Donating a Conservation Easement: What You Need to Know for Tax and Planning Purposes

Donating a Conservation Easement: What You Need to Know for Tax and Planning Purposes

Donating a conservation easement is a form of charitable giving that offers significant tax benefits for the donor while also preserving land for conservation purposes. Let’s talk about what a conservation easement is, the process of donating one, and the corresponding tax benefits.

What is a conservation easement?

A conservation easement is a voluntary legal agreement between a private landowner and a government agency or land trust that protects the natural resources of a property by permanently restricting future land use and/or development of the property. A conservation easement can be sold or donated, and transfers to all future landowners with the deed of the property. Conservation easements are intended to protect resources and values such as water quality, wildlife habitat, sensitive ecosystems, wetlands, riparian areas, scenic areas, working forests, and historic sites. The terms and restrictions of each conservation easement vary depending on the specific conservation objectives it is designed to meet.

What is the process of donating a conservation easement?

In general, you should follow these basic steps when donating a conservation easement:

  1. Consult with the appropriate professionals, including your attorney, accountant, and tax advisor, to discuss the legal and tax implications of donating an easement.
  2. Identify a qualified government agency or land trust to receive the donation.
  3. Ensure that the easement meets at least one of the conservation purposes specified under Section 170(h) of the tax code.
  4. Commission an appraisal of the easement from a licensed appraiser to determine its fair market value.
  5. Complete a baseline study of the property, using reports, photos, maps, etc., to document the condition of the land.
  6. Sign and record the easement agreement.
  7. File IRS Form 8283 with your federal tax return, including a copy of the appraisal summary and signatures.
  8. Report to state and local authorities if applying for state tax deductions or credits.

What are the tax benefits of donating a conservation easement?

  • Federal Tax Deduction: Taxpayers who donate a conservation easement are eligible for a federal tax deduction equal to the fair market value of the easement, determined by a qualified appraisal. Most taxpayers donating qualified property can deduct up to 50% of their adjusted gross income (AGI), while qualified farmers and ranchers can deduct up to 100% of their AGI. Unused deductions may be carried forward up to 15 years.
  • State and Local Tax Credits or Property Tax Relief: Many states offer their own incentives for conservation easements, including tax credits and/or property tax exemptions. For example, New York State offers a tax credit of 25% of the school district, county, and town real property taxes paid during the current tax year on the land subject to the conservation easement, capped at $5,000 each tax year.
  • Federal Estate Tax Benefits: By lowering the value of a taxable estate, a conservation easement can result in reduced estate taxes. Additionally, the IRS offers an estate tax exclusion of up to 40% of the value of the land protected by a qualified conservation easement, with a maximum exclusion of $500,000.

What else should you be aware of?

  • Exception to partial interest rules: While tax deductions are typically not available for donations of partial property interests (interest that consists of less than the donor’s entire interest in the property), qualified conservation contributions are an exception to this rule.
  • Make sure you are donating to a qualified organization.
  • Overvaluation of conservation easements is considered a form of tax abuse and can lead to severe penalties.
  • Lack of a proper appraisal or baseline documentation may cause you to be ineligible for a tax deduction.

Call Us to Learn More

Considering donating a conservation easement? RBT CPAs’ real estate accounting team is here to guide you through the process and help you maximize your tax benefits. Give us a call today to find out how we can be Remarkably Better Together.

Get Started on Your Year-End Tax Planning and Cash Management Now

Get Started on Your Year-End Tax Planning and Cash Management Now

Believe it or not, we’re once again nearing the end of the tax year. With December fast approaching, we want to emphasize the need for timely year-end tax planning and cash management. These two components of financial management work together to support your business and personal goals. Let’s go over some base-level considerations related to tax planning and cash management for your veterinary practice.

Tax Planning Considerations

At its core, tax planning—whether for an individual or a business—aims to project and manage tax liability. Since many veterinarians are also practice owners, early planning is essential for both business and individual tax purposes. Here are some proactive steps you can take at the practice level to manage your tax liability and avoid surprises come April 15th.

  1. Cash Basis Planning: If your hospital reports on an accrual basis, a conversion to cash/tax basis may be necessary.
  2. Plan for Equipment Purchases Before Year-End: Section 179 and bonus depreciation allow businesses to immediately deduct the full cost of qualifying equipment placed into service during the tax year. To qualify for a tax deduction for this tax year, make sure the equipment is purchased, physically received, and placed into service by December 31st.
  3. Maximize Tax-Advantaged Retirement Contributions: For practice owners, selecting the best tax-advantaged retirement plan depends on whether you have employees, your annual income, and how much you want to contribute. Common options include a 401(k), SEP IRA, SIMPLE IRA, and Defined Benefit Plan. Maximizing tax-advantaged retirement contributions in the right plan as an employer is one of the most effective tax management strategies.
  4. Year-End Employee Bonuses: Are you considering a little something extra at year-end for your practice’s hard-working staff? Bonuses are deductible and take various forms: profit-sharing, retention bonuses, production-based bonuses, or discretionary year-end bonuses. Bonuses are used to reward performance, encourage retention, and incentivize your team. If you plan to issue your team bonuses as a “thank you” and as a tax planning decision, issuing a simple check or cash payment without proper tax withholding will not suffice. IRS regulations require that year-end bonuses be processed through payroll and be properly taxed and reported. Make sure you are compliant to avoid incurring any additional penalties and liabilities.

Cash Management

Cash management is essential for achieving your tax planning goals and ensuring you have the cash you need to operate. Tax planning helps you make informed purchasing decisions and drives cash management through year-end. Below are some considerations to keep in mind when it comes to cash management.

  1. Consider When It Does and Does Not Make Sense to Pre-Pay: For practices that report on a cash basis, there may be opportunities to pay certain expenses in the current year.
  2. Reserve Cash for Slower Months: Figure out the amount you need set aside for taxes and overhead expenses in advance to ensure you always have enough cash readily available to cover these expenses during slower months.
  3. Consider Whether to Finance Equipment: Cash management can help you determine whether you should finance new equipment purchases or pay with cash up front.
  4. Negotiate with Vendors: To improve your practice’s cash flow, look for vendors with flexible payment terms or negotiate flexible terms when possible.

Let RBT Help You with Tax Planning and Cash Management

Above are just some of the factors that play a role in tax planning and cash management for veterinary practices. Year-end will be here before we know it, so it’s important to get started on your tax planning now, especially in light of recent tax law changes under the One Big Beautiful Bill Act. At RBT CPAs, we help practices project and manage tax liability through strategic tax planning and provide advice on cash management so you can reach your goals. Give RBTs’ veterinary accounting team a call today to make an appointment and find out how we can be Remarkably Better Together.

Qualified Charitable Distributions: Support the Causes You Care About While Reducing Your Taxable Estate

Qualified Charitable Distributions: Support the Causes You Care About While Reducing Your Taxable Estate

From the year they turn 73, owners of IRAs must begin to take required minimum distributions (RMDs) annually. An RMD is the minimum amount an individual must withdraw from their IRA each year. These withdrawals increase the IRA holder’s overall taxable income, potentially triggering higher tax rates and impacting the individual’s eligibility for certain tax deductions and credits. However, a person can avoid this income increase by donating to charity through a qualified charitable distribution (QCD), which also satisfies their RMD requirement. Let’s go over some of the most common questions surrounding qualified charitable distributions and how QCDs can be incorporated into your estate planning strategy.

What is a qualified charitable distribution?

A qualified charitable distribution (QCD) is a tax-free transfer of money from an individual’s IRA to a qualified charity. The distribution must be made directly by the trustee of the IRA to the selected charity (a distribution paid to the IRA owner first and then donated does not count as a QCD). For IRA owners who are 73 or older, QCDs count toward annual required minimum distributions (RMDs) without increasing the taxpayer’s adjusted gross income (AGI).

Who can make a qualified charitable distribution?

Owners of IRAs who are at least 70.5 years old can make QCDs. This option to make a QCD is available to eligible IRA owners regardless of whether they itemize deductions on their tax returns.

What is the maximum amount you can donate via QCDs per year?

In 2025, individuals can donate up to $108,000 via QCDs per calendar year across all charities. For married couples over 70.5 years old, each spouse can donate up to $108,000. This amount is indexed annually for inflation.

Which charities count as “qualified charities”?

Not all charities are considered qualified for QCD purposes. The IRS maintains a searchable database of all qualified charities, which can be accessed here. Before donating to a charitable organization, eligible taxpayers should confirm that the organization qualifies to receive QCDs.

What is the role of qualified charitable distributions in estate planning?

A QCD can be used to fulfill all or part of the annual RMD requirement for IRA owners aged 73 and over. By reducing the balance of your IRA, QCDs may also reduce your required minimum distributions in future years. In addition, when you make a qualified charitable distribution, your funds are transferred tax-free to a charity of your choice, reducing your taxable estate. By reducing the taxable assets in your estate, QCDs can also help to minimize the tax burden on your heirs upon your death.

Does the One Big Beautiful Bill Act impact QCDs?

The One Big Beautiful Bill Act (OBBBA) introduces a new floor on deductions for donors who itemize, effective for 2026. Under this new provision, donors who itemize will only be able to claim a deduction to the extent that their qualified contributions exceed 0.5% of their adjusted gross income (AGI). However, this provision does not impact qualified charitable distributions. QCDs reduce taxable income directly and therefore bypass the new AGI floor, increasing the value of QCDs as a tax strategy for donors over the age of 70.5.

Ask Us Your QCD and Estate Planning Questions

For more information about qualified charitable distributions, and for all of your other estate planning questions, please don’t hesitate to reach out to our experts in our Trust, Estate, and Gift Practice. Our team is here to support your long-term personal wealth and charitable giving goals through a highly individualized client experience. Give us a call today and find out how we can be Remarkably Better Together.

Manufacturing’s Skilled Labor Shortage: What’s Causing It and How Do We Solve It?

Manufacturing’s Skilled Labor Shortage: What’s Causing It and How Do We Solve It?

The skilled labor shortage remains a leading concern among manufacturers throughout the U.S.—and as more companies embrace Industry 4.0, the demand for workers with advanced technology skills will continue to rise. A 2024 study predicts that as many as 3.8 million positions will open in U.S. manufacturing before 2033, and that half of these positions may go unfilled if the talent challenge remains unsolved.

Let’s talk about some of the causes of the labor shortage in the industry and what’s being done to address this critical issue.

Factors Contributing to the Labor Shortage

The U.S manufacturing sector has experienced a shortage of workers across all skill levels for the last several years. Below are some factors contributing to the shortage, according to Manufacturing Today:

  • The retirement of high numbers of baby boomers.
  • Shifting career preferences amongst younger generations.
  • Economic disruptions from the Covid-19 pandemic causing workers to seek more job flexibility and security.
  • Regional disparities as rural areas struggle to attract skilled workers due to a lack of infrastructure, education systems, and resources.

The Skilled Labor Shortage or “Skills Crisis”

Most recently, the advent of Industry 4.0 has increased the need for employees with technology-focused expertise in areas such as AI, cybersecurity, data analytics, robotics, and additive manufacturing. According to the National Association of Manufacturers (NAM), the demand for certain skilled workers—including statisticians, data scientists, logisticians, engineers, computer and information systems managers, software developers, and industrial maintenance technicians—will continue to rise over the next several years. However, there aren’t currently enough qualified applicants to fill these roles. This phenomenon, combined with the causes listed above, is a major contributing factor to the skills gap issue facing the industry.

Potential Solutions to the Skilled Labor Shortage

  1. Automation: The automation of manufacturing tasks and processes reduces reliance on human workers and helps improve the efficiency of operations. While automation can certainly improve speed and productivity, the adoption of innovative technologies requires employees with the specialized skills needed to operate them.
    So, what is being done to develop and acquire the talent with these specialized skillsets?
  1. Education Solutions: Collaborations between local high schools, post-secondary institutions, and employers are helping to prepare students for careers in advanced manufacturing by equipping them with critical industry-specific skills and creating direct talent pipelines to jobs. For example, Ivy Tech in Indiana offers college credits and credentials to high school students through dual credit and enrollment programs, many in career and technical education (CTE) fields. Students can earn manufacturing certifications recognized by national industry associations such as the American Welding Society (AWS), National Institute for Metalworking Skills (NIMS), and the Smart Automation Certification Alliance (SACA)—free of charge. Ivy Tech partners with employers in Indiana to offer graduating students entry-level manufacturing roles.
  2. Apprenticeships, Internships, and University Partnerships: Internships, apprenticeships, and partnerships with higher education institutions all represent opportunities for manufacturers to establish a talent pipeline of highly skilled and qualified students—many trained on the latest technologies—to fill critical roles at their companies.
  3. In-house Training Initiatives: In addition to recruiting skilled workers, many manufacturers are focusing their efforts on developing talent from within. In-house training programs aim to upskill and reskill the current workforce in areas such as robotics, AI, and advanced data analytics. Upskilling existing employees saves employers the time, energy, and costs associated with hiring new workers.
  4. Workplace Culture and Incentives: Maintaining a positive workplace culture is another way to attract and retain high-value employees. Incentives such as flexible work arrangements, an emphasis on work-life balance, career development opportunities, and employee wellness programs can all make a company much more attractive to talented prospective employees.

Let Us Help

Tackling the skilled labor shortage in manufacturing will require a combination of technology solutions, educational partnerships, training initiatives, and retention efforts. While you work to implement your own solutions to the skilled labor challenge, let RBT CPAs handle all of your accounting, tax, audit, and advisory needs. Contact us today to find out how we can be Remarkably Better Together.

Crafting a Business Budget for Your Brewery or Distillery

Crafting a Business Budget for Your Brewery or Distillery

Budgeting is an essential component of financial planning if you want to set your business up for long-term success. When done properly, a budget serves as a roadmap that business owners can follow for responsible financial management and growth. This article will discuss the benefits of creating a business budget and outline some budgeting basics for breweries and distilleries.

Why You Need a Budget

In an industry subject to variables like fluctuating supply costs and evolving consumer trends, alcoholic beverage producers have even more reason to plan ahead financially.

For brewery and distillery owners, a budget helps to:

  • Build a picture of your business’s financial standing.
  • Provide insight into sales performance, spending, and profits.
  • Prepare your business for future challenges and unexpected events.
  • Guide important decisions related to resource allocation, improvements, investments, staffing, debt management, and other key areas.
  • Signal when financial or operational adjustments are necessary.

Budgeting Basics

Though the process can vary from business to business, below are the basic steps that can be followed when developing a business budget:

  1. Estimate Revenue

To estimate expected revenue for your brewery or distillery for a given period of time, you’ll need to identify all reliable sources of income during that period. Sources of income may include taproom sales, wholesale distribution, event sales, food service, merchandise sales, tours, membership programs, and other revenue streams. You can use historical sales data as a basis for predicting future revenue.

  1. Estimate Costs

Next, you’ll want to identify all of the costs you expect to incur over that same time period, including fixed, variable, and one-time expenses. Fixed costs include preset expenses such as rent, mortgage payments, staff salaries, debt payments, software subscriptions, and insurance premiums. Variable costs are subject to change from month to month and include expenses such as raw materials, some utilities, supplies, and shipping costs. One-time expenses are non-recurring costs such as new equipment or vehicle purchases, repair costs, or purchases of real estate.

  1. Establish a Contingency Fund

It’s always a good idea to set aside funds within your budget for unpredictable circumstances, such as equipment failures, poor growing seasons, natural disasters, and other unforeseen events. This way, you’ll have some financial cushion to fall back on in the case of an emergency.

  1. Determine a Surplus or Deficit

After estimating your revenue and expenses, you can determine whether you will have a budget surplus or deficit. If your estimated income is greater than your estimated expenses, you will have a budget surplus. If your estimated expenses outweigh your estimated income, you will have a deficit. Once you have this information, you can choose how you will either (1) appropriate surplus funds or (2) adjust your revenue and/or expenses to close the budget gap.

  1. Review and Adjust the Budget Regularly

Once your budget is created, you should review and reassess it regularly, comparing your actual sales and spending figures against your budgeted amounts. This way, you can catch and address any issues or budget gaps early on. You should be prepared to update and adjust your budget as necessary if issues are identified.

Plan Ahead for Financial Success

Developing a business budget is an integral part of financial planning. For more guidance on how to set your business up for financial success, please don’t hesitate to reach out to RBT CPAs. Our experts provide highly individualized accounting, tax, audit, and advisory services to businesses and organizations in the Hudson Valley and beyond. Contact us today to learn how we can be Remarkably Better Together.

Choosing a CPA Firm for Your Audit: How to Read a Peer Review Report

Choosing a CPA Firm for Your Audit: How to Read a Peer Review Report

Looking for a CPA firm to perform an audit for your Public Housing Authority? As part of the request for proposal process, you can request a copy of a CPA firm’s most recent peer review report. It’s important to know how to read these reports so that you can be sure you’re hiring the best firm for the job. Here are the basics.

About Peer Reviews

The AICPA (American Institute of CPAs) requires every member CPA firm that performs audits, reviews, or compilations to undergo a peer review every three years. A peer review is an independent, external review of a CPA firm’s accounting and auditing practice that assesses a firm’s quality control system and adherence to professional standards.

Firms can receive one of three ratings: (1) pass, (2) pass with deficiencies, or (3) fail. Any firm that receives a rating other than “pass” is required to undergo a process called remediation, a point-by-point plan to correct any deficiencies identified during the review.

There are two types of peer reviews: system reviews and engagement reviews.

System reviews: A reviewer evaluates all elements of the CPA firm’s quality control system for performing accounting and auditing work, including a sample of the firm’s engagements. System reviews are required for member firms that perform audits, Yellow Book work (Generally Accepted Government Auditing Standards), or attestation services.

Engagement reviews: A reviewer evaluates a sample of the firm’s accounting work. Engagement reviews are conducted for firms that do not perform audits, but perform other accounting work, such as reviews and compilations.

Why are Peer Reviews Necessary?

Since financial statements are often used to make important management decisions, audits and accounting work must adhere to strict professional standards. Peer reviews ensure that CPA firms are operating within these professional standards. If deficiencies are identified, the remediation process holds CPA firms responsible for correcting these deficiencies. Peer reviews also increase public transparency, with many peer review reports publicly accessible on the AICPA’s Peer Review Public File Search.

How to Read a Peer Review Report

Any firm you are considering hiring for an audit should have a system review report. As mentioned above, a firm can receive one of three ratings on its peer review: “pass”, “pass with deficiencies,” or “fail.” Here’s what those results mean.

Pass: A rating of “pass” indicates that the firm’s quality control system is appropriately designed and compliant with professional standards.

Pass with Deficiencies: A rating of “pass with deficiencies” signifies that, except for the specific deficiencies described, the firm’s quality control system is appropriately designed and compliant with professional standards.

Fail: When a system review report receives a rating of “fail,” the reviewer has determined that as a result of significant deficiencies, the firm’s quality control system was not suitably designed or compliant with professional standards.

What to Look for in a Peer Review Report

  1. Verify that the report is recent (within the last three years).
  2. Make sure the auditor has experience in GAS and/or single audits. This information can be found under the “Required Selections and Considerations” section of the report.
  3. Ideally, you want your auditor’s peer review report to have a rating of “pass.”
  4. If the rating is “pass with deficiencies” or “fail,” are the deficiencies related to GAS or single audits? If the answer is yes, you’ll want to go with another auditor.

Choosing an Auditor You Can Trust

When it comes to hiring a CPA firm, reputation matters. Peer reviews are important not only for monitoring the quality of service and compliance of accounting firms, but also for protecting the public interest. RBT CPAs has participated in the peer review program for over 30 years, only ever receiving “pass” reports. When you work with RBT, you can be confident you are working with highly experienced accounting professionals, with a reputation for integrity and excellence. Give us a call today to learn more about our accounting, tax, audit, and advisory services—and find out how we can be Remarkably Better Together.

New York Allocates $13.5 Million for Distraction-Free Schools

New York Allocates $13.5 Million for Distraction-Free Schools

It’s that time of year again—school has started back up in New York. And with the new school year comes new state mandates, including a major policy change—no more smartphones in schools.

Beginning with the 2025-2026 school year, all New York public schools are required to implement distraction-free school policies. These policies must prohibit the use of non-school-issued internet-enabled devices during the entire school day (“bell to bell”) on school grounds. Such devices include, but are not limited to, cellphones, smartwatches, and tablets. The law applies to all public school districts, BOCES, and charter schools serving students in grades 7-12.

The policy includes certain exemptions to cellphone restrictions, such as when a cellphone is needed to manage a students’ healthcare needs (i.e., monitoring insulin levels), for an educational purpose authorized by a teacher or principal, for translation services, for use by a student in family caregiving, in the event of an emergency, and when included in a student’s IEP or Section 504 plan.

New York is the largest state to enact a statewide bell-to-bell smartphone restriction policy.

Policy Requirements

The law mandates that schools develop and implement distraction-free policies, beginning with the 2025-26 school year. Districts were required to adopt a policy by August 1, 2025. Local stakeholders, including teachers, parents, and students, must be consulted in the development of the policy. Policies must include a plan for storing devices and a method by which parents can contact their children during the school day. Schools can choose which storage solutions work best for their needs. The policy must be posted and accessible on the school’s website.

What funding is available for implementation?

Funding for policy implementation totals $13.5 million. Schools will be granted $10.90 per secondary student, based on 2023-2024 school year enrollment. These funds must be used exclusively to support distraction-free learning policies.

According to NYSED, allowable uses of funds include:

  • Device storage, such as lockers, lockable pouches, and centralized secure storage.
  • Policy development, including policy drafting and stakeholder consultation.
  • Professional development to train staff on policy implementation and enforcement.
  • Family and student outreach, including communicating and translating the policy.
  • Student education to teach responsible device use.
  • Other implementation costs (must be documented).

Why was the law passed?

The goal of a bell-to-bell distraction-free learning environment, according to the NYSUT Bell-to-Bell Local President Toolkit, is “to create a space where students can think critically, stay present, and build strong academic and social-emotional skills free from the pull of notifications or social media.”

Reasons for the law’s enactment include the following:

  • To remove the influence of digital distractions during the school day.
  • To encourage students to engage meaningfully with learning and with their peers.
  • To protect youth mental health and support student wellbeing.
  • To enhance educational outcomes.

What are the benefits of distraction-free learning?

According to NYSUT’s Bell-to-Bell Toolkit, the benefits of distraction-free learning include:

  • Academic benefits: improved student focus, engagement, test scores, and academic performance, and more efficient use of instructional time.
  • Social-emotional benefits: improved socialization in lunchrooms and hallways, stronger communication skills, decreased social anxiety, and reduced cyberbullying.
  • Instructional benefits: fewer discipline referrals and fewer bathroom requests to check phones.
  • Mental health benefits: decreased stress and anxiety, less social media-related drama, reduced bullying, and fewer visits to school counselors for mental health.
  • Benefits for educators: improved staff morale and job satisfaction, more instructional time, and more meaningful interactions with students.

Many school districts that implemented distraction-free policies prior to the statewide mandate have already noticed positive impacts, including increased focus and classroom engagement, improved student interactions, decreased burden on teachers, a reduction in fights and suspensions, and improved test scores.

How We Can Help

While you focus on keeping your district distraction-free and navigating the state’s new mandates, remember that RBT CPAs is here to support all of your district’s accounting, tax, audit, and advisory needs. Call us today to find out how we can be Remarkably Better Together.

Are You Classifying Your Workers Correctly?

Are You Classifying Your Workers Correctly?

In general, workers in the construction industry fall into one of two categories: employees or independent contractors. Under the FSLA, workers designated as employees are entitled to certain rights such as minimum wage and overtime pay. Misclassification of workers is an ongoing issue in the industry. In some cases, this misclassification is intentional—such as when employers hoping to save money or gain a competitive advantage wrongly classify employees as independent contractors. In other cases, misclassification is the result of oversight. Whether intentional or not, incorrect classification of workers has consequences for both employees and employers alike. It is critical that contractors classify workers correctly to both protect employee rights and avoid significant penalties themselves.

What happens when workers are misclassified?

Beyond creating unfair competition in the industry, the misclassification of workers can negatively impact employees and also have serious consequences for employers.

Impact on Employees

Employees misclassified as independent contractors may be denied minimum wage, overtime pay, and other FSLA-protected rights. Those involved in public works projects might also be denied prevailing wage—a violation of prevailing wage laws. Misclassified workers can also face unfair tax burdens when classified as independent contractors, as they become solely responsible for paying taxes typically shared between an employer and employee (i.e. Social Security and Medicare taxes).

Consequences for Employers (Contractors)

When an employee is misclassified, the contractor is responsible for paying any unpaid wages and benefits owed to the employee, including employer taxes such as federal and state unemployment and workers’ compensation. The contractor may also face civil and criminal penalties (up to $2,500 for the first violation and $5,000 for repeat violations per employee), as well as related legal fees. Fines on federal and state withholding taxes not withheld and paid could be as high as 100% of the tax owed. Other risks include potential lawsuits and civil liability. In severe cases, contractors may even face criminal prosecution and temporary debarment from public works jobs.

What is the law?

Last year, in response to the ongoing issue of misclassification, the U.S. Department of Labor passed a final rule revising guidance on classifying employees versus independent contractors under the Fair Labor Standards Act (FLSA). This final rule, effective as of March 11, 2024, rescinded the 2021 Independent Contractor Status Under the Fair Labor Standards Act rule. The 2024 final rule applies to all employers subject to the FLSA.

Under the FLSA, workers are considered employees if they are economically dependent on the employer for work. Alternatively, workers are considered independent contractors if they are in business for themselves.

According to the DOL’s Fact Sheet 13, a worker’s classification depends on the “economic realities” of the relationship between the worker and the employer. To assess these economic realities, contractors must consider all of the following six factors:

  1. Opportunity for profit or loss depending on managerial skill: Does the worker experience profits or losses as a result of their own decisions and efforts?
  2. Investments by the worker and the potential employer: Does the worker make capital or entrepreneurial investments?
  3. Degree of permanence of the work relationship: What is the nature and duration of the work relationship?
  4. Nature and degree of control: How much control does the employer have over the performance of the work and the economic aspects of the relationship?
  5. Extent to which the work performed is an integral part of the employer’s business: Is the work critical to the employer’s principal business?
  6. Skill and initiative: Does the worker use their own specialized skills to perform the work and support the business?

If the economic realities of the relationship prove that the worker is economically dependent on the contractor for work, that worker is considered an employee.

What else do you need to know when classifying workers?

  • A person’s title or label at work is not relevant in determining status as an employee or independent contractor.
  • Factors such as where the work was performed, when and how the worker was paid, and whether the worker is licensed by state or local government do not determine worker classification.
  • A worker cannot choose to waive employee status and be classified as an independent contractor.
  • According to the Wage and Hour Division, a worker may be an employee even if the worker agrees to be paid off the books, receives a 1099 tax form, signs an independent contractor agreement, is registered as an independent contractor or other business entity under state law, or agrees with the employer on independent contractor status.

Conclusion

It is important that contractors familiarize themselves with the guidelines for worker classification to prevent potential repercussions. Classifying your workers correctly is key to protecting worker rights and avoiding negative consequences for your business. For additional details and guidance, visit the DOL’s Frequently Asked Questions page, Small Entity Compliance Guide, and Fact Sheet 13.