1 in 6 employees qualify for a
credit
• Average WOTC Credit is $1 500 per qualifiedAverage WOTC Credit is $1,500 per qualified
employee
• Other credits are identified after receiving WOTCOther credits are identified after receiving WOTC
data
• 80% success from certification to actual credit
• Highest Opportunity industries are typically
coextensive with high risk for Shared Responsibility
Excise Tax
56