Monthly Newsletter

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.

Tax Alert: Prepare for the New 1099-DA Crypto Reporting

Form 1099-DA, “Digital Asset Proceeds from Broker Transactions,” is a new Internal Revenue Service (IRS) tax form that certain brokers must use to report digital asset transactions. It is designed to enhance transparency and …

Form 1099-DA, “Digital Asset Proceeds from Broker Transactions,” is a new Internal Revenue Service (IRS) tax form that certain brokers must use to report digital asset transactions. It is designed to enhance transparency and compliance in the rapidly evolving digital asset space, requiring information on transactions involving cryptocurrencies, non-fungible tokens (NFTs), and other digital assets.

The reporting requirements for Form 1099-DA officially take effect for the 2025 tax year, with brokers sending the forms to taxpayers and the IRS in early 2026. Before this change, reporting digital asset transactions was largely dependent on self-reported data, which often led to inconsistencies and underreporting.

The Purpose and Impact of Form 1099-DA: Form 1099-DA aims to increase tax compliance and improve reporting accuracy in the digital asset space by requiring brokers to report transactions. This standardizes reporting and can simplify tax filing for some investors but also necessitates diligent record-keeping to ensure accurate reporting.

Who Must Issue Form 1099-DA? The reporting obligation for Form 1099-DA falls on “brokers” who facilitate the sale or exchange of digital assets. The IRS’s definition of a broker is broad and includes digital asset trading platforms, payment processors, and hosted wallet providers. However, decentralized finance (DeFi) platforms and non-custodial wallets are not generally required to issue this form.

Who Will Receive Form 1099-DA? U.S. taxpayers who sell, trade, or dispose of digital assets through a qualifying broker should expect to receive a Form 1099-DA in early 2026 (for 2025 transactions). This includes individuals and businesses involved in buying, selling, trading, mining, or staking digital assets. Real estate reporting entities must also report if digital assets are used in real estate transactions.

What Information is Included on Form 1099-DA? Form 1099-DA requires brokers to report detailed information about each digital asset transaction, including:

  • Payer and Recipient Identification.
  • Transaction details like asset name, quantity, date, time, and gross proceeds.
  • Cost basis (mandatory for “covered securities” acquired after January 1, 2026). Broker reporting of basis is voluntary for the 2025 tax year.
  • Holding period.
  • Transaction type.
  • Fair Market Value (FMV).
  • Transaction fees.
  • Wash sales for tokenized securities.

The information reported on Form 1099-DA varies depending on the tax year.

  • 2025 Tax Year (forms sent in early 2026)– For 2025 transactions, brokers are required to report the gross proceeds from the sale, exchange, or other disposition of a digital asset. Reporting of the cost basis is voluntary for brokers in 2025.
  • 2026 Tax Year and beyond (forms sent in early 2027 and later) – Starting with the 2026 tax year, brokers will be required to report more comprehensive information, including gross proceeds, cost basis (for “covered securities”), acquisition and disposition dates, holding period, and transaction details like the type and quantity of the digital asset.

Understanding the Cost Basis Challenge for 2025: A significant point for the 2025 tax year is the voluntary cost basis reporting by brokers. If the cost basis is not reported on Form 1099-DA, the IRS may assume it’s zero, which could lead to tax notices for underreported income. To prevent this, taxpayers must keep detailed personal records of their digital asset transactions, including acquisition dates and costs, fees, disposition dates, and sales proceeds. These records are necessary for accurately completing Forms 8949 and Schedule D.

Special Reporting Rules for Stablecoins and Non-Fungible Token (NFTs): There are specific reporting rules for certain digital asset types.

  • Qualifying Stablecoins: For 2025 and later, brokers can report qualifying stablecoin transactions in aggregate if they exceed $10,000 annually.
  • Specified NFTs: Starting in 2025, if total sales of specified NFTs exceed $600 for the year, brokers must report them, potentially in aggregate.

How Form 1099-DA is Used File Taxes: The information on Form 1099-DA is used when preparing tax returns similar to the way stock transactions reported on Form 1099-B are transferred to Form 8949 and Schedule D. This involves reconciling the 1099-DA with a taxpayer’s records, calculating capital gains or losses, and reporting the final amount on Form 1040.

Best Practices for Crypto Investors: Given these changes, digital asset investors should maintain detailed records of all transactions, consider using crypto tax software for tracking and calculations, and be aware of potential limitations in broker reporting, especially regarding cost basis in 2025. It is also important to remember that transactions not reported on a 1099-DA must still be reported. Staying informed and consulting a tax professional can help navigate this evolving landscape.

Answering the IRS Question about Digital Assets: For the last several years, a “yes”/”no” question on Form 1040 has been: “At any time during [return year], did you: (a) receive (as a reward, award, or payment for property or services); or (b) sell, exchange, or otherwise dispose of a digital asset (or a financial interest in a digital asset)?” Now that brokers will be issuing Form 1099-DA for the sale or exchange of digital assets, the IRS will be able to verify how taxpayers answer the question in light of the Form 1099-DA that was filed by the broker. When signing the tax return, the taxpayer signs under penalty of perjury that the information in the return is true, correct and complete. Care needs to be taken to correctly answer the IRS’ question.

If you have questions about Form 1099-DA or need help reconciling broker reporting with your cost-basis records and wallet activity, please contact the De Boer, Baumann & Company team to review your digital asset transactions and ensure they are reported accurately.

Employee Spotlight: Megan Joseph

Since joining De Boer, Baumann & Company in 2023, Megan Joseph has quickly become a trusted figure on our CAAS team. As a CAAS Manager, she brings both technical strength and a calm, steady …

Since joining De Boer, Baumann & Company in 2023, Megan Joseph has quickly become a trusted figure on our CAAS team. As a CAAS Manager, she brings both technical strength and a calm, steady approach that helps clients feel confident in where they stand financially and where they are headed next.

Megan earned her Bachelor’s degree in Accounting from Miami University, where she built the foundation for her love of numbers and problem solving. Today, she works closely with clients across a variety of industries, offering thoughtful guidance, clear communication, and reliable support. Whether she is digging into the details or helping clients see the bigger picture, Megan approaches her work with care, consistency, and a genuine commitment to the people she serves.

Family plays a central role in Megan’s life. She has been married for 36 years to her husband, whom she met while working in Chicago, and together they have two daughters, Jennifer and Carleigh. Megan is also a proud grandmother to her 15-month-old grandson, Julian. When asked about her greatest accomplishment, she points without hesitation to being a mother and grandmother, a role that brings her immense pride and joy.

Outside of work and family, Megan appreciates experiences that create lasting memories. One of her fondest memories is her trip to Thailand, where she had the opportunity to step outside of her every day routine and experience a completely different culture. That sense of curiosity and appreciation for perspective shows up in subtle ways, including how she approaches her work and the relationships she builds.

Megan’s influence can be seen throughout the firm, not just in the work she does but in the way she consistently reflects the values we uphold. Her thoughtful presence and commitment to supporting others help create a culture rooted in trust and collaboration. We’re proud to spotlight Megan and the difference she continues to make every day.

Building Your Farm’s Professional Advisory Team

Running a successful farm requires more than strong production skills. It also depends on having the right people around you to support decision making, protect the business, and help you plan for the future. …

Running a successful farm requires more than strong production skills. It also depends on having the right people around you to support decision making, protect the business, and help you plan for the future. A well-built advisory team allows you to focus on farming while trusted professionals handle the areas that demand specialized expertise.

No two farms need the exact same team, but the most effective operations intentionally surround themselves with advisors who understand agriculture and work toward shared goals.

Understanding the Roles on Your Team

Every farm relies on a mix of contributors who move the business forward and protect what has been built. Some advisors focus directly on profitability and production, while others play a critical role in managing risk and long-term stability.

Operational advisors often include lenders, agronomists, nutritionists, marketing professionals, seed and chemical representatives, veterinarians, and production employees. Their work directly affects yields, efficiency, and cash flow.

Protective advisors help safeguard the business and family. These typically include accountants, attorneys, insurance providers, succession planners, and trusted service professionals. While their impact may be less visible day to day, their role is essential to preserving assets and preventing costly mistakes.

In addition to formal advisors, many farms rely on a broader support network that includes family members, Extension specialists, mentors, neighbors, and peer producers. These relationships often provide perspective and practical insight when it matters most.

Finding the Right Fit Matters

The value of an advisory team depends on how well its members align with your operation and goals. Credentials alone are not enough. Advisors must understand agriculture and be willing to engage with your specific challenges.

Many producers discover that an advisor who served a previous generation well may not be the best fit for the next phase of growth. As operations expand, take on more risk, or change structure, their advisory needs naturally evolve. Reassessing your team is not a sign of disloyalty; it is a necessary step in managing a sophisticated, growing business.

Strong advisors communicate clearly, return calls, ask thoughtful questions, and show confidence in your vision. They should challenge assumptions when needed and support informed decision making rather than simply reacting to problems.

The Time Saving Value of a Strong Team

One of the most overlooked benefits of a well-built advisory team is time. When responsibilities are clearly delegated and supported by capable professionals, owners gain both mental space and hours in the day.

Clear systems, shared platforms, and proactive communication reduce last minute stress. Tax planning becomes less disruptive. Legal and financial issues are addressed before they become urgent. Equipment breakdowns, labor challenges, and operational risks are managed more efficiently because the right people are already in place.

This support is especially important for multi-generational operations where responsibilities are shared among family members and employees. A strong team helps prevent burnout and allows the business to function smoothly even during peak seasons.

Making Sure Advisors Are Aligned

A common challenge in farm operations is working with advisors who operate independently without coordination. Financial plans, legal documents, lending structures, and succession strategies may each make sense on their own but fail to work together.

Alignment across advisors is critical. When your accountant, attorney, and lender are not communicating, gaps and conflicts can emerge. Coordinated planning helps ensure decisions support both short-term operations and long-term goals.

Having a central point of coordination, whether that is an internal leader or a trusted advisor, helps keep everyone focused on the same objectives and reduces the risk of conflicting strategies.

Knowing When to Make a Change

If a professional relationship is not working, it is important to recognize that you are the client. Advisors are there to serve the goals of the farm. If communication is poor, understanding is lacking, or progress feels stalled, it may be time to seek a second opinion or make a change.

Moving on from an advisor does not require conflict. Often, it simply reflects a shift in needs or direction. Giving yourself permission to adjust your team helps ensure the business remains supported as it grows and changes.

Building And Maintaining Your Roster

Recommendations from trusted peers, lenders, and current advisors are often the best way to find new team members. Asking who has helped others navigate similar situations can lead to better matches than asking general questions about who is “good” at their job.

Technology has also expanded access to specialized expertise. Geographic location is no longer a barrier to working with professionals who understand agriculture and your specific challenges.

Once your team is in place, regular check-ins help keep everyone aligned. Reviewing goals, updating plans, and evaluating progress ensures advisors remain focused on supporting the direction of the farm rather than reacting to isolated issues.

How De Boer, Baumann & Company Can Help

Strong advisory teams do not form by accident. They are built intentionally around the goals and structure of the operation. De Boer, Baumann & Company works with agricultural producers to coordinate financial planning, tax strategy, succession planning, and long-term decision making. Our team helps connect the dots between advisors so farm owners can move forward with clarity and confidence.

To read the full article by Lisa Foust Prater, please visit https://www.agriculture.com/draft-your-farms-professional-dream-team-8708459.

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