Monthly Newsletter

Intern Spotlight: Getting to Know Our 2026 DBC Interns

Each year, our intern program brings new energy, curiosity, and perspective to DBC. Our 2026 interns come from a range of academic backgrounds and personal interests, but they share a common desire to learn, …

Each year, our intern program brings new energy, curiosity, and perspective to DBC. Our 2026 interns come from a range of academic backgrounds and personal interests, but they share a common desire to learn, contribute, and grow in a professional environment that values people as much as technical skill.

This year’s intern group includes Eden Boer, Matt Hoonhorst, Evan Gillespie, Ivan Radovic, Ethan Bosch, and Alex Welscott. Together, they represent the next generation of accounting professionals who are thoughtful about their careers and intentional about how they grow.

What Drew Them to DBC

Many shared that their first conversations with DBC felt genuine and welcoming. Interviews were described as two-way discussions rather than formal screenings, which helped set clear expectations and create an early sense of connection.

Several interns also noted the impact of meeting DBC team members at career fairs or through campus interactions. Those experiences reinforced the idea that DBC is a place where people are approachable, willing to teach, and invested in one another’s development.

Academic Paths and Career Interests

Our interns bring a range of academic experiences to the firm:

· Eden Boer is studying Accounting at Grand Valley State University and values maintaining balance between academics, work, and personal commitments.

· Matt Hoonhorst is dual enrolled at Grace Christian University and Davenport University, studying Christian Studies and Accounting, and plans to graduate in 2026.

· Evan Gillespie is a senior at Grand Valley State University, majoring in Accounting and participating in the five-year Master of Science in Accounting program.

· Ivan Radovic attends Aquinas College, where he is pursuing degrees in Professional Accountancy and Computer Information Systems.

· Ethan Bosch graduated from Cornerstone University with a degree in Accounting and a minor in Finance and is looking forward to gaining hands-on experience as he begins his professional career.

· Alex Welscott is a senior at Grand Valley State University, majoring in Accounting and preparing to begin studying for the CPA Exam upon graduation.

Across the group, early coursework played a meaningful role in shaping their interest in accounting, particularly classes that emphasized structure, problem-solving, and real-world application.

Life as a DBC Intern

No two days look exactly the same for our interns. Their work includes preparing tax returns, assisting with 1099s, supporting client projects, and learning firm processes alongside full-time staff. Interns rotate across teams and offices, which allows them to build relationships and gain exposure to different working styles and client needs.

Many shared appreciation for the guidance they receive from senior staff and managers who take time to explain not just what to do, but why it matters. That context helps connect day-to-day work with long-term professional development.

Outside the Office

Outside of work and school, they stay busy. Interests range from competitive sports and fitness to fishing, hunting, travel, and time with family and friends. Some enjoy collecting memorabilia or following auto racing, while others recharge by being outdoors or staying active year-round.

These interests reflect an understanding that long-term success in public accounting requires work-life balance and perspective.

Looking Ahead

As they look ahead to the coming year, the group shared goals centered on strengthening technical skills, improving study habits, and taking on more complex work. Several are already thinking about CPA Exam preparation and how to approach it in a way that aligns with work responsibilities and personal commitments.

That awareness is exactly what we hope to support through the program. The goal is not to rush the process, but to help build confidence, encourage questions, and develop habits that will serve them well throughout their careers.

We are grateful for the perspective and enthusiasm this group brings to DBC and look forward to supporting them as they continue their accounting journeys!

When Pivoting in a Crisis, What Should Small- and Medium-Sized Not-for-Profits Prioritize First?

Periods of crisis force leadership teams to move quickly. Revenue shifts, program demand changes, and uncertainty increases pressure across staff and board. When facing disruption, many leaders immediately focus on diversifying funding or launching …

Periods of crisis force leadership teams to move quickly. Revenue shifts, program demand changes, and uncertainty increases pressure across staff and board. When facing disruption, many leaders immediately focus on diversifying funding or launching strategic planning conversations. 

Those steps matter. However, crisis response often requires deeper structural decisions that are less comfortable but more impactful. 

Below are three areas small- and medium-sized not-for-profits should evaluate early when pivoting. 

Make Clear Decisions About Staffing 

In times of instability, staffing structure deserves immediate review. Not-for-profits often delay difficult personnel decisions due to strong values around inclusion, loyalty, and belonging. While those values are important, maintaining roles that no longer align with strategy or financial reality can weaken the entire organization. 

Crisis periods often clarify which positions are essential to the organization’s future and which may be better suited for transition. Leaders should assess: 

  • Whether current roles align with the core mission and theory of change 
  • Whether workload distribution supports productivity and morale 
  • Whether the organization can sustainably fund each position 

If separations become necessary, they should be handled with transparency and fairness. Establishing clear, values-based severance policies supports both employees and organizational credibility. Financial sustainability and compassion are not mutually exclusive, but they must be balanced thoughtfully. 

Reevaluate Physical Space and Overhead 

Office space is another area that warrants review. The relationship between not-for-profits and physical space has shifted significantly in recent years. Many organizations no longer require the same square footage or fixed-location commitments they once did. 

Leaders should ask: 

  • What type of space is truly necessary to deliver programs effectively? 
  • How often is the space used, and at what cost? 
  • Could hybrid or shared-space models reduce overhead without harming service delivery? 

Reducing or restructuring space is not simply a cost-cutting exercise. It requires operational planning, clear policies for hybrid work, and investment in effective collaboration systems. If an organization pivots to remote or hybrid operations, it must also establish expectations for communication, accountability, and team cohesion. 

Evaluate Funding Alignment, Not Just Funding Volume 

During financial pressure, it can feel counterintuitive to step away from revenue. However, not all funding supports long-term sustainability. 

Grants and contracts should be evaluated for mission alignment and full-cost coverage. Leaders should assess: 

  • Whether funded programs still align with strategic priorities 
  • Whether the funding source covers true direct and indirect costs 
  • Whether accepting the funding requires maintaining roles or expenses that no longer serve the broader mission 

Funding that drives strategic drift or sustains non-core programming can create long-term strain. In some cases, choosing not to renew a grant or contract is a proactive decision that strengthens focus and impact. 

Walking away from misaligned funding signals clarity about purpose and reinforces disciplined governance. 

Balancing Strategy With Structural Change 

Diversifying revenue and engaging the board in strategy discussions remain important crisis responses. However, structural decisions around staffing, space, and funding alignment often have the most immediate financial impact. 

Crisis pivots require courage and careful change management. Clear communication, transparent decision-making, and alignment between board and leadership are critical throughout the process. 

At DBC, our not-for-profit specialists work with organizations to evaluate cost structures, assess funding sustainability, and align operational decisions with long-term mission goals. Thoughtful analysis and proactive planning can help organizations navigate disruption while protecting financial health and organizational integrity. 

To read the original article by Jeanne Bell, please visit https://nonprofitquarterly.org/when-pivoting-in-times-of-crisis-what-should-small-and-medium-sized-nonprofits-prioritize-first/ 

 

Four Fundraising Trends Not-for-Profit Leaders Should Plan for in 2026

Fundraising continues to evolve in response to economic pressure, shifting donor behavior, and rapid technology changes. While overall generosity remains strong, participation trends are changing. Many organizations are seeing fewer small-dollar donors and more …

Fundraising continues to evolve in response to economic pressure, shifting donor behavior, and rapid technology changes. While overall generosity remains strong, participation trends are changing. Many organizations are seeing fewer small-dollar donors and more reliance on larger gifts. 

As we move into 2026, sustainability will depend less on adopting the newest tool and more on using the right tools intentionally. Strong systems, responsible data practices, and consistent donor engagement will separate stable organizations from those struggling to adapt. 

Below are four fundraising trends not-for-profit leaders should prioritize in 2026. 

Artificial Intelligence Becoming Operational Standard 

Artificial intelligence is quickly becoming part of everyday fundraising operations. Many organizations now use AI-powered tools for donor segmentation, data cleanup, analytics, and reporting. Tasks that once required hours can often be completed in minutes. 

For larger organizations, predictive analytics and donor journey insights are becoming more common. Smaller not-for-profits are also gaining access to embedded AI features within existing platforms, making the technology more practical and affordable. 

In 2026, the most effective organizations will use AI to increase efficiency without compromising authenticity. Human oversight remains essential. Clear data policies and transparent communication about technology use will help preserve donor trust. 

Donor Privacy as a Competitive Advantage 

Donors are increasingly cautious about how their personal and financial information is handled. Trust in not-for-profits remains relatively strong, but concerns about transparency and data security are growing. 

Privacy practices can no longer be treated as a compliance exercise. They must be visible and intentional. Secure payment systems, clear consent options, and straightforward privacy policies influence whether a donor completes a gift. 

Visible security indicators, accreditation badges, and options such as anonymous giving or communication preferences reinforce credibility. Organizations that demonstrate responsible stewardship of donor data will strengthen trust and improve retention. 

Monthly Giving Providing Revenue Stability 

While small-dollar donor participation has declined in many sectors, recurring giving programs continue to grow. Monthly donors often contribute more annually than one-time supporters and provide predictable revenue that supports long-term planning. 

Recurring programs also allow donors to make manageable contributions over time. This structure can increase loyalty and engagement. 

Not-for-profits should review donor data to identify strong candidates for recurring programs and communicate the impact of sustained support. Shifting focus from one-time transactions to long-term relationships will improve stability in an unpredictable funding environment. 

Personalization Moving From Preference to Expectation 

Generic fundraising messages are becoming less effective. Donors increasingly expect communication tailored to their interests, giving history, and preferred channels. 

Technology now allows segmentation and personalization at scale. Strong customer relationship management systems help consolidate donor data and support timely, relevant outreach. Personalized acknowledgments, targeted campaign invitations, and communication frequency preferences all contribute to a stronger donor experience. 

However, personalization should focus on relevance, not volume. Asking donors how and when they prefer to hear from you, and honoring those preferences, reinforces respect and builds trust. 

Planning for a Sustainable 2026 

Fundraising in 2026 will require both discipline and adaptability. Organizations must balance innovation with sound governance. Operational efficiency, responsible data management, recurring revenue strategies, and thoughtful personalization will be central to long-term success. 

At DBC, our not-for-profit specialists help organizations strengthen financial systems, evaluate fundraising sustainability, and align operational strategy with long-term mission goals. Clear planning today supports stronger donor relationships and more stable growth in the years ahead. 

To read the original article by Raviraj Hegde, please visit https://www.forbes.com/councils/forbesbusinessdevelopmentcouncil/2026/02/03/4-fundraising-trends-every-nonprofit-leader-should-plan-for-in-2026/

When Not-for-Profit Staff Want Raises You Cannot Afford

Compensation conversations are among the most difficult challenges not-for-profit leaders face. Many organizations have worked intentionally to improve equity, transparency, and work-life balance. As a result, expectations around salary growth, retirement benefits, and cost-of-living …

Compensation conversations are among the most difficult challenges not-for-profit leaders face. Many organizations have worked intentionally to improve equity, transparency, and work-life balance. As a result, expectations around salary growth, retirement benefits, and cost-of-living adjustments have risen. 

That is not a failure. It often reflects a healthier culture. The challenge arises when revenue is stable or limited, and financial realities do not support the level of compensation staff reasonably hope for. 

Navigating these conversations requires clarity, honesty, and structure. 

Start With Shared Financial Understanding 

Transparency alone is not enough. Sharing a budget spreadsheet without context can create confusion or misinterpretation. Staff need to understand not only the numbers, but what those numbers mean. 

Leadership should clearly explain: 

  • Where revenue comes from and how predictable it is 
  • Which expenses are fixed and which are flexible 
  • What obligations must be met before compensation increases are possible 
  • How cash reserves factor into sustainability 

When everyone understands the financial constraints, conversations shift from frustration to shared problem-solving. 

Separate Values From Financial Capacity 

Many not-for-profit organizations are mission-driven and equity-focused. Staff can advocate for fair wages and financial stability while still believing in broader social change. Those values are not in conflict. 

However, leadership must distinguish between what the organization values and what it can currently afford. A clear compensation philosophy helps. For example: 

  • Are salaries benchmarked to market data? 
  • Is there a formal approach to cost-of-living adjustments? 
  • How are raises prioritized when funding is limited? 

Documenting and communicating this framework reduces ambiguity and supports fairness, even when resources are tight. 

Provide Clear Timelines, Not Vague Promises 

It can be tempting to soften difficult news with hopeful language. Doing so often creates greater disappointment later. 

If benefit enhancements or salary increases are possible only after certain financial milestones are reached, say so clearly. For example: 

  • A retirement match may be feasible after a defined revenue target is achieved. 
  • Cost-of-living adjustments may depend on grant renewals or fundraising growth. 

Concrete conditions and timelines build trust. Unclear commitments weaken it. 

Create Structured, Ongoing Dialogue 

Compensation discussions should not happen only when frustration surfaces. Consider regular check-ins tied to budgeting and year-end planning cycles. 

Structured conversations might include: 

  • What feels most financially unsustainable for staff right now? 
  • What incremental improvements are realistic this fiscal year? 
  • If limited funds become available, how should they be prioritized? 

These discussions allow leadership to remain transparent while reinforcing financial stewardship. 

Protect Organizational Sustainability 

It is natural to want to meet staff expectations. Strong leaders care about their teams. However, increases that compromise long-term sustainability place both mission and jobs at risk. 

Sound financial governance requires balancing compassion with responsibility. That may mean saying no in the short term to protect the organization’s future. 

The goal is not universal satisfaction. It is maintaining credibility, fairness, and fiscal stability. 

How DBC Supports Not-for-Profit Leaders 

Compensation planning requires alignment between mission values and financial reality. At DBC, our not-for-profit specialists work with organizations to evaluate compensation structures, assess revenue capacity, and build sustainable financial models. Clear frameworks and proactive planning make difficult conversations more productive and less reactive. 

To read the original article by Sara Hudson, please visit https://nonprofitquarterly.org/what-do-you-do-when-your-nonprofit-staff-want-raises-we-cant-afford 

Key Performance Indicators for Measuring Not-for-Profit Success

Measuring success in a not-for-profit organization is rarely simple. Financial results matter, but they do not tell the full story. Mission impact, program quality, community trust, and long-term sustainability all shape what success really …

Measuring success in a not-for-profit organization is rarely simple. Financial results matter, but they do not tell the full story. Mission impact, program quality, community trust, and long-term sustainability all shape what success really looks like. 

Key performance indicators, or KPIs, can bring structure to that complexity. When thoughtfully selected, they help leadership and boards track progress, support informed decision-making, and strengthen accountability. 

Start With a Clear Definition of Success 

Before choosing KPIs, leadership must define what strong performance means for the organization. That definition should reflect mission priorities while also recognizing stakeholder expectations. 

Consider questions such as: 

  • What outcomes define success for the communities we serve? 
  • How do funders measure performance? 
  • What does the board need to oversee effectively? 
  • What systems are in place to gather reliable data? 
  • How will data be used to guide improvement, not just reporting? 

Without clarity at this stage, KPIs risk becoming disconnected from strategy. 

Focus on Strategic Indicators, Not Everything You Can Measure 

KPIs are not an inventory of every data point available. They are a focused set of indicators that reflect meaningful progress and organizational health. 

Most organizations benefit from a mix of: 

  • Lead indicators, which signal future performance. Examples include donor engagement levels, program inquiries, or grant pipeline activity. 
  • Lagging indicators, which measure results already achieved. Examples include program completion rates, client outcomes, retention statistics, or year-over-year revenue stability. 

A balanced approach provides insight into both current results and future trajectory. 

Align KPIs With Your Business Model 

Effective KPIs are grounded in how the organization operates. Leadership should understand both revenue drivers and cost structures before finalizing what to measure. 

Important considerations include: 

  • Reliability and predictability of revenue streams 
  • Donor retention and fundraising efficiency 
  • Key cost drivers and expense trends 
  • Program-delivery metrics that influence participation and outcomes 

When KPIs reflect real operational drivers, they become practical tools rather than abstract numbers. 

Use Dashboards to Strengthen Oversight 

Many not-for-profits organize KPIs into dashboards for leadership and board review. A well-designed dashboard makes performance conversations more focused and productive. 

However, dashboards only add value when they are actively used. KPIs should be reviewed regularly, discussed openly, and adjusted as strategy evolves. Indicators that made sense during a strategic-planning cycle may need refinement as priorities shift. 

Keeping KPIs visible and relevant reinforces accountability and continuous improvement. 

Be Mindful of Unintended Incentives 

Measurement influences behavior. Poorly designed KPIs can unintentionally reward the wrong outcomes. For example, focusing solely on program volume may overlook service quality. Emphasizing short-term fundraising targets may distract from long-term donor relationships. 

Leadership should periodically assess whether KPIs are reinforcing the organization’s mission and values. 

Integrate KPIs Into Strategic Governance 

KPIs work best when tied directly to strategic goals and governance practices. They should support board oversight, guide management discussions, and inform year-end planning and budgeting decisions. 

When integrated thoughtfully, KPIs become more than a reporting requirement. They provide clarity around priorities and strengthen long-term sustainability. 

At DBC, our not-for-profit specialists partner with you to define the right performance indicators, align financial strategy with your mission, and build reporting systems that strengthen transparency and governance. If you are ready to measure what truly matters and lead with clarity, we are here to help you put the right structure in place.

To read the original article by Jeanne Bell, please visit https://nonprofitquarterly.org/what-are-key-performance-indicators-kpis-to-measure-nonprofit-success/ 

Tax Ramifications for Scam Victims

Navigating the tax implications of scams and theft losses can be complex, especially considering legislative changes that generally limit casualty and theft losses to those associated with a disaster. However, if you’ve fallen victim …

Navigating the tax implications of scams and theft losses can be complex, especially considering legislative changes that generally limit casualty and theft losses to those associated with a disaster. However, if you’ve fallen victim to a scam, there is still an important tax avenue available for you.

Traditionally, under tax law, you could deduct theft losses if they weren’t covered by insurance. But while the law changed a few years ago, tightening restrictions and limiting deductions primarily to disaster-related losses, there’s still hope. The tax code recognizes that if you were scammed while engaging in a transaction with a profit motive, you might still be eligible to claim a deduction.

Internal Revenue Code Section 165(c)(2) caters specifically to losses incurred from profit-driven activities. This means if your financial losses from a scam were tied to an endeavor intended to generate profit, you might deduct these losses, without needing a disaster declaration. Understanding this exception can be a crucial lifeline, allowing you to reclaim some financial relief from the losses you’ve endured due to deceitful scams.

Eligibility Criteria for Profit-Driven Casualty Losses: For a theft loss to qualify under the profit-motivated exception, several stringent criteria must be met:

  1. Profit Motive: The primary intention of the transaction must be to achieve economic advantage. The IRS requires clear evidence that the transaction had a bona fide profit expectation. Case law and IRS rulings substantiate the necessity of this objective, often requiring substantial documentation to support the profit intent.
  2. Type of Transaction: Eligible transactions commonly include traditional investment vehicles such as securities, real estate, or other income-generating activities. The lack of a profit motive typically disqualifies social or personal activities from this deduction space.
  3. Nature of Loss: The loss must stem directly from the transaction aimed at profit. This correlation should be clear and demonstrable through financial records and legal documentation. For instance, investment scams or fraudulent financial schemes targeting taxpayer investments often qualify if they meet the profit criteria.

Application of IRS Guidance: The application of the deduction frequently necessitates analyzing IRS memoranda and rulings for clarity on what constitutes a deductible loss. A recent IRS Chief Counsel Memorandum (CCM 202511015)has further elucidated scenarios where such losses are deemed deductible:

  • Investment Scams: These are classic examples where losses, though fraudulent in nature, can be deemed deductible if the initial investment was made with a credible expectation of profit. Taxpayers must validate the transaction’s legitimacy and profit intent using documentation such as communications with the scammer, investment contracts, and proof of monetary transfer.
  • Theft Losses: Profit-driven theft is uniquely scrutinized. The IRS insists that these losses must manifest in a transaction inviting profit, not merely in personal engagements like casual lending between acquaintances.

Some Not So Good Tax Ramifications: Being scammed out of your IRA or tax-deferred pension funds can have significant tax implications, depending on whether the account was a traditional or Roth type.

In the case of a traditional IRA or tax deferred retirement plan, funds withdrawn prematurely due to a scam are generally considered taxable income. This means the entire amount withdrawn is added to your taxable income for the year, potentially bumping you into a higher tax bracket and increasing your tax liability. Additionally, if you are under 59½, these withdrawals might also be subject to a 10% early withdrawal penalty, further compounding the financial stress.

Conversely, a Roth IRA or Roth qualified plan withdrawal is less punitive in terms of immediate tax consequences, as contributions were made with after-tax dollars. Generally, provided your account has met the five-year holding rule, contributions can be withdrawn tax-free and penalty-free. However, if earnings are withdrawn prematurely and not for a qualifying reason, they may be subject to taxes and penalties.

The following examples illustrate when a scam or theft will or will not qualify for a casually loss and the tax consequences. Generally, the stolen funds are transferred overseas and are irretrievable without a reasonable prospect of recovery, one of the qualifications for a personal casually loss.

Example 1: Impersonator Scam – Qualifies as Personal Casualty Loss

Taxpayer 1 fell victim to a sophisticated scam involving an impersonator claiming to be a “fraud specialist.” The scammer falsely informed Taxpayer 1 that their accounts were compromised, inducing Taxpayer 1 to transfer funds from both IRA and non-IRA accounts into what were purportedly new, secure investment accounts. However, these were controlled by the scammer, who funneled the money into an overseas account.

The key to this scenario being deductible lies in the taxpayer’s intent. Taxpayer 1’s motive was to safeguard and reinvest funds, clearly manifesting a profit-oriented intention. Consequently, the scam losses qualify as a theft loss since they were incurred in a transaction entered for financial gain.

Tax Implications: 

a.   If the taxpayer can itemize deductions, the loss is deductible on Schedule A.

b.   However, the taxpayer is taxed on the traditional IRA distributions, and must recognize the gain or loss on the non-IRA account. In addition, if the taxpayer is under age 59.5 the 10% early distribution penalty for traditional IRAs applies, for which there is no specific exception.

c.   If the taxpayer has sufficient resources, other funds can be rolled back into the IRA within 60 days from the date withdrawn, and b. and c. would not apply to the extent of funds rolled into the IRA. 

Example 2: Romance Scam – Non-Qualifying Personal Casualty Loss

Taxpayer 2 became ensnared in a romance scam, believing they were in a genuine relationship with an impersonator. Persuaded by a fabricated story about a relative needing medical help, Taxpayer 2 transferred funds from IRA and non-IRA accounts, into an overseas account controlled by the scammer. The funds were meant to assist another person, rather than seek profit.

The critical distinction here is the absence of a profit motive. The transactions were embarked upon out of personal sentiment and misled compassion, lacking any financial investment intent. Consequently, these losses are classified as personal casualty losses under Section 165(c)(3), which are non-deductible absent a federally declared disaster or qualifying personal casualty gains.

Because the losses do not meet the criteria for profit-driven transactions, the taxpayer’s losses are not deductible.

Tax Implications: 

a.   No casualty loss deduction allowed.                        

b.   However, the taxpayer is taxed on the traditional IRA distributions, and must recognize the gain or loss on the non-IRA account. In addition, if the taxpayer is under age 59.5 there is a 10% early distribution penalty for traditional IRAs for which there is no specific exception.

c.   If the taxpayer has sufficient resources, other funds can be rolled back into the IRA within 60 days, and b. and c. would not apply to the extent of funds rolled into the IRA. 

Example 3: Kidnapping Scam – Non-Qualifying Personal Casualty Loss

Taxpayer 3 was the victim of a kidnapping scam involving an impersonator. The scammer contacted the taxpayer by text and phone and claimed to have kidnapped the taxpayer’s grandson for ransom. The taxpayer demanded to speak to the taxpayer’s grandson and heard his voice over the phone begging for help.

Scammer directed Taxpayer 3 to transfer money to an overseas account and not to contact law enforcement. The taxpayer did not realize that the scammer had used artificial intelligence to clone the grandson’s voice and that no kidnapping had taken place.

Under immense duress, Taxpayer 3 authorized distributions from an IRA account and a non-IRA account, then directed those funds to be deposited in the overseas account provided by the scammer, hoping to ensure the safety of the grandson.

Later Taxpayer 3 was able to contact the grandson and learned that no kidnapping had taken place and immediately contacted law enforcement and their financial institution, but was informed that the distribution to the overseas account could not be undone and there was little to no prospect of recovery.

The taxpayer’s motive was not to invest any of the funds distributed from the IRA and non-IRA accounts but, rather, to voluntarily transfer the funds to the scammer, albeit under false pretenses and duress. Notwithstanding the fraudulent inducement and duress, Taxpayer 3 did not have a profit motive; therefore, the losses were NOT incurred in a transaction entered for profit and therefore not tax deductible.

Tax Implications: Same as example #2.

Implications: These examples emphasize the importance of critical assessment of the intent and transaction nature when determining if a scam-related event is a deductible casualty loss.

  • Documentation and Intent: Individuals should maintain clear intent documentation, prominently in investment contexts, to support future claims of profit motive.
  • Scrutiny and Compliance: Enhanced IRS scrutiny of non-disaster casualty losses necessitates meticulous compliance, with auditors keenly differentiating between qualifying and non-qualifying losses.

It is crucial to consult with De Boer, Baumann & Company if you receive questionable or unsolicited texts, emails, or calls, especially before authorizing any fund transfers or account withdrawals. Our team can provide practical guidance on fraud detection, documentation, and next-step decision-making if you suspect a scam.

It is also important to educate family members, particularly older adults who are frequently targeted, about these risks and common tactics. Encouraging them to reach out early can help prevent losses and provide support if a situation escalates. A proactive approach can protect assets, reduce disruption, and provide peace of mind.

 

What Is Advisory — And Is It Right for You?

Most people think their financial professional focuses on the past: last year’s tax numbers, last quarter’s profit, last month’s expenses. That’s the compliance world. It’s essential, of course. But it’s focused on what has …

Most people think their financial professional focuses on the past: last year’s tax numbers, last quarter’s profit, last month’s expenses. That’s the compliance world. It’s essential, of course. But it’s focused on what has already happened.

Advisory is something different.
Advisory is about shaping what comes next.

It’s a shift from “Here’s your report” to “Here’s how we reach your goals.” From reacting to numbers to intentionally influencing them. And if you’ve ever wished money felt less uncertain — or wished for a clearer path toward the life or business you want — advisory may be the upgrade you didn’t know was available.

Why Compliance Alone Leaves People Stuck

Compliance keeps you accurate. Advisory keeps you moving forward.

Most individuals and business owners only see the backward-facing side of financial work. That’s why they often run into patterns like:

  • Finding out their tax bill when it’s too late to change it
  • Making big business decisions without a roadmap
  • Setting goals without the structure to reach them
  • Reviewing profitability rather than designing profitability
  • Feeling like money is unpredictable rather than manageable

These aren’t failures. They’re symptoms of operating with historical data instead of a future-focused strategy.

So… What Exactly Is Advisory?

Advisory is an ongoing, collaborative process that uses forward-looking insights to help you make smarter financial decisions, reduce stress, and progress toward long-term goals.

There are two main types that many people find the most helpful.

1. Tax Advisory

Tax advisory is proactive tax planning — the strategies, timing, and decision-making that help reduce future tax obligations before a return is ever filed.

It tackles questions like:

  • “What steps can I take this year to lower my tax bill next year?”
  • “Should I consider a different business structure as I grow?”
  • “How do I plan for capital gains, retirement withdrawals, or rental income?”
  • “What tax strategies apply if I start or sell a business?”

Tax advisory shifts the focus from reporting taxes to designing tax outcomes.

2. CFO Advisory

CFO advisory focuses on the financial direction of your business — not just what happened, but what’s possible.

It helps you explore questions such as:

  • “How much cash will I actually have in three or six months?”
  • “Does our pricing support the level of profit we need?”
  • “Are we ready to hire, or should we outsource a little longer?”
  • “What would it take to expand, open a new location, or launch a new service?”
  • “How do we build a budget that reflects our goals instead of just our costs?”

CFO advisory gives you a clearer view of how decisions today shape results tomorrow.

It’s not bookkeeping. It’s strategic guidance.

Compliance vs. Advisory: A Clearer Comparison

Compliance

Advisory

Looks at the past

Plans for the future

Answers “What happened?”

Answers “What should we do next?”

Necessary for accuracy

Essential for growth

Often once a year

Ongoing partnership

Reporting-focused

Goal- and strategy-focused

Reactive

Proactive

The difference isn’t only in services — it’s in mindset. Compliance is about clarity. Advisory is about progress.

Who Benefits the Most From Advisory? Business Owners

Whether you’re just starting or scaling, advisory helps with pricing, cash flow, hiring decisions, profit margins, budgeting, and long-term growth planning.

Individuals With Complex or Growing Financial Lives

Side gigs, rental properties, investments, stock compensation, and multi-source income all benefit from proactive planning.

People Approaching Major Life or Financial Milestones

Retirement, business sales, home purchases, expansions, or college planning often require a long runway to optimize outcomes.

Anyone Who Wants More Control and Less Guesswork

If you want financial clarity instead of surprises, advisory gives you structure and strategy.

The Key Benefits: Why Advisory Pays Off

Advisory often delivers a measurable return on investment because it directly influences taxes, cash flow, and long-term wealth building. The most common benefits include:

1. Better Tax Outcomes Year After Year

Planning ahead opens the door to legal, strategic tax advantages you simply can’t access at filing time.

2. A Clear, Actionable Financial Plan

You’re no longer guessing. You know the steps required to reach your goals — and you have support following them.

3. Improved Profitability and Cash Flow

Businesses often discover hidden profit leaks and inefficiencies that can be corrected quickly.

4. More Confidence in Decisions

You gain clarity on the financial impact of every major move before you make it.

5. Faster Progress Toward Your Milestones

Whether you want to expand your business, retire early, or grow wealth, advisory accelerates the path.

6. A Collaborative Relationship Focused on Your Wins

Instead of one annual meeting, you get a strategic partner committed to helping you move forward throughout the year.

Is Advisory Right for You?

If you want more clarity, more control, more intentional financial planning — and fewer surprises — advisory may be exactly what you need.

It’s not about adding complexity. It’s about replacing uncertainty with direction.
And if you’re ready to explore how proactive planning can improve your financial outcomes, the next step is simple:

If you think advisory might be right for you, reach out to De Boer, Baumann & Company. Let’s talk about your goals and build a plan for where you want to go next. We’ll help you sort through the priorities, put a clear path in place, and stay ahead of the big decisions as the year unfolds.

What To Do When You Get an IRS Notice (And Why You Don’t Need to Panic)

There’s nothing quite like opening the mailbox, seeing an envelope with “Internal Revenue Service” printed on it, and feeling your stomach drop. Even people who are perfectly organized — even people who’ve done everything …

There’s nothing quite like opening the mailbox, seeing an envelope with “Internal Revenue Service” printed on it, and feeling your stomach drop. Even people who are perfectly organized — even people who’ve done everything right — feel the same jolt of panic when they receive an IRS notice.

But here’s the truth:
Most IRS notices are not emergencies.
Many are routine.
And almost all can be resolved calmly and cleanly once you know what you’re dealing with.

So, before you lose sleep, take a breath. Then take the next right steps.

Why the IRS Sends Notices in the First Place

The IRS sends millions of notices every year, and most fall into just a few categories:

  • Something didn’t match
    This is the most common scenario. The IRS receives a form (like a 1099 or W-2) that doesn’t match what was on your return. This triggers an automatic letter — not an accusation.
  • They need more information
    Sometimes a number wasn’t clear. A form didn’t show up. A math error correction triggered a follow-up. It’s often small.
  • A payment was short, delayed, or misapplied
    Your payment might have gone to the wrong tax year, posted late, or not matched the number on your return.
  • They’re adjusting something on their end
    This could be a refund recalculation or an update to a credit or deduction.
  • They’re confirming identity
    Identity theft protections are much stronger now, and sometimes the IRS asks you to verify you’re… you.
    In most cases, the notice is informational — not a threat.

The Most Important Thing: Don’t Respond Alone

The biggest mistake people make is replying to the IRS too fast or without guidance.

You may be tempted to:

  • Pay whatever number the letter shows
  • Call the IRS immediately
  • Send documents without context
  • Ignore it and hope it goes away

Those reactions almost always make things harder.

The IRS letter is talking to you — but you should talk to your financial professional first.

They’ll help you understand:

  • Whether the notice is accurate
  • Whether you actually owe anything
  • Whether the IRS made an error
  • Whether this is a simple fix or needs representation
  • What documentation (if any) needs to be provided
  • Whether you should respond at all

You are not meant to navigate this alone.

What Your Notice Actually Means

Every notice has a code (such as CP2000, CP14, or CP75). Those codes help identify the issue quickly.

Here’s a quick guide to the most common ones:

CP2000 — Underreported Income

This is the big one. It means the IRS thinks your income was higher than what you filed. This does not mean you did something wrong. Often, a vendor filed a form late or incorrectly.

CP14 — Balance Due

This shows a balance the IRS thinks you owe. It could be accurate… or it could be the result of a timing issue.

CP75 — Audit Documentation Request

The IRS wants proof related to a credit or deduction. Again, not a panic situation — just a request.

Letter 5071C — Identity Verification

This is part of fraud prevention. It’s not about your return being “wrong.”

Notice of Intent to Levy (LT11/CP504)

This is more serious and requires prompt action — but still not panic. Professionals resolve these daily.

Whatever the code, context matters more. And that’s where guidance helps.

What NOT To Do When You Receive an IRS Notice

A calm, correct response almost always leads to a clean resolution. But these common mistakes make things significantly worse:

Don’t ignore the notice. Deadlines matter.

Don’t call the IRS before reviewing the notice with a professional. You may accidentally agree to something you shouldn’t.

Don’t pay the amount automatically. The number may be wrong — sometimes by a lot.

Don’t send documents without explanation. The IRS reads what you send literally. Context is everything.

Don’t assume this means you’re being audited. Most notices have nothing to do with audits.

 How the Process Usually Goes

Here’s what a calm, correct resolution typically looks like:

  1. You contact your financial professional and share the notice.
  2. They review your return and the IRS data to see what triggered the letter.
  3. They determine whether the IRS is correct or incorrect.
  4. They prepare the appropriate response — or advise that no response is needed.
  5. If money is owed, they ensure the amount is accurate and the payment is sent to the correct tax year.
  6. If the IRS is mistaken, they prepare a clear explanation and supporting documents.

Most cases resolve with a single letter. Some take a few rounds. But almost all are manageable. 

Why Having Professional Support Makes a Huge Difference

IRS notices feel intimidating, but a professional sees these all the time. They know:

  • How to interpret the codes
  • How to match the notice to your return
  • Where IRS errors commonly happen
  • How to fix misapplied payments
  • How to communicate with the IRS clearly and effectively
  • When to escalate an issue
  • When notto respond at all

And most importantly… they know how to keep you calm and protected through the process.

 If You Got a Notice, You Don’t Have to Solve It Alone

If you have received an IRS notice, whether it is confusing, unsettling, or simply unexpected, contact De Boer, Baumann & Company. We will review it with you, explain what it means, and help you respond the right way.

No panic.
No guesswork.

Just clarity, support, and a clean path forward.

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