Cognitive Biblical
Therapy Coursework

Counseling Through God’s
Transformative Word

Course 6 Chapter 3

Chapter 3 The Business Aspects of a Private Practice

a. Private Practice Business Team.

b. Types of Practice.

b. Home Office Practice.

Essay Questions: Answering the section questions (red buttons) is a great way to prepare for the end of the Chapter Quiz. Chapter 3 questions will help you review the text material and apply to your present or future counseling setting. The section questions will provide Dr. Wilkinson’s feedback to your answers.

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Chapter 3 

Business Aspects of the Private Practice

Private Practice Business Team

Our next topic is developing the business aspects of a private practice with a business team. In the second section of this chapter, we discuss the type of practice and the business team needed to support it. The realities of establishing a private practice from the business standpoint can be overwhelming. To be successful as a counselor, you will need to build a business team of professionals such as an accountant, an attorney, and a banker (bank account services) who will assist you meet the business-oriented needs of your practice. If you receive direct payments from clients, you will need the help of an accountant who will help you set up an accounting system, coach you on how to keep it current and use it for creating reports. If you incorporate either for profit or not for profit, you will probably need an accountant to help you learn how to pay withholding taxes and pay quarterly taxes. 

For example, I had to buy a software package for my computer in order to keep track of receivables and business expenses. In more recent years, online applications or downloads like QuickBookscan do some accounting actions once it is set up.  Once I incorporated, I had to pay taxes on the corporation requiring forms from the federal and state government, quarterly reports for income, federal and state unemployment tax reforms, and the schedule to send in my taxes. I had to calculate the FICA and Social Security withholding income tax and how to report it at the end of the year with yet another form. I contacted two accountants: one helped me learn to use a software program (like QuickBooks) that I bought, and the other one helped me learn the tax and reporting systems, how to keep records, and send the checks to the Federal Reserve Bank. I also had to apply for federal and state tax ID numbers, and register the name of the ministry under what Missouri calls a fictitious name (other states called, Assumed Name with local county clerk or Doing Business As [DBA]). I knew nothing of these things. I spend about $800 a year to maintain the services of my accountant, and I probably contacted him at least once a month, and more often at the end of the year and tax filing time. 

You'll need an accountant if you want to build some benefits into your practice. For example, I set up what was called a SEP account (Simplified Employee Pension), which is deferred income for retirement. The man that I worked with was not an accountant, but an investment manager. After I shared with the accountant about the SEP account, I found out that the SEP account couldn't exceed 15% of my income, which I had already done. The accountant helped me find a second level of investment to meet my retirement goals which was a tax deferred account which didn’t have limitations. The accountant was able to help me protect my income that was above my wages and my operating expense for the practice. 

At the end of that year, I did not have to pay high corporate tax, which is about 28%, instead it was deferred to the other income, which would eventually be my retirement. You need to learn how to invest the money that God blesses you with through your practice. Another thing I learned was to spend down corporate profit before the end of the year, because my type of business was a service type corporation, which means you are providing help to people. With that money, I was able to invest in the business by upgrading my computer and printer at my office, which I could do because the accountant helped me understand the mechanics of the type of corporation or practice that I had set up.

Your greatest need for an accountant will be to help you learn how to keep the taxes paid on time and the right amount. If you have never run a business before, at the minimum, you need to make sure you have your taxes adequately paid even in a sole proprietorship, without incorporation, you will still be responsible for your taxes. You will need to discipline yourself to set aside the money so that it's there when you have to make your tax payments either at the end of the year, or quarterly each year. With the corporation there will be different questions that you will need help with. When you start out, you have to estimate how much money you will need to pay taxes on. If at the end of the year, you have not made as much as anticipated, you have to recalculate your tax payment to prevent overpaying money that will not be returned by the IRS like with individual income tax accounts. So, the tax issues are usually complex and changing. And you don't have the time to keep track of the tax laws, nor have the competency with what you're doing. You have to think this through and make sure that your needs are covered here, so that you don’t end up caught in a real mess which can be extremely costly. You will probably always need to budget in the cost of a professional in accounting.  Keep in mind, there will be times when clients have financial woes that need a good accountant.

Having an attorney is critical in a lot of ways, but one you don’t want to use! But you need to have someone knowledgeable of the law. The attorney will protect you in any potential malpractice situations, help you to know what the law says, or to be a sounding board for a question you have about a potential threat of a lawsuit. I have called my attorneys more than once to say, “Here's my situation, here's what I think, here's what the client's saying. What do you think? What are my liabilities, responsibilities?” Or sometimes I call them just to check out my understanding of a given law or a situation, or an agency like the Department of Family Services. The attorney also can help you to set up fee or lease arrangements when needed, provide referrals for your clients who need attorney services, or give you general legal guidance for your business and a practice. 

For example, when I supervised counseling students in Missouri as a licensed, professional counselor, the licensure committee required a contract between the supervisor and the student which denoted the time for supervision, the payment for supervision, and the location for the practicum. I didn't have any idea how to do it, and I learned that the committee didn't have any idea either. So I went to my attorney, and explained what I needed. He explained that he had done this with other people, and had some sample contracts. He drafted a contract that was so good that the Licensure Committee used parts of the contract to write into their law as an example of a contract (Required Written Material forms). We gained an excellent standing with the licensure committee, which deepened our reputation as being straightforward, honest, intelligent, and capable. And we had a contract that served us well and it cost me a few hundred dollars. Building our credibility and reputation was priceless, and it paid for itself over time by providing a business relationship with students. We also worked out a contract between the student and the church, which they also were delighted with. 

The attorneys also helped with my ministry name registration and the incorporation process. I found Christian attorneys who also shared my vision of Christian counseling. You share common goals. I've been subpoenaed to testify, and they helped me know how to have records sent to the court with my secretary as the keeper of the records. That meant that she could take them, and I wouldn't have to go to the court. They also helped me know how to set up a legal separation, and stop divorce proceedings. They also were helpful to protect clients from unfairness in terms of financial support or visitation rights. I have had clients are accused of felonies, especially sexual abuse cases the attorneys know how to defend the person and his or her right to have Biblical counseling. All those things are critical, so it's well worth the investment. As you refer people to a good Christian attorney, he will also be referring clients to you. At times, you're not necessarily going to get a large referral base back, but you can confidently say this attorney will be godly. These good professionals are critical to your success as a counselor. 

Now, the other person I mentioned was your banker. Your banker isn't as critical as these others, unless you're into, say, a building program or things like that.  Your banker basically has to be there to help you set up your checking, your savings and your charge accounts. There is a difference between personal and business accounts, most times with higher costs, different rights you have.  Since your actual cash on hand varies, the bank will cover your checks for a few days without charges. A savings account will allow you to add money to save for equipment or printing costs. A credit card can be useful to help you purchase supplies online or make a down payment on needed equipment when it is on sale or promotion. For the most part, you can set up a business account over the phone with a customer service representative and an online account.  

You will find out, a business account can be linked to your personal account, if so desired.  You will need your fictitious name (assumed name, doing business as name) documentation to email to the customer service representative for this account. Your business team is an extension of your ministry and absolutely critical to your success as a counselor by having your expenses and taxes paid on time. You will operate in a sense of peace, and not worry about being able to continue your calling because of finances. That then frees you up to do the rest of the things you have to do, which basically is to be about the business of counseling.

Question 1

Fully answer the following question from the content you just read and submit your answer to find your score and Dr. Dan's answer to the question.

The realities of establishing a private practice from the business standpoint are usually very large and overwhelming. Part of your team will need to consist of an accountant, attorney, and banker. Discuss your understanding of these needs and how you plan to meet the business-oriented needs of your practice.

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Dr. Dan's Answer:

The accountant is necessary for tax purposes and general investment strategies that will let you defer income, maximize investments, set up lease arrangements of equipment, and create shelters and benefits for income -- such as vested retirement funds or variable rate life insurance investment programs.

The attorney will protect you in any potential malpractice situations, help you create contracts or lease agreements when needed, provide referrals for your clients, and give you general legal guidance for the business end of the practice.

The banker will enable you to create business accounts -- both savings and checking -- which are critical to the separation of your business financial matters from your private financial matters. The two cannot be co-mingled in any way, shape, or form due to income tax considerations.

Individual Sole Proprietorship

Now the next section is about the Types of Practice or scope of the practice you can choose to use: a) individual sole proprietorship, b) partnership joining an existing practice, c) incorporation, and d) employee for a not for profit organization. The individual sole proprietorship basically means that you take on both the legal liability of your ministry and all of your expenses come out of profit and all benefits are paid by your net income. What that means is that if you need a copier, you buy the copier out of your income. So, if you rent a copier for $1,200, you take that cost out of your collected fees for that week. That means your income isn't all paid to you as salary, but means a portion of your income is your salary after expenses. I did that for a number of years, and it's very frustrating, because while trying to build your practice, you pay for everything you use and need. It's not necessarily the best way to do it, unless you have a small practice. Yet, depending upon your ministry goals, being a contractor, who is a sole proprietor, leaves your options open to do other work as a contractor and less office operating cost paid by the church or non-profit organization.  The partnership can be a better deal, by sharing some of the expense with somebody else. You can still have a sole proprietorship process there with perhaps just a legal agreement as to who will pay for what or how much. Partnerships can either be informal or formal. 

Formal Partnership

You can join an existing practice using an employment agreement, a sample of which you should find in your course file. When I was looking for a place for my practice a few years ago, I learned about this along with a lease agreement for office space with a person. A psychologist owned an office suite that he rented out to six different counselors. He had some agreements I would have to sign to come on staff and be a part of this particular practice. It described in detail what I would be supplied with and what my obligations to pay would be. I would be an employee of the practice and need to abide by all of the scheduling and counseling policies of the practice. I would need to accept any client assigned to me and do group counseling when assigned to me. So, the agreement is to be hired as a staff counselor. This doesn't have to be a negative agreement, but you need to make sure that you know exactly what you're signing. If I would have signed this, I would have been financially obligated to do so.

Incorporation

Now another potential for you is what I've alluded to before, which is incorporation. It seems like, at least from what I can tell at this point in time, that that's a pretty good idea. Incorporation, it does have stipulations and demands. The whole tax issue is sort of a pain in the neck, because you have to be recording very precisely and consistently tax payments, federal, withholding, state withholding, all these sorts of things. But the freedom that it gives you to make decisions, pay yourself perks, let your corporation buy your office equipment, is tremendous. It really does allow in a full time practice, the ability to shift the burden for development of the practice from coming out of your personal income to coming out of the corporation's income.  You are still paying yourself a salary along with your perks, that allows you to be taken care of very well. The issue to an incorporation is whether you go for profit or not-for-profit. The only reason I didn't go for not-for-profit was because it requires mounds of paperwork and proof and evidence that you qualify, and it takes a long time. If you have time, not-for-profit would be the way to go, because you don't pay sales tax on purchases which can be 8 percent of the total. That doesn’t seem like much until you add it all up over time. For example, a $1000 computer will actually cost you $1080. If you are planning on growing any type of ministry, it will pay for itself in the long run. You will be able to shift the whole practice over to not-for-profit later if you desire. You should use an attorney to help you set up a not-for-profit corporation to avoid making mistakes and future difficulties. 

Incorporation is the most involved form of a business structure, but holds the greatest options for the payment of benefits and profit development. This will require a CPA and an attorney, but allows the owner to pay him or herself benefits such as disability income, insurance, retirement programs.  It lets you pay for just costs like dues for credentialing, and subscriptions for your personal use. The incorporation allows the corporation to pay your yearly re-certification process and yearly fees to counseling organizations such as the American Counseling Association. The corporation is going to give you a lot of benefits. 

Question 2

Fully answer the following question from the content you just read and submit your answer to find your score and Dr. Dan's answer to the question.

You will face many options in regard to how you will establish your practice legally. Discuss your understanding of the different types of choices -- individual sole proprietorship, partnership, staff position, incorporation, and not for profit -- that are open to you.

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Dr. Dan's Answer:

Individual sole proprietorship means that all expenses come out of profit and all benefits are paid for through after-tax income. It is an acceptable way to establish the practice, especially when first created. There is minimal tax responsibility -- no requirements to pay FICA, federal withholding, or Medicare through a separate set of books; rather, this is paid by the counselor once when normal taxes are due.

A partnership is usually more involved and can be set up so that each person is responsible for his or her own taxes, or so that there is a larger structure such as a corporation.

A staff position is one in which someone else owns the business and the staff person is simply paid wages or an hourly rate. This is a relatively trouble-free arrangement for the staff person but involves bookkeeping and tax responsibilities for the owner.

Incorporation is the most involved form of business structure but holds the greatest options for benefits and profit development. It requires a CPA and an attorney but allows the owner to pay benefits such as disability income insurance, retirement programs, dues and subscriptions, and other items through tax-free dollars. Incorporation can occur in either a profit or not-for-profit business setting.

Employment Agreement

If or when you choose to counsel as an employee for a church, non-profit ministry or public organization, make sure you sign an agreement or contract for a mutual understanding.  Be sure to read the fine print. If you want to work with somebody who doesn't have an employment agreement, be sure to work one out before starting your job, get it signed, and make sure it's legal and binding for both partners. Without that you may be surprised by the differences in understanding of the employment relationship. If you don't define the structure, and you get into a disagreement, then you have no way to resolve it. 

Second, be mindful to assess the agreement and the spirit of the partner/employer in your agreement. Be aware that you will find the need to amend the agreement as you work together and things arise that you did not plan for such as: who takes out the trash when the janitor is ill and not at work? Who cleans the restroom when they are not done at the end of the day? What type of clients and how will you get clients assigned to you?

To keep this simple for now, a sample of an Employment Agreementthat I used in my practice for my office administrator, is provided in Course Six Required Written Materials. This agreement is very general, has some practical applications for an office administrator, though can be modified for a counselor.  My purpose in using the sample agreement is to help you to be aware of what a general agreement looks like and your need to pay attention to the details you are agreeing to follow.

Let’s start with Number One, that is Employment.  Get in writing your role, who is supervising you and work duties (may be spelled out in a formal job description or addendum).  Number Two, the Best Efforts of the Employee, the employee agrees to perform faithfully, industriously and to the best of employees, ability, experience and talents, all of the duties that may be required by the express and implicit terms of this agreement to the reasonable satisfaction of the employer. The employer has to be reasonable. And then it says where they shall be provided for, or that there may be other places the employer may require you to work, which might be seminars, workshops or another branch office. Number Three:  Compensation of Employee.  Compensation for the services provided by the employee will be very important to you and the employee. Under this agreement, the employer will pay an employee $7.50 per hour (Remember this agreement example is for the office administrator, not for the counselor.  A salary or hourly rate can be written here for a counselor.). This shall be paid monthly on the 15th day of the following month. Upon termination of the agreement, payments under this paragraph shall cease, provided, however, that the employee shall be entitled to payments for periods or partial periods that occurred prior to the date of termination and for which the employee has not yet been paid. In other words, if you're owed back pay, then that will be paid to you. 

As you will find in the sample employment agreement, I put commission in here because in some situations, people do receive commission. You can find computer programs or online apps to help you to draw up these agreements.  If you are the employer, I'd encourage you to get familiar with an online legal document program, or something like this, to draw up these kinds of agreements. You can use this one as a sample. 

An option that can be included in an employee agreement is the employer will make commission payments to the employee based on 10% of the gross income per month of the clinic. If you are in a situation where commission is part of your income, it needs to be stated at what rate you'll receive it in your employment agreement.  You (the employer) want to make sure you're treating them fairly or give you the right to make sure you're receiving what you're supposed, even a beneficiary needs to be included. A disability clause is important which allows you to continue to receive a commission for a given period of time, even if you are unable to work up to a period of 90 days. 

Number four, now says a reimbursement for expenses in accordance with employer policy, (such as travel expenses, meals, postage, negotiating if you perceive your job means you're going to have to travel somewhat). I found that as an employer, the better you treat your employees, the better off you are in the long run because you develop loyalty and a sense of fairness and commitment.  Number five says termination due to discontinuous business. This is important to include so that if the business fails, and you're out of a job, you have to be given prior notice. And then number six says recommendations for improving operations. It's basically saying if the employee thinks something's not right, tell me, and so that we can improve the business. Number seven is confidentiality, and it says the employee recognizes that the employer has and will have the following information. In this situation, you are protecting yourself as the employer from anything that would not be beneficial to your business, such as stealing from you. If you take an invention, you take equipment, you disclose costs, discounts, future plans, business affairs, copyrights, or any information that's considered vital to the business or valuable or special or unique to the employer. I could say, wait, in your agreement you stated you wouldn't do that, and I'd have the right to a lawsuit. The agreement is that the employee won't divulge, disclose, communicate this information to someone else, but will protect it, so that this doesn't happen. 

Number eight says the unauthorized disclosure of information, which says I can get an injunction to restrain you from doing these things, prohibits you from doing that. And also, if the employee leaves the position for any reason, there is a provision for confidentiality. The employee doesn't have the right to use this information that may have been gleaned through the contact with you as the employer, or to make any statements that disclose information learned from the business. If the employer desires, a non-compete agreement can be included that prohibits an employee or former employee to use what they may have learned to create a business that directly opposes yours. 

Number 10, vacations are discussed and you can negotiate for what you want. This says one-week paid vacation for each year of employment. Usually there's a limit and you have to use it each year. Next in number 11 is sick days, personal business time off policies need to be in writing as you agree on. You can also negotiate about holidays (Number 12) and other benefits. Other benefit options (Number 13) can be for disability insurance, a retirement plan, health insurance and life insurance. So that's a place where, especially if you're going into a clinic, where there's some financial stability, you want to negotiate for those things right up front and tell them that that's what you'd like, and get it in writing. 

Number 14, it talks about term or termination. It says, in essence, with this, the person is hired for an indefinite term. Number 15 says termination for disability, and it says the employer can terminate the employee. If the person becomes permanently disabled and is no longer able to perform their job, they have to exercise this option by giving a 90-day written notice to the employee. Also, the next issue (Number 16) says compliance with the employer's rules, basically says that the employee agrees to submit to the rules and regulations. Number 17 says return of property, such as keys, records, notes, data, memorandum, models, equipment that belongs to the employer. And then number 18says notices. And it says that all the notices that have been asked for (generally a 90-day notice) and such will be deemed delivered to the employer (address), by the employee. 

Number 19 says that everything contained within this agreement is it, there isn't anything else, there is not any extra stuff. There are no other papers. This is the employment agreement.  Number 20 says any amendments must be made in writing and signed by both parties. Then severability in 21 which means if any provision in this agreement is held to be invalid or unenforceable, the remaining provision shall continue to be prevalent valid. In other words, if one part doesn't work, doesn't mean the rest don't. Number 22 says the waiver of contractual right says that if either party doesn't enforce the provisions or stick to the provisions, then it says that shall not be construed as a waiver or limitation of that party's right to subsequently enforce and compel strict compliance with every provision. In other words, if one part doesn't work, the rest still do. They're still enforced. Either the employee can say, wait a minute, this is my right, or the employer can say, this is what you need to do. And then in number 23 says - the state shall govern or enforce this agreement. 

At the end of the agreement, it lists who the employer and employee is. And then on the last page, Exhibit A, basically, it provides a description of what the employee will do, or the employer is asking you to do. The employer could put under this section:

  1. Job description for an office administrator could say,, the administrator’s office tasks for digital filing, answering the phone, welcoming clients, receiving counseling payments, etc.. 

  2. For counselors as employees, the exhibit could say, The employee shall provide one hour counseling sessions for at least 25 sessions per week, whereas the clients are available for scheduling.  The Counselor shall be licensed as a professional counselor or be in training and under the supervision of a licensed professional counselor. In this state, the counselor shall maintain all professional liability insurance for at least $1 million per case, both upon him or herself and the Counseling Center.  The counselor shall provide, at his or her own expense, all the necessary personal items that are necessary for the maintenance of a professional appearance and a professional practice, such as calculators, books and so on. The Counselor shall be responsible for his or our own tax payments of all kinds, including FICA, federal and state income withholding and other tax concerns. 

So, in essence, you have to look through this description and decide if you can meet these requirements, because if you say that you will do this, then this is what you're bound by. So that's going to mean you're either licensed or you're in the process of being supervised, and you finished a master's. It's going to mean that you know that you are buying your own office supplies, at least to some degree, for your desk. It's going to mean that you carry your own malpractice insurance. There are a number of things that you're agreeing to. 

Now, what I have found just in this kind of situation is it's really easy to talk with somebody and say, ‘Well, yeah, we can work this out, and then we'll be okay.” And shake hands and say, well, that's done. But if, if you assume that, and then there's a question or a grumbling or a hurt feeling or an attitude, well you got money, why don't you buy it? Or your supplies start to sort of disappear, or something that should be done, like maybe meeting every week for an office staff meeting, and person doesn't show up, or carrying the malpractice insurance, you have no way to go back to the point in time when you when you shook hands to say, “Well, this is what I wanted you to do ...,” because you didn't say it, or you didn't write it down, or the person didn't read it, or they didn't sign the document. You make this formal agreement to make sure the relationship is harmonious, honors God and works. And the way you do this is you come up with an employment agreement. I would urge you, if the person that you're going to work with in a partnership or join an existing practice. If they don't know about employment agreements, then you educate them, and don't go with them until you get one worked out and make sure it's fair. If it's not, challenge it, pray about it. Negotiate, work out something that you can live with and you feel good about. 

Additional note:  The sample employee agreement is just that, an example and not a form to be formally used by an employer.  This sample agreement is only for educational purposes only, not for legal advice and is to be understood “as is”, based upon the date it was written.  Therefore, the agreement example disclaims any warranty of accuracy or completeness and limits the writer’s liability for any damages or issues arising from the use of this sample agreement.

Question 3

In your own words, answer the following question and submit to see Dr. Dan's answer. This question is for your personal reflection -- no score is given.

You may be faced with either signing an employee agreement or asking one of your staff to sign one that you have developed for your practice. Examine the Employee Agreement linked in this chapter and comment upon whether or not you see it as necessary and appropriate. Also comment upon your own feelings in regard to either signing one of these agreements or asking an employee to do so.

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Your response has been recorded. Compare your answer with Dr. Dan's below.

Dr. Dan's Answer:

Employee agreements, if fair, are good for everyone involved simply because there is a sense of safety and respect, providing clarity and understanding. Both the employer and employee are bound to specific guidelines and principles which help to remove unfair practices and any element of fear on both sides of the agreement.

Rental Agreements

Another thing you might run into is a rental agreement which is an agreement about the space you are using as a part of a partnership or sharing office space. They will define how much you pay to use the facility of your office space. I talked with a man who was a psychologist, and he had a rental agreement that broke down the office space into square footage of use that included the office space, the waiting area, the hallway. He would charge each counselor (renter) a portion of each space that was used on a normal day. He divided his secretary’s time and a square footage of her floor that she used to answer the phone, make copies for me, to talk to my clients, to receive payments. A percentage of your gross income is a pretty common practice that you will find where someone else owns the building and you become part of the practice. The problem is that percentage can run up to half of your gross income.  

Another facet to this rental agreement was I had to sign a two-year contract. If I wanted to break the rental contract, I could under only two conditions: I found somebody else that took over my contract, or keep paying the rental fee, even if I wasn't there until my two-year contract was up. This was hidden in the fine print, and my attorney found this detail. Spend some time calculating potential income from a full-time caseload, and the cost of the rental agreement to be sure you are making a wise choice. 

As you may have noticed, a supervision agreement is different from a rental agreement.  In supervising counseling students, I charge 10% of their gross income, to pay for my time, documentation and my reputation of quality counseling. My reputation is valuable to the student as providing credibility as the student begins his or her own practice. You have spent time and money building your own credibility by making the calls to pastors, time talking with pastors, buying their lunch, sending your information to them several times each year, etc. That has a monetary value. 

But in a rental agreement, it's strictly using a facility, or there can be some degree of help. They may say they will give you a percentage of referrals as an employee, which is not always done fairly sometimes, because other employees may squabble on who owns the referral. Sometimes the distribution of clients is not consistent. Sometimes they're just not there or the clients never show up. The psychologist/owner was astonished when I told him that I had a caseload with a waiting list. I could almost hear the cash register ringing when he realized that I could bring into the practice somewhere around 25 sessions every week, guaranteed, because that meant that his 50% was in the pocket, and he didn't have to do much work to get it. So sometimes people are pretty greedy or desperate.  Some counselors are trying to survive, others are counseling for the wrong reasons, or they may not know there's a better way to do business. So be wary of rental agreements. Check them out, let your attorney see them, and then make sure your rental agreement is good and has the proper stipulations in it, so that it is functional and works. 

Home Office Practice

There are several other options for a counseling location to consider, such as your home, a clinic as part of a team, rented office space, a church or other not-for-profit organization (aka para-church). For now, let’s focus on the option of using your home, which requires your honest assessment of viability. For example, tax issues, the way that the office might affect your family, affect your lifestyle in the home, being isolated somewhat from the business community, and zoning laws for business in a residential area. Some of the concerns will involve how much your business will interfere with normal family lifestyles, like being quiet around the house because mom or dad is with a client. There is a walk on eggshells atmosphere so kids can't run and they can't play loud, active games. The family can feel invaded, like they've lost the right to their home. That can be very detrimental to the family by putting stress in the home and removes a sense of rest or relaxation. 

Feeling isolated from other professionals can reduce your feeling professional and may harm your credibility in the eyes of your clients. If someone comes to your office in an office building, it's different for the client if they come to your home out in a residential area, including where do they park their car.  

Yet, coming to a home can seem less professional, more relaxed, and doesn't give the same impression as entering an office building. If you choose to do virtual counseling, your home office may be more of a viable option.  In the past, there was an ongoing movement to restrict the whole issue of an office in a home, and you have to meet certain criteria or guidelines for the office. In recent years, the rise of virtual or online counseling with encrypted services has provided many counselors the opportunity to work from home.  Counseling ethics for online counseling is a serious matter.  It is recommended to access specific training for online sessions and to develop office policies designed for home virtual counseling.  

For tax deduction purposes, you will need to determine the area of the home space used as an office, that will be restricted to office use only. In some cases, people willfully plan for the office by using a second building on their property, or they enlarge the home to include a new space for the office. The criteria for the home office seems to be constantly changing. Other things to consider are the entrance to use, waiting area, restrooms, and office sound proofing which we will discuss next.

Copyright 1987, 1990, 1993 by Daniel D. Wilkinson. All rights reserved. For more information concerning this material, write to:
The Biblical Christian Counseling Ministries, Inc., 2730 Radcliffe Dr., Florissant, MO 63031.
Any reproduction of this material without the express written consent of the author is prohibited. Printed in the U.S.A..

Question 4

Fully answer the following question from the content you just read and submit your answer to find your score and Dr. Dan's answer to the question.

What should a counselor consider regarding the disadvantages in using a home office when seeing clients face to face, or advantages for virtual sessions from their home office?

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Dr. Dan's Answer:

Counselors must consider potential tax implications, zoning regulations, and the impact that operating a business from home may have on family life and personal lifestyle. Family members may feel restricted because they need to remain quiet while counseling sessions are taking place, creating a "walk on eggshells" atmosphere where children cannot freely play or make noise.

In addition, clients may feel uncomfortable visiting a counselor's private residence, particularly in relation to privacy concerns and practical matters such as parking in a residential neighborhood. Counseling virtually, when using secure, encrypted online counseling platforms, allows the counselor to work in the comfort of their home -- taking advantage of tax breaks, less time and travel to an office, and lower rent payments.

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