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Employee versus self-employed: What to expect tax-wise

 Our Tax Services team gives the nitty-gritty on how your annual financial obligations change once you become your own boss

Tired of working for someone else? Think you could make more money doing what you’re doing now but as an owner? Many people get the urge to become their own boss, but before you take the plunge, there are some important changes to consider.

Running your own business, whether as a shopkeeper or a graphic designer, means you need to be more than an employee doing just one job. Now you will need to be the bookkeeper, accounts receivable collections officer, HR consultant, business manager…the list goes on. At least until you become big enough that you can hire people to do these jobs for you.

From a financial perspective, one of the biggest changes you will face when starting out as a self-employed individual is how the Canada Revenue Agency (CRA) treats you. Things will be different for you in the tax and accounting world, and it’s better to prepare for these changes up front than to be unpleasantly surprised when tax season comes.

                                 

Great (income) expectations

Everyone who works for someone else in Canada files their income tax return based on employment income. When you are self-employed you pay taxes based on your own business profits. Per the CRA website, “Business income includes income from any activity you carry out for or with reasonable expectation of profit.” The last part of that sentence is the big kicker. You are obviously in business for a profit, but the main reason for this definition of business income is to avoid people who have hobbies and who sell small amounts of their goods at a financial loss. For example, someone who likes to create art as a hobby at home and sells the odd item to friends is a hobbyist and wouldn’t claim taxes as an operational business. Even if this year they sell 20 more pairs of mittens than last year, it still isn’t enough to classify as business income. But this is not a hobby for you; you are investing all of your time and energy into your business, and you surely plan to make a profit. So when it comes to paying taxes on these profits, the lowest tax bracket for Prince Edward Island residents is 24.8%. Keep this in mind before you spend all of your newly-earned money!

Claiming expenses

When working for someone else you typically do not claim expenses because for the most part the employer pays for everything. Of course there are exceptions, including use of your own vehicle or using your home as an office space, even though your wage is paid by the company. In these cases, employers sign a T2200, which is a declaration of conditions of employment for the employee and allows him or her to claim expenses that are required as part of their job.

When you are self-employed you can claim all expenses, like a home office or supplies, without having to get the T2200 form signed. While some expenses are clearly business related, such as advertising, others fall into a sort of grey area. Perhaps you use a room in your house to meet with clients occasionally; maybe you use your SUV for both business and personal use. What if you take a business trip to California but extend your stay so you can visit family? The CRA has guidelines for business owners to help determine what they can deduct as an expense and it is important that you follow the rules in case an auditor
decide to drop in for a visit! Visit the CRA website for more information: http://www.cra-arc.gc.ca/tx/bsnss/tpcs/slprtnr/bsnssxpnss/menu-eng.html

Record Keeping

As an employee you are typically not expected to track income or expenses; that’s your employer’s job. As your own boss, however, you are required to do this yourself or to hire someone to do it for you.

You will need to track incomes and expenses, both for yourself and any employees, so that everything is accurate come tax time. If you do have staff working for you, you will be in charge of tracking their hours worked, remitting payroll deductions and preparing annual T4 slips for them at the end of the year.

The better your record-keeping, the smoother your operations will run. By keeping a handle on all business records you will be able to assess your profitability in a timely manner, instead of scrambling to find the right information when something goes wrong. And if the CRA ever decides to audit your business or a part of it, you will thank yourself immensely for being well organized.

Payroll

Once your sole proprietorship starts growing it may be time to hire an employee or two. Employees incur additional costs, even outside of their wages or salaries. The two main costs to you as owner are the employer portion of the Canada Pension Plan (CPP) and the employer portion of the Employment Insurance (EI). As an employer you are required to pay CPP and EI benefits based on how much the employee makes during the year.

Other payroll costs to take into consideration are worker’s compensation, health and dental benefits and pensions plans. These costs should be considered in your business plan or budget, as they can add up over time and have a large impact on your bottom line during the course of a year. In a nutshell: only hire employees when you really can’t do without them!

Harmonized Sales Tax (HST)

If your business becomes large enough you must register for an HST account, which means you must collect HST on sales of goods and services that you provide to customers. You are also able to claim the HST on purchases you yourself make for the company. There are two options for becoming an HST registrant:

  1. You voluntarily register for HST when you start your business. Many people do this so that they can claim all HST on purchases while starting their business;
  2. You register for HST if and when your gross sales exceed $30,000 in any 12 month period. Once you hit that $30,000 revenue mark you are deemed to be registered for HST and must begin charging it on all customer sales. CRA has a great example of how the 12 month period works for beginners: http://www.cra-arc.gc.ca/tx/bsnss/sm/gsthst-tpstvh/rgstr-eng.html

Deciding whether to register for HST right away or wait depends on what kind of sales cycle you have, what you’re selling and how quickly you expect to reach $30,000/year threshold.

Be ready for the income tax bill

Remember when we said that, as an employee, the CPP, EI and income tax are taken off your pay before you get your pay cheque? This means that at tax time, you generally shouldn’t owe any money, or very little, at the end of the year. You might have even received a refund!

You must pay into CPP whether you are an employee or self-employed. If you are an employee in Canada your employer covers half the CPP cost and you pay the rest. However, as an owner you are technically both employer and employee, so you must cover 100% of the cost. The amount you will pay is based on your business profits after expenses. If you make more than $53,600 (in 2015) net income, you would pay an additional $4,960 at tax time for CPP alone. In PEI, if you make over $3,500 you must pay into CPP.

Another additional tax cost that you’ll have to worry about as your own boss is the income tax on your profits. In Prince Edward Island, if your net income as an employee is $53,600, the combined federal and provincial amount owing would be $11,000 (before any applicable credits or deductions). Your employer would typically deduct this from your pay bi-weekly/monthly, but when you work for yourself, no taxes are automatically withheld, so it’s up to you to pay what you owe.

The importance of planning for your new tax obligations as a self-employed individual are fairly straightforward; fail to do so and you may feel the consequences in the form of a painful tax bill, and no one needs a surprise bill at the end of the year, seeing as you’ll be facing many new expenses as an owner already! So be smart about it: set aside some of your income each month for taxes so that when April rolls around, you are ready, and still have some cash in your pocket.

 

Canadian Evaluation Society event

Looking to improve your data visualization and presentation skills? Check out this upcoming event from the PEI Chapter of the Canadian Evaluation Society:

POW3R your organization toward real results

MRSB Consulting Services has recharged their strategic planning offering and is ready to help POW3R your team, your organization and your future!

The new face of strategic planning

There are a multitude of factors that can affect the growth and success of businesses and organizations in sectors across Canada. In today’s rapidly shifting markets it is imperative that leaders not only have their fingers on the pulse of their organization, but take an active role in enacting change.

One way to combat the shifting tide of organizational priorities is to make sure you and your team have clearly defined goals and a widely understood vision. One of the best ways to achieve this is via strategic planning, but what does this really mean? To some, a strategic plan is a lengthy document – perhaps written by one senior staff member and signed off on by a few more – that outlines a set of goals for the not-too-distant future. There’s nothing wrong with goal setting, but the problem with some traditional strategic plans is that they are just that – plans. Mainly focused on what should happen, they fail to include the real-life actions and collaboration that see things through to realization.

At MRSB Consulting Services, we offer a refreshing approach to strategic planning that takes into account the myriad influences shaping your team and your organization, using these influences to enact real results.

             

Click on the image to read more about the three steps involved in the POW3R process

A simple approach to complex demands

Our process brings together your team to draw from their collective experiences and opinions, and come up with manageable but motivational goals and actions that move the organization not just toward success, but a stronger, more productive and ultimately more fulfilled team.

‘Power’ is about the strength found in each organization, and in the individuals that fuel their success. In defining our process we wanted to channel this energy and make our clients feel as enthusiastic about strategic planning as we are. After all, this is all about you, your team and your aspirations.

In defining our core offering we came up with three steps. These steps, while seemingly simple, engage your team in meaningful sessions during which you reflect on your core business, prepare for action and implement a ready-to-action roadmap. Most importantly, the process takes you far past simply discussing and writing ideas down; it purposefully drives everyone involved along a clearly laid out path toward success.

Customized to your unique needs

Because each of our clients is so different, there is no typical timeframe for POW3R. Some clients choose to get their team together for one full-day session, after which we work with the team to finalize direction. In other cases we hold multiple sessions, allowing more time for reflection, planning and implementation. We have worked with clients through a monthly or quarterly process to assist them with the implementation of their strategic priorities.

Whatever your preferred schedule, during our sessions your team will come to a mutual understanding of the organization’s core strengths and challenges, what success looks like and what needs to happen to achieve results. Participants are often reinvigorated and have a clear sense of direction. The sessions become much more than ‘a day out of the office’.

            

A good strategic plan, and the process that accompanies it, results in a working team that is truly engaged and passionate about achieving that next stage of growth. Team members come away with a clear picture of how they can make their organization better. With a results-oriented action plan in hand, the leadership team has the necessary tools to power your team, your organization and your future.

Need more information? Visit our POW3R page, or contact Wendy to schedule an initial consultation. Our priority is to implement a process that will achieve the best possible results, completely based on your needs.

 

Why financial forecasting doesn't always work

Accounting Manager Lisa Kennedy on the potential pitfalls involved in financial forecasting

Financial forecasting, which is a fancier term for budgeting, can be a useful tool for businesses. It is a process that involves using historic data and estimates to determine inflows and allocations of resources over a period of time in the future. Practically speaking, a financial forecast provides information that enables business owners or managers to identify potential risks and cash shortfalls, provides a benchmark against which future performance can be measured, and assesses the financial viability of a new business venture.

However, there are many cases where the benefits of financial forecasting aren't achieved. Be sure to follow these tips so that you, and your business, get the most out of your financial forecast.

1. Identify the type of forecast you need

Before you begin developing a budget, you should understand why you need one and what outcome you want to achieve. Sometimes financial forecasts are required by third parties, such as lenders and investors, who want to see a full set of future-oriented financial statements (balance sheet, income statement, cash flow statement). In other instances, internal forecasts are prepared by business owners to focus on one specific area - in most cases, to determine whether they have sufficient cash funds to cover planned expenditures. Forecasts can be prepared using any time period including monthly, quarterly and annually, so you will have to decide which option will address your needs and goals.

2. Be realistic

Business owners have a vested interest in their company and its products and services. This can sometimes mean they are likely to overestimate future sales, especially for a new product where historical data doesn't exist. For this reason it is important to take a step back and develop realistic expectations. Industry trends and market statistics should be researched and will help provide you with reasonable expectations for inputs such as selling price, number of units sold, and expected growth. A sensitivity analysis will allow you to see how the forecast will change as a result of increasing or decreasing various outputs and is helpful if you want to see the outcome under different scenarios.

3. Support your estimates

All too often, people do not conduct enough research or have enough support to substantiate their estimates for expenditures. Since the purpose of a financial forecast is to predict future results, it is important to be as accurate as possible when estimating expenditires. Use historical data, obtain quotes from third parties and discuss costs with others who operate in your industry or may be able to give you additional information. It can require more work upfront, but well-supported figures will ensure a more relevant and reliable forecast.

4. Review and update

Things change, and so should your forecast! Once you've prepared your working document, it shouldn't be filed away in the back of the cabinet. By comparing actual results to the forecast, you are able to see how you performed. Were you able to reach your sales target? Perhaps a significant expenditure was missing from the original forecast. Did you make money in one area and lose money in another? This analysis may lead to revisions in the forecast and will also provide you with information to make better business decisions going forward.

If you would like more detailed information about financial forecasting and how it can help your business or organization, feel free to send me an email: lisa.kennedy@mrsbgroup.com

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