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hakelelius91 · 4 years ago

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home insurance sarasota fl

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home insurance sarasota fl

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hellofastestnewsfan · 4 years ago

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Jenna Antico, a 31-year-old childcare operator in Sarasota, Fla., thought 2020 would be a pivotal year for her business. The daycare facility she started building in 2015 was turning a steady profit, so she leased a second building in October 2019, then purchased a third in late February 2020. As it turned out, this year has indeed been pivotal—but not in the way she had hoped.

When COVID-19 hit the United States like a tsunami in March, shuttering schools and businesses, and prompting companies to start working remotely, daycares like Antico’s got caught up in the current. Parents pulled their kids from the centers and local governments began issuing strict guidelines that providers would have to meet before they could welcome children back.

To meet both the Florida state and Centers for Disease Control and Prevention (CDC) recommendations, Antico erected four new walls—at nearly $8,000 a pop—to reduce the number of kids per classroom; purchased 16 portable sinks for $2,800 each; and hired five sanitation workers to deep clean her original center for three and a half hours every night. She is also paying her administrative assistant overtime to keep up with all the new documentation. But despite these investments, enrollment at her facilities, and therefore Antico’s income, hasn’t rebounded in the way she had hoped. At the beginning of 2020, her facility was just shy of its 106-kid capacity; by the end of August, only 49 children were enrolled.

Antico is hurting. She has already blown through the entire $91,000 Paycheck Protection Program loan she received through the CARES Act, accrued an additional $70,000 worth of debt, and both of her new facilities remain vacant. She has no funds left to staff or furnish them. “There’s no more money left for me to take a salary,” says Antico, the mother of three adopted kids and one biological one. She and her husband, a child protective investigator who earns $40,000 a year, have now missed two mortgage payments, pulled their children out of private school, and are considering selling their home to make ends meet. Her childcare business, which she has invested $500,000 into over the past five years, is teetering on the brink of collapse.

Not that it provides her any solace, but Antico is far from alone: 86% of childcare providers are serving fewer children now than they were before the pandemic, while 70% are incurring “substantial” new operating costs, according to a July survey from the National Association for the Education of Young Children (NAEYC). The costs are relentless: daycare managers must hire more staff to handle smaller class sizes, more legal fees to navigate the onerous process of obtaining government loans and abiding by state regulations, and more cleaning supplies and personnel to prevent outbreaks among toddlers. Across the industry, enrollment has plummeted by two-thirds. Without significant government investment, and soon, 40% of childcare programs surveyed by NAEYC—and half of those that are minority-owned—will shutter. Permanently.

Interviews with more than half a dozen daycare operators from across the country reveal why so many centers may never re-open: Even before the pandemic, they said, overhead costs were immense, whereas profit margins were just enough to get by. In this pandemic era, everything has simply gotten worse. Lauren Brown, the director of World of Wonders Childcare and Learning Center in In Marysville, Ohio, says cleaning costs have skyrocketed 300%, while the center grossed $20,000 less in June and July than it normally would. Annette Gladstone, the co-founder of Segray Eagle Rock daycare in Los Angeles, says she’s struggling to keep up with rent on her daycare building since enrollment is so low. Segray Eagle Rock normally accommodates 177 children; by late August, it had two dozen kids. Despite the blistering Southern California heat, Gladstone has kept the windows open while the air conditioner is running because the CDC indicates the practice can increase ventilation. Meredith Kasten who runs the Early Childhood Center in Greensboro, North Carolina, says the demand for her services all but dried up. “Our waiting list used to be a year long,” she says. “It’s now empty.”

The slow death of childcare centers nationwide may have a domino effect across the economy, experts say. Entrepreneurs like Antico or Gladstone will face financial hardship, but so will the roughly 1.1 million people, 96% of whom are women and 40% of whom are people of color, who tend to make very low wages caring for other people’s kids. Mass closures will also have a ripple effect on communities and parents, who depend on daycare centers to go to work and support their families. Without access to affordable and convenient childcare, many parents—mostly mothers—will find it increasingly untenable, financially and logistically, to work outside the home. It’s an eventuality that could cripple women’s advancement in the workplace, exacerbate inequality, and put a drag on the U.S. economic recovery.

This catch-22 is somewhat unique to the childcare industry. While public school administrators have also had to grapple with new safety protocols and increased expenses as a result of the pandemic, they are government funded. Daycares aren’t. Society decided long ago that children have a right to a grade-school education to which even non-parents are required to contribute, but there is no similar consensus for sharing the cost of caring for smaller kids. Marcy Whitebook, the founding director of the Center for the Study of Child Care Employment at the University of California, Berkeley, says there’s no good reason for that societal failure. But the result is clear: “because we’re asking parents to foot the bill and it’s so expensive,” she says, “it means that the only way to really make that happen is to essentially exploit the people who are doing it.”

If there are mass closures across the childcare industry to the extent that experts predict, the failure of the government to act will have broader ramifications. Daycare providers who find themselves unemployed may never return to their profession. Daycare owners may abandon their businesses for more lucrative ones. Families may opt to keep a parent home to watch the kids. “Absent our collective investment in childcare, there really won’t be an effective community recovery,” warns Lynette Fraga, the CEO of ChildcareAware. “If we aren’t supporting childcare providers, there won’t be childcare to go back to.”

Getty ImagesChildren playing on the carpet at daycare while wearing face coverings due to new COVID-19 regulations.

A crucial service for pennies on the dollar

Millions of American parents, who are already struggling to shell out an average of about $10,000 per toddler per year for childcare, may wonder why their daycare center is in such dire financial straits. But the industry as a whole was barely profitable even before the pandemic hit.

Unlike call centers that were able to cut down on building expenses by downsizing or going remote or retail stores that skimped on staffing, daycare facilities went into the pandemic with little fat to trim. State regulations require that they keep high adult-to-child ratios, maintain ample square footage for space to play and learn, and in some places, hire staff that are trained in early childhood development. These measures are important: Research indicates that the early childhood education shapes everything from adult brain volume to reading proficiency. “That has an impact on our future labor force and their economic potential, which ultimately is tied to our country’s economic potential,” explains Katica Roy, a gender economist.

But childcare providers perform this crucial service for pennies on the dollar. The average daycare operator grosses just $48,000 a year, according to the Bureau of Labor Statistics, whereas the standard daycare worker makes just $24,000. Usually these jobs come with little or no paid time off, and no employee-sponsored healthcare. Only 15% of childcare workers receive health insurance sponsored by their employer versus 50% of workers from other occupations, according to a 2015 Economic Policy Institute report. The lack of healthcare benefits is problematic in normal times, as children unwittingly bring their stomach bug or pink eye to their daycares. But during a pandemic, it’s potentially lethal. Daycare providers who make an average of just $11.65 an hour may be unable to risk seeking treatment for any disease, much less COVID-19.

Staffers who need to quarantine or call in sick also pose problems for their bosses. Since most facilities are not currently allowing parents to enter daycare buildings, childcare centers need to have enough staff to bring children inside in the morning and back to their parents outside in the evening. They also need to have enough staff to watch the children throughout the day, but not so many that they can’t keep up with payroll in addition to the added expenses for personal protective equipment, cleaning services and administrative help. Kasten, the childcare director in Greensboro, says 12 out of her 28 staffers were out in one day due to a combination of COVID-related causes and scheduled absences. That creates logistical problems for both Kasten and the working parents who rely on her service. “If I don’t have enough staff to operate safely,” she says, “then I have to close the whole building.”

As COVID-19 restrictions loosen in some states, and parents begin to feel more comfortable sending their children back to daycare, some daycare directors have faced difficulty in hiring back staff that they had to lay off and finding new people to fill vacant roles. Since pay for the average childcare worker is so low, some were making more between their state’s unemployment benefits and the extra $600 per week provided by the CARES Act. In Florida, where Antico operates a center, the most an unemployed worker could have received in July, before expanded unemployment expired, was $875 per week. When unemployed people had to start proving they were looking for work to receive benefits, Antico says she scheduled 17 interviews in one day; only two people showed up.

Not everyone who lost their daycare-based job was getting unemployment insurance, either. Because Kasten’s facility in Greensboro is faith-based, her staff was not required to pay into the state’s unemployment fund, nor were they eligible to receive the state-funded benefits when they were first laid off. She made the tough choice to let her part-time employees go so she could continue paying the full-time ones, even when her center was closed. “If we laid them off in March, I would have hung them out to dry. They wouldn’t have had a job, they wouldn’t have had unemployment, they would have been screwed,” Kasten says. “So we kept them on.”

Whether those daycare jobs will last beyond 2020 is an entirely different issue as centers continue to hemorrhage money. According to data provided to TIME by the Center for American Progress (CAP), the costs of providing center-based childcare have leapt an average of 47% since pre-pandemic times. In California, costs have jumped 54%, and in Georgia, they’ve skyrocketed 115%.

Home-based childcare facilities, which approximately 30% of infants and toddlers attended before the pandemic, are also suffering. Though such facilities usually enroll fewer kids, which some parents may have been seen as a benefit during COVID-19, the sector was has been in decline for years. From 2005 to 2017, the number of licensed, home-based child-care businesses dropped 44% according to the Department of Health and Human Services. Ellen Dressman, the director of Frog Hollow Nursery School, a home-based daycare in Berkeley, California that’s been in business for more than two decades, may soon shut its doors for good. Only two families were interested in returning in recent weeks—not enough to cover operating costs. If Dressman loses the business, which covered her family’s mortgage, they could lose the home that the daycare operated out of, too. “I didn’t realize how much the industry really needs public support until now,” says Dressman, who’s now in her 60s.

“This was an industry that was really struggling before the pandemic,” Simon Workman, CAP’s director of early childhood policy, says of the profession at large. “If you were struggling to get by before, then the chance of you closing now is pretty high.”

“We’re in a fast-moving vehicle towards destruction”

Back in Sarasota, Antico is about two months away from pulling the plug on her daycare business. If enrollment numbers don’t jump, she says, she won’t have much of a choice. “If I get to a place where I don’t think that I can pay the next payroll, I’ll put it up for sale quickly at an attractive price,” she says.

Short of the pandemic ending and enrollment levels surging, there’s a glimmer of hope for childcare-center directors like Antico. On the presidential campaign trail, former Democratic candidates including Sens. Kirsten Gillibrand and Elizabeth Warren floated tax breaks and universal child care plans that would have pumped money into daycare centers while also reducing the cost of care for working-class families. Democratic presidential nominee Joe Biden has since called for a combination of tax credits and subsidies that would ensure families earning less than one-and-a-half times the median income in their state aren’t having to spend more than 7% of their incomes on childcare.

There’s also been some movement in Congress. The Democrat-led House recently passed a bill appropriating $50 billion toward the Child Care Stabilization Fund to provide grants to childcare providers, but it’s unlikely to pass the GOP-controlled Senate. And even if it did, it probably wouldn’t be enough to save individual centers that are already underwater. The Center for Law and Social Policy estimates that the industry as a whole will need nearly $10 billion per month to survive the pandemic, according to an April report.

“It is short-term triage, but it may be too late,” Whitebook says of the House bill for emergency childcare funds. “We’re in a fast-moving vehicle towards destruction of a lot of people’s lives, livelihoods, and health. And kids are in that vehicle too.”

from TIME https://ift.tt/3idm5bp

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northgeorgiasportsman · 6 years ago

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10-K: BASSETT FURNITURE INDUSTRIES INC

(EDGAR Online via COMTEX) — ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

(Amounts in thousands except share and per share data)

Overview

Bassett is a leading retailer, manufacturer and marketer of branded home furnishings. Our products are sold primarily through a network of Company-owned and licensee-owned branded stores under the Bassett Home Furnishings ("BHF") name, with additional distribution through other wholesale channels including multi-line furniture stores, many of which feature Bassett galleries or design centers. We were founded in 1902 and incorporated under the laws of Virginia in 1930. Our rich 116-year history has instilled the principles of quality, value, and integrity in everything we do, while simultaneously providing us with the expertise to respond to ever-changing consumer tastes and meet the demands of a global economy.

With 97 BHF stores at November 24, 2018 we have leveraged our strong brand name in furniture into a network of Company-owned and licensed stores that focus on providing consumers with a friendly environment for buying furniture and accessories. Our store program is designed to provide a single source home furnishings retail store that provides a unique combination of stylish, quality furniture and accessories with a high level of customer service. In order to reach markets that cannot be effectively served by our retail store network, we also distribute our products through other wholesale channels including multi-line furniture stores, many of which feature Bassett galleries or design centers. We use a network of over 30 independent sales representatives who have stated geographical territories. These sales representatives are compensated based on a standard commission rate. We believe this blended strategy provides us the greatest ability to effectively distribute our products throughout the United States and ultimately gain market share.

The BHF stores feature custom order furniture, free in-home design visits ("home makeovers"), and coordinated decorating accessories. Our philosophy is based on building strong long-term relationships with each customer. Sales people are referred to as "Design Consultants" and are trained to evaluate customer needs and provide comprehensive solutions for their home decor. Until a rigorous training and design certification program is completed, Design Consultants are not authorized to perform in-home design services for our customers.

We have factories in Newton, North Carolina and Grand Prairie, Texas that manufacture custom upholstered furniture, a factory in Martinsville, Virginia that primarily assembles and finishes our custom casual dining offerings and a factory in Bassett, Virginia that assembles and finishes our "Bench Made" line of custom, solid hardwood furniture. Our manufacturing team takes great pride in the breadth of its options, the precision of its craftsmanship, and the speed of its process, with custom pieces often manufactured within two weeks of taking the order in our stores. Our logistics team then promptly ships the product to one of our home delivery hubs or to a location specified by our licensees. In addition to the furniture that we manufacture domestically, we source most of our formal bedroom and dining room furniture (casegoods) and certain leather upholstery offerings from several foreign plants, primarily in Vietnam and China. Over 70% of the products we currently sell are manufactured in the United States.

We also own Zenith Freight Lines, LLC ("Zenith") which provides logistical services to Bassett along with other furniture manufacturers and retailers. Zenith delivers best-of-class shipping and logistical support services that are uniquely tailored to the needs of Bassett and the furniture industry. Approximately 65% of Zenith’s revenue is generated from services provided to non-Bassett customers.

On December 21, 2017, we purchased certain assets and assumed certain liabilities of Lane Venture from Heritage Home Group, LLC for $15,556 in cash. Lane Venture is a manufacturer and distributor of premium outdoor furniture, and is now being operated as a component of our wholesale segment. This acquisition marks our entry into the market for outdoor furniture and we believe that Lane Venture will provide a foundation for us to become a significant participant in this category. We plan to distribute this brand outside of our Bassett store network with plans to introduce a Bassett-branded line in the stores in the near future. See Note 3 to our consolidated financial statements for additional details regarding this acquisition.

At November 24, 2018, our BHF store network included 65 Company-owned stores and 32 licensee-owned stores. During fiscal 2018, we opened new stores in Chandler, Arizona; Summerlin, Nevada; Oklahoma City, Oklahoma; El Paso, Texas; and Frisco, Texas and completed the repositioning of one store in the Houston, Texas market. In addition, licensees opened new stores in La Jolla, California and Daly City, California. We also opened a new 16,000 square foot clearance center in Middletown, New York in the third quarter of 2018. Because the nature of this store will differ significantly from the other stores in the BHF network, offering only clearance merchandise at reduced price points and without design consulting services, we will not include this location in our reporting of comparable store results in the future. During fiscal 2018 we closed one underperforming store in San Antonio, Texas.

We continue to execute our strategy of growing the Company through opening new stores, repositioning stores to improved locations within a market and closing underperforming stores. The following table shows planned store openings where leases have been executed:

Size Planned Location Type Sq. Ft. Opening New Stores: Coral Gables, FL Corporate 10,000 Q1 2019 Boise, ID Licensed 11,000 Q1 2019 Columbus, OH Corporate 11,000 Q1 2019 Tucson, AZ Corporate 9,000 Q1 2019 Estero, FL Corporate 15,000 Q1 2019 Sarasota, FL Corporate 8,000 Q2 2019 Princeton, NJ Corporate 13,000 Q3 2019 Repositionings: Friendswood, TX to Baybrook Mall area in Friendswood, TX Corporate 16,000 Q1 2019

Following the planned openings shown above, we expect to significantly reduce the pace of the BHF network expansion and focus on maximizing profitable sales volume through the existing stores.

As with any retail operation, prior to opening a new store we incur such expenses as rent, training costs and other payroll related costs. These costs generally range between $200 to $400 per store depending on the overall rent costs for the location and the period between the time when we take physical possession of the store space and the time of the store opening. Generally, rent payments during a buildout period between delivery of possession and opening of a new store are deferred and therefore straight line rent expense recognized during that time does not require cash. Inherent in our retail business model, we also incur losses in the two to three months of operation following a new store opening. Like other furniture retailers, we do not recognize a sale until the furniture is delivered to our customer. Because our retail business model does not involve maintaining a stock of retail inventory that would result in quick delivery and because of the custom nature of many of our furniture offerings, delivery to our customers usually occurs about 30 days after an order is placed. We generally require a deposit at the time of order and collect the remaining balance when the furniture is delivered, at which time the sale is recognized. Coupled with the previously discussed store pre-opening costs, total start-up losses can range from $400 to $600 per store. While our retail expansion is initially costly, we believe our site selection and new store presentation will generally result in locations that operate at or above a retail break-even level within a reasonable period of time following store opening. Factors affecting the length of time required to achieve this goal on a store-by-store basis may include the level of brand recognition, the degree of local competition and the depth of penetration in a particular market. Even as new stores ramp up to break-even, we do realize additional wholesale sales volume that leverages the fixed costs in our wholesale business.

During 2018, we invested in our digital effort to improve the customers’ journey from the time they begin on our website to the final step of delivering the goods to their homes. Today’s customers expect their digital experiences and communications to be personalized and highly-relevant, and catered to match their specific needs and preferences. We have laid the foundation to becoming more connected to our customers and to use the data and insights collected during the customer journey to create a more compelling customized customer experience beginning in 2019.

In 2018, we also invested significantly in developing data driven marketing processes to fuel our future growth. In collaboration with external specialists, we are developing an enterprise data reporting tool to support fully integrated media optimization across broadcast, print and digital media. We also invested in implementing several new digital marketing channels, using a methodical test, measure, optimize approach to ensure maximum return on investment. These included social media advertising, product information optimization and syndication for shopping marketplaces, and home furniture/decor influential partnerships.

Analysis of Operations

Net sales revenue, cost of furniture and accessories sold, selling, general and administrative ("SG&A") expense, new store pre-opening costs, other charges, and income from operations were as follows for the years ended November 24, 2018, November 25, 2017 and November 26, 2016:

Change from Prior Year 2018 vs 2017 2017 vs 2016 2018 2017 2016 Dollars Percent Dollars Percent Sales Revenue: Furniture and accessories $ 402,469 88.1 % $ 398,097 88.0 % $ 377,196 87.3 % $ 4,372 1.1 % $ 20,901 5.5 % Logistics 54,386 11.9 % 54,406 12.0 % 54,842 12.7 % (20 ) 0.0 % (436 ) -0.8 % Total net sales revenue 456,855 100.0 % 452,503 100.0 % 432,038 100.0 % 4,352 1.0 % 20,465 4.7 % Cost of furniture and accessories sold 179,581 39.3 % 177,579 39.2 % 167,519 38.8 % 2,002 1.1 % 10,060 6.0 % SG&A 260,339 57.0 % 245,493 54.3 % 235,178 54.4 % 14,846 6.0 % 10,315 4.4 % New store pre-opening costs 2,081 0.5 % 2,413 0.5 % 1,148 0.4 % (332 ) -13.8 % 1,265 110.2 % Other charges 770 0.2 % – 0.0 % – 0.0 % 770 NM – NM Income from operations $ 14,084 3.1 % $ 27,018 6.0 % $ 28,193 6.5 % $ (12,934 ) -47.9 % $ (1,175 ) -4.2 %

Our consolidated net sales by segment were as follows:

Change from Prior Year 2018 vs 2017 2017 vs 2016 2018 2017 2016 Dollars Percent Dollars Percent Net Sales Wholesale $ 255,958 $ 249,193 $ 240,346 $ 6,765 2.7 % $ 8,847 3.7 % Retail 268,883 268,264 254,667 619 0.2 % 13,597 5.3 % Logistical services 82,866 83,030 83,236 (164 ) -0.2 % (206 ) -0.2 % Inter-company eliminations: Furniture and accessories (122,372 ) (119,360 ) (117,817 ) (3,012 ) 2.5 % (1,543 ) 1.3 % Logistical services (28,480 ) (28,624 ) (28,394 ) 144 -0.5 % (230 ) 0.8 % Consolidated $ 456,855 $ 452,503 $ 432,038 $ 4,352 1.0 % $ 20,465 4.7 %

Refer to the segment information which follows for a discussion of the significant factors and trends affecting our results of operations for fiscal 2018 and 2017 as compared with the prior year periods.

Certain other items affecting comparability between periods are discussed below in "Other Items Affecting Net Income".

Segment Information

We have strategically aligned our business into three reportable segments as described below:

Wholesale. The wholesale home furnishings segment is involved principally in the design, manufacture, sourcing, sale and distribution of furniture products to a network of Bassett stores (licensee-owned stores and Company-owned stores) and independent furniture retailers. Our wholesale segment includes our wood and upholstery operations as well as all corporate selling, general and administrative expenses, including those corporate expenses related to both Company- and licensee-owned stores. We eliminate the sales between our wholesale and retail segments as well as the imbedded profit in the retail inventory for the consolidated presentation in our financial statements. Our wholesale segment also includes our holdings of short-term investments and retail real estate previously leased as licensee stores. The earnings and costs associated with these assets are included in other loss, net, in our consolidated statements of income.

Retail – Company-owned stores. Our retail segment consists of Company-owned stores and includes the revenues, expenses, assets and liabilities (including real estate) and capital expenditures directly related to these stores and the Company-owned distribution network utilized to deliver products to our retail customers.

Logistical services. With our acquisition of Zenith on February 2, 2015, we created the logistical services operating segment which reflects the operations of Zenith. In addition to providing shipping and warehousing services for the Company, the revenue from which is eliminated upon consolidation, Zenith also provides similar services to other customers, primarily in the furniture industry. Revenue from the performance of these services to other customers is included in logistics revenue in our consolidated statement of income. Zenith’s operating costs are included in selling, general and administrative expenses.

During the fourth quarter of fiscal 2018, we substantially completed transferring operational control of home delivery services for BHF stores from Zenith to our retail segment, including the transfer of the assets and many of the employees used in providing that service. Accordingly, the revenues for the logistical services segment for all periods presented have been restated to no longer include the intercompany revenues and related costs for those services. Concurrently with the transfer of home delivery operations to retail, Zenith also ceased providing such services to third party customers. Revenues from Zenith’s home delivery services formerly provided to third party customers and the associated costs thereof continue to be reported in the logistical services segment. The impact upon segment operating income (loss) from the restatement was not material. Zenith continues to provide other intercompany shipping and warehousing services to Bassett which are eliminated in consolidation.

The following tables illustrate the effects of various intercompany eliminations on income (loss) from operations in the consolidation of our segment results:

Year Ended November 24, 2018 Wholesale Retail Logistics Eliminations Consolidated Sales revenue: Furniture & accessories $ 255,958 $ 268,883 $ – $ (122,372 ) (1) $ 402,469 Logistics – – 82,866 (28,480 ) (2) 54,386 Total sales revenue 255,958 268,883 82,866 (150,852 ) 456,855 Cost of furniture and accessories sold 171,272 130,591 – (122,282 ) (3) 179,581 SG&A expense 72,412 136,523 81,468 (30,064 ) (4) 260,339 New store pre-opening costs – 2,081 – – 2,081 Income (loss) from operations (5) $ 12,274 $ (312 ) $ 1,398 $ 1,494 $ 14,854 Year Ended November 25, 2017 Wholesale Retail Logistics Eliminations Consolidated Sales revenue: Furniture & accessories $ 249,193 $ 268,264 $ – $ (119,360 ) (1) $ 398,097 Logistics – – 83,030 (28,624 ) (2) 54,406 Total sales revenue 249,193 268,264 83,030 (147,984 ) 452,503 Cost of furniture and accessories sold 164,028 132,463 – (118,912 ) (3) 177,579 SG&A expense 66,044 129,898 80,068 (30,517 ) (4) 245,493 New store pre-opening costs – 2,413 – – 2,413 Income from operations $ 19,121 $ 3,490 $ 2,962 $ 1,445 $ 27,018 Year Ended November 26, 2016 Wholesale Retail Logistics Eliminations Consolidated Sales revenue: Furniture & accessories $ 240,346 $ 254,667 $ – $ (117,817 ) (1) $ 377,196 Logistics – – 83,236 (28,394 ) (2) 54,842 Total sales revenue 240,346 254,667 83,236 (146,211 ) 432,038 Cost of furniture and accessories sold 156,894 128,208 – (117,583 ) (3) 167,519 SG&A expense 64,780 120,978 79,725 (30,305 ) (4) 235,178 New store pre-opening costs – 1,148 – – 1,148 Income from operations $ 18,672 $ 4,333 $ 3,511 $ 1,677 $ 28,193

(1) Represents the elimination of sales from our wholesale segment to our Company-owned BHF stores.

Year Ended November 24, November 25, November 26, 2018 2017 2016 Intercompany logistical services $ (28,480 ) $ (28,624 ) $ (28,394 ) Intercompany rents (1,584 ) (1,893 ) (1,911 ) Total SG&A expense elimination $ (30,064 ) $ (30,517 ) $ (30,305 )

(5) Excludes the effects of asset impairment chargesand lease exit costs which are not allocated to our segments.

Wholesale Segment Net sales, gross profit, SG&A expense and operating income from operations for our Wholesale Segment were as follows for the years ended November 24, 2018, November 25, 2017 and November 26, 2016: Change from Prior Year 2018 vs 2017 2017 vs 2016 2018 2017 2016 Dollars Percent Dollars Percent Net sales $ 255,958 100.0 % $ 249,193 100.0 % $ 240,346 100.0 % $ 6,765 2.7 % $ 8,847 3.7 % Gross profit 84,686 33.1 % 85,165 34.2 % 83,452 34.7 % (479 ) -0.6 % 1,713 2.1 % SG&A 72,412 28.3 % 66,044 26.5 % 64,780 27.0 % 6,368 9.6 % 1,264 2.0 % Income from operations $ 12,274 4.8 % $ 19,121 7.7 % $ 18,672 7.8 % $ (6,847 ) -35.8 % $ 449 2.4 %

Wholesale shipments by category for the last three fiscal years are summarized below:

Change from Prior Year 2018 vs 2017 2017 vs 2016 2018 2017 2016 Dollars Percent Dollars Percent Bassett Custom Upholstery $ 141,321 55.2 % $ 136,366 54.7 % $ 127,989 53.3 % $ 4,955 3.6 % $ 8,377 6.5 % Bassett Leather 21,589 8.4 % 22,528 9.0 % 21,038 8.8 % (939 ) -4.2 % 1,490 7.1 % Bassett Custom Wood 46,074 18.0 % 43,793 17.6 % 36,517 15.2 % 2,281 5.2 % 7,276 19.9 % Bassett Casegoods 42,875 16.8 % 42,874 17.2 % 52,246 21.7 % 1 0.0 % (9,372 ) -17.9 % Accessories 4,099 1.6 % 3,632 1.5 % 2,556 1.1 % 467 12.9 % 1,076 42.1 % Total $ 255,958 100.0 % $ 249,193 100.0 % $ 240,346 100.0 % $ 6,765 2.7 % $ 8,847 3.7 %

Fiscal 2018 as Compared to Fiscal 2017

The increase in net sales was driven by the addition of $9,546 of revenue for Lane Venture, acquired during the first quarter of 2018, along with a 1.8% increase in furniture shipments to the open market (outside the BHF network and excluding shipments from Lane Venture), partially offset by a 2.8% decrease in furniture shipments to the BHF network as compared to the prior year period. A much smaller component of our wholesale revenues, shipments of wholesale accessories, increased 12.9% over the prior year period. Gross margins for the wholesale segment were 33.1% for fiscal 2018 compared to 34.2% for the prior year. This decrease was primarily driven by lower margins in the Bassett Custom Upholstery operations, excluding Lane Venture, due to higher materials costs coupled with lower absorption of fixed costs due to lower volumes. In June 2018, we implemented targeted price increases to our Custom Upholstery line to mitigate the effects of the cost increases and began seeing the benefit on margins in July 2018. Wholesale SG&A increased as a percentage of sales over the prior year period primarily driven by planned higher digital marketing and other brand development costs, partially offset by decreased incentive compensation. In addition, we incurred $256 of one-time acquisition costs along with other startup costs associated with the Lane Venture operation.

Fiscal 2017 as Compared to Fiscal 2016

The sales increase in 2017 was driven by a 2.7% increase in furniture shipments to the BHF store network along with a 3.9% increase in furniture shipments to the open market (outside the BHF store network) as compared to the prior year period. A much smaller component of our wholesale revenues, shipments of wholesale accessories, increased 42% over the prior year period. The decrease in gross margins from fiscal 2016 was primarily due to the $1,428 settlement of the Polyurethane Foam Antitrust Litigation in 2016. Excluding the benefit of the settlement, the gross margin for fiscal 2016 would have been 34.1%. This increase was primarily due to improved margins in the Bassett Custom Upholstery operations from favorable pricing strategies and improved manufacturing efficiencies. The decrease in SG&A as a percentage of sales compared with 2016 was primarily due to greater leverage of fixed costs from higher sales volumes, partially offset by increased spending on the website and digital strategy development.

Wholesale Backlog

The dollar value of our wholesale backlog, representing orders received but not yet delivered to dealers and Company stores as of November 24, 2018, November 25, 2017, and November 26, 2016 was as follows:

2018 2017 2016

Year end wholesale backlog $ 25,810 $ 22,239 $ 22,130

Retail Segment – Company Owned Stores Net sales, gross profit, SG&A expense, new store pre-opening costs and operating income for our Retail Segment were as follows for the years ended November 24, 2018, November 25, 2017 and November 26, 2016: Change from Prior Year . . .

Jan 17, 2019

Source Article

The post 10-K: BASSETT FURNITURE INDUSTRIES INC appeared first on How To Find The Best Apartments 75052.

Learn More: http://www.northgeorgiasportsman.com/10-k-bassett-furniture-industries-inc/

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cpapartners · 7 years ago

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Victims of Hurricane Irma that took place beginning on Sept. 4, 2017 in parts of Florida may qualify for tax relief from the Internal Revenue Service.

The President has declared that a major disaster exists in the State of Florida. Following the recent disaster declaration for individual assistance issued by the Federal Emergency Management Agency, the IRS announced today that affected taxpayers in Florida will receive tax relief.

The IRS is now offering expanded relief to any area designated by FEMA as qualifying for either individual assistance or public assistance in the State of Florida. Individuals who reside or have a business in Alachua, Baker, Bay, Bradford, Brevard, Broward, Calhoun, Charlotte, Citrus, Clay, Collier, Columbia, DeSoto, Dixie, Duval, Escambia, Flagler, Franklin, Gadsden, Gilchrist, Glades, Gulf, Hamilton, Hardee, Hendry, Hernando, Highlands, Hillsborough, Holmes, Indian River, Jackson, Jefferson, Lafayette, Lake, Lee, Leon, Levy, Liberty, Madison, Manatee, Marion, Martin, Miami-Dade, Monroe, Nassau, Okaloosa, Okeechobee, Orange, Osceola, Palm Beach, Pasco, Pinellas, Polk, Putnam, Santa Rosa, Sarasota, Seminole, St. Johns, St. Lucie, Sumter, Suwannee, Taylor, Union, Volusia, Wakulla, Walton, Washington counties may qualify for tax relief. This represents all 67 counties of Florida.

The declaration permits the IRS to postpone certain deadlines for taxpayers who reside or have a business in the disaster area. For instance, certain deadlines falling on or after Sept. 4, 2017 and before Jan. 31, 2018, are granted additional time to file through Jan. 31, 2018. This includes taxpayers who had a valid extension to file their 2016 return that was due to run out on Oct. 16, 2017. It also includes the quarterly estimated income tax payments originally due on Sept. 15, 2017 and Jan. 16, 2018, and the quarterly payroll and excise tax returns normally due on Oct. 31, 2017. It also includes tax-exempt organizations that operate on a calendar-year basis and had an automatic extension due to run out on Nov. 15, 2017. In addition, penalties on payroll and excise tax deposits due on or after Sept. 4, 2017, and before Sept. 19, 2017, will be abated as long as the deposits are made by Sept. 19, 2017.

If an affected taxpayer receives a late filing or late payment penalty notice from the IRS that has an original or extended filing, payment or deposit due date that falls within the postponement period, the taxpayer should call the telephone number on the notice to have the IRS abate the penalty.

The IRS automatically identifies taxpayers located in the covered disaster area and applies automatic filing and payment relief. But affected taxpayers who reside or have a business located outside the covered disaster area must call the IRS disaster hotline at 866-562-5227 to request this tax relief.

Find out more: https://www.irs.gov/newsroom/tax-relief-for-victims-of-hurricane-irma-in-florida

#hurricaneirma irma taxrelief #tax #taxrelief #irmarecovery

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elizabethcariasa · 7 years ago

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IRS Irma tax relief echoes that given Harvey victims

Aside from the damage that hurricanes cause, one of the biggest problems is that they often, especially in September, effectively come back to back.

Hurricanes Katia, Irma and Jose (left to right) lined up earlier in September. (National Hurricane Center radar image)

That's what happened with Hurricane Irma. The angry sister of Hurricane Harvey walloped all of Florida three weeks after coastal Texas was gut-punched by Harvey's historic flooding. The back-to-back U.S. landfalls was a first for Category 4 storms.

The only good news here, at least tax-wise, is that the Internal Revenue Service has a Harvey template for Irma relief and it's following it.

Special consideration for Irma victims: The agency announced today that tax relief for Hurricane Irma victims in parts of Florida and elsewhere parallels that granted last month to victims of Hurricane Harvey. This means that Sunshine State et al taxpayers have until Jan. 31, 2018, to file certain individual and business tax returns and make certain tax payments.

This includes an additional filing extension for taxpayers with valid extensions that run out on Oct. 16, and businesses with extensions that run out on Sept. 15.

"This has been a devastating storm for the Southeastern part of the country, and the IRS will move quickly to provide tax relief for victims, just as we did following Hurricane Harvey," said IRS Commissioner John Koskinen in a statement announcing the tax relief for those affected by Irma.

"The IRS will continue to closely monitor the storm's aftermath, and we anticipate providing additional relief for other affected areas in the near future," added the commissioner.

So far, the tax hurricane-related tax considerations apply to any area designated by the Federal Emergency Management Agency (FEMA) as qualifying for individual assistance.

Just one of the homes on Puerto Rico destroyed by Hurricane Irma. (Photo by Yuisa Rios via FEMA)

This currently includes parts of Florida, Puerto Rico and the Virgin Islands, specifically the following:

Florida: Broward, Charlotte, Clay, Collier, Duval, Flagler, Hillsborough, Lee, Manatee, Miami-Dade, Monroe, Palm Beach, Pinellas, Putnam, Sarasota and St. Johns Counties

Puerto Rico: municipalities of Culebra and Vieques

U.S. Virgin Islands: islands of St. John and St. Thomas

Note also the effective dates of the IRS relief, which are when Irma hit the various areas. That's various tax filing and payment deadlines that occurred starting on Sept. 4, 2017, in Florida and Sept. 5, 2017, in Puerto Rico and the Virgin Islands.

Taxpayers in other parts of Florida and other states that are later added to the FEMA list will automatically receive the same filing and payment relief, says the IRS.

More filing — not paying — time: So practically, what does the IRS' Irma action mean? For individuals who in April got extra time to file their 2016 tax returns, they now have almost five more months to complete this filing task.

But as in the Harvey case, remember that when you got your extension earlier this year, you should have paid any due tax by April 18. If you didn't, the IRS is continuing to tally penalties and interest on what you owe.

The extra filing time also covers the last two 2017 estimated tax payments that are due Sept. 15 and Jan. 16, 2018.

Retirement money access also eased: As it did with Harvey, the IRS today also eased rules regarding loans and hardship distributions from 401(k)s and similar workplace retirement plans for Hurricane Irma victims.

This broad-based relief means that a retirement plan can allow a victim of Hurricane Irma to take a hardship distribution or borrow up to the specified statutory limits from his/her retirement plan.

It also means that a person who lives outside the disaster area can take out a retirement plan loan or hardship distribution and use it to assist a son, daughter, parent, grandparent or other dependent who lived or worked in the disaster area.

Business breaks, too: As for businesses, the Jan. 31, 2018, extension applies to businesses that got filing extensions originally due in by the end of this week.

Other affected business deadlines that are extended include the Oct. 31 deadline for quarterly payroll and excise tax returns. In these cases, the IRS is waiving late-deposit penalties for federal payroll and excise tax deposits normally due during the first 15 days of the disaster period.

Also, calendar-year tax-exempt organizations whose 2016 extensions run out on Nov. 15 now have until Jan. 31 of next year to file those.

Automatic relief: Again, as with Harvey tax help, those dealing with taxes in the aftermath of Irma don't have to ask for this special treatment.

The IRS automatically provides filing and penalty relief to any taxpayer whose address of record with the tax agency is in the disaster area.

If, however, you are eligible for special Hurricane Irma relief and still get an IRS late filing or late payment penalty notice, call the number on the notice to have the penalty abated.

The IRS also says it will work with taxpayers who live outside the disaster area, but who need records located in the disaster zone to meet a now-delayed deadline.

Similarly, if you qualify for relief but live outside the disaster area need to contact the IRS toll-free at 866-562-5227. This includes relief and recovery workers who are in the Irma affected areas as part of a recognized government or philanthropic organization.

Tax claim time shifting: Not to run this tax reminder into the ground, but since Irma has been declared a major disaster, taxpayers in those designated areas have a choice on when to claim any uninsured or unreimbursed disaster-related losses on their taxes.

You can claim them as an itemized deduction on the tax return for the year the disaster occurred, which in this case would be the 2017 filing submitted next year. Or you can claim them on your prior year tax return, which is the 2016 filing.

For most folks who choose the prior-year claim, this means you must amend that Form 1040. But if you got an extension to file your 2016 forms, you now have until Jan. 31, 2018, to do that and, if it works out better for your taxes, to claim your 2017 Irma damage on that 2016 Form 1040 Schedule A.

More disaster info: IRS Publication 547 has more on claiming casualty losses, as does this Tax Tip with specifics on disaster loss claims.

You also can find details on available storm-related tax matters at:

IRS' disaster relief Web page,

FEMA's Hurricane Irma special Web page,

USA.gov's Irma disaster resources page,

DisasterAssistance.gov's overview of government-wide disaster recovery efforts and

my Storm Warnings collection of links to posts on preparing for, recovering from and helping those dealing with major natural disasters like Irma.

Yeah, that's a lot of tax stuff to think about in addition to simply trying to put your pre-hurricane real life and home back together.

Take your time, especially since the IRS is giving you more of it, and make the best decisions for your family, finances and taxes.

You also might find these items of interest:

Form 4684, a disaster victim's best friend

When the storm's over, don't forget to claim possible tax help for your losses

Home basis, not market value, key amount in calculating disaster loss tax claim

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christophergill8 · 7 years ago