Billing TipsIf the bill or its description of services is unclear, clients will be inclined to put it aside and to call about it later, lengthening the time it takes to pay the bill. Bills that are standardized, clear, concise and descriptive are more likely to be paid sooner.
All professionals with the firm should be accountable for their timesheet and billing deadlines, but their billable time should be protected by using administrative staff with appropriate training and support to prepare bills and collect payments.
Timely billing leads to better collections. It’s sometimes best to bill more frequently than monthly, as smaller bills are generally paid sooner than larger ones.
Different services often require different billing practices. Consider alternative fee structures, such as hourly rates, fixed fees, value pricing, refundable advance retainers and replenishment, or a combination of structures. If you need professional help for billing practices, don’t hesitate to get it.
Collection TipsCommunicate frequently with the client and gently remind the client of future services needed. Speak to the person in charge of authorizing the bill payment when it’s due. If it’s a large balance due, call 10 days before the due date to be sure the invoice has been received.
Collection calls are relatively effective, inexpensive, immediate, personal and informative. Staff should be trained on the rules under the "Fair Debt Collection Practices Act" (FDCPA), which prohibits unintentional harassment of debtors. Anger management and mediation training will also help staff deal with difficult people.
Once you have sent 30-, 60-, and 90-day letters, turn the account over to a professional collection agency to avoid spending valuable time and resources on deadbeats. If a client offers a reasonable partial payment, consider taking it and disengaging. This will free up more of your valuable time to pursue better clients who pay their bills on time and in full.
Client ScreeningRe-evaluate your relationships with clients on a regular basis—at least annually—to identify problematic or less desirable clients that may be keeping your firm from developing the clients it wants. Post-tax season is a good time to screen clients for actual or potential problems, as there is ample lead time for a tax client to replace you in the event you decide to disengage.
Avoiding Collection ProblemsThe best way to avoid having a collection problem is to communicate your billing and collection policies in your engagement letter. Consider including a fee estimate, noting that unforeseen circumstances or changes in the engagement could make a revision necessary.
Retainers/Deposits: Since tax engagements are generally fast-moving, retainers or deposits may be the best option for clients that are slow-paying, financially stressed, or new to the firm (until they have established some credit with you). Remind clients that retainers are not an estimate of the total cost of the engagement, do not earn interest, and must be paid before work begins.
Stop-Work/Disengagement Clauses: The engagement letter can include stop-work or disengagement provisions, or both, that should be enforced if a client doesn’t pay you in accordance with the engagement letter. A stop-work clause in the fees section of your engagement letter enables your firm to stop work on a tax return in the event the client fails to pay in a timely manner. The enforcement of this clause will help prevent your firm from completing too much work without receiving payment from the client. Stop-work clauses must be enforced in order to be effective.
Bill on a timely basis, and do not allow fees to build up. When unpaid fees become too large, they provide an incentive for the client to sue for malpractice, especially when the CPA sues for fees. Lawsuits and counter-suits almost always result in the CPA spending far more in attorney fees and in lost billable time than is warranted for the fees owed to the CPA.