July 20, 2010

Surviving Today while Planning for Tomorrow

Most contractors that I work with have already cut costs to get through the past couple of years, but many are struggling with what to do to get through the next couple of years.  We continue to hear from national economic experts that the recession is over and the economy has begun to grow.  However, those same experts also warn us that the recovery will be slow.  Contractors are expected to continue to feel the impact of reduced work through 2012.  The 2009 CFMA Construction Industry Annual Financial Survey reported that 92% of the respondents to the survey identified “Sources of Future Work” as their top challenge in the next five years.  Leaders of successful construction companies realize that they must identify and exploit new opportunities to be successful in the future.   Some of the more common strategies that I see:

  • Joint ventures – working with another company can yield significant benefits for all involved.
  • Expand geographic regions – analyze new geographic regions that could provide opportunities for new work.
  • New market niches ­- investigate new and emerging markets for opportunities to diversify.
  • Merge with or acquire another contractor.

 

Each of these strategies provides both opportunity and risk.  Contractors must first identify the strengths of their own company/workforce and match that with the changing needs of the marketplace.  This type of strategic planning will allow companies to adjust to be successful not only today, but also in the future.  Questions you should be asking:  Do we need to hire/create expertise in emerging industries, such as green building?  Do we have the industry expertise but need to market to a broader geographic region with more opportunities?  By partnering with another company will we have the financial strength and experience to perform on a project that we could not do alone?

Continuing to do what you have always done and waiting for the market to come back is not an option in today’s economic environment.  Engaging your leadership in the very important work of planning for today, as well as tomorrow will position your company to thrive in the future. 

For more information please contact:

Crissy Fiscus, cfiscus@ddfky.com

Fiscus Crissy professional

June 7, 2010

MANAGING IN THE EYE OF THE STORM: Surviving and thriving in the construction industry during turbulent times.

I recently had the opportunity to hear Lee Smither speak.  Lee is the managing director of management consulting at FMI Corporation in Raleigh, North Carolina.  (FMI is the nation’s largest provider of management consulting and investment banking to the worldwide construction industry.)  Lee identified four strategic issues currently facing the construction industry and I have summarized below some excerpts from Lee’s presentation.

  1. Project financing and contractor capitalization now take “center state”.  There will continue to be a shake-out of contractors as bonding capacity is cut.  Contractors with the ability to “self-finance” between owner payments will have an advantage over pure “pay-when-paid” players.  Firms with significant equity are in a “buyer’s market” with respect to undercapitalized but solidly performing acquisition targets.
  2. Government is in the driver’s seat as both customer and regulator.  Government as a buyer of construction services will have a somewhat significant effect for the next two to three years.  The construction economy will lag general economic rebound by 18 to 24 months.  Each year, federal agencies issue approximately 4,000 new regulations at an estimated annual cost of nearly $1.1 trillion.
  3. A resistant industry moves towards changing systems, processes, delivery methods and technology.  There still exists a need for business acumen training in the project management profession.  Consistency and uniformity of practices is still widely divergent and a significant Achilles’ heel for many firms.
  4. The effects of demographic shifts in the US on both labor and management succession are going to be significant.  Sixty percent of human resource directors say that their firms have no CEO succession plans in place.  Sixty-six percent of all senior managers hired from outside an organization usually fail within the first eighteen months.

Dupont, Proctor & Gamble, Revlon and Hewlett-Packard all prospered mightily during the Great Depression.  This current economic crisis is a charter for business leaders to rewrite and rethink how they conduct business.  Great leaders don’t think retrenchment but will think new strengths.  Your company’s success will depend on leaders who are able to identify and exploit opportunities, find new market niches, reposition and perhaps restructure their company.  Expect to hear more on this later.

If you would like any assistance in possibly restructuring your operations or rethinking how you conduct business, please contact Chris Humphrey at chumphrey@ddfky.com

Humphrey Chris

May 24, 2010

Subcontract Clauses

Contractors have been using many different ways to shift risk in contracts with owners for as long as the industry has existed.  Contractors have also shifted risk when it comes to subcontractors.  One of the ways to shift risk is the use of “paid-when-paid” and “paid-if-paid” clauses in contracts.  Often these terms are used interchangeably, but in actuality, the two terms are slightly different.  Pay-if-paid clauses state that the party responsible for making the payment will not make the payment unless and until they are paid for the work.  Pay-when-paid clauses usually state that the party responsible for making the payment must pay within a set amount of days from which they receive their payment for the work.  Pay-when-paid usually does not excuse responsibility of the payment, but establishes a reasonable time to make payment.

Courts have been looking at pay-if-paid clauses for some time now to analyze their values, legality, and fairness.  The issue is whether it is fair to shift the risk of nonpayment to the subcontractor that does not have control over the insolvency of the owner.  The issue is being addressed at the state level in three different ways.  The first approach simply states that the clause is illegal and therefore unenforceable.  In this case the courts interpret the payment obligation to mean payment is required within a reasonable time from the completion of the work invoiced.  The second approach states that the provision violates public policy.  The reasoning of the clause violating public policy is that it eliminates the subcontractor’s lien right.  A mechanics’ lien is a statutory right to preserve the contractor’s security for payment of sums due.  This approach is then interpreted the same as the first in that the payment obligation is required to be made within a reasonable time rather than a condition to be paid.  The third approach is that some states will enforce the clause as it is written.  This approach usually requires precise language that clearly indicates the parties intend for the subcontractor to assume the risk.  If the court decides the language states a pay-when-paid rather than pay-if-paid, the clause is deemed to establish a reasonable time for payment.

State courts are also taking positions on the responsibility of the surety.  Some states are of the position that is the pay-if-paid clause is enforceable as to the claim of the subcontractor against the general contractor, then the surety is not responsible to pay the subcontractor.  Other states view the payment bond as the insurance for when the owner or general contractor does not make payment and allows the subcontractor to make claims against the surety.

It is important to remember when preparing subcontractor agreements to use language that clearly states that the risk of insolvency of the owner passes to the subcontractor.  Also, it is important to know which state will have jurisdiction over the contract and consult your attorney as to that state’s position on enforcing pay-if paid clauses.

If you would like more information please contact Hunter Stout at hstout@ddfky.com

Stout Hunter

March 1, 2010

It Pays to Build Green

The Emergency Economic Stabilization Act of 2008 (HR-1424), signed on October 3, 2008, extended the benefits of the Energy Policy Act of 2005 through December 31, 2013.  This Act creates multiple incentives for construction projects to include environmentally friendly components.  What does that mean to you as a contractor?  It means there may be financial benefits for using environmentally friendly components in construction design plans and perhaps more importantly, you may actually have time to market these concepts to potential clients.

The Energy Policy Act of 2005 created a tax deduction of up to $1.80 per square foot (of entire building) available to owners or tenants of new or existing commercial buildings that are constructed or modified to save at least 50% of the heating, cooling, ventilation, water heating, and interior lighting energy cost of a building that meets ASHRAE Standard 09.1-2001.  In the case of government owned buildings, designers are also eligible for this deduction.   

A partial deduction of $.60 per square foot is available if improvements are made to any one of three building systems that reduce total heating, cooling, ventilation, water heating and interior lighting energy by a specified percent – the building envelope (10%), lighting (20%), or heating and cooling system (20%).

The tax deductions discussed above are for the benefit of the party paying for the construction.  The deduction can be taken in the year the property is placed in service.  To qualify for the deduction the building or system must be tested and inspected to confirm compliance with the energy cost savings goal according to guidance issued by the IRS in consultation with the Department of Energy.

Construction contractors should take the time to familiarize themselves with the commercial building tax deductions discussed above.  Dean Dorton Ford, PSC has thirty years experience helping clients understand the various tax laws impacting their industry.  Our construction team devotes significant time to researching and applying the tax laws for contractors and related services.  We would be happy to assess the benefits that this deduction may provide you and your customers. 

For more information please contact,
Justin Hubbard
jhubbard@ddfky.com
859.425.7604

Hubbard Justin

September 24, 2009

Growing Tax Benefits of Domestic Production Activities

Filed under: Construction — ddf @ 10:46 am

The American Jobs Creation Act of 2004 established the Domestic Production Activities Deduction (DPAD).  Unlike many deductions and tax breaks, the DPAD is “phased-in,” meaning that the deduction will become larger as years pass until fully implemented.  The DPAD began in 2005 as 3% of qualified production activities income (QPAI).  It has since increased to 6% of QPAI in 2009, and is scheduled to be increased in 2010 to the maximum 9% of QPAI. 

Broadly speaking, businesses that engage in qualifying production activities and that pay domestic wages may be eligible for the deduction.  Qualifying production activities include the manufacture, production, growth, or extraction of tangible property within the United States, including commercial and residential construction activities.  Qualifying activities also include architectural and engineering services related to U.S. construction projects.

Depending on the nature and size of a business, determining the exact deduction can become complex.  QPAI is limited to net income, and the total deduction is limited to 50% of wages allocable to QPAI.  Also, both receipts and expenses (including indirect expenses) must be allocated between qualifying and non-qualifying activities.  Despite the possible complexity, though, the deduction can provide substantial tax benefits when considering the maximum deduction of 9%.  Furthermore, for partnerships and S-corporations, the deduction is taken directly on the partners’ and shareholders’ individual tax returns. 

Many businesses eligible for the deduction will need to consider the accuracy of their cost accounting systems, particularly the identification and segregation of expenses associated with QPAI.  Dean Dorton Ford, PSC has thirty years experience helping clients apportion their expenses and maximize tax deductions.   Our construction team devotes significant time to researching and applying the tax laws for contractors and related services.  We would be happy to assess the benefits that this deduction may provide you and your business. 

Brian Perry – bperry@ddfky.com

Perry Brian