Utilizing Preservation Tax Incentives to Reduce Property Owner’s Expenditures for Renovation

iShade brings this informative piece to you, authored by Peter J. Scalise, B.S., M.S.,
of Engineered Tax Services…..

The Historic Preservation Tax Incentives Program, jointly administered by the National Park Service and the State Historic Preservation Offices, is the nation’s most effective Federal program to promote urban and rural revitalization and to encourage private investment in rehabilitating historic buildings. These tax incentives apply explicitly to preserving income-producing historic property and have generated billions of dollars in historic and rehabilitation preservation activity since the program’s commencement in 1976.

There are two categories of preservation tax credits as outlined below:

  • Pursuant to I.R.C. § 47(a)(1), the Rehabilitation Tax Credit offers a 10 percent credit available for the rehabilitation of non-historic buildings with an additional requirement that the building must have been originally constructed before 1936; or
  • Pursuant to I.R.C. § 47(a)(2), the Historic Tax Credit offers a 20 percent credit available for the rehabilitation of a Certified Historic Structure (e.g., one listed on the National Register of Historic Places or located in a Registered Historic District and determined to be of significance to the Historical District).

These preservation tax incentives can significantly reduce a property owner’s perceived costs for the renovation of an older building and should certainly be considered when planning a renovation project. In addition, it should be duly noted that most states now offer preservation based tax incentives at the state level (e.g., such as ME, NH, VT, MA, RI, CT, NY, PA, DE, MD, WV, VA, NC, SC, GA, FL, MS, LA, AR, MO, IA, MN, WI, IN, KY, MI, OH, ND, KS, OK, CO, NM, UT & MT with several remaining states introducing legislation that would create a similar program in NJ, AL, IL, and TX) which can be utilized in conjunction with the federal-level incentives to further reduce the expenditures of a property owner’s renovation.

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Please contact Engineered Tax Services today for a complimentary consultation to see if you qualify for this advantageous incentive.

About the Author
Peter J. Scalise serves as the National Partner-in-Charge and the Federal Tax Practice Leader for Engineered Tax Services. Peter is also a highly distinguished BIG 4 Alumni Tax Practice Leader. Peter is a member of both the Board of Directors and Board of Editors for The American Society of Tax Professionals (ASTP) and is the Founding President and Chairman of The Northeastern Region Tax Roundtable, an Operating Division of ASTP. Peter is a volunteer member of the iShade Tax Faculty and a frequent keynote speaker for the AICPA, ABA, NAREIT, ASTP, NATP, TEI & AIA on specialty tax incentives and legislative updates from Capitol Hill.

ETS Disclaimer
The article is designed to provide authoritative information on the subject matter covered. However, it is distributed with the understanding that the publisher, editors, and authors are not engaged in rendering legal, accounting, or other related professional services for your client base. Consequently, it is your responsibility to exercise all of the necessary measures to ensure proper tax preparation and tax advisory services for your client base.

Circular 230 Disclaimer
Circular 230 Notice: In compliance with U.S. Treasury Regulations, the information included herein (or in any attachment) is not intended or written to be used, and it cannot be used, by any taxpayer for the purpose of i) avoiding penalties the IRS and others may impose on the taxpayer or ii) promoting, marketing, or recommending to another party any tax related matters.

Scalise

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Practice Management Views: The Gary Adamson Interview

Meet one of today’s leaders in the practice management consulting world, Gary Adamson. As the founder and leader of Adamson Advisory, and having also been a managing partner of a sizable Midwestern public accounting firm, Gary has a wealth of leadership and management experience. Enjoy this insightful, educational and entertaining Q&A…

Q: You’ve built up a name for yourself as a thought-leader in the accounting profession, in what seems like a very short period of time after you left public accounting. How did this happen?
There are several pieces to this. I think that firms are looking for practical, no-nonsense advice to help them solve problems. The experience as a managing partner was a great teacher and I am sharing a lot of what I learned with my clients. So, there has been that pre-qualification with a lot of firms and their partners. I have the built-in credibility to help me gain their trust.

Most people do not realize that I had a bit of a head start. I was doing consulting with a number of firms while I was a managing partner. My tenure as a managing partner took us through several growth spurts, mergers and what I like to call plateaus. Other firms were and are looking for help on how to work through those a little bit more efficiently and profitably. Time did not permit as much consulting as I would have liked while I was wearing the MP hat.

As I was starting my consulting practice I had to decide how to get the word out and reach the audience that I was targeting. It became clear that I could reach a lot of people through the web and also via the various publications that cater to CPA partners. From state societies to firm associations to national print publications to web-based publications, much to my surprise they all had an appetite for content. Probably my direct writing style–and hopefully good content–helped me get published quickly and often. That is the single biggest reason for my relatively quick exposure.

Q: What has your transition been like going from a public accounting firm managing partner to running your own consulting business?
It has been a big change but I am really enjoying it. As every managing partner will tell you, being a MP is a thankless job and you take satisfaction from the small victories along the way and watching the firm grow and prosper under your guidance. There is definitely more direct gratification from working with firms in the consulting practice. Perhaps it is easier to make a difference when you are the “outside expert.”

I enjoy the relationships the most where the firm continues to call on me to help them implement. That is where most CPAs and firms drop the ball. We are all very good at putting concepts and action items on flip charts in our annual planning process. But we just don’t seem to have the follow through to get it done. When I can help push the implementation and see the results, that’s the good stuff.

I think that we all take a lot for granted, especially the infrastructure that a firm provides to us to be able to do our thing. When that is not there and you are doing it yourself then you really do appreciate it.

Q: Where is M&A activity headed for public accounting firms?
The word huge is probably not big enough. There are thousands of firms, especially sole practitioners who have no succession plan at all. The 2012 PCPS / Succession Institute survey should be read by all firm managing partners as it draws a bead on the issues.

There are more firms today who would consider an upstream merger than ever before. Three basic reasons…no successors…or not adequate successors, in the practice to pay for retirements; need for a larger / better menu to retain top clients; and the desire of younger partners to either make more money and/or get some help to pay out the retiring baby boomers.

Regardless of the motivators, I believe that M&A will be huge for the next five to ten years as the baby boomers work through their transitions.

Q: What’s the most rewarding aspect of what you do on a daily basis?
I probably answered it above, but I really like helping firms work through their issues and get to workable solutions and knowing that I made a difference for them.

I also really get a kick out of the first call that I get from a firm and hearing that something that I said in an article or in a speech “sounds like us.”

Q: What have been some of the key things you’ve learned throughout your career? What might you do differently if you could go back in time?
Oh boy, this could be a long list…

The CPA profession is filled with analytical people who are slow to change. Patience and consistency is what it takes to change the direction of the ship.

Consensus is an elusive and over-valued objective. As a firm grows it is more and more difficult to get it. There will always be outliers and to move an organization forward, firms need to move beyond needing consensus for their decisions.

Value people for their strengths. Don’t try to make everyone look the same.

I am a big believer in always treating others with dignity and respect. I think that can get lost in organizations, particularly in times of stress.

As far as the “what would you do differently” question, I really don’t think there is a lot that I would change. I have truly been blessed. Great family, great career, great friends. Maybe starting the consulting phase of my life a little earlier? But, you know that we are who we are based on our life and all of the experiences. So, I’m not sure that in my case I would be who I am if a lot were changed.

Q: What’s in the future for Gary Adamson?
I’m having fun. I like to build things and I’m building this part of my life. As long as I can contribute to the profession in some fashion I will likely do it. Right now that means working with firms.

I have a bucket list like most people…but there will be time for that.

Gary Adamson

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In Such a Bad Economy, What Gains Were You Seeking by Investing in a Practice Management System?

Ron Overson of Boulay, Heutmaker, Zibell & Co. (a public accounting firm in Minneapolis) shares some comments on investing in their accounting practice during a bad economy. It’s a short clip that I wish to share with you. Take a look!

Click the image below to view:

Bad Economy

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What’s the Plan for You That Lurks in the Minds of Others?

When CPAs leave a public accounting firm, whether it’s for an opportunity at another firm, a client, bank, investment house or another company, sometimes they have been heard to be chuckling. Often, that humor is masked in a cloud of frustration or disappointment when public accounting firm management wonders why they would leave the firm. Some managing partners think it’s akin to leaving Oz or Willy Wonka’s pad. Well, beauty is in the eye of the beholder, Mr. Wonka. More than one firm-exiting CPA has told me over the years, “They didn’t try to keep me until I said I was leaving.” Is this primarily a case of taking someone for granted or simply failing to communicate? Probably some of both in most cases—and is certainly not exclusive to accounting firms.

Taking people for granted is easy, especially when we’re all busy. What got me thinking about this is that tomorrow is my wife’s birthday. Maybe it’s time for all of us to shore up our communications efforts with everyone around us. It can’t hurt. Of course, that’s a perfect time to invoke some humor as well. Here’s what Dwight D. Eisenhower had to say on the matter:

“A sense of humor is part of the art of leadership of getting along with people, of getting things done.”

Hopefully my wife will see the humor in her birthday present being a new bird feeder for the backyard…

Eisenhower

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When the Recession Came, How Did You Feel IT Could Help You Weather It?

Paul Sherman, Chief Operating Officer, Marcum LLP talks about when the waves of recession hit. It’s a quick and thought-provoking clip that I would like to share with you. No charge.

Click the image below to view:

Recession

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Don’t Worry About the Government

Over the past three years, the Small Business Administration has backed 420 loans to 322 small breweries. This statistic is in line with the SBA’s move to fund more start-ups in the “creative economy,” it seems. In this midst of Internal Revenue Service turmoil, it’s great to see something positive from another governmental department. What are your thoughts on the role of government when it comes to business growth?

On the subject of the weather-beaten IRS, Steve Forbes has declared that the agency should put an immediate freeze on the hiring of agents. Naturally, Forbes is an outspoken opponent of ObamaCare and the IRS expansion that goes along with the deal. What are your thoughts on Forbes’ stance?

Ponder these thoughts this evening over a cold SBA-backed beer.

Worry 8

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What Policies Encourage Timely Billing?

Ron Overson of Boulay, Heutmaker, Zibell & Co. (a public accounting firm in Minneapolis) shares some comments and practices on billing. It’s a short clip that I wish to share with you on this Friday afternoon. Quick and thought-provoking.

Click the image below to view:

Paid

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