Train Employees to Avoid Cybercrime

In an era of hyper-connectedness and a burgeoning global cybercrime industry, you can’t afford to hope you’ll just be lucky and avoid a successful attack. It’s essential to establish policies and procedures to minimize risk and train employees on how to protect your company.

The basic kinds of criminal acts you need to guard against are:

  • Theft of proprietary or sensitive business data that could be sold to competitors or other hackers,
  • Installation of “ransomware” that locks you out of your own data until you pay the cybercriminals’ demands,
  • Malicious damage to your system, such as crashing your website to prevent customers from accessing it (often referred to as a “denial-of-service attack,” under which hackers overwhelm your site with data requests), and
  • Theft of employees’ personal information to eventually steal from them.

Internal Threats

Building a defensive strategy starts with recognizing that, even with the best technical external barriers in place, you could fall victim to an employee who goes rogue, or even joins your organization specifically with cybercrime as a goal.

While unlikely, it’s essential for your hiring managers to be mindful of these risks when reviewing employment applications — particularly those for positions that involve open access to sensitive company data. It’s just another checklist item when reviewing applicants with unusual employment histories. Checking references and conducting background checks is also a good idea.

In the same way, it’s generally advisable to include a statement in your employee handbook informing employees that their communications are stored in a backup system, and that you reserve the right to monitor and examine their company computers and emails (sent and received) on your system.

When such monitoring systems are in place, prudence or suspicious activity will dictate when they should be ramped up.

DHS Tips for Employees and IT Staff

It can also be useful to establish a policy encouraging employees to report any suspicious computer-based activities they observe around them. Of course, you don’t want to foster employee paranoia or promote the spread of baseless accusations. But deploying more eyes and ears can serve both to forestall cyber bad behavior and detect it, if it occurs.

The largest threat isn’t that employees may intentionally commit cybercrime, but that they might inadvertently open the door to external cybercriminals. That’s why the Department of Homeland Security (DHS) considers cybercrime serious enough to offer eight tips for employers to pass along to their employees:

1. Read and abide by the company’s Internet use policy.

2. Make passwords complex — use a combination of numbers, symbols, and letters (uppercase and lowercase).

3. Change passwords regularly (every 45 to 90 days).

4. Guard user names, passwords, or other computer or website access codes, even among coworkers.

5. Exercise caution when opening emails from unknown senders, and don’t open attachments or links from unverifiable sources.

6. Don’t install or connect any personal software or hardware to the organization’s network or hardware without permission from the IT department.

7. Make electronic and physical backups or copies of critical work.

8. Report all suspicious or unusual computer problems to the IT department.

Employees that follow these steps faithfully can serve as an additional layer of protection against cyberattacks.

For those people who are charged with the responsibility to maintain a secure system, the DHS offers the following advice:

  • Implement a layered defense strategy that includes technical, organizational and operational controls,
  • Establish clear policies and procedures for employee use of the organization’s information technologies,
  • Coordinate cyberincident response planning with existing disaster recovery and business continuity plans across the organization,
  • Implement technical defenses, such as firewalls, intrusion detection systems and Internet content filtering,
  • Update the existing anti-virus software often,
  • Follow organizational guidelines and security regulations,
  • Regularly download vendor security patches for all software,
  • Change the manufacturer’s default passwords on all software,
  • Encrypt data and use two-factor authentication where possible,
  • If a wireless network is used, make sure that it’s secure, and
  • Monitor, log and analyze successful and attempted intrusions to the company’s systems and networks.

Cybercrime Insurance

What else can be done? It’s often a good idea for businesses to protect their computer systems further by buying cybercrime insurance. Alone, this won’t prevent victimization, but it can offset some of the financial damage in case of a successful attack.

In addition, most insurers perform a rigorous risk assessment before issuing a policy and setting premiums. The results of such an assessment can be quite eye-opening for business owners.

If you decide against buying insurance, it might be useful to have a consultant conduct a cybercrime exposure risk assessment anyway. The growth, ubiquity and high cost of cybercrime has spawned a large industry of cybersecurity consulting firms. And, unless your company already has a robust IT staff with expertise in cyber-risk mitigation, you’ll likely save time and money engaging a third-party vendor.

Consider State Taxes When Deciding Where to Live in Retirement

When you retire, you may consider moving to another state — say, for the weather or to be closer to loved ones. State taxes also may factor into the equation. Here’s what you need to know about establishing residency for state tax purposes — and why the process may be more complicated than it initially appears to be.

Identify and Quantify All Applicable Taxes

It may seem like a no-brainer to simply move to a state that has no personal income tax, such as Nevada, Texas or Florida. But, to make a good decision, you must consider all of the taxes that can potentially apply to a state resident, including:

  • Income taxes,
  • Property taxes,
  • Sales taxes, and
  • Estate taxes.

For example, suppose you’ve narrowed your decision down to two states: Texas and Colorado. Texas currently has no individual income tax, and Colorado has a flat 4.63% individual income tax rate. At first glance, Texas might appear to be much less expensive from a state tax perspective. Not necessarily. The average property tax rate in Texas is 1.93% of assessed value, while in Colorado it’s only 0.62%.

Within the city limits of Dallas, the property tax rate is a whopping 5.44%. So, a home that’s assessed at $500,000 would incur an annual property tax bill of $27,200 if it’s located in Dallas, compared to only $3,100 in Colorado. That difference could potentially cancel out any savings in state income taxes between those two states, depending on your income level.

If the states you’re considering have an income tax, also look at what types of income they tax. Some states, for example, don’t tax wages but do tax interest and dividends. And some states offer tax breaks for pension payments, retirement plan distributions and Social Security payments.

Watch Out for State Estate Tax

Not all states have estate tax, but they can be expensive in states that do. Every dollar you pay in state estate tax is in addition to any federal estate tax owed, except for the federal estate tax savings from the state estate tax deduction. Currently, estate taxes are levied in:

  • Connecticut,
  • Delaware,
  • Hawaii,
  • Illinois,
  • Maine,
  • Maryland,
  • Massachusetts,
  • Minnesota,
  • New York,
  • Oregon,
  • Rhode Island,
  • Tennessee,
  • Vermont,
  • Washington, and
  • Washington, D.C.

Beware — the federal estate tax exemption is $5.49 million in 2017. But some states haven’t kept pace with the federal level and, instead, levy estate tax with a much lower exemption. Also note that some states may levy an inheritance tax in addition to (or in lieu of) an estate tax.

Establish Domicile

If you make a permanent move to a new state and want to escape taxes in the state you came from, it’s important to establish legal domicile in the new state. The exact definition of legal domicile varies from state to state. In general, your domicile is your fixed and permanent home location and the place where you plan to return, even after periods of residing elsewhere.

Because each state has its own rules regarding domicile, you could wind up in the worst-case scenario: Two states could claim you owe state income taxes if you established domicile in the new state but didn’t successfully terminate domicile in the old state. Additionally, if you die without clearly establishing domicile in just one state, both the old and new states may claim that your estate owes income taxes and any state estate tax.

How do you establish domicile in your new state? The more time that elapses after you change states and the more steps you take to establish domicile in the new state, the harder it will be for your old state to claim that you’re still domiciled there for tax purposes. Some ways to help lock in domicile in the new state:

  • Buy or lease a home in the new state.
  • Sell your home in the old state or rent it out at market rates to an unrelated party.
  • Change your mailing address with the U.S. Postal Service.
  • Change your address on passports, insurance policies, will or living trust documents, and other important documents.
  • Get a driver’s license and register your vehicle in the new state.
  • Register to vote in the new state. (This can probably be done in conjunction with getting a driver’s license.)
  • Open and use bank accounts in the new state.
  • Close bank accounts in the old state.

If an income tax return is required in the new state, file a resident return. File a nonresident return or no return (whichever is appropriate) in the old state. Your tax advisor can help with these returns.

Make an Informed Choice

Before deciding where you want to live in retirement, do some research and contact a tax professional in the new state that you’re considering. Taking these steps could avoid making a bad relocation decision when taxes are considered — one that could be difficult and expensive to unwind.

Important Tax Figures for 2017

The following table provides some important federal tax information for 2017, as compared with 2016. Many of the dollar amounts are unchanged or have changed only slightly due to low inflation. Other amounts are changing due to legislation.

Social Security/ Medicare 2017 2016
Social Security Tax Wage Base $127,200 $118,500
Medicare Tax Wage Base No limit No limit
Employee portion of Social Security 6.2% 6.2%
Individual Retirement Accounts 2017 2016
Roth IRA Individual, up to 100% of earned income $5,500 $5,500
Traditional IRA Individual, up to 100% of earned Income $5,500 $5,500
Roth and traditional IRA additional annual “catch-up” contributions for account owners age 50 and older $1,000 $1,000
Qualified Plan Limits 2017 2016
Defined Contribution Plan limit on additions on Sections 415(c)(1)(A) $ 54,000 $ 53,000
Defined Benefit Plan limit on benefits (Section 415(b)(1)(A)) $215,000 $210,000
Maximum compensation used to determine contributions $270,000 $265,000
401(k), SARSEP, 403(b) Deferrals (Section 402(g)), & 457 deferrals (Section 457(b)(2)) $ 18,000 $ 18,000
401(k), 403(b), 457 & SARSEP additional “catch-up” contributions for employees age 50 and older $ 6,000 $ 6,000
SIMPLE deferrals (Section 408(p)(2)(A)) $ 12,500 $ 12,500
SIMPLE additional “catch-up” contributions for employees age 50 and older $ 3,000 $ 3,000
Compensation defining highly compensated employee (Section 414(q)(1)(B)) $120,000 $120,000
Compensation defining key employee (officer) $175,000 $170,000
Compensation triggering Simplified Employee Pension contribution requirement (Section 408(k)(2)(c)) $600 $600
Driving Deductions 2017 2016
Business mileage, per mile 53.5 cents 54 cents
Charitable mileage, per mile 14 cents 14 cents
Medical and moving, per mile 17 cents 19 cents
Business Equipment 2017 2016
Maximum Section 179 deduction $510,000 $500,000
Phase out for Section 179 $2.03 million $2.01 million
Transportation Fringe Benefit Exclusion 2017 2016
Monthly commuter highway vehicle and transit pass $255 $255
Monthly qualified parking $255 $255
Standard Deduction 2017 2016
Married filing jointly $12,700 $12,600
Single (and married filing separately) $6,350 $6,300
Heads of Household $9,350 $9,300
Personal Exemption 2017 2016
Amount $4,050 $4,050
Personal Exemption Phaseout 2017 2016
Married filing jointly and surviving spouses Begins at $313,800 Begins at $311,300
Heads of Household Begins at $287,650 Begins at $285,350
Unmarried individuals Begins at $261,500 Begins at $259,400
Married filing separately Begins at $156,900 Begins at $155,650
Domestic Employees 2017 2016
Threshold when a domestic employer must withhold and pay FICA for babysitters, house cleaners, etc. $ 2,000 $ 2,000
Kiddie Tax 2017 2016
Net unearned income not subject to the “Kiddie Tax” $ 2,100 $ 2,100
Estate Tax 2017 2016
Federal estate tax exemption $5.49 million $5.45 million
Maximum estate tax rate 40% 40%
Annual Gift Exclusion 2017 2016
Amount you can give each recipient $14,000 $14,000

If you have a question for a tax expert, contact the CJ Tax Advisor team today. We’re here to help.

Tips to Outsource Accounting and Payroll Functions

Professional service firms offer their services in a variety of ways, and this fact adds complexity to time and billing processes. If time and billing are complex, then accounting and payroll also have many moving parts. By automating some of the steps that go into accurate time and billing — and closing the gap between time and billing and accounts receivables — professional service firms improve cash flow and profits. Outsourcing is one solution to achieve automation without the costs of purchasing technology and training in-house staff.

Firms that use an in-house team for payroll, time and attendance and benefits administration spend 20 percent more than organizations that outsource those functions, according to UK-based global market research company, Technavio. The analysis, from 2016 through 2020, found that payroll outsourcing is the fastest growing segment in the human resource outsourcing market. It projects a compound annual growth rate of 4.4 percent. Just tally up the salary and benefits of a full-time equivalent employee to do the job correctly as well as the cost of system upgrades, training, supplies and office space. Then look at the rate a vetted payroll or accounting service will charge to do the function for you.

This growth rate also makes sense due to the sensitive information in payroll as well as the increasing complexity of compliance for withholdings, benefits elections and tax reporting. Payroll outsource services specialize in this area, bringing efficiencies through automation and increasing employee access to pay stubs and tax information.

Segregating payroll and accounting from internal staff serves two purposes: efficiency and oversight.

An effective outsourced provider reduces non-billable time for professionals and also delivers timely reports and financials to make proactive decisions. In addition, the outsourced provider can take a more holistic view of the organization and implement processes and systems that support compliance and organization.

Even in an accounting firm where the professionals are more than capable of doing their own bookkeeping and payroll, keeping these functions in-house can lead to a lack of internal controls and objectivity — not to mention confidentiality.

 A report by KPMG and HfS Research predicted that accounting and business process outsourcing overall would grow at an annual compound rate of 8 percent through 2017.

When firms select the right fit for outsourced payroll or accounting services, the service becomes an extension of the enterprise rather than a substitute. CPA firms that offer outsourced accounting or payroll services can help clients beyond their back-office in areas such as strategic planning, forecasting and compliance.

With a central clearinghouse to view financials and billing information, firms will have up-to-date data to proactively support business decisions rather than relying on historic data from several months ago.

In fact, integrative technology has advanced to allow time and billing systems to “communicate” with accounting software. Accounts can age out of the time and billing system rather than the accounting system to keep books cleaner and make forecasting easier throughout the year.

Continue Reading: Automating Finance is a Long-term Strategy

 

Cornwell Jackson’s Business Services Department offers a wide range of outsourced financial services to serve professional services — including outsourced payroll processing and solutions to improve cash flow and productivity.  Contact us for a consultation.

Mike Rizkal, CPA is a partner in Cornwell Jackson’s Audit and Attest Service Group. In addition to providing advisory services to privately held, middle-market businesses, Mike oversees the firm’s assurance practice and works directly with many professional services firms in the metroplex. Contact him at mike.rizkal@cornwelljackson.com or 972-202-8031.

Are You Savvy About F&I Employee Fraud?

Are You Savvy About F&I Employee Fraud?

A few years ago, several employees from the same dealership were convicted of defrauding their customers, lending institutions and warranty companies, and some received stiff prison sentences. Their crimes — many originating in the finance and insurance (F&I) department — could repeat themselves in your dealership if you aren’t aware of the possible F&I schemes.

Prevention, Prevention, Prevention

Training is essential to guard against fraud in any department at your dealership. Train all employees as to what is considered a fraudulent, unethical or unacceptable practice. Make sure that they know you have a no-tolerance policy toward wrongdoing, and make them aware of the consequences of fraudulent behavior.

Are Employees Padding Costs?

In this fraud, an F&I department employee includes items in the vehicle price that the customer didn’t agree to, such as destination fees and, most frequently, warranty costs. The salesperson quotes a price that doesn’t include the warranty fee, and then gives the customer the monthly payment amount that does include it — without getting the customer’s consent.

If the customer questions the warranty, the salesperson may say it’s required in order to lock in a certain interest rate. This is false: The interest rate depends on only the customer’s credit history.

To help prevent schemes such as this one, have customers fill out and sign a checklist acknowledging that they’ve approved or rejected your dealership’s various products (gap insurance, extended service contracts, rustproofing and so on). Then have accounting personnel compare the checklist against individual sales and finance contracts to verify that the information is accurate.

Is Financing Approval Legitimate?

This scheme involves telling the customer that he or she has been approved for financing, delivering the vehicle and letting the customer drive it for a few weeks. But then the other shoe drops: A financing department employee calls back to say that the loan fell through and, to keep the vehicle, the customer must pay a premium and a higher monthly payment.

Crooked employees usually practice this rip-off on customers with poor credit, who they assume feel shaky about their creditworthiness. The employee knows the real payment amount and the interest rate offered by the financing institution before delivering the car. But he or she assumes that, after driving the vehicle for a time, the customer will develop a certain comfort level and agree to pay more to keep it.

To catch employees doing this, watch your contract-in-transit schedule to see if any deals are taking too long to be funded. You also can send out customer satisfaction surveys and read any responses received carefully. If you notice several buyers — or even one — complaining that monthly payments went up unexpectedly, investigate further.

Another internal control: Almost all lenders provide some type of approval process for customer loans. Create a document for customers that acknowledges they’re aware of the lender’s financing terms. Make sure that the document contains the bank’s approval code for the loan.

Then have your accounting department compare the customer’s acknowledgment of the loan terms with the bank’s approval. Accounting also should compare the acknowledgment document with other documents in the deal — sales contract, financing agreement, bank approval of loan and so on — to ensure that everything is spot-on.

Are Credit Scores Accurate?

In this fraud, a financing department employee lies to the customer about his or her credit score, saying it’s lower than it really is. The employee then charges the customer a higher interest rate, increasing the dealership’s income from the sale.

Crooked employees try this on customers who won’t be too surprised to hear they’re having financing problems. Most consumers with strong credit ratings would know they were being duped.

One way to prevent this scheme — and, indeed, most financing-related schemes — is for an F&I manager to review all customer agreements. If a customer’s credit score doesn’t mesh with the interest rate being charged, foul play could be to blame. Just be sure to rotate reviewing duties among several F&I managers. If you don’t have more than one, randomly review customer agreements yourself on occasion.

The After Effects

If you detect F&I fraud in action, the end result might be a conviction of your crooked employee. But think of the inestimable damage to your business’s reputation as word is passed from the unhappy customers around your community. The best defense is a strong offense, they say, so safeguard against F&I fraud in all feasible ways. As a dealership owner, your customers’ loyalty is the trump in your hand of cards.

IRS Approves Section 199 Deduction for Construction Business

The Section 199 deduction for producing domestic products is often associated with the manufacturing industry. In fact, it is sometimes called the “manufacturer’s deduction.”

But it doesn’t belong exclusively to manufacturers. Other industries, including construction, may take advantage of it. To drive home this point, the IRS recently issued a Technical Advice Memorandum (TAM 201638022) approving the tax break for a company primarily engaged in renovation and construction.

Background Information

The Section 199 deduction has been around for more than a decade. When it first took effect in 2005, it was equal to 3% of income from qualified production activities income (QPAI). It was doubled to 6% for 2007 through 2009, and raised to its current 9% level in 2010. For a business in the 35% tax bracket in 2017, that deduction effectively will amount to a tax cut of more than 3%.

The rules for computing QPAI are complex but, generally, it equals domestic production gross receipts (DPGR) minus the sum of:

1. The costs of goods sold that are allocable to domestic production gross receipts,

2. Deductions, expenses or losses that are directly allocable to those gross receipts, and

3. Certain other deductions, expenses and losses that aren’t directly allocable to those receipts or another class of income.
For this purpose, DPGR includes money derived from the sale, exchange, lease, rental, licensing or other disposition of certain qualifying property that must be manufactured, produced, grown or extracted (MPGE) in whole or in significant part within the United States. (See “Rules of the Road” below.)

Be aware that other significant limits may come into play. For instance, if a company’s taxable income is lower than its QPAI before the deduction is calculated, the break is claimed as a percentage of taxable income. Furthermore, the annual deduction is limited to 50% of W-2 wages the business pays. This can be a significant limitation for employers trying to keep a lid on salaries.

On the plus side, the Section 199 deduction isn’t limited to C corporations. It may also be claimed by other types of business entities, including S corporations, limited liability companies (LLCs), partnerships and sole proprietors. Thus, the tax break is available to a wide variety of taxpayers ranging from small businesses to corporate giants.

Inside the Technical Advice

Getting back to the IRS TAM, the company involved is considered to be a construction business under the North American Industry Classification System. Generally, it engages in all phases of field construction, including but not limited to:

  • Direct hire of most labor crafts,
  • Construction and rigging engineering,
  • Welding,
  • Estimating, and
  • Preparation for foundation and ground work.

The projects at issue involved the renovation, construction or erection of structures not specified in the TAM. The renovations either materially increased the property’s value, substantially prolonged its useful life, or both. Although specifics in the memorandum are largely redacted, the materials indicate that the projects were significant in terms of scale, crew and time commitment.

The firm also builds and uses in its construction activities large structures that weigh hundreds or even thousands of tons.

Under a little-publicized part of Section 199, gross receipts are treated as DPGR if they’re derived from the construction of “real property” within the United States while the taxpayer is actively engaged in construction activities.

The IRS has issued copious regulations on this issue. Notably, the regs include a special rule stating that, to determine what activities and services constitute an “item” of real property, a taxpayer in construction may use any reasonable method, based on all of the facts and circumstances.

Critical Tax Analysis

The company addressed in the TAM claimed that its activities were performed on real property under Section 199, with gross receipts from each project constituting DPGR. It said that it’s reasonable to consider each project as an “item” for this purpose. Note that the definition of “real property” in the regulations includes “inherently permanent structures” other than machinery, and structural components of inherently permanent structures.

However, the Large Business and International division of the IRS argued that treating each project as an “item” wasn’t reasonable. It contended that the company’s activities on these projects didn’t qualify as the construction of real property under Section 199 because the jobs were related to tangible personal property.

In analyzing the issue, the IRS Chief Counsel’s Office (which writes the TAMs) looked to the two basic requirements, under tax regulations, for an inherently permanent structure:

1. It must be affixed to real property, and

2. It must ordinarily remain affixed for an indefinite period of time.
The Chief Counsel’s Office first determined that the units were real property because they satisfy both requirements as inherently permanent structures. It also determined that the conclusion that the units qualified wasn’t affected by the exception for machinery mentioned earlier.

Accordingly, the TAM concludes that the company’s projects qualified as real property construction activities and the gross receipts constitute DPGR.

Bottom Line

Keep in mind that TAMs represent a final determination of an IRS position, but only regarding the specific issue in the case at hand.

Contractors can, however, take away this pearl: Any company may be eligible for the Section 199 deduction if it meets the requirements. If you think you may qualify, consult with your CPA. This is a technical area of tax law best left to the experts.

Rules of the Road

Under Section 199, domestic production gross receipts (DPGR) may be derived from the following activities:

  • Manufacture, production, growth or extraction by the taxpayer of tangible personal property — including all tangible personal property (except land and building), computer software and sound recordings,
  • Production of qualified film,
  • Production of electricity, natural gas or water,
  • Constructing real property, and

Providing services of architecture/engineering.
DPGR resulting from the property produced must be owned by the taxpayer claiming the deduction.

Avoid Mistakes That Undermine a Deferred Comp Plan

Given the role that deferred compensation plans play in attracting and retaining executives and key employees, it’s important that the non-qualified plans operate according to applicable law and are designed in a way that maximizes value to participants. Unfortunately, because these plans can be complex, compliance errors, as well as administration and communication mistakes, can easily occur, negating the advantages that companies intended to provide.

Typical Non-Qualified Plans

Non-qualified deferred compensation (NQDC) plans typically fall into four categories, according to the IRS:

1. Salary Reduction Arrangements simply defer the receipt of otherwise currently includible compensation by allowing the participant to defer receipt of a portion of his or her salary.

2. Bonus Deferral Plans resemble salary reduction arrangements, except they enable participants to defer receipt of bonuses.

3. Top-Hat Plans (also known as Supplemental Executive Retirement Plans or SERPs) are NQDC plans maintained primarily for a select group of management or highly compensated employees.

4. Excess Benefit Plans are NQDC plans that provide benefits solely to employees whose benefits under the employer’s qualified plan are limited by tax code section 415.

Note: Despite their name, phantom stock plans are NQDC arrangements, not stock arrangements.

The Legal Requirements

Although non-qualified deferred compensation plans are not qualified, they must follow the guidelines of Internal Revenue Code Section 409A. This tax code section covers the timing of non-qualified plan elections, funding, distributions and documentary compliance requirements.

Regulations under Section 409A are lengthy and complex. Failure to follow them can wipe out the intended tax breaks of income deferral under a non-qualified arrangement. Noncompliance can also subject amounts to a 20 percent tax penalty and interest.

Choosing the right investment vehicles for a non-qualified deferred compensation plan is critical because mistakes can result in trouble with the IRS, as well as the possibility of underperformance. If the plan is set up to mirror the company’s 401(k) plan, with administration by the plan vendor, tax problems can occur when participants reallocate their investments.

Regardless of who administers the plan, investment choices should reflect the diversification that is usually desired by top earning executives, with attention paid to avoiding investment vehicles that may appear attractive but may have unintended tax consequences. The services of an investment professional knowledgeable in non-qualified deferred compensation plans can be invaluable in avoiding pitfalls in this area.

Because non-qualified deferred compensation plan participants are high-level employees, a company sometimes assumes that they readily understand the plan. Therefore, the company may not make the same communication efforts that are generally undertaken with plans for rank-and-file employees.

Don’t underestimate the importance of clear, thorough and up-to-date communications. Participation can be hampered if eligible executives don’t understand the plan benefits. Even if executives do participate, poor communications can result in misunderstandings and, sometimes, lawsuits.

Participants should know what they have coming to them and any risks associated with participation, such as the status of their non-qualified benefits if the company becomes insolvent or what if their employment terminates before retirement.

In addition to educating executives about the plan, the sponsoring company must ensure that it realizes the full extent of the obligations the plan is creating down the road. If not managed properly, promises made to today’s executives can become burdensome to tomorrow’s shareholders, drain future corporate coffers and put a strain on the ability of the company to remain competitive in its industry.

Non-qualified deferred compensation plans can certainly enhance a company’s executive pay package and thus be an excellent executive recruitment and retention tool. However, common and easily made mistakes can turn what should be an advantage into a quagmire of unintended consequences.

Careful strategic planning, regular reviews and the assistance of qualified tax and legal counsel can help to avoid errors in compliance, administration and communications. Contact your CJ Benefit Plan Advisor with any questions.

What Keeps You From Putting Your Business First?

One of the primary challenges — and in some ways advantages — of professional services is that the person billing the work is frequently the person doing the work. Professionals know what it takes to complete a project or manage an ongoing retainer, and it should be reflected in the final invoice with a percentage of profit figured in.

Ideally, that’s how time and billing should work, but each professional service firm — and client — is different. Quotes can vary. Payment arrangements can vary. Timelines can vary. Clients of successful firms also tend to engage more than one service, which makes time tracking and invoicing an adventure in cross-departmental emails.

At the end of the day, the goal of every professional is to bill a larger percentage of client work than the time they spent on non-client work. Their compensation and profits depend on that billable percentage. The only way to increase time for billable work is to do less nonbillable work. To solve this challenge, more firms are adopting automated processes and outsourcing services.

There are many areas in a business to automate and outsource today, but for the purposes of this article we’ll cover time and billing, accounting and payroll functions. Inefficiency in these areas has the biggest impact on productivity, cash flow and profits. We will cover tips for outsourcing and how automation can enhance that relationship.

What Keeps You From Putting Your Business First?

First, let’s talk about the reasons professional services firms experience inefficiency. Because professionals sell their time, which is tied to their expertise, they must be expert time managers. Time management skills, however, are not always immediate. They must be learned and practiced.

Using Dwight D. Eisenhower’s Principle of Time Management, imagine placing all of your tasks into the four quadrants of Important/Urgent; Important/Not Urgent; Not Important/Urgent and Not Important/Not Urgent. Once you organize your tasks, you will quickly see that many things in your day fall into the Not Important/Urgent and Not Important/Not Urgent categories. Those items should be delegated, outsourced or eliminated.

accounting firms dallas, outsource payroll administration, professional service accounting, be more billable

 

Most of your time and energy should be spent in the Important/Not Urgent quadrant of activities because these activities result in productive and profitable results. Some examples of Important/Not Urgent activities include:

  • Client consulting
  • Business development and strategy
  • Networking
  • Delivery of high-level client work
  • Process and systems improvements
  • Planning and forecasting
  • Relationship building

The items that keep professionals from these important activities are in the other quadrants. A lack of capacity or unrealistic deadlines may place their activities too often in the Important/Urgent quadrant, leading to stress and burnout. It may also be that they treat every activity as important and urgent when it really belongs in the other quadrants.

Not Important/Not Urgent tasks are wasteful distractions like web surfing and idle conversation that aren’t tied to relationship building or clients. Eliminate these activities from your work day. It would be better to take a walk or run errands as a mental break when necessary.

Not Important/Urgent tasks are those that can often be outsourced or automated  (or delegated to staff with less experience). This is the quadrant that, when managed, can truly ramp up productivity in a professional service firm.

Here are some Not Important/Urgent activities (for experienced professionals) that adapt well to delegation.

  • Preliminary or follow-up meetings
  • Emails that require someone else’s information
  • Mail sorting
  • Reports/Summaries
  • Research
  • Vendor calls
  • Reading industry journals
  • Scheduling social posts
  • Scheduling appointments

When it comes to outsourcing or automating processes such as time and billing, accounting or payroll processes, one could argue that these functions are very important and urgent for a professional service firm. We agree, and that’s why these decisions should fall into the Important/Not Urgent quadrant first. When a proper solution is found through careful research and focus, these activities are off your plate so that you can focus more on billable client work.

Continue Reading: Tips to Outsource Accounting and Payroll Functions

 

Cornwell Jackson’s Business Services Department offers a wide range of outsourced financial services to serve professional services — including outsourced payroll processing and solutions to improve cash flow and productivity.  Contact us for a consultation.

Mike Rizkal, CPA is a partner in Cornwell Jackson’s Audit and Attest Service Group. In addition to providing advisory services to privately held, middle-market businesses, Mike oversees the firm’s assurance practice and works directly with many professional services firms in the metroplex. Contact him at mike.rizkal@cornwelljackson.com or 972-202-8031.

Spotlight On Business Tax Trends

The Joint Committee on Taxation (JCT) is a nonpartisan Congressional committee that, among other things, assists in the analysis and drafting of proposed federal tax legislation and prepares reports that interpret newly enacted federal tax legislation. The JCT recently issued the Overview of the Federal Tax System as in Effect for 2016. Here are the details of that report, including some interesting trends about business taxes.

Background on Business Taxes

The federal income tax treatment of a domestic business operation — one that’s domiciled in the United States — depends on how it’s set up. A business’s “choice of entity” has broad implications, including:

  • Whether there’s an entity-level federal income tax,
  • How much flexibility (if any) the entity has to allocate its taxable income among its owners,
  • Whether individual owners are subject to the self-employment tax, and
  • Whether the owners are liable for the entity’s debts and the entity’s access to capital.

When deciding how to set up a business, you have five basic options:

1. Sole proprietorship. This is the most basic way to operate a business. For tax and legal purposes, a sole proprietorship is one and the same as its owner. So, a sole proprietorship’s tax results are reported on the owner’s personal return. A major downside with operating a sole proprietorship is that the owner’s personal assets are generally exposed without limitation to any liabilities related to the business. Sole proprietors also owe self-employment tax on net income from a nonrental business.

2. C corporation. Businesses that incorporate are treated as separate legal and taxable entities apart from their owners. So, a C corporation owes corporate-level federal income tax on its taxable income (and possibly state income tax, too). If after-tax amounts are distributed to shareholders, the distributions may constitute dividends that are taxed again at the shareholder level, resulting in double taxation.

A major advantage of C corporation status is that the shareholders’ personal assets are generally protected from liabilities related to the corporation’s activities. In addition, C corporations face no tax-law restrictions on the type and number of shareholders it can have, the citizenship of its shareholders or the classes of stock it can issue.

3. S corporation. This refers to a closely held corporation that elects to be treated as a pass-through entity for federal income tax purposes. While an S corporation is still a separate taxable entity from its owners and must file a corporate return (on Form 1120-S), pass-through status means the S corporation’s income, gains, losses, deductions and credits are passed through to its shareholders and reported on their returns. In general, there is no entity-level federal income tax on an S corporation’s earnings.

Several requirements must be met to qualify for S corporation status: The corporation must be a U.S. entity, it can have only one class of stock, and there are limitations on the type and number of shareholders it can have. As with a C corporation, the personal assets of an S corporation’s shareholders are generally protected from liabilities related to the S corporation’s activities.

4. Partnership. This is a joint venture between at least two partners. Partnerships enjoy the benefits of pass-through tax status, including substantial flexibility to arrange transactions to reduce taxes. A partnership’s income, gains, losses, deductions and credits are passed through to its partners and reported on their returns. However, a partnership can (within limits) make disproportionate allocations of tax items (so-called special allocations).

For example, a 25% partner can be allocated 50% of partnership tax losses during the start-up period when losses are expected and then 50% of partnership income when the partnership goes into the black. After making up for the earlier special allocation of losses, the partner’s share of income can go back to 25%.

There’s no partnership-level income tax. In addition, there aren’t any tax-law restrictions on who can be a partner. In many cases, partnerships and partners can find ways to swap cash and other assets back and forth without triggering taxable gains or other adverse tax consequences.

The extent of a partner’s liability for debts of the business, if any, depends on the type and structure of the partnership. With a general partnership, all partners are exposed to partnership liabilities without limitation. But with a limited partnership, limited partners aren’t exposed to partnership liabilities (unless they guarantee them). General partners are exposed without limitation to partnership liabilities unless another partner guarantees them.

5. Limited liability company (LLC). Single-member LLCs (SMLLCs) have only one member (owner) and are generally disregarded for federal income tax purposes. The tax items of a disregarded SMLLC owned by an individual taxpayer are reported on the owner’s personal return (same as with a sole proprietorship). The tax items of a disregarded SMLLC owned by a corporation are reported on the corporation’s return (same as with an unincorporated branch or division).

Multimember LLCs have more than one member (owner) and are generally treated as partnerships for federal income tax purposes. As such, they have the same tax advantages as partnerships.

LLC members (owners) generally aren’t personally liable for the LLC’s debts, unless they guarantee them.

Important note: LLCs can elect to be treated as corporations for federal income tax purposes, but that’s rarely done unless it’s followed by an election to be treated as an S corporation.

JCT Findings

The JCT report includes statistics on the number of federal income tax returns filed by the different types of business entities and the share of federal income taxes they pay. The statistics cover 1978 through 2013 in five-year increments.

Here’s a summary of the returns filed for each of the five types of business entities:

Year

Sole proprietorships*

C corporations

S corporations

Partnerships*

1978 8.9 million 1.9 million 479,000 1.2 million
1983 10.7 million 2.4 million 648,000 1.5 million
1988 13.7 million 2.3 million 1.3 million 1.6 million
1993 15.8 million 2.1 million 1.9 million 1.5 million
1998 17.4 million 2.3 million 2.6 million 1.9 million
2003 19.7 million 2.1 million 3.3 million 2.4 million
2008 22.6 million 1.8 million 4.0 million 3.1 million
2013 24 million 1.7 million 4.3 million 3.5 million

* The statistics for sole proprietorships include SMLLCs taxed as sole proprietorships but exclude farms. The statistics for partnerships include LLCs taxed as partnerships.

The following trends have been observed from the JCT report:

  • The number of businesses operating as sole proprietorships (or as SMLLCs treated as sole proprietorships for tax purposes) has increased by 270% over the last 35 years.
  • The number of businesses operating as C corporations has actually declined over the last 35 years. This is a reaction to the 35% federal income tax rate that profitable C corporations have to pay and the dreaded double taxation threat that they face.
  • The number of businesses operating as S corporations has increased by almost 900% over the last 35 years. This may be because S corporations currently receive much more favorable treatment than C corporations under the Internal Revenue Code.
  • The number of businesses operating as partnerships and as LLCs taxed as partnerships has almost tripled over the last 35 years. This reflects the fact that partnerships get favorable treatment under the Internal Revenue Code.

The JCT report also includes statistics showing federal income tax receipts by type of entity as a percentage of total receipts. Corporate receipts over the 35-year period dropped from 15% to 10.6%, which is nearly a 30% drop. The drop is even more dramatic looking back to 1952, when the corporate income tax generated 32.1% of federal income tax revenue.

Implications for Business Tax Reform

The rise of sole proprietorships and pass-through entities (S corporations, partnerships and LLCs) shows that an increasing share of economic activity is being conducted by these forms of businesses. It also shows that an increasing share of business income is being reported on individual tax returns rather than on corporate returns where it’s potentially subject to high rates and double taxation. Some commentators have speculated that this makes tax reform even more challenging because there’s not a clear separation between business and individual taxation. In other words, it’s difficult to reform business taxes without also reforming personal taxes (and vice versa).

Business tax reform proposals often focus on the corporate federal income tax and the fact that the U.S. statutory rate (35% for a highly profitable corporation) is significantly higher than the rates in most other developed countries. Reform proposals tend to call for lower corporate tax rates and a broader tax base. However, some business groups assert that lowering the corporate rate without a corresponding decrease in the individual rates on pass-through business income would be unfair.

Tax Reform Proposals

Several business tax reform proposals have been floated as attempts to deal with the friction between corporate income tax rates and individual income tax rates on pass-through business income. These proposals include:

Taxing pass-through entities with gross revenues in excess of $50 million as C corporations.

Eliminating the double taxation threat by taxing C corporation income only at the corporate level. As a result, corporate dividends would be tax-free to recipients.

Establishing a “Growth and Investment Tax” that would tax all business income (regardless of the type of entity used by the business) at 30% and taxing dividends and capital gains at a flat 15% rate.

Providing pass-through entities with more generous tax breaks while leaving the rate system unchanged.

Establishing a deduction equal to 20% of active business income for certain small businesses, and/or allowing this deduction for pass-through entities in conjunction with lowering the corporate rate. As a result of the election, we’re likely to see major tax changes in 2017. Congressional Republicans are eager to implement tax reforms within the first 100 days after President-elect Trump’s inauguration. At this point, however, it’s uncertain exactly which changes will make it through Congressional negotiations — or when the changes will go into effect.

Uncertainty Ahead

From high corporate tax rates to double taxation, today’s existing tax laws generally treat C corporations unfavorably. Over the last 35 years, this situation has led many businesses to rethink how they’re operated and switch to alternative pass-through structures, including S corporations, partnerships and LLCs. Additionally, many sole proprietorships have shied away from incorporating to avoid unfavorable tax treatment.

However, corporate tax reform could change the trends reported by the JCT in the future. As you plan for next year, discuss the latest tax reform proposals with your CJ tax advisor. It’s important to be nimble and knowledgeable in today’s evolving tax environment.

Can Trump Meet His Jobs Goal?

Can President-elect Donald Trump’s administration, paired with a Republican-led Congress, really bring jobs back home and restore America’s reputation as the preeminent manufacturing country in the world?

Opinion is sharply divided. Trump’s supporters believe he can deliver the goods, their optimism buoyed by his deal with air conditioning firm Carrier that will keep several hundred in Indiana, the home state of Vice President-elect Mike Pence. But naysayers disagree and point to other indicators, noting that Carrier was persuaded by generous tax breaks and that the deal is relatively small (see box below).

Let’s take a closer look at what could be in store for manufacturers in 2017.

Complexities in Current Affairs

It’s a bit of an oversimplification to say that U.S. manufacturing is in decline. Data for October — the month before election — showed the industry edging past the production numbers posted before the recession of 2008-09, with fewer workers.

Another oversimplification is the idea that America is “losing” jobs overseas.

This is true to some extent — the use of cheaper foreign labor is well-documented — but the main culprit here is, ultimately, technology. Robotics and other innovations are having a profound effect on the manufacturing sector.

The numbers don’t lie. Manufacturers shed more than seven million jobs during the past three-and-a-half decades while reaching a high point in productivity, according to the Economic Policy Institute (EPI). The institute goes on to say that U.S. manufacturing had a gross output of $5.9 trillion in 2013, more than one-third of the gross domestic product (GDP) for that year.

This solidifies the position of manufacturing as the key U.S. business sector. It supported approximately 17.1 million indirect jobs in the U.S. plus 12 million directly employed individuals for a total of 29.1 million jobs in 2013. That was more than one-fifth (21%) of total U.S. employment, according to the EPI.

Trump has said he’ll renegotiate trade agreements — including the North American Free Trade Agreement (NAFTA) and the Trans-Pacific Partnership (TPP) — and impose tariffs in his efforts to restore jobs. This could result in higher tariffs on 11 countries, such as Mexico and China, according to the Wall Street Journal. But would this just be a Band-Aid on an even bigger problem (see box below)?

The Issue of Tax Inversions

Money talks, so it’s no surprise that multinational companies have been moving their operations overseas. Part of the appeal is lower labor costs. Another draw is the ability to reduce tax liability. By moving headquarters to such tax havens as the Cayman Islands, corporations can save millions in taxes.

Trump has vowed to halt these tax inversions as part of his economic and tax reform policies. To this end, he has proposed a one-time, 10% repatriation tax and lower corporate tax rates. Congress is expected to go along.

But consider another repercussion of bringing manufacturing jobs back home. When items are produced overseas, manufacturers and sellers can keep prices lower than if the goods were produced domestically. So it’s only logical to assume that increasing the manufacturing output in the U.S. generally would result in somewhat higher prices.

A Question of Price

Would American consumers be willing to pay more for domestically produced products? Surveys suggest they would, particularly if a patriotic appeal is made. But how much more? Almost everyone has a price point where they just say no (see box below).

As mentioned above, the main factor in the loss of manufacturing jobs is technology, and that isn’t likely to change. So imposing higher tariffs on foreign countries might simply encourage even greater automation, especially as new technological advances are made.

Another potential problem: U.S. exports are inextricably linked to a global supply chain that relies on cheap components. If product components are produced in countries with tariffs, it could increase costs throughout the global supply chain.

Other countries could then turn around and hit the U.S. with higher tariffs and then everyone pays more. This would have a decidedly negative impact on the U.S. economy.

It’s also important to remember that trade agreements have boosted jobs. After NAFTA was inked, for instance, some of the large automakers — including Toyota, Nissan, Mercedes and BMW — established plants and hired workers in the U.S.

What the Future Holds

Whatever steps the Trump administration takes, the outcome should make sense for the U.S. Ultimately, the manufacturing sector must seek to find its competitive advantage in the current global economic environment in order to thrive in the years to come.

Made in America? Cost Matters

When it comes to a choice between buying domestically produced products or paying less, price wins out, according to a 2016 survey by the Associated Press-Gfk.

Almost three out of four survey participants said they’d like to buy goods manufactured inside the U.S., but those items are often too costly or difficult to find. Only 9% said they buy strictly American.

When Carrier, a division of United Technologies, announced that it was going to move an estimated 2,100 factory jobs from Indiana to Mexico, President-elect Donald Trump went on a mission to keep the jobs at home.

Trump quickly secured, with the help of Vice President-elect Mike Pence, a deal with the air conditioning firm.

But the victory came at a price. The trade-off was $7 million in tax breaks to be paid by Indiana over 10 years. Also, only about half of the estimated job losses were prevented. It remains to be seen if this deal can be termed a success and a harbinger of things to come.

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