SALT Tax Alert: Texas Becomes the Latest State to Join the Multi-State Research Tax Incentives Program

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

Overview of Multi-State Research Tax Incentives

Multi-State Research Tax Incentives (e.g., whether in the form of a credit, deduction or grant) are a highly advantageous way to supplement the federal-level research and development tax credit pursuant to I.R.C. § 41 in tax effecting companies true cost of their research and development spend while lowering a company’s blended multi-state effective tax rate for both tax accrual and tax return purposes at the multi-state levels.

More specifically, in addition to the Federal-Level Research and Development Tax Credit pursuant to I.R.C. § 41, there are now approximately forty states that offer research tax incentives and these states generally follow the federal statutory, administrative and judicial interpretations on what constitutes Qualified Research Activities (hereinafter “QRAs”) and Qualified Research Expenditures (hereinafter “QREs”) with the notable exception of states such as Connecticut which lowers the threshold to utilize the I.R.C. §  174 research and experimental expenditures definition for QREs.

It should be duly noted that state level research tax incentives can be much more lucrative than the federal tax credit because states often provide generous research tax incentives to encourage taxpayers to perform research and other business activities within their respective states. As a caveat, there are clearly distinctions in other state research and development incentive programs as well, such as California which generally follows the federal rules, but utilizes a different gross receipts calculation to include only sales of real, tangible, or intangible property held for sale to customers in the ordinary course of the taxpayer’s trade or business delivered or shipped to a purchaser within California, but does not include service-related receipts, rents or interest. Furthermore, in addition to offering a research incentive, some states may allow an entity in a loss position (e.g., without a current tax liability in which to utilize the credit against) to immediately monetize their credit (e.g., “cash-in” the credit at a discounted selling price) with the state (e.g., Connecticut) or transfer it to a third party that may be able to utilize it (e.g., New Jersey), rather than carry it forward to a future year when a company has a tax liability to utilize it against.

A Synopsis of the Newly Enacted Texas Research Tax Credit

The Texas legislature worked diligently and collaboratively this month to pass House Bill 800, which ultimately will bring back to Texas their version of a research tax credit and will ultimately drive business back to Texas helping to create thousands of research and development based jobs for the State. The Texas research tax credit had previously expired and lapsed for several years without being retroactively renewed due in part to the recession.

The new and improved State credit is available for companies that design, develop, and / or manufacture in the state of Texas and applies to both a company’s new product development efforts as well as their manufacturing process improvements. It should be duly noted that this state credit, similar to the federal credit, can be broadly applied to virtually all industries including, but certainly not limited to, Life Science Companies (e.g., Pharmaceuticals, Bio-Technology, Medical Devices); Food Sciences Companies (e.g., including Bio-Flavoring);  Energy, Chemicals, Natural Gas, and Oil Companies; Aerospace & Defense Companies; Electronics and Software Companies; amongst countless others industries.

Companies need to claim this Texas credit not only because it reduces the state level effective tax rate, but because it truly compliments the federal credit in further reducing the cost of a company’s research and development spend and appropriately tax effects a company’s research and development spend for both tax accrual and tax return purposes.

Contact Peter J. Scalise today for a complimentary consultation to see if your business may qualify for federal and multi-state research tax incentives.

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 a highly distinguished BIG 4 Alumni Tax Practice Leader and has approximately twenty years of progressive public accounting experience developing, managing, and leading multi-million dollar tax advisory practices on both a regional and national level.

Peter is a renowned keynote speaker and author on specialty tax incentives and legislative updates from Capitol Hill for NAREIT, USGBC, AICPA, ASTP, NATP, ABA, AIA, TEI and serves as a volunteer member of the iShade Tax Faculty. Peter serves on 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.

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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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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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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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Fewer Clients with Higher Realization? Spend More Time with Those Better Clients?

Some live it, some dream it, and some say it can never happen. Where do you stand on the topic of realization and the role that it plays in your practice? These insightful, very brief video clips are a useful resource that I want to share with you. If you’re trying to get a better handle on realization, you’ll jump on this like a hobo on a ham sandwich.

How does continuous monitoring help you improve realization?

How do people know where they stand against realization targets?

How does early-warning of realization issues help your firm get paid?

How has better visibility of realization improved management of the firm and morale of the staff? 

What if realization just doesn’t improve?  When is time to let a problem-client go?

How do you enforce realization goals across the firm?  Is everyone “bought in?”

Workers 7

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A Moment With Rita: The Keller Interview

Meet one of today’s leaders in the accounting profession, Rita Keller. A nationally known CPA firm management consultant, speaker and author…Rita is a former shareholder and Chief Operating Officer of a successful, regional CPA firm. Savor the Q&A…

Q: You spent a lot of time being a public accounting firm administrator. How has that role changed over the years and where do you see it headed?
I became a CPA firm administrator when the role was in its early stages inside a CPA firm. Law firms had already successfully established the role years before but CPAs were slower to adapt. Most firms had someone inside the firm who took care of the day-to-day – it was usually a high-level administrative person, secretary to the managing partner, although we don’t use the “s” word anymore.

Once ambitious CPAs learned that they could trust someone else to take care of the operational details, freeing them up to serve clients and obtain new ones, the role expanded significantly.

There are still many levels of firm administrators today, depending on the size of the firm and delegation skill of the MP and other partners. Titles include: Office Manager, Office Administrator, Firm Administrator, Director of Administration, Chief Operating Officer and Chief Administrative Officer. A handful of firm administrators have actually, like me, achieved shareholder status at their firms.

With all of the succession issues facing CPAs, I believe the role of the firm administrator is key into helping the departing generation make the transition as well as helping the up-and-comers expand and improve their management skills.

Q: How important is it that a firm administrator knows how CPAs work and what they encounter day-to-day?
This is extremely important. The more the firm administrator knows about the “business” of the firm, the more helpful they can be. They should strive to roll-up their sleeves and learn how the audit team puts together a financial statement and how the tax people prepare and process a tax return. This usually comes very naturally with experience.

It is also very important that the firm administrator role be considered a partner-level role in that they attend all partner meetings and retreats so they fully understand the issues first-hand.

Q: What has surprised you in terms of what public accounting firms have done (or not done)–both positively and negatively?
Over all my years working in public accounting, I have been pleased (surprised) at how CPAs have invested in technology to produce a better and more efficient work product. It has been one change that almost every CPA has embraced.

I also believe that even with the intense focus on due dates and the need to possess a great work ethic, CPA firms are wonderful places to work and create a career path. For the most part, CPAs are truly ladies and gentlemen and wonderful people to work with and for. I have found CPAs to be flexible and understanding with their team members almost to a fault. That brings me to some negative thoughts.

CPAs are often much too nice. They go to great lengths to avoid any form of confrontation and thus high performers and low performers are treated almost identically. In fact, high performers get rewarded by receiving more assignments (more work) and low performers receive less work and can almost coast along for years on end. This has to change!

CPA owners/partners need to focus on leadership development and better communication skills. As owners of the firm they should be more focused on their business and less on doing the work of the business (audits, accounting and taxes). Too many firms are under-managed, which is different from micro-management.

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?
The most important thing I have learned is that nothing is ever handed to you. Especially as a woman, you have to be proactive, speak-up and work hard to achieve your goals. I like a mantra used by Sheryl Sandberg in her book, Lean In – “Done is better than perfect.” I believe CPAs could learn so much from that simple statement. When it comes to improving their firms (on the inside), I always say, “CPAs have good intentions but no implementation.” They revisit the same management topics year after year.

If I could go back in time, I would start my own business sooner!  I see so many people inside CPA firms – owners and employees – who stay put when they are not really happy.

Q: What are some of the things that you love most about the accounting profession?
I love the people. I have met thousands of wonderful people over the years and had a chance to speak to and work with so many.

I love the opportunity public accounting has provided me to learn new things, continually improve my knowledge and skills. Life-long learning is a fact of life in the CPA management world.

When I first walked into an accounting firm I thought to myself, “This is probably going to be boring but I will give it a try.” I have not been bored for one minute in over 30 years.

Q: You travel a ton. How about sharing a funny travel story?
Sad to say, I can probably tell you more horror stories than funny stories. That being said, I usually enjoy the Southwest flights the most and use Herb Kelleher stories in my workshops. One flight we had a guy flight attendant who was quite the entertainer. From his seat in the front, as the plane took off and was climbing, he slid bags of peanuts down the aisle (that slid rather quickly because of the incline of the plane) and you could grab them as they went by.

Q: What’s in the future for Rita Keller?
A few years ago I decided on an early retirement from daily life inside a CPA firm to become a fulltime management consultant. So, some day in the not too distant future, I’ll be facing retirement again. I feel like I have a lot to contribute for a while but I will be cutting back on the travel.

I am just getting started with SurveyCPA, a people-survey tool for public accounting firms and I have a couple of other exciting projects in the works.

I have a loyal following for my daily blog and my newsletter is also very successful. I’ve been blogging daily for seven years so I have a lot of content “out there.” Maybe it’s time to write a book.

Rita Keller

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The Best Accounting Joke In The History of The World? Well, Maybe Not…

We’re almost to April 15. In that spirit, enjoy this fine accounting joke! Pass the link around to your co-workers, clients and referral sources.

A local bar was so sure that its bartender was the strongest man around that they offered a standing $1,000 bet. The bartender would squeeze a lemon until all the juice ran into a glass, and then give the lemon to a patron.

Anyone who could squeeze another drop of juice out would win the money. Many people tried, but no one could do it.

One day a scrawny little man came in, wearing thick glasses and a polyester suit. He said in a squeaky voice, “I’d like to try the bet.” After the laughter died down, the bartender grabbed a lemon and squeezed it. Then he handed the wrinkled remains of the rind to the little man who clenched it in his small fist.

Soon the crowd’s laughter turned to total silence as six drops of juice fell into the glass. As the crowd cheered, the bartender paid the $1,000 and asked the little man, “What do you do for a living?”  The little man replied with a winning smile, “I work for The IRS.”

Lemon Drink

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Interview with Sarah Galley, Firm Administrator

Meet one of today’s experienced public accounting firm administrators, Sarah Galley. A key part of a firm that started in the early 90’s, Sarah lives and breathes firm administration and its various issues every day in Dayton, Ohio. Enjoy the Q&A…

Q: What’s it like being a public accounting firm’s administrator?
Being the firm administrator at Pohlman & Talmage CPAs, Inc. is exciting, fun, challenging, frustrating, difficult and very rewarding. As a firm administrator of a 20-person firm I wear many different hats and have to be able to switch gears in a matter of seconds. I’m a cheerleader, process and procedure enforcer, a therapist, a teacher, an IT person, just the all around “fixer.” Honestly, I wouldn’t have it any other way. I get to come in to work every day and do a job I love and work with intelligent and extraordinary individuals. I would be lying if I said it wasn’t stressful at times, of course it is. I have three partners and 16 employees with very different personalities and expectations. We also have the external stressors like any organization that we can’t always control, such as the IRS or DOL. However, I feel that if our firm leadership creates a positive work environment, we as a team can tackle those external stressors in a more productive and efficient manner.

Q: What’s the most rewarding aspect of what you do on a daily basis?
Helping! That is why I am in this position. I enjoy and want to help the firm, my partners, our employees and our clients. When I go home at night if I can think back through the day and know that I was able to help us get to a more efficient place, solve a personnel or partner problem, or see our staff evolving and just becoming a stronger team, that is my reward!  

Q: If a young professional told you he/she wanted to get into accounting firm administration and management, what would you tell them?
I would tell them it is an excellent career choice if you like to help and lead people. You have to have the ability to talk with the partners and be honest with them even when they may not like it. You have to be able to cultivate relationships and gain trust and be willing to work hard. It isn’t always easy and fun, but if you like helping, if you like being part of something successful…then this is a career choice you should consider.

Q: If you weren’t in the accounting or business administration world, what career path might interest you?
I think I would have taken the route of counseling or teaching. I enjoy helping others and working towards a common goal; I like to figure out what works and what doesn’t work…and be able to be a little creative along the way.

Q: If you had to jump on a time machine and go forward 20 years, what would you tell CPAs? What would you tell firm administrators?
I would tell CPAs that it isn’t all technical. Yes, you must have the technical skills, but you also need the soft skills and be willing to change. As a CPA you are not just required to crunch numbers–you need to learn how to build relationships and talk with your clients and your employees–you have to be able to be evolving constantly. People want to know you care…that you are invested in their future. That is the key to retaining lifelong clients and employees. I would tell administrators almost exactly the same thing. As an administrator you do need to have those technical skills but you must be able to change and cultivate relationships.

Q: What’s in the future for Sarah Galley?
Besides continuing to enjoy my three wonderful children and husband, I plan to continue at Pohlman & Talmage CPAs and help the firm grow, develop and be successful. I would like to go back to school for my Master’s degree in Leadership Development or Organizational Behavior and apply that knowledge to not only Pohlman & Talmage but also to our clients’ organizations. I am fascinated by human beings and their interactions and am truly interested in all the inter-workings of a successful organization.

Sarah Galley 1

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On This Sunny Afternoon, The Tax Man’s Wanting to Tax the Dough

Is the double-edged sword striking down on that lunchtime chicken salad sandwich? I’ve often wondered when Silicon Valley’s culture of providing meals to employees at all hours–and I’m speaking of Google, Facebook and other companies in this free food mix–would be more of a hot Tax vs. Don’t Tax topic. Well, my friends, that day is officially here.

While this debate has certainly come up in the past, the lunch wagon has it on the front burner again, most likely because the IRS is on a mission to scrape up dimes in the gutter with a putty knife.

Looking at both sides of the controversy, on the pro-tax view of those company-provided lasagnas, smoothies and various cookies, crème puffs and gelatins, I venture to say that the average employee at these companies is enjoying at least a couple of thousand dollars a year in free eats and drinks. That’s clearly compensation and should be taxed.

Now, for the anti-tax view, it can all be taken in the same “de minimis” vein as the free donut and coffee of yesteryear. Why? Today’s work culture has changed. These companies that go to great lengths and costs to establish a high level of perks feel that they must do so in order to remain competitive with recruitment and retention in their respective industries. Few would argue that fact, I think. With that being the case, it doesn’t seem right to tax the free salad bar and barbecue hut, does it? If a Yahoo employee has to declare these edible fringe benefits as compensation, does that really seem fair?

What do you think about this issue? This matter isn’t in the same realm as a public accounting firm bringing in evening meals during busy season…this is a whole other kettle of fish. Drop it like a hot potato, IRS.

Cucumbers

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Life’s A Sale — Living Is Selling

The Curator offers this insightful article by Bill Kistner. It’s interesting. Enjoy.

“No, that can’t be true I’m a professional,” you are thinking. So, let me help you get a handle on this by asking you a couple of questions.

> Is any part of your daily work or personal-life involved in getting others?
to understand or accept your concepts?

> How often do you find yourself trying to influence, persuade, encourage or
change others?

I believe the odds are high that you answered “yes” to one of the two questions. Your “yes” answer, clearly says you are in the business of selling.

It is easy to understand why you dislike selling or the idea of it because from childhood most of us were conditioned to dislike it. We heard tales about:  door-to-door peddlers, used car and aluminum siding salesmen. Their images produced feelings of gloom, trickery and that selling is degrading.

However, let’s change that negative picture by showing you why life’s a sale. To begin lets count the sales you made as a child. Gathering courage, you persuaded your parents to increase your curfew or stay overnight at a friend’s house. You sold Mom and Dad on getting a better bike. When older you made your best sale getting your parent’s approval to drive the family car.

Childhood sales successes groomed you for adulthood when you convinced a manager to hire you and the car dealer to drop the price on the car you wanted. Now you sell your friends, family, co-workers, and clients on 1001 things.

I rest my case for you can see that no matter who we are or what we do we are all salespeople. The question then is how can you become more effective. Because becoming a better salesperson increases your skills to help people fulfill their needs.

To help prospects and clients what tools will increase your effectiveness as a salesperson. Here are three easy to use tools that will strengthen your selling skills.

1. Sell yourself
This is about building rapport. Rapport is establishing open communication and a harmonious connection with a person. This paves the way to finding common interests and collaborating.

Yes, your credentials, expertise, abilities are the key to helping clients. However, they are not the most powerful ability you have to sell.

The most powerful capability you can sell is yourself, your essence, integrity, and character. Why, because people like and buy optimism. People like optimist because they are positive, confident promote success and pleasurable company. Optimism is a critical characteristic in sales success. Interestingly, the only thing keeping most of us from being optimistic is our attitude.

Therefore, sell yourself first it will greatly expand the value of your credentials.

2. Develop Trust
Nothing happens between people without trust, because trust is the foundation for all interpersonal relations. Trust, is the binder between people when they feel no threat to each other and understand the benefits of being connected.

To help you build trust here is a proven formula to follow.

One (1) over (RF) risk & fear = T (Trust). The one (1) is for the critical elements: Believability, Integrity and Intimacy. The more of these three elements you substitute for the one (1) over the RF – (Risk and Fear) you drive down risk and fear and increase trust.

Trust creates confidence and reliability, which opens the door to building, long-lasting relationships.

3. Ask Questions
Questions are the backbone, rhythm of all conversations. We ask questions in selling because they help us discover customer needs, gain information and build rapport.

The writer Rudyard Kipling gave us six questions that can assist us in asking questions. Those questions are: who, what, when, where, why and how.

Kipling’s questions fit the question formula called, “10 – 10 – 10”. The first ten questions are those you need to ask the prospect. The second ten questions are ones you brainstorm regarding what client’s want and needs answered. The third element provides answers to the questions you brainstormed that the prospect/customer needs, wants answered.

There is no magic in the number ten because in most industries there is the 24 to 36 questions prospects/ customers always ask. The 10-10-10-formula increases your confidence when you meet with clients/prospects.

Now you are aware of two valuable things. First, you are a salesperson and it’s not terrible or awful. Second, you now have three proven tools that can increase your effectiveness as a salesperson.

Think of all the famous people in history and consider how different things would be if Columbus had not sold the king and queen of Spain on his idea. Reflect on all the products Thomas Edison invented and sold. In short, you are in good company as a salesperson.

Bill Kistner & Company LLC
Helping You Discover & Satisfy Customer Needs
740-549-1980 — Cell: 614-795-1916 — E-mail: billkistner@mac.com

3225 Arctic Ave. Suite: 101 — Lewis Center, OH 43035

Unlock Opportunity

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