To qualify for being able to file shortened accounts a small company should satisfy at least two of three conditions. The three exemption conditions prior to April 2008 were that annual turnover is less than 5.6 million pounds, balance sheet total is less than 2.8 million pounds and the average number of employees is less than 50.

Where the financial year started after April 2008 the parameters increased to, annual turnover less than 6.5 million pounds, balance sheet total less than 3.26 million pounds and average number of employees less than 50.

Medium sized companies may also submit abbreviated accounts and the parameters to be classified as a medium sized company are significantly higher than those for a small company. For example for financial years starting from April 2008 two of the three qualifying conditions for a medium sized company to be satisfied were increased to sales turnover of under 25.9 million pounds, balance sheet total under 12.9 million pounds and average number of employees less than 250.

When a small company satisfies the audit exemption parameters it can maintain that audit exemption for a full financial year afterwards even if the parameters were exceed in that following financial year.

There are benefits in submitting abbreviated accounts as simpler and easier accounting records can be maintained reducing time spent on accountancy work. In addition although potential suppliers and financial institutions may require details of the year end financial accounts it is acceptable not to publish full details.

The main differences that can be produced under the banner of abbreviated accounts basically mean that a small company does not have to include a full balance sheet, profit and loss account or directors report which would normally be required by Companies House.

The small company is still required to submit a shortened balance sheet together with notes that explain the year end balances shown in the balance sheet. Under the audit exemption rules the year end accounts for a small company do not have to include an auditors report. When an auditor has prepared the accounts and submits a special audit report that report should state that in the auditors opinion the abbreviated accounts are being submitted in accordance with the appropriate section of the Companies Act.

Small companies must include a statement in the balance sheet that the year end accounts have been prepared in accordance with the special provisions contained in Part V11 of the Companies Act 1985. For financial periods starting after 5 April 2008 the accounts must be prepared in accordance with the Companies Act 2006 and include a statement that the special provisions applicable to small companies have been adopted

The statements to accompany the balance sheet of a small company submitting abbreviated audit exempt accounts are that:

The company was entitled to audit exemption for the financial year under the relevant section of the Companies Act 2006.

The shareholders have not required the company to obtain an audit.

The company directors acknowledge their responsibility for preparing accounts that comply with section 221 of the Companies Act 2006.

The company directors acknowledge their responsibility for preparing accounts which give a true and fair view of the state of affairs of the company and the profit and loss for the year.

The accounts have been prepared in accordance with the special provisions of the Companies Act relating to small companies

The rules on audit exemption apply not only to the year end accounts supplied to companies house but also those supplied to HMRC. This enables the small company to submit the short version of the corporation tax return, CT600, with the abbreviated accounts for tax purposes.

Terry Cartwright is a qualified accountant in the UK and producing Accounting and Audit Exemption packages for small limited companies in accordance with Companies House submission requirements.

You might be under the false impression that because someone owns a medical practice they are very wealthy. It might be true, but just as easily it might not. If a physician isn’t making the kind of money he should it might be because he doesn’t have the skills necessary to take care of the business side of his business.

A physician who recognizes this weakness will use the services of a medical billing company to take care of the details of his office.

These companies have a trained staff of medical billing professionals who are trained to take care of every billing need a medical practice would have. They can handle the insurance details as well as the medical coding part of the business.

Insurance companies can be very difficult to work with. They will deny a claim for the slightest reason and some of those reasons border on the ridiculous.

A medical practice that is quite busy with patients and chooses to submit their own claims to insurance companies will find that their claims are denied a good deal of the time. If a medical billing company is used, however, this does not happen as often.

A medical practice that sees a great many patients must fill out the insurance claim forms for every one of those patients. One person could be responsible for filling out the forms for every patient that visits the practice. That person must write out the insurance forms and send them off to the insurance company. If one error is made on those insurance forms the claim will be automatically denied. It is then sent back to be corrected and filled out again.

This can often overload the person that is responsible for handling the medical insurance forms.

When the claims are all filled out properly and everything is fine it can still take the insurance company months to send a check. If the practice is relatively small this can wreak havoc on the budget of the small practice. Especially, if there are claims that are denied all in the same time period.

When a medical billing company does the work the practice is relieved of the duty to handle the insurance forms and all of the problems that are associated with it. There are professionals working on the claims and getting them to the insurance company through electronic methods. This eliminates the need to enter the claims manually to the insurance company.

A medical billing company will also make sure that the claim goes through the process error and problem free. They will constantly monitor the claims to make sure that there is no problem. Most of these businesses have a success rate of more than ninety percent.

An electronic submittal of a claim gets either rejected or accepted right away. If it is accepted the check will be sent to the practice in days not months as happens with a manual system.

If the practice is small a business that will get them their checks from the insurance company quickly is the difference between success and failure. If the practice thinks that the cost of a medical billing company is too much for the small business to afford they should consider what is at stake and then analyze the cost.

A medical billing company will work for any type of practice no matter what kind of medicine they practice.

Peter Geisheker is CEO of The Geisheker Group marketing firm. One of the types of clients that Peter helps are medical billing services

“Just when you thought Sarbanes Oxley concerns had been sufficiently addressed so that non-public companies could take the issue off their dashboard, things have changed, ” says Gary W. Patterson, Enterprise Risk Management expert and speaker. He forewarns that Enterprise Risk Management (also referred to as ERM) will soon become a business issue for almost every business on the planet, including family-owned businesses, private companies, and nonprofits. This is a strategy shift for many of these organizations, which up until this point thought Sarbanes Oxley (sometimes affectionately known as Sarbox) applied only to public companies, and big ones at that.

One major reason for this sea change in philosophy is that both Standard & Poor and Moody are soliciting comments on their approach to ERM analysis and how they plan to factor it into their ratings. Their discussions will accelerate activity under way where bankers, governmental organizations, and regulators, in particular, have been considering the need for stronger corporate governance. For them Sarbox is an easily obtainable platform to use for drafting programs they believe should exist in corporations directly or indirectly under their jurisdiction. Lest you have any doubts, note how user friendly definitions from Wikipedia describe this trend.

“In business, enterprise risk management (ERM) includes the methods and processes used by organizations to manage risks (or seize opportunities) related to the achievement of their objectives. ERM provides a framework for risk management, which typically involves identifying particular events or circumstances relevant to the organization’s objectives (risks and opportunities), assessing them in terms of likelihood and magnitude of impact, determining a response strategy, and monitoring progress. ERM can also be described as a risk-based approach to managing an enterprise, integrating concepts of strategic planning, operations management, and internal control. ERM is evolving to address the needs of various stakeholders, who want to understand the broad spectrum of risks facing complex organizations to ensure they are appropriately managed. Regulators and debt rating agencies have increased their scrutiny on the risk management processes of companies.” per wikipedia.

Exactly when ERM programs will be implemented is a tougher question. Understandably, non-public companies have a range of reasons for preferring to delay the time when ERM factors will apply to them. However, the question is WHEN - not IF - some form of Enterprise Risk Management requirements will be applied. Family-owned business, other forms of private companies, and non-profits have been forewarned in a number of publications, speeches, and white papers over the last two years.

Some will say that we are drowning in white papers on ERM, corporate governance, Board of Directors, and risk analysis available and dismiss the issue. But those who are proactive, not reactive, will find the time well spent if they begin some level of enterprise risk management dialogue before something critical happens and your company is being second guessed by the ratings agencies, your auditors, or worse yet, a trial attorney.

The topic most companies neglect at their peril is the impact of a fast-approaching clean-energy-influenced economy. Here, we must reassess how much sooner we need to think about a renewable energy world as it relates to areas of your business that will be impacted both positively and negatively, and how that will change your company’s current and long range business plans, including the magnitude of those changes. After all, most C-level executives and their top management teams that I know do not like being second guessed and blind sided.

Gary W. Patterson has helped companies improve their profitability, reengineer their business models, and strengthen or gain competitive advantage in the marketplace. You can reach Gary at www.FiscalDoctor.com or take the free Fiscal Test at http://fiscaldoctor.com/fiscaltest.html.

The following item was reported in a recent American Institute of Certified Public Accountants communication:

“The Exempt Organizations Division of the IRS had posted on the IRS web site a controversial document setting forth the Service’s view on what constitutes good governance practices for tax-exempt entities. Included in the document was the suggestion that audit firms be rotated on a regular basis, with five years as the suggested term. The Institute protested the inclusion of this item in face-to-face meetings and in writing. Last month, the IRS dropped the document from its website, explaining that the new Form 990 sets forth the IRS’ current position on good governance practices which do not include the five-year rotation suggestion. ”

This is another sad example of a professional organization placing the good of its members over the public interest. The Institute has a long history of this type of advocacy. Why would the IRS recommended a five year audit rotation as a good governance practice for non profit organizations?

Audit rotation is designed to overcome two problems that can occur if an organization hires the same audit firm year in and year out. The first problem is that there is a tendency for audit firms to get too cozy with the management of the organizations they are assigned to audit. Personal and professional ties can easily impede auditor independence. Secondly, audit rotation provides the opportunity for the organization to be examined with a fresh pair of eyes.

This second issue is subtle. Accountants are creatures of habit and checklists. Things are done the same way as they were last year and often in a very mechanical and non critical manner. Many audit procedures and tests are numbingly mechanical and clerical and it is very easy to not view the audit process from a sufficiently critical and analytical point of view. Sometimes the most glaring internal control weaknesses can be overlooked simply because the auditors were not looking at the big picture but only concentrating on the minutia. A change in auditors guarantees that the organization in its entirety will get a fresh look and glaring internal control problems that may have been overlooked by the prior auditor may get picked up by the new one.

Of course CPA firms with long standing engagements with non profit organizations do not want to give up them up for obvious financial reasons. So these firms use their professional association, the Institute, to advocate against the obvious good governance practice that is clearly in the public interest. Such cynicism is sadly the rule not the exception for most professional organizations.

The IRS also should share some of the blame for caving into the audit firms on this issue. But it probably was not the IRS staff that caved but the higher ups who were pressured from the Bush administration. Whenever there is a divergence between private sector interests and the public interest you can pretty much count on the Bush administration siding with the private interests.

In any event the IRS had the right idea to begin with. Non profits should rotate their audit firms on a regular basis.

Michael Sack Elmaleh is a Certified Public Accountant and Certified Valuation Analyst. His book, “Financial Accounting: A Mercifully Brief Introduction”, has received wide critical acclaim. He has nearly 30 years of accounting and 10 years of teaching experience.His web site is understand-accounting.net

When you own your own business it is important to enlist the help of an accountant in order to provide audit services. This is because it provides documentation that you are dealing with the financial aspect of your business in the correct way and can be used as evidence if any issues arise.

Some people don’t even know what audit services so they don’t bother using them. However, once you understand it is very easy and can be very beneficial to your company.

An audit is an independent check of a company’s financial statements which is carried out by an outside company who has nothing to do with the business. It ensures that the company being audited is presenting a true, fair and accurate view of its financial position.

Audit services can also review a company’s systems and analyse risks. This means that you will be made aware of any risks you may face so you can be prepared for them if they ever happen. It can also monitor how your systems are performing in order to ensure that you are getting the most out of what you are using.

When using audit services they can also perform tests to check financial information and systems. Again, this is in order to ensure that you are getting the most out of what you are using and that it is being beneficial to your company.

One of the most important parts of audit services is that once they have been completed, the accountant you are using can then advise you on areas you can improve in. For example, they may offer tips to make certain jobs easier and quicker which will save you time and money in the long run.

Audit services can also include an examination of whether you are or not complying with the relevant terms, laws and regulations. Although this sounds daunting it is very important and beneficial in the long run because it is better than doing something wrong and then getting penalised for it later.

With so many advantages of audit services it is not surprising that so many companies large or small hire an accountant to conduct them for their business. You can be reassured that the financial aspect of your business is in safe hands and you will be given quality advice. This will make the running of any business a lot smoother and easier.

At Wilkins Kennedyaudit services we provide a vast range of professional advisory services to the main, owner managed businesses. These include but are not limited to audit, accountancy and taxation advice.