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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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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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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Sometimes There’s Nothing Wrong with “Status Quo”

Lesley Stahl of the iconic news program “60 Minutes” was recently quoted as saying, “I’m so old-fashioned that I still have a BlackBerry. I like that I can type with my thumbs and not make mistakes. My theory with technology is that if I just stand still for long enough, the trends will all come back to me.” I could not agree more! Being a BlackBerry user who refuses to succumb to the hip movement of the iPhone or Android swarm, I proudly stick with my trusty deep maroon BlackBerry. I’ve always liked Lesley Stahl.

Perhaps many of us have also seen accounting firms occasionally grab on to new technology “just because they can.” There’s not always a solid enough business reason for the expense, training and disruption. Most of the time, yes…but not always. Sometimes
it’s merely a decision that results in a diminished bottom line. Like any other decision, there needs to be a solid business reason behind it, rather than letting emotion guide you toward the “latest and greatest.”

No, I don’t want an iPhone for Christmas.

Old Technology

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Innovate for Growth, Price for Profit: Time with Ron Baker

Last Thursday I was at the Ohio AAA (Association for Accounting Administration, not the automobile people) meeting with a room full of other minds eager to hear what Ron Baker had to say. As always, Ron had a lot to present—and we soaked it up like a dry sponge on a Seattle sidewalk. If you’re not familiar with Ron Baker, you should be. He runs the VeraSage Institute and is the chief voice behind the value pricing movement in the professional services world. I urge you to find out more about Ron and VeraSage by clicking here.

Why not stick with the billable hour? Says Ron, “My argument against the billable hour is that it leaves money on the table.”

Another gem that smacks the accounting profession like a hurricane: “If you’re selling something that involves risk, it’s not a commodity.”

Oh, here’s another one for good measure: “Your firm is defined by the customers that you don’t have.”

Spending the day with Ron, including my delivering him to the airport at the end of the day, was like going back to business school with a dose of Steve Martin-ish humor tossed in for good measure. When you have the opportunity to take part in one of Ron Baker’s sessions, do it, even if you’re dead-set on sticking with the billable hour system.

The Five Cs of Value
1. Comprehend value to customers
2. Create value for customers
3. Communicate the value you create
4. Convince the customers they must pay for value
5. Capture value with strategic pricing based on value, not hours

Check out one of Ron’s books here.

Ron Baker_051613

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Future Success of Your Firm?: Interview with Jennifer Warawa

Meet one of today’s leaders in the accounting software world, Jennifer Warawa. As the Vice President, Partner Programs and Channel Sales at Sage North America, Jennifer has a wealth of experience working with accounting professionals. Enjoy this insightful, educational and entertaining Q&A…

Q: The world of accounting marketing has obviously changed dramatically in recent years. What has surprised you in terms of what public accounting firms have done (or not done)–both positively and negatively?
A: Every year we do a membership study for the Sage Accountants Network and when we ask accountants what keeps them up at night, the #1 response for many years now is how they can get new clients. What I find very interesting is that although this continues to be a top challenge, we still haven’t seen the profession really change their approach to how they get new clients. In fact, I spend a great deal of time visiting accountants all over North America and quite often when I ask about their marketing strategy, I find they often don’t have one at all. In our recent research of U.S. accounting firms, 65% say they actually don’t even have a website. In order to grow their firms and attract new clients, there will need to be a shift in the profession’s approach to marketing which needs to include embracing new marketing methodologies such as digital marketing and social media. On a positive note, we are starting to see more and more of the “next gen” mindset emerging in public accounting. I believe next gen is unrelated to age but is more in how someone embraces change and new ideas. We’re seeing professionals of all different ages step up with a great deal of passion, ready to transform their firms, and we love working with those individuals as they create their new future.

Q: If you had to jump on a time machine and go forward 20 years, what would you tell CPAs?
A: Innovation isn’t about technology alone. Change is happening at an unprecedented rate and we don’t see any signs of it slowing down in the near future. Few people have taken time to really think about what “being innovative” means to their firm or business. Many view innovation as technology alone but I challenge that thinking because I believe innovation in how you run your business or firm is equally as important. From the services you offer, to your customer and employee strategies, to how you brand yourself; this all should be thought of as innovation. If a firm sees picking up the latest and greatest technology as their key to being innovative, they are missing a large component in their future success.

Q: How has your role at Sage evolved over the last couple of years?
A: When I started with Sage almost five and a half years ago, I was solely focused on the Canadian market and about three years ago added the U.S. accountant business to my responsibilities which has made for a very exciting time in my career. I love the North American outlook and there are so many learnings each market can take away from the other.

Overall, I think my role has evolved and changed as Sage itself has evolved and changed. Over the last few years Sage has become increasingly focused on its core solutions, has made some tough but necessary decisions, and has restructured its product names and focus to a unified Sage brand. All of these changes require everyone at Sage to reinvent ourselves in many ways and it keeps us learning, growing, and challenging the status quo. I love it!

Q: What have been some of the key things you’ve learned throughout your career? What might you do differently if you had it do to all over again?
A: Wow – that’s a big question!

First, I would say that sometimes your biggest roadblock is your own opinion. You think you know something but quite often, it’s really just your perspective, and the ability to be able to set your opinion aside and be open to new ideas and alternate solutions is critical to success.

Second, the outcome is always proportionate to the effort you put in and nothing good just falls in your lap. There is no replacement for hard work, commitment, and dedication.

Third, it’s all about the people. It goes back to that saying that no one will remember what you said, but they will remember how you made them feel. Treating people with respect and maintaining your integrity are so important through all circumstances and situations.

As far as what I’d do differently, I can honestly say nothing immediately comes to mind. I grew up with entrepreneurial parents who owned their own businesses and learned many lessons about business before I even learned how to drive. I then spent a wonderful (and adventurous) 12 years starting, growing, and then selling a small business. Entrepreneurship taught me an incredible amount – lessons I still use every day. Now I am working for a global company with endless opportunities. I have been very fortunate!

Q: You travel a lot. How about sharing an interesting travel story?
A: There is certainly no shortage of interesting travel stories – I think I have one from almost every week I’ve spent on the road! One of the most memorable was when I was traveling to Vancouver from Atlanta with a connection in Seattle. Our flight out of Atlanta was delayed and as a result, I missed my connection which happened to be the last flight of the day. The airline put us up in a hotel in Seattle and after a very long day of travel, I arrived at the hotel just after 1:00 am. There was a lady on my flight that was on the same shuttle bus as I was and when we arrived at the hotel she was informed she had mistakenly gone to the wrong hotel and was told to go back to the airport and catch a different shuttle bus to the correct hotel. She almost started crying realizing she would get minimal sleep as it was literally the middle of the night and her new flight was before 7:00 am. I felt her pain and after confirming my room had two beds, I offered her my second bed which she gratefully accepted. The funny part is as we were lying there dozing off to sleep, she quietly asks “Um… what is your name?” I was happy to wake up after my brief 3.5 hour “nap” and see that my purse had not disappeared!

Q: Outside of your work duties, what else do you like to do? How do you spend your down time?
A: I am married and with all the travel I do, when I finally get some down time it’s great to just hang out with my husband and our “fur babies” and stay relatively close to home. I love reading, writing (I have various blogs I contribute to), and just getting outside. I have been told I am “solar powered” and it’s true – I love being outside on sunny days!

Q: What’s in the future for Jennifer Warawa?
A: The future is truly an endless list of opportunities. Five years ago if you would have told me I’d move from my small, hometown of Kelowna, BC, Canada to Atlanta, GA I would have laughed and wondered how on earth that would happen, but here I am. It proved to me that if you’re open, there are all kinds of opportunities out there and the future is limitless (and excitingly unknown!).

Jennifer Warawa

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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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