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The Treasury Department and IRS have proposed regulations that would limit access to the refundable portion of four federal tax credits for certain noncitizens. The rules would apply the eligibility requirements under the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 (PRWORA) to the Earned Income Tax Credit, Child Tax Credit, American Opportunity Tax Credit, and Adoption Tax Credit.

A thriving nonprofit can have grants awarded, pledges committed, and revenue reflected in its financial statements and still be short on cash. The issue is often not whether funding exists, but whether it is available when the organization needs it. Cash flow management helps nonprofit leaders understand what cash is available today and what cash flow looks like on the horizon. Several strategies can help nonprofits manage cash flow more effectively.

Real estate developers have some of the most complex accounting needs of any industry. Projects can span years. Investments are often held in separate entities. Each deal often comes with its own financing, investors, and reporting requirements. As a company grows, keeping track of all those moving pieces can put high demands on an internal accounting team. This combination makes real estate developers especially strong candidates for outsourced accounting

The IRS has issued guidance on the newly expanded paid family and medical leave (PFML) tax credit. The One Big Beautiful Bill Act (OBBBA) made the credit permanent beginning in 2026 and expanded it in ways that could make it available to more employers. Notice 2026-28, released August 5, 2026, explains those changes, including expanded employee eligibility and a new way to calculate the credit. Proposed regulations are still forthcoming.

Americans donated an estimated $617.2 billion to charitable organizations in 2025, according to a recent report by Giving USA. The increase reflects continued support for the nonprofit sector, but many organizations are still managing rising operating costs, greater demand for services, and ongoing funding uncertainty. In that environment, timely financial information is critical to the mission. Leadership needs to know how the organization is performing while there is still time to respond, not weeks after the month has ended. That starts with an effective month-end close.

The 21st Century ROAD to Housing Act (H.R. 6644) became law on July 11, 2026, after clearing Congress with rare bipartisan support. The new law reshapes who can buy homes, how fast builders can break ground, and where housing money flows next. Its provisions are aimed mostly at state and local governments, but the effects will soon reach businesses tied to construction, investment, and federal housing finance. Leaders in these industries will want to understand the timeline ahead and how it may influence future projects and investment decisions.

Federal grants are divided into different budget categories, and each one comes with its own compliance requirements. Participant support costs are one of those categories. The Uniform Guidance includes rules about which costs qualify, what activities they can support, and who can be treated as a participant (2 CFR 200.456). Not every federal award includes participant support costs, but when they do, auditors usually spend time reviewing them during a Single Audit. Organizations that understand the requirements before the audit are generally in a much better position to show that the funds were used appropriately.

Many nonprofits have enough funding to support the mission. The challenge is that funding doesn’t always arrive when it’s needed, and it isn’t always ready to pay day-to-day operating expenses. This can create unexpected and unwanted complications and underscores the importance of proper cash flow management. A complete assessment of when expenses need to be paid along with expected revenue can set management up to better understand when cash needs to be available to meet obligations. Managing these timing differences will help the organization serve its community without interruption.

Construction job costing helps contractors understand how each project is performing financially from start to finish. That information has become increasingly important as rising material costs, labor shortages, and other project challenges continue to pressure construction margins. In addition to helping management identify problems before they become more expensive, job costing can improve future estimates and reveal which types of projects are the best fit for the business

Construction activity is strong, but the market is facing ongoing challenges. Rising material costs and global uncertainty are making it more difficult to predict project timing and margins. While contractors can't control market conditions, they can decide how much risk to accept before work begins. One of the earliest business decisions on any project is the construction contract. More than a legal agreement, the contract determines how financial risk and uncertainty will be shared between the owner and contractor. Understanding the different contract types can help construction leaders choose an approach that best fits each project and protects profitability.