Congress approved extension for employee-side payroll tax cut

At the eleventh hour, Congress approved a two-month extension of the employee-side payroll tax cut in the Temporary Payroll Tax Cut Continuation Act of 2011.  The two-month extension, for January and February 2012, is intended to give lawmakers additional time to negotiate a full-year extension of the payroll tax cut through the end of 2012.

OASDI tax rate. Social Security’s Old-Age, Survivors, and Disability Insurance (OASDI) program and Medicare’s Hospital Insurance (HI) program are financed primarily by employment taxes.  Prior to 2011, the OASDI tax rate was 6.2 percent for employees and employers, each; and the OASDI tax rate for self-employment income was 12.4 percent.

OASDI limits the amount of earnings subject to taxation for a given year. This limit changes each year with changes in the national average wage index.  For 2011, the OASDI wage base was $106,800. The OASDI wage base is $110,100 for 2012. There is no limitation on HI-taxable earnings.

2011 temporary reduction. The Tax Relief, Unemployment Insurance Reauthorization, and Job Creation Act of 2010 reduced, for wages and salaries paid in 2011 and self-employment income in 2011, the OASDI tax by two percentage points, applied to the portion of the tax paid by the employee and the self-employed individual (4.2 percent and 10.4 percent, respectively). The employee-side payroll tax cut under the 2010 Tax Relief Act was scheduled to expire after December 31, 2011.

Two-month extension. On December 23, 2011, Congress approved and President Obama signed a two-month extension of the employee-side payroll tax cut. The Temporary Payroll Tax Cut Continuation Act of 2011 extends the two percentage point employee-side payroll tax cut through the end of February 2012.

Recapture. Shortly after President Obama signed the Temporary Payroll Tax Cut Continuation Act, the IRS explained that the new law includes a recapture provision, which applies to individuals who receive more than $18,350 during the two-month extension period. The OASDI wage base for 2012 is $110,100, and $18,350 represents two-months of the full-year amount. The recapture tax would be payable in 2013 when the employee files his or her income tax return for the 2012 tax year. The House Ways and Means Committee reported that the recapture provision will only apply if the payroll tax reduction is not extended for the remainder of 2012.

Implementation. The IRS instructed employers to implement the reduced payroll tax rate as soon as possible in 2012 but no later than January 31, 2012. For any Social Security tax over-withheld during January, employers should make an offsetting adjustment in employees’ pay as soon as possible but no later than March 31, 2012, the IRS advised

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Burn the Boat

As legend has it, ancient Greek warriors would burn their boats when they landed on the enemy’s shore.  They understood the impact of an unwavering commitment to success.  Success was a requirement to survive.

In business, great companies are always experimenting.  Jim Collins, author of Built To Last, refers to the concept simply as “try a lot of stuff”.   True innovation rarely occurs as a singular revelation, rather it is the cumulative impact of lower risk activities taken to develop a new idea.  Peter Sims does a nice job exploring the concept in his book, Little Bets.

Though I agree with both Collins and Sims, I find value in the “burn the boats” philosophy as well.  A major reason why small companies survive their launch is because there was no other option.  It was focus, adapt, and succeed or the business was going to fail.  Sink or swim?  The fortitude to stay the course despite adversity is a common trait of any successful business owner.

So which is it… little bets or “burn the boats”?  The answer… both.  Little bets enable people to take small, calculated risks that initially spark the necessary ember of innovation.  It is the “burn the boats” fortitude that enables a business owner to fan the ember into a fire.

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Same Delap…New Location

Some exciting changes are happening.  We even caught the attention of the Portland Business Journal, and we’re featured in the article Kruse Way in early stages of revival.

We have had the privilege of experiencing steady growth over the last several years.  The firm originally occupied 60% of the 2nd floor at 4500 Kruse Way.  In 2008, we expanded to take over the entire floor, accommodating over 90 employees at our peak.  We are very excited about this opportunity and have enjoyed working with a great team of people in the community to facilitate our transition.  Effective December 5th, our new address will be 5885 Meadows Road No. 200, Lake Oswego Oregon.

Our new space provides a designated area for continued professional training, multiple conference rooms, full access to the building’s exercise facilities and a mother’s room.  “Both our clients and our employees will benefit from the collaborative and efficient workspace designed for a digital office with the added convenience of modern amenities and easy access.” said Dave DeLap, Managing Partner.  Our new location provides the team an opportunity to expand comfortably and take advantage of energy efficient and eco-friendly amenities.

For nearly 80 years, Delap has leveraged firm experience to serve the Pacific Northwest, empowering business owners and individuals to realize personal and professional goals.  Call us today at 503-697-4118 to see what one of Portland’s oldest, largest local accounting firms can do for your business. 

 

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Protect Your Business – Part 1

Consumers enjoy a generous security blanket when it comes to recuperating losses related to hacked bank accounts, ACH/Wire fraud, and stolen credit cards.  This protection often leads to lax security controls on the publics’ part.  However, businesses do not have the luxury of this protection.  If an individual suffers a hacked bank account or ACH fraud, the bank will usually make them whole.  Swap out the victim from a consumer to a business and suddenly the business is left to burden the loss. 

The Protect Your Business series will help businesses learn more about how to implement solid controls to protect your business and secure the low hanging fruit that make many businesses an easy target for hackers. 

The concept of ‘defense in depth’ (DiD) will be very familiar to readers within the InfoSec industry.  In short, this concept emphasizes the need to structure security in layers for greatest protection.  Defense in depth can be utilized regardless of an entity’s size and will provide security benefits in relation to the time and resources available. 

The following diagram is an illustration of a basic layered network defense. 

The outside layer is perimeter security, which might include a firewall, VPN, antivirus, intrusion detection systems (IDS), access control lists (ACLs), physical access controls (locks, RFID access controls, etc.), multi-factor authentication, mutual authentication, and many other types of controls. 

Within your network there are many internal controls (administrative, physical, and technical) that can be implemented including data encryption, documented policies and procedures, segregation of duties (where possible), accounting/finance controls, strong passwords, and application/network activity reviews.  These controls make up the internal layer of defense.

At the center of this illustration is the ‘Human’ factor of the business structure – the employees.  The human element can be any security plan’s greatest strength or its Achilles heel.  Human controls include proper training, regular reviews of access rights, accountability, and password management. 

To show how much security relies on the human element, let’s look at a real life example I encountered over the past years. 

Jack (not his real name) is the senior accountant for a local pet shop chain.  The company has three locations and 37 employees.  Due to the company’s small size, Jack is also responsible for administrating the company’s network and user accounts.  The company had recently installed a robust firewall and felt quite secure based on the firewall’s reviews.  The accounting and operations personnel were allowed remote access (via Microsoft remote desktop) to a server on the company network that was used for banking, accounting, and inventory management.  This allowed the staff to complete accounting and product ordering duties from home.  The owner was very proud of this and touted it as a benefit to employees to assist them in balancing their work and personal lives.

Jack regularly received complaints from employees about forgotten passwords and decided that it would be more efficient to change all the user passwords to the same password.  Since Jack had more experience with technology than anyone else at the company, the owner approved Jack’s idea, thinking that it would free up Jack to focus on his accounting responsibilities. 

A few weeks after the password change, Jack was performing the month-end bank reconciliation and noticed four large payments of $9,000 to an unknown customer.  After reviewing current purchase orders, Jack had found nothing to support the mystery payments.  In a panic, Jack called the companies bank and requested a stop payment.  The bank politely notified Jack that the payments had originated from the companies account and had already been processed.  Furious, Jack argued that the payments were fraudulent and that the company had not approved nor originated the payments.  The response was less than comforting.  “We apologize, but the bank is not liable for fraudulent business account activity. Have you considered an insurance plan specifically for electronic fraud?”   Jack engaged a forensic accounting firm and further research showed that the payments had originated from the company’s internal server used for banking. After a thorough investigation, the firm discovered that around the time of the fraudulent payments, there were unusual remote desktop sessions originating from IP addresses outside of the United States.  When the firm discovered that all of the company’s users had the same password, they surmised that a password had been shared outside of the company or the information sold online.  Eventually the deed was tracked to a regular store employee who was promptly terminated.  The company was still stuck with the $36,000 loss and the forensic investigation bill, which set them back about $48,000.

How did this happen?  Shared or ‘generic’ passwords are extremely dangerous.  Hackers need only know that all employees have the same password, and that the company used Microsoft remote desktop to connect directly to the server.  From there it would be relatively easy for a competent hacker to discover an accounting employee’s email address (often the same as their login) and the public IP address of the server used for banking to facilitate the fraud.  Having a firewall did nothing to protect the company from this security breach due to the mismanagement of passwords and the lack of properly layered defenses.  Security quickly became a hot topic at the pet shop with the implementation of unique user passwords, a secure VPN for remote access, and user access to the server restricted to local access only. 

This type of  story is not uncommon, in the past several years small businesses have become an increasingly popular target for hackers due to lack of attention paid to IT and network security.  Even with good intentions, limited physical controls, and technology controls (a firewall) in place, lax controls over the human element failed to prevent a breach. 

Passwords alone are not enough to provide the security your business needs to protect its investments and operations.  Businesses have to approach security in layers to achieve any form of effective defense against the various digital threats that target the small business community today.

The next segment in this series will expand on alternate approaches to layering your security using the defense in depth principle.

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State Tax Day – Current, S.17Oregon—Corporate, Personal Income Taxes: Second Tax Credit Auction Announced, (Nov. 30, 2011)

The Oregon Department of Revenue (DOR), in conjunction with the Oregon Department of Energy, has announced a second auction of tax credit certificates worth $1,000 each that can be used to offset corporate or personal income tax liability. The minimum bid is $950 per certificate. The bidding period begins at 9 a.m. Pacific Time (PT) December 1, 2011, and ends at 5 p.m. PT December 9, 2011. Taxpayers must submit full payment along with Form TCA by 5 p.m. PT December 16, 2011. Payment must be made by cashier’s check, certified check, or money order. Further information and Form TCA are available on the DOR’s website at http://www.oregon.gov/DOR/PERTAX/credit-auction-info.shtml.

Notice, Oregon Department of Revenue, November 29, 2011

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How to be a professional commitment juggler

I read in a book a striking metaphor for life.  As a “lifelong” juggler myself, the metaphor has stuck with me and been a guiding principle.

“Success in life will require juggling.  Imagine life being a five ball juggling act.  The balls are named work, faith, family, health, and friends.  Time has taught me that work is the sole rubber ball.  If you drop it, it will bounce back. 

The other four balls are made of glass.  When you drop the glass balls (faith, family, health, friends) the balls are damaged… even shatter.  When you make decisions in life, remember which ball is the rubber one.”

As I have worked with successful businesses over the past 30 years, the common ingredient to their “secret sauce” is great people.  It might sound counter intuitive, but help your employees protect their glass balls; teach them when to drop the rubber ball and your business will attract and retain top talent.  The right internal team will attract and serve your customers well, revenues will accelerate, and profits will expand.  Left to their own demise, your employees will drop the glass balls.  Put some controls in place to create a culture of professional commitment jugglers and your business will be rewarded.

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Three Percent Witholding Repeal and Job Creation Act

Congress has approved legislation repealing the three percent withholding on government contractors and expanding tax incentives to encourage employers to hire military veterans. Full Article

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Different

Go to any business school today and the professors will beat the concept of differentiation and competitive advantage into students’ heads.  Businesses become intensely focused on augmenting products and services to ensure they are perceived as different.  Existing products and services are tweaked and manipulated to make sure they are different.  Consequently we’ve observed an explosion of brands and products, yet how different are they really?  The competitive treadmill has companies stuck in a rut looking over their shoulder responding to each competitive move.  The minute that the competition creates something remotely viable or attractive in the marketplace, the industry responds with imitations and “me too” goods.  The constant competitive responses slowly kill original creative thinking.  The incessant focus to be different while responding to competitive maneuvering only makes businesses similar. 

Ultimately, competitive advantage is lost when a business becomes distracted by “me too” responses.  Saying no when the marketplace is saying yes is difficult to do.  Tackling a challenge others think isn’t possible is different. 

Youngme Moon of Harvard refers to these companies as “reverse brands”.  “Reverse brands” take away the expected to create something unique.  If you have not read her book, Different, it is a must read. The following companies are a few that have embraced their true differences.

  • JetBlue: Stripped away free meal service, round trip discounts and first class seating.  But provided plush leather seats, personal entertainment units on each seat back with a promise to never bump a passenger.
  • Google: Google’s home page was stripped down relative to the leading counterpart Yahoo with cutting edge search analytics technology.
  • IKEA: Virtually no shopping assistance, no shipping and no delivery.  While giving us less, IKEA also gives its customer something more: design, style and value.
  • In-N-Out Burger: Provides 6 items on the menu, no children’s menu, no salads, no desserts, however, every item is uses fresh ingredients and is made from scratch.

It takes courage to stray from the herd.  It takes risk to break away from the pack.  Only when a business is courageous enough to shrug market norms and truly be different can true competitive advantage be earned.

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Research & Development Credit

Are you missing out on a lucrative tax credit?  Learn more about a long standing tax credit for research and development expenses and how we might be able to help you take advantage of this opportunity. Research & Development

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Be quick but don’t hurry

The late John Wooden used to regularly coach his team to “be quick but don’t hurry”.  Though he emphasized speed, balance was equally important.  This truth translates very well into business today.  Companies that can respond quickly to changes in the marketplace within the business’ core competencies will win.  Conversely, businesses that “hurry” will demonstrate incredible activity with very little achievement. 

How quick are decisions made within your organization?  Do you suffer from endless data gathering and analysis paralysis?  Often a quick “no” is better than a long “maybe”.

“Quick” organizations keep it simple.  One such example many are familiar with these days is the University of Oregon Football team.  The speed of the offense is like nothing college football has ever seen before.  The core of the offense is very simple, but its flexibility to quickly respond to the defense is one major reason the offense is so potent.  John Wooden’s UCLA high post offense was very simple at its core, but executed to perfection and others couldn’t stop it.

Herb Kellerher (retired Southwest Airlines CEO) had a simple vision statement for his organization, “to become the low cost leader amongst the airlines”.  In a famous story, his executives began to debate about serving chicken salads to travelers inflight.  When Herb walked into the room and overheard the debate he asked one simple question, “does serving chicken salad inflight help Southwest Airlines become the low cost leader amongst the airlines?”  That simple question helped speed up the decision making process for Southwest Airlines. Does your team have a clear vision statement to guide their day to day decisions?

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