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Tuesday, May 15, 2012 Out of the Ashes: CPA Robert Keebler is Leading Keebler & Associates LLP to the Cutting Edge of Tax and Estate Planning
Reposted from Financial Advisor Magazine | By Eric L. Reiner | May 2012
The financial crisis has been blamed for a lot of things. Setting in motion the events that launched a topflight planning boutique isn’t usually one of them.
The Ponzi schemes exposed by the crisis affected clients at the firm CPA Robert S. Keebler was with at the time. As he delved into the tax issues surrounding clients’ losses, Keebler, a nationally known speaker and writer based in Green Bay, Wis., came to a realization. Few, if any, noted experts existed in the obscure world of theft-loss deductions. So he set out to become one.
“I just knew someone had to step up and figure it out,” Keebler says. He invested time in learning the ins and outs of this little-used itemized deduction, then produced seminars and articles on the subject for practitioners.
Keebler is perhaps best known for his work in retirement plans and advanced estate planning, as well as for making private letter ruling requests from the Internal Revenue Service. Certainly he handles plenty of other matters as well, but foraying into the deep recesses of theft losses turned out to be a confidence builder and springboard. “Once we did that, we weren’t afraid to do other things,” he says.
Given such conviction, plus a little career coaching and encouragement from industry icons Sid Kess and Steve Leimberg, he made the inevitable move. In late 2010, Keebler left Top 20 accounting firm Baker Tilly Virchow Krause, where he had been a partner for years, to found Keebler & Associates with key members of his long-standing team. Guess what?
“The phone continues to ring,” says Keebler, 51. Frankly, the 18-month-old firm is doing fine, thank you very much.
In addition to serving the firm’s clients’ needs, “we do a lot of work for financial advisors, CPAs and law firms,” says Keebler, who remains down-to-earth and approachable despite his professional stature. “Most of our referral work comes from people who have heard me speak.” But then that’s always been Keebler’s rainmaking methodology.
How To Find Work In Green Bay And Beyond
“When I came up to Green Bay from Milwaukee in 1990, the only way to bring in work was to go out and teach local professionals like the Green Bay Estate Planning Council. You hoped if you spoke to enough people and showed them you had expertise that they would send you work,” he says. And they did.
As a speaker, “Bob is exceptionally good at breaking down high-level planning so that everybody in the room can understand and apply the ideas in their practice,” says Las Vegas attorney Steve Oshins, a prominent asset protection and estate planning expert with whom Keebler recently conducted a full-day seminar for a national accounting firm.
Keebler claims he was “driven to teach” once he discovered he was good at it, and that propelled him to the next level. Workshops for large insurance and financial-services companies, along with seminars for financial advisors, accountants and attorneys, take Keebler coast to coast these days. He also expands his reach with technology—through podcasts, webinars and teleconferences accessible through www.keeblerandassociates.com. The result is a clientele more national than local.
Skill Set
Like his teaching, Keebler’s writing for CCH, Leimberg Information Services and the American Institute of Certified Public Accountants emphasizes clarity and usefulness.
“Bob is able to get ahead of the curve in how to use estate planning tools and techniques and explain what they look like when they are modeled. He is a visionary,” says one of his editors and mentors, estate planning legend Steve Leimberg, namesake and CEO of the tax news and analysis service.
Keebler also holds awards such as the “Distinguished Accredited Estate Planner” designation (there are only 66 such individuals), which bears further testament to his technical prowess. But that alone does not a firm build. The truth is, Keebler is a pretty sharp cookie when it comes to marketing, too.
Staying on the cutting edge is vital to his teaching and writing brand. “So we move very quickly,” Keebler says. For instance, when the IRS recently announced an extension of the deadline for certain estates to elect the spousal portability of the estate-tax exemption, within hours Keebler & Associates blasted an e-mail to practitioners spotlighting the affected clients and steps advisors should take.
“We try to be the first people on the block with the news and how it’s going to apply,” says one of Keebler’s three partners, Stephen J. Bigge.
Inside The Engine Room
Each morning at the firm, another partner, estate-planning attorney Michelle Ward, begins her day with a visit to the Web sites of the IRS and a variety of subscription services. Her purpose is singular: to sift through the myriad news alerts and find the nuggets. “I’ll check to see whether anything relevant to our clients has come out and, if so, I’ll post it to our Twitter account and Facebook, and then pass it on to Bob,” says Ward, who has worked with Keebler since he hired her into the tax profession in 2000.
When Keebler deems a topic worthy of dissemination, he then turns to one of his partners. “We’ll figure out how the pronouncement applies to our client base and do a brief write-up on the rule,” explains Bigge, who Keebler hired right out of school from their shared alma mater, Lakeland College in Sheboygan, Wis., in 2001.
Backed By A Power Trio Of Experts
Keebler is the front man, enabled by his three partners’ strong, complementary backgrounds. Ward, an attorney with a master’s in law (LLM), tends to handle the research for private letter ruling requests while Bigge, a CPA, crunches the numbers for Roth conversions, sales to intentionally defective grantor trusts and other strategies clients are mulling.
The other principal, Peter J. Melcher, holds an LLM in tax plus an MBA from the University of Chicago. “Pete does the heavy tax research for white papers and opinion letters,” Bigge says. An executive assistant, Emily Rosenberg, rounds out the five-person operation.
Many accounting firms thrive on audits and tax-return preparation—dubbed “annuity work” by the CPA profession because of these services’ recurring nature—but that’s not the case at Keebler & Associates. There is no audit practice, and preparing returns accounts for only about 10% of total revenues. “Most of our revenues come from either Bob’s speeches or new tax-planning work from existing clients or referrals,” reports Bigge, who doubles as the firm’s chief financial officer.
An Eye On The Future
Despite the shop’s solid performance since inception, Bigge contemplates the future like a good CFO should. “The challenge is continuing to bring in work,” he says. “A lot of times we get called in as a specialist, and once we have resolved the client’s issue or helped him put a plan in place, he moves on and we have to look for our next planning client.”
A potential damper on the firm’s unique private letter ruling business is a recent hike in the fee the IRS charges for some ruling requests. That will make the requests feasible for fewer taxpayers, according to Ward.
In the firm’s estate planning business, a big question mark is what will happen to the federal estate tax exemption. Under current law, it will revert to $1 million per person at the end of the year. That would expand opportunities for estate planners. But if the exemption were maintained at its current $5 million, it would continue to constrain the market. In that case, says Bigge, “we’ll focus more on tax-sensitive retirement planning. That’s really at the intersection of finance and tax, where no one else wants to play.”
Developing drawdown strategies for retirees is one area Keebler has been putting time into lately. “If the client has Roth money, pretax money in an individual retirement account and after-tax money in a personal account, what does he spend first and how does he take it out in the most tax-efficient way? That’s where the action is,” Keebler says, adding, “Everyone is going to need a financial planner because this is so complex.”
Planners, for their part, will need to know more about taxes. “With the compression in tax season—because 1099s are going out later and later—having a 1040 prepared at a CPA firm is becoming more expensive” as accountants attempt to make a full year’s living in a shorter period, Keebler says. “The result is non-CPAs are preparing more income tax returns, and because of the seasonal nature of their businesses, often they are not equipped to do tax planning. So financial planners will have an opportunity to take a larger role in income-tax planning with more middle- and upper-middle-class families,” Keebler predicts.
Plans to grow Keebler & Associates stop at the point where the partners are managing the firm instead of bringing in lucrative speaking fees or national billing rates. From that perspective, an experienced practitioner, rather than a neophyte needing training, could be a more viable addition to the firm.
But no matter where the boutique winds up, it will have taken Keebler a long way from those local speaking gigs 20-plus years ago, even if ascending to the national stage and circulating with some of the biggest names in planning-dom were not his original goals.
“I was never shooting for the stars,” Keebler says. “It just kind of happened.”
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
Sources: fa-mag.com
Monday, May 07, 2012 Estate Planning for the Blended Family: The Intersection of the Head and the Heart
By L. Paul Hood, Jr., Esq. & Emily Bouchard
A prospective new client contacts you about working with him and his partner. Within minutes you learn that they are unmarried with each having children from prior relationships as well as one of their own together. Do you experience a thrill of excitement at having such a complex and fascinating potential couple to work with, or does this scenario strike fear in your heart? If you’re like most of the estate planners we work with, fear would be your first response. Are you aware that your prospective client is most likely afraid as well, but for different reasons?
In Estate Planning for the Blended Family (Self-Counsel Press 2012), we identify and discuss 11 fears that clients can have when it comes to the estate planning process. These fears include everything from confronting fear of death, to fear of the estate planning process itself. On the other side of the equation, the biggest concern for the estate planner (or should be if it’s not already) is the likelihood of conflict of interests within the blended family system.
The reality is that estate planners need to be able to manage their own emotions, as well as those of their clients, around these fears and potential conflicts. It’s not enough to understand the intricacies of estate planning vehicles to avoid taxes and transfer assets efficiently – it’s also necessary to make sure you are addressing the core concerns (and yes, fears) that are part of the process. These fears prevent people from doing estate planning, or cause them to procrastinate. Fears lead to avoidance strategies that cause costly and unnecessary delays in estate planning. More often than not, people tend to avoid the conversations that could move the process along smoothly due to a lack of awareness about how to have the conversations effectively.
Estate planning for the blended family client can present some of the most challenging work that an estate planner ever does. One of the reasons why this is so is that most professionals in the field of estate planning aren’t sufficiently trained or experienced in the “human side” of the process, which is the “heart” of estate planning. Most attorneys, accountants, and financial advisors are trained in the “head” side of estate planning. The key to successfully navigating the often treacherous waters of estate planning for the blended family is properly balancing the head and heart.
On Tuesday, May 8th, the first in a series of three teleconferences on Blended Family Estate Planning will commence. This 90-minute presentation will dive into the key issues of the initial consultation and successful engagement of couples with a blended family. Participants learn how to address emotionally charged issues and fears that keep the planning process from moving forward, as well has how to move when a client shuts you down or shuts you out. Specifics related to property ownership and distribution will be addressed along with who should be considered for key fiduciary roles. The training provides a comprehensive introduction to estate planning for the blended family, and in so doing, marries the “head” and the “heart” of estate planning.
In the second session to be held on Tuesday, May 15th, attention is focused on the lifetime planning options that are available or advisable to blended family couples.
And last, but certainly not least, in the final session to be held on Tuesday, May 22nd, the various issues that are attendant to testamentary estate planning for blended family clients are addressed, as well as some post-death administration issues.
To sign up for this timely and important series and to receive a complimentary copy of our book, which includes a CD with forms, visit www.ultimateestateplanner.com.
If you have any questions, please feel free to contact Emily or Paul at estateplanning@blended-families.com. You can also contact The Ultimate Estate Planner, Inc. at 1-866-754-6477.
Emily Bouchard and L. Paul Hood, Jr. © 2012
Thursday, April 26, 2012 IRS’ 5 Tax Tips for Newlyweds, Divorcees
If you or a client has just gotten married or divorced, the last thing you want is for something to further complicate tax returns–or throw a snag into the processing of a refund.
Name changes can do just that, whether it’s a matter of taking a new name or resuming an old one. Connubial bliss can suffer if the refund doesn’t arrive in time to pay some of those hefty wedding bills–and freedom might not seem so free if finances are impaired when a long-anticipated refund check fails to show up.
Thanks to the folks at AdvisorOne.com, here are five suggestions from the IRS that can help you stay out of trouble, whether you’re once again flying solo or have just tied the knot.
1. Calling a Spouse a Spouse
So you’ve taken the plunge and jumped the broom. The IRS’ computers won’t know, or care, unless you let the Social Security Administration know too–after all, a computer will look at your Social Security number and the name on your joint return and scream “Reject!”–even if you kept your old name and hyphenated it with that of your new spouse.
2. Back to the Future
Divorced? Same problem. If you went back to your old name, don’t forget to let SSA know so that the IRS computers don’t have a nervous breakdown trying to figure out where they know you from.
3. A Rose by Any Other Name
When you’re ready to notify Social Security, you will need to provide them with proof that you are (now) who you say you are. Make sure you have a recently issued document that identifies you as you wish to be known.
4. Gotta Do the Paperwork
Provide the Social Security Administration with that recently issued document, as well as a completed Form SS-5, Application for a Social Security Card, either by mail or in person at your local SSA office. The form is available online at http://www.socialsecurity.gov/, by phone–call 800-772-1213 to request it—or at those handy local offices. Your new card will arrive with your old number and your new name.
5. But What About the Kids?
Suppose you (or your spouse) adopted the kids, and their names changed too. Social Security needs to know about them as well, even if they don’t have SSNs yet. For adopted children without SSNs, the parents can apply for an Adoption Taxpayer Identification Number–or ATIN–by filing Form W-7A, Application for Taxpayer Identification Number for Pending U.S. Adoptions, with the IRS. The ATIN is a temporary number used in place of an SSN on the tax return. Form W-7A is available on the IRS.gov website or by calling 800-TAX-FORM (800-829-3676).
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
Source & Photo Credit: AdvisorOne.com
Wednesday, April 18, 2012 Baby Boom Good for Life Insurance
More babies means greater demand for good old-fashioned cash-value life insurance. Young couples tend to buy life insurance to protect their families and babies are making a comeback.
In fact, what has been called a “baby bust” in the United States is now over, according to a January report from Demographic Intelligence, published by W. Bradford Wilcox, associate professor of Sociology at University of Virginia, Charlottesville.
In the wake of The Great Recession (2008-2012), the total fertility rate and the number of U.S. births fell more than 7 percent from 2007 to 2010, says Wilcox’s “U.S. Fertility Forecast.” The report projects that the total fertility rate will rise from 1.93 children per woman in 2010 to 1.98 children per woman in 2012. Also, the United States will register more than 4 million births this year.
Births are rising for at least three reasons, the report says. The number of American women in their prime childbearing years is rising, and many families are deciding to have children earlier rather than later, reversing a recent trend in the opposite direction. Americans put the ideal family size at 2.66 persons in 2010, up from 2.39 persons in the late 1990s.
“Many women put off having a child in the wake of The Great Recession,” Wilcox says. “Now, we think more women and couples have decided to go ahead and have a child—especially that second or third child that they put off at the height of the recession.”
Major findings of the report include:
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A rise in the number of births is expected to continue in 2012 and 2013. Some 4.06 million children were estimated to have been born in 2011.
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The Hispanic share of births has been dropping since 2007 for the first time in the tracking of U.S. birth trends. The share of Hispanic births was expected to drop from a high of 24.6 percent in 2007 to 23.4 percent in 2012.
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Births are rising fastest among college-educated women 30 years of age and up.
Wilcox adds that insurance companies should benefit from a particular increase in birth rates among the more educated and affluent demographic group.
Life insurance sales appear to be reflecting this trend. Total life insurance sales grew 4 percent in new annualized premiums in 2011, and insurers issued 2 percent more individual life policies than they did in 2010, according to LIMRA, Windsor, Conn. This is only the fourth time policy sales have risen in the past 30 years.
In addition, the MIB Group, Braintree, Mass., reports that life insurance applications were up 6 percent in 2011.
LIMRA expects that in 2012 and 2013, life insurance sales, based on annualized new premiums, should rise 28 percent. Generation Y, persons born between 1981 and 1995, will be entering their family years. Meanwhile, Generation Xers, born between 1965 and 1987, are spearheading the increase in households with young children. In addition, the U.S. Hispanic population is rising along with Asian immigration, according to a 2011 report by the Society of Actuaries, Schaumberg, Ill. and L.L, Global Inc., Windsor, Conn. The report is entitled “Guaranteed Uncertainty: Socioeconomic Influences on Product Development and Distribution in the Life Insurance Industry.”
As long as the economy continues to grow, the use of life insurance should grow worldwide, says J. Francois Outreville, finance professor with the International Center for Economic Research, Montreal, in a 2011 working paper. Longer life expectancies are important variables that lead to the purchase of life insurance, according to his study, “The relationship between insurance growth and economic development”
Although the economy is improving and people are buying life insurance, they are playing it safe with whole life instead of universal or variable universal coverage, LIMRA data suggest. Whole life premiums increased 9 percent in 2011 from 2010—marking the sixth consecutive year of positive growth.
Many are turning to whole life insurance because it pays high guaranteed rates of 3 percent—at least two percentage points less than the crediting rate paid on cash value. With whole life, families can build a nest egg they can tap through a policy loan if necessary.
“The biggest driver of individual life insurance growth was whole life,” says Ashley Durham, LIMRA’s senior research analyst. “It’s the only product to produce positive growth in each of the past five years.”
Premium and cash-value guarantees coupled with lifetime coverage, she says, alleviate leading concerns for buyers, which likely are compounded during times of economic uncertainty.
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
Source: RegisteredRep.com, April 17, 2012, Author: Alan Lavine
Photo Credit: lifehappens.org
Tuesday, April 17, 2012 Practical Planner: 2012— ACT NOW! (Volume 7, Issue 2)

Martin “Marty” Shenkman, Esq., CPA, MBA is an estate planning attorney and Certified Public Accountant who authors a number of publications each month, including his monthly e-mail newsletter, "Practical Planner". Below is the second installment from Marty's March/April 2012 newsletter. To be added to Marty's monthly e-mail distribution list, e-mail newsletter@shenkmanlaw.com.
Summary: Unless you’re hiding under a rock, you’ve been bombarded with email newsletters, mailings and more from your CPA, investment adviser, the 100s of people who want to be your investment adviser and more, cajoling you to make gifts before the end of 2012. Well this article is one more of ‘em. And you should pay heed. While the main drift of this message is clear: “make gifts before the law changes in 2013.” There are a number of important nuances to the message that the media blitz has not addressed: Lot’s of people, not just the ultra-high net worth folks, should be doing this. So if you’ve tuned out these messages because you’re not a zillionaire, tune back in! So, “I'll bet you think this song is about you. Don't you? Don't you?” Well Carly, it is! No one should just make a gift, the gifts should be in trust (your lawyer won’t make any money on the deal if it’s just a simple gift!). These trusts raise a host of issues, many of which have special implication to 2012 planning. So, we’re going to try to convey these key points in a really succinct amount of space, but hopefully enough can be conveyed to motivate you to act now, and act prudently.
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Point 1: Uncertainty shouldn’t be an excuse for inaction. If the weatherman says 20% chance of a horrible storm, you’d carry an umbrella. Uncertainty may also mean opportunity. If you don’t act now 2013 is scheduled to bring a $1 million exemption and 55% rate. President Obama has continued to propose estate and gift tax changes that will undermine much of the planning arsenal, making his proposed 45% rate and $3.5 million exemption far more costly than most imagine. Consider that the left end of the tax continuum. True, the future is uncertain. Perhaps the Republicans will sweep the election and repeal the estate tax. Consider that the right end of the tax continuum. If you don’t act now and the left end materializes you (not only your heirs) may lose out big time. If the right happens worst case you’ve wasted the cost of the planning, but have you? The trust planning that will serve your estate planning needs will also provide asset protection benefits, including divorce protection for heirs, and better control and management of your assets. So the planning in the best tax case scenario won’t be for naught, you’ll just have one less benefit. And by the way, even if the estate tax is repealed (and ya shouldn’t hold your breath hoping for that one) the gift tax may remain intact with a $1 million exemption even under Republican control. Most folks forget that the gift tax is an integral backstop for the income tax, not only for the estate tax. Look at what happened in 2010 with the gift tax.
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Point 2: Planning is not only for Richie Rich. If you have a non-married partner a $1 million gift exemption in 2013 may make it costly to shuffle ownership of assets between you and your partner. Everyone, not just surgeons, should be concerned about asset protection. Nothing anyone in Washington does will change the litigious nature of our society. About a score of states have decoupled from the federal estate tax system so that lower amounts of wealth may trigger state death tax. A simple gift today might be all it takes in many situations to reduce or eliminate state estate tax. Use the current favorable tax environment to shift assets into protective structures before the party ends. A $1 million gift exemption will render much of this planning costly, impractical, or impossible. Remember at midnight 12/31/12 the carriage turns back into a pumpkin and the ride is over.
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Point 3: Start with a Financial Plan. While your estate planner might think he or she holds the keys to the planning kingdom, this kinda planning should have at its foundation a well thought out financial plan. Does this suggest your wealth manager should be driving the bus? Nah, but they should be a co-pilot. How much can you afford to give away and be really assured that you won’t be asking the kids for a loan? Which assets can or should you give away? Do you need additional life insurance for coverage in light of components of the plan? Do you need access to the money you give away and if so how much? This analysis is meant to insure that you’re left with more than adequate assets to maintain your lifestyle after the transfers. This can deflect an IRS challenge that you had also an implied understanding with the trustees (or managers of an LLC) to get money back because you left yourself with insufficient resources. It can make it harder for a creditor to prove later that your transfers constituted a fraudulent conveyance.
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Point 4: Make Gifts in Trust. Whatever amount you determine to give away, give it to one or more trusts, not outright to an heir. Trusts provide asset protection, divorce protection, preserve generation skipping transfer tax benefits (in English they can keep the assets out of the transfer tax system forever). Trusts can be structured as “grantor trusts” so you can sell assets to them without triggering capital gains tax and you can pay the tax on trust income and gains thereby growing the value of the assets inside the trust faster while shrinking the assets left in your name, thus reducing assets reachable by creditors or subject to estate tax. Both of these bennies are on President Obama’s hit list, so get ‘em while you can. Perhaps the biggest vig of gifting to a trust is you can retain the ability to benefit from the assets in trust. Say you set up a trust for your spouse/partner and all future descendants. So long as your spouse/partner is a beneficiary you can indirectly benefit. Alternatively, you can set up a Domestic Asset Protection Trust (DAPT) and be a beneficiary of your own trust. Even if you’re mega rich, but much of your wealth is concentrated in a business, be very cautious about cutting off your access to trust assets. Don’t forget the harsh economic lessons of 2008-10+.
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Point 5: Sell Assets to Trusts. While gifts can take advantage of the current law, sales of assets to trusts can also provide a huge benefit now, that may also disappear when the ball drops in Times Square. If you sell 45% of your interest in a family business valued with a 40% non-marketability and lack of control discount, that’s huge leverage. Discounts may head the way of the Dodo bird. Since few trusts will have sufficient cash to pay for the purchase these sales are structured as note sales. Interest rates remain at historic lows. So transfers well beyond the $5.12 million are “can do.” For many folks the better approach is a technique described in prior newsletters called a Beneficiary Defective Irrevocable Trust (BDIT) that will depend on this sale technique. Sell ‘em while you can!
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Point 6: Design the Trusts Right. The trust or trusts you’ll use should not be off the rack. This is the time to step up to the custom tailored suit. Navigating Scylla and Charybdis is child’s play by comparison. Some of the issues to consider include:
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Should you be a beneficiary or not? If yes, there are precautions to take and only certain states in which the trust can be established.
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Is there any reason the trust should not be a grantor trust? Unlikely, but ask. If it is a grantor trust what happens if there is a big capital gain? Example – you transfer your family business to the trust and 5 years from now sell out to a public company for big bucks. You have to pay the gain but the bucks are in the trust. Some practitioners use a tax reimbursement clause but caution is in order. These clauses have to be handled correctly and the trust must be in a state with appropriate laws. Also, worrisome is that if the trustee just so happens to reimburse you, the IRS might argue that you had an implied agreement with the trustee to reimburse you for the capital gains tax on a big sale. There may be better approaches.
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If you and your spouse/partner both set up trusts, the trusts need to be sufficiently different to avoid the IRS arguing what is called the “reciprocal trust doctrine” -- that they are so identical that they should be “uncrossed” so that the trusts are taxable in each of your estates. That would entirely negate the planning. Differentiate the trusts using different powers, different distribution standards, set them up in different states, sign them on different dates, use different assets, print them on different color paper (just kidding on that one), etc.
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If you own all the assets to be given can you set up a trust and gift $10.24 million and have your spouse treat the gift as if it is ½ his thereby using up his exemption? While spouses can gift split, if your spouse is a beneficiary of the trust which is the recipient of the gift, that is a no-no.
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What if you gift $5.12 million to your spouse, and he then gifts it to his trust to avoid the gift splitting issue? Nice try but maybe no cigar. The IRS could attack using the “step transaction doctrine.” If the IRS wins they might treat your gift to your spouse, and his gift to the trust, as an indirect gift by you to his trust. Thus, you’d be treated as making two $5.12 million gifts and owe about $1.8 million in gift tax. Ouch!
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There has never been a time in history when so many taxpayers may feel so compelled to make so many large transfers in such a short time period. Big brother will be watching so more caution and planning then ever before should be exercised.
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You want to fund a FLP or LLC with appreciating assets, make gifts and secure discounts. If the assets are not inside the entity long enough the IRS will argue that the gifts were of the underlying assets – no discount.
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Point 7: Operate the Plan and Trusts Right. Administer the plan and trust properly, and monitor it by meeting not less than annually with all your advisers to make sure all formalities are adhered to. Be sure the CPA is in the loop to monitor the gift and income tax returns so they all properly reflect the reality of the transfers. Revise asset allocations to coordinate asset location decisions.
Bottom Line: Just Do It! Time is fleeting. Everyone should review planning options for themselves and their family/loved ones to ascertain what might be beneficial and how to expedite the process so planning is completed in advance of year end, preferably before the election.
To download the complete newsletter and prior newsletters, click here.
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ABOUT THE AUTHOR: Martin “Marty” Shenkman, Esq., CPA, MBA is an estate planning attorney and Certified Public Accountant from Paramus, New Jersey. He received his Bachelor of Science degree from Wharton School, University of Pennsylvania 1977 with a concentration in accounting and economics. He received a Masters degree in Business Administration from the University of Michigan 1981, with a concentration in tax and finance.
Mr. Shenkman is a widely quoted expert on tax matters and is a regular source for numerous financial and business publications, including The Wall Street Journal, Fortune, Money, The New York Times, and others. He has appeared as a tax expert on numerous television and cable television shows including The Today Show, CNN, NBC Evening News, CNBC, MSNBC, CNN-FN and others. He is a frequent guest on radio talk shows throughout the country and has a regular weekly radio show on Money Matters Financial Network.
Mr. Shenkman is a prolific author, having published thirty-four books and more than seven hundred articles. Mr. Shenkman has served as contributing editor to a host of publications, including: New Jersey Lawyer, The Journal of Real Estate Finance, Real Estate Insight, Commercial Leasing Law & Strategy, The Journal of Accountancy, Real Estate Accounting and Taxation, Shopping Centers Today, and others.
Mr Shenkman is active in numerous charitable organizations, sitting on many boards and planned giving committees and lectures regularly for these and other organizations. Monday, April 16, 2012 WSJ.com - Inherited IRAs: A Sweet Deal
Reposted from WSJ.com | By Kelly Greene
Inherited individual retirement accounts made news earlier this year when the Senate Finance Committee proposed to make heirs empty them within five years of the benefactor's death.
The measure, which was abandoned shortly thereafter, would have upended a system that is highly advantageous to families. Under current rules, heirs get to stretch withdrawals from an inherited IRA across their own life expectancies, meaning the assets could potentially increase in value, tax-deferred, for decades.
 Yet many unwitting families cash out the account, losing the possibility of a life-expectancy payout, says Natalie Choate, an estate-planning lawyer at Nutter McClennan & Fish LLP in Boston.
That is a problem, she says, because there is no way to get the money back into the IRA after it has been cashed out.
Sometimes, even when the heir is aware of the opportunity to keep the inherited IRA in tax-deferred investments, financial and legal advisers botch the paperwork so badly that the IRA is disqualified.
Here are some of the snags that can result:
Trust tangles: M.D. Anderson, a tax preparer in Chandler, Ariz., has worked on so many inherited IRA snafus that he set up a website to chronicle the morass, titled InheritedIRAHell.com.
One of the most common problems involves how they intersect with trusts. Many people who set up plain-vanilla living trusts, often marketed as a way to avoid probate, name the trust as the IRA beneficiary.
But a trust isn't a person, and has no life expectancy, so it can't take advantage of the opportunity to stretch withdrawals across decades.
There is a potential fix: Demonstrating that a trust qualifies as a "conduit," or "see-through" trust, meaning its purpose is to get the IRA distributions to a trust's beneficiaries. Doing so, however, could require winning a so-called private-letter ruling from the Internal Revenue Service, which can cost $4,000 for filing and double that for the accountant or lawyer preparing it, Mr. Anderson says.
His advice: Keep the IRA out of the trust unless your kids' situation is so egregious that there isn't any alternative, like having kids who are in jail.
Titling problems: When you inherit an IRA, you should retitle the account so it reads like this: "William Smith, Deceased (date of death) IRA F/B/O (for benefit of) James Smith, Beneficiary." But Mr. Anderson is working with a client who received forms from the custodian of the account that didn't spell out that he had inherited the account. The second set of forms the client received still needed some edits to avoid possibly disqualifying the account, Mr. Anderson says.
So, when you retitle the account, make sure the paperwork is in the proper format.
Paying the tax twice: If the benefactor's estate were large enough to be subject to federal estate tax, and a federal estate tax were paid, then the IRA beneficiary can get a tax deduction for the estate tax paid on the IRA's value. That is the case even if someone else paid the tax, Nutter McClennan's Ms. Choate says.
Estates worth up to $5.12 million are exempt from estate tax this year, but the exemption reverts to $1 million in 2013 unless Congress acts.
For example: a mother leaves a $1 million IRA to her son and the rest of the estate to her daughter. The daughter ends up paying the federal estate tax on the entire estate, including the IRA, the taxes on which were $350,000. The son cashes out the $1 million IRA. He now has $1 million in gross income and a $350,000 deduction for the estate tax.
"This is the most overlooked deduction in America," Ms. Choate says. The reason: Heirs often don't realize they are entitled to the "income in respect of a decedent" deduction, as it is known. Estate administrators typically don't feel it is their job to tell beneficiaries about their future tax situations. Meanwhile, the beneficiary's tax preparer might have no idea that estate tax has been paid on the IRA.
Failing to pass it on: Many wealthier adult children forget they can disclaim an inherited IRA and pass it along to their children—possibly creating tax-deferred growth for decades, says Bobbi Bierhals, an estate-planning lawyer with McDermott Will & Emery in Chicago.
There are two things to keep in mind, Ms. Bierhals says. First, the IRA owner has to fill out the beneficiary designation form in a way that will allow it. The best way is to leave the account "to my then-living descendants, per stirpes," which means the account goes equally to your children, or, if they have died, to their children.
Also, you must act quickly. Disclaimers must be completed within nine months of the benefactor's death, she says.
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
Photo Credit: James Steinberg via WSJ.com
Source: WSJ.com
Thursday, April 12, 2012 5 Important Steps to Update Estate Plans
The tumult of the current tax season is winding down, but advisors can provide a valuable additional service to their wealthy clients by encouraging them to closely review their estate plans to ensure these are up to date.
Estate plans are valid at the time they are signed, but sometimes years or decades pass before they come into play and circumstances change: assets grow or retract, designated trustees die, family members have falling-outs.
Keeping estate plans current is essential to protecting clients’ families and their assets, Blooma Stark, an attorney with Aronberg Goldgehn Davis & Garmisa, said in a telephone interview with AdvisorOne.
Stark noted that accountants are often the advisor clients see most often—at least once a year—and so are well positioned to recommend an estate plan review. In contrast, clients may see their attorneys only at wide intervals. She said she had just spoken with a client who had prepared an estate plan 20 years ago, and only recently realized she needed to update the plan.
Stark listed five estate plan areas to which advisors can direct clients’ attention for review. Doing this now “can save a lot of time and aggravation down the road,” she said.
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Review Documents. It’s essential that a client’s estate plan documents align with his or her current situation. Often a review will show one or more of these need to be updated, Stark said. Especially important are the will, power of attorney, living will and trust.
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Determine Familial Situation. Clients should assess whether their relationships with people they’ve named as guardians, executors, trustees or agents under a power of attorney are in good standing. If not, they will need to appoint others to fill those roles.
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Assess Sub-Trusts. Children grow up, and often their adult circumstances are different from those envisaged at the time the client formulated the estate plan. They may now have children of their own, requiring the arrangements of trusts to be changed. For example, Stark said, clients may decide that their children are sufficiently wealthy not to need to be direct beneficiaries and so execute a generation-skipping trust to ensure their grandchildren will be well provided for.
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Update Schedule of Assets. A critical issue clients often overlook or are unaware of is that an asset such as a second home does not automatically become part of their trust; the asset must be transferred to the trust during their lifetime. Failure to do this will likely result in probate costs that can escalate.
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Evaluate Changes in Estate Tax Law. Depending on the net worth of the client’s estate, changes in the law may make it advisable to change estate plan documents. This year is a prime example, when so much is up in the air about the so-called Bush tax cuts. In 2013, for example, the estate tax exemption of $5 million could drop to $1 million, or some figure in between; nobody knows. Stark, like so many others who advise wealthy clients, said she has given up trying to crystal-ball what will happen next year. She is advising her high-net-worth clients to make gifts this year to take advantage of the current exemption.
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
Source: AdvisorOne.com
Tuesday, April 10, 2012 Attract, Engage & Work with Families with Taxable Estates and Their Advisors
For decades many of us, as wealth strategies planners, have wondered not only how but if we should attract, engage and work with affluent families and those with complex taxable estates. Their advisors are more protective. The solutions are more complicated and create larger liability. Though the fees may be greater, are they enough to cover the time and effort – especially if we only do it occasionally?
The Laureate Center for Wealth Advisors has the training and education needed to attract, engage, and implement work in the taxable estate arena. You owe it to yourself and your clients to learn more about The Laureate Program, especially if you desire to:
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Quarterback a team of advisors or be called in as a team member;
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Find your quiet confidence as a leader and resource to clients and their advisors;
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Identify, explain, and implement complex tax, wealth, legal, and other technical strategies in an understandable client language;
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Price for your intellectual property and the value you create;
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Improve closing techniques while practice with energy, freedom, and passion;
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Have an effective, process-oriented, and profitable business, not a job
This program should seriously be considered by wealth strategies practitioners and advisors interested in the Families with Taxable Estates market and having the quiet confidence to quote six digit fees.
Below is a summary of The Three Pillars of the Laureate Curriculum: Counseling, Practice Management, and Case Studies. These pillars seem to separate the successful cases from the wildly successful and have helped to truly address the clients’ concerns, increase advisor compensation, and provide an established process through review, design, and implementation.
Counseling – Interpersonal Labs
The training and counseling labs provided through the Laureate Program helps each member decide and recognize which type of client you would like to work with. We believe that expanding from a “client engagement” to “client partnering” deepens the relationship and leads to more productive plans and results.
Client Partnering achieves the client’s specific goals through the process of Review, Design, and Implementation through authority on and clarity of:
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Problem and what’s behind it;
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Possible Solutions often resulting in former goals as less or not important; and
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Implementation and commitment to solution, timeline, and responsibilities for new goals.
In Client Partnering we facilitate a safe environment to explore the client’s and advisor’s true drivers. The common characteristics of facilitating a safe environment are:
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Rapport – a continued feeling of connection
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Relevance – current personal perspective related to the subject
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Expanding engagement
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Encouraging “new and clearer thought about the situation and what’s behind it”
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Understanding and committing to “We Can Help”
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Proactive commitment to process
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Expectations – setting, continuously reaffirming, achieving, and “whole plus one”
Practice Management - Processes & Protocols
Processes that worked before may not support a practice serving wealthy clients. Practitioners need to review and fine tune their processes and systems to support themselves and their team’s implementation, considering changes in technology. It is even more critical to continue to include the other collaborative advisors in communications, being sensitive and respectful to each professional and his or her role.
In short, continue to enhance your protocols on how you and your team interact with clients and advisors. Remember to work on, not in, your practice.
Case Studies – Review, Design, and Implementation
It is important to stay abreast of changes caused by new laws, economic conditions, financial products, and the impact of the media. Even though counseling and practice management are stronger players in attracting and engaging families with taxable estates, financial, tax and legal competency is required to design and implement successful client strategies. Through the technical and strategic training provided by The Laureate Program, we not only teach the “ins” and “outs” of stand-alone strategies but the more integrated strategies that should, or should not, be used together in the more hands on world of wealth strategies planning.
The art of working with affluent families is in the combining and layering of strategies that we have learned in order to accomplish our client’s deeper goals – identified through counseling. Laureate Program Members, through the Three Pillars of study and its members’ various professional experiences, continue to learn and practice to not only the variations of combining and layering complex strategies through case studies, but also ways to present these strategies to clients in an understandable fashion.
Enjoy Practicing Law – Join The Laureate Program today!
The Laureate Program facilitates discussions and provides process on how to counsel at a deeper level, manage our practices with more process, and to practice case studies that challenge ourselves, make more money, and appreciate what we do. Collaboration is king! Join The Laureate Program to learn more about how working with affluent families can be profitable and pleasurable with the right team of advisors at the table.
The Laureate Center for Wealth Advisors provides cutting edge training from industry leaders in advanced wealth, business, estate, and income tax planning. This year’s three 3-day session starts May 10-12, 2012. Visit www.laureatecenter.com or call (858) 200-1919 for more information.
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
Monday, April 09, 2012 Robert Keebler: Planning for Concentrated Stock Positions, Plus Half Off Bob's Teleconference
Reposted with Permission from Robert S. Keebler, CPA, MST, AEP
Planning for Concentrated Stock Positions: Variable Forward Sales, Charitable Remainder Trusts and Exchange Funds
The detrimental effects of concentrated stock portfolios are well documented. Not only do they subject the investor to a high level of risk, but their volatility tends to drag down returns.
Fortunately, a number of strategies have been developed to address the problem. This is the last in a three-part series of columns explaining those strategies. In the first column I explained how asset volatility drags down returns, quantified the benefits of diversification and provided a model for analyzing when simply selling off a concentrated position and reinvesting in a diversified portfolio produces a better economic result than holding the stock. In the second column, I pointed out that there are hedging strategies like protective put options and cashless collars that seek to give taxpayers the best of all possible worlds. In this month’s column, we will explore variable forward sales, charitable remainder trusts and exchange funds as alternative hedging strategies.
Variable Forward Sale
In a variable forward sale (VFS), an investor agrees to tender stock to a counter party at a specified future date in exchange for receiving a specified amount of cash up front (usually as a percentage of the underlying stock's current value). A typical VFS term is generally two to five years and the stated percentage 75 percent to 90 percent. The taxpayer could immediately use the sale proceeds to invest in a diversified portfolio even though no tax will be payable until the sale closes, either by physical delivery of some or all of the stock or by cash settlement.
Economics
A VFS is not simply a tax-deferred stock sale because it also provides downside protection and caps upside potential. Thus, it could be thought of as a cashless collar plus a loan against the stock to be sold. In other words, the investor is purchasing a put option to protect the downside, selling a call option limiting potential gain and receiving a current cash advance on the stock subject to the collar. The embedded collar would be subject to the constructive sale rules of Code Sec. 1259 just like any other collar, so the spread between the put strike price and the call strike price should be at least 15 percent.
Advantages
A properly executed VFS accomplishes four important objectives:
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Provides immediate liquidity for reinvestment
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Provides downside protection below the put option strike price
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Enables the investor to retain growth potential up to the amount of the call option strike price
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Defers gain recognition until the VFS is closed
Variable Forward Sale vs. Outright Sale
Research suggests that an outright sale generally outperforms a VFS. This is not to say, however, that there are not situations in which a VFS can perform better than simply selling the stock. Perhaps the most common situation is one in which the taxpayer is concerned about the risk of a concentrated stock position but is nevertheless bullish about the stock’s prospects in the short term. A VFS would… READ MORE
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This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
Friday, April 06, 2012 TrustAdvisor.com: Does Hartford’s Annuities Exit Signal the End for Others?
Reposted from The Trust Advisor | By Scott Martin
Dumping $1.4 billion business underlines the extreme pressure some insurance carriers have been facing, but retirement income experts say the variable annuity market is simply shaking out a lot of second- and third-tier competitors. 
Annuities now account for the bulk of the Hartford Financial Services Group’s earnings, so the wealth management industry was stunned when the company unceremoniously pulled the plug on future sales and started winding down the business. Hartford, of course, isn’t alone. Big names like ING, Sun Life and John Hancock have peppered the headlines over the last few months with similar announcements.
With all these names dropping out of the annuity business, advisors may be wondering what will be left on their retirement income shelf this time next year.
Turns out there will still be plenty of vendors happy to write this business — and there’s currently $240 billion of this business to write, according to the industry watchdogs at LIMRA, formerly known as the Life Insurance Marketing and Research Association.
Hartford was just a bit player anyway
Although Hartford’s decades of marketing have created huge brand recognition for its home and auto insurance lines, the company hadn’t been more than a niche player in the annuity business in a long time.
With “only” $1.4 billion in annuity sales, the company didn’t even make the Top 20 list of annuity vendors last year.
And given the infamously concentrated nature of the industry, you have to either go big or go home.
The ten biggest annuity carriers already write 61% of the total business. The next bracket is hanging onto another 18% share, leaving everyone else — including Hartford — to fight over the scraps.
So instead of Hartford being the canary singing about trouble brewing in the annuity coal mine, the real question is what that songbird was doing down there at all.
Analysts who follow the company are actually pretty pleased that this is happening.
“We think that this is the right decision for the company,” says John Nadel, who follows Hartford for Sterne Agee & Leach. “We applaud the actions.”
Not a bad business
The other annuity vendors departing the business were only marginally bigger players than Hartford, with only Sun Life even managing to capture a 1% share of the overall market.
If Sun Life couldn’t generate enough scale to keep selling new annuity contracts, everyone smaller — accounting for maybe $55 billion in annual sales — should definitely be thinking about their future.
Giants like MetLife, Prudential and Jackson National Life, on the other hand, are feeling no pain. Sales of variable annuities in particular soared 13% last year to a post-recession high, and these carriers have consolidated close to half of that high-margin business just between the three of them.
If anything, they’re even more eager to sell annuities than ever, given the way demand for these products spikes when the stock market looks rocky.
Jackson National, for example, was getting grief from its corporate parents last spring because its variable annuity business was so successful that it was crowding everything else off the map.
A year later, Jackson is still generating a staggering 64% profit margin on these products — sending a record $511 million back to corporate — and the executives have stopped complaining.
Scale is evidently the key here. Compare those huge margins to the money-losing proposition that a much smaller vendor like John Hancock was facing with its annuity business.
Between “volatile equity markets and the historically low interest rate environment,” Hancock restructured its annuity sales back in November.
Vendors like Hartford, crowded to the edges of the annuity industry, never quite recovered their balance after the 2008 market crash, when aggressive portfolio management imploded on carriers and sucked billions of dollars in capital off their books to pay promised benefits.
The leaders printed heavy losses too, but were big enough to survive. Smaller players are now acknowledging that they’ll never hit that scale.
Winding down contracts, not desperate for buyers
But since Hartford was earning relatively fat margins on its annuity sales, why dump that business?
Nadel thinks the big win for Hartford here is not so much in abandoning a profit center but in freeing up billions of dollars in capital currently tied up in the company’s life insurance contracts.
That money is better spent paying down debt and meeting the demands of activist shareholders like hedge fund king John Paulson, who owns 8.5% of the company.
Since the annuities ride alongside life insurance and Hartford’s retirement product sales, it doesn’t make much sense to keep them if those non-core businesses go on the chopping block, he says.
As it is, Hartford is perfectly happy to let its existing annuity contracts run down over the next decade or so — and the legacy book value there is worth about $10 billion.
Ironically, Paulson isn’t so cheerful, since he sees the company’s property insurance unit as the main problem.
And down on the street, annuity-focused advisors are actually booking strong sales and charging big commissions.
Just about all Americans are worried about protecting their retirement savings through volatile markets, and as LIMRA data points out, they’re as eager as ever to buy annuities and lock in at least part of their retirement income.
Annuities are even moving into retirement plan menus. For the victors, the spoils are going to get mighty sweet indeed.
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
Source: trustadvisor.com
Wednesday, March 21, 2012 The Drama of Whitney Houston’s Estate Continues to Unfold
Greatest Love of All
Reposted from Trust & Estates | By Michael K. Kirsch
Ever since Whitney Houston’s death on Feb. 11 at age 48, rumors have been circulating about her estate. Would her ex-husband, Bobby Brown, seek to gain control of the money? Did Whitney protect her daughter, Bobbi Kristina, with a trust, or will everything be paid to her at once, since she is 18?
Life Insurance Lawsuit
We know that shortly before her death, Whitney won a court case brought by her stepmother over a $1 million life insurance policy that John Houston, Whitney’s father, had left to Whitney. Barbara Houston, her stepmother, said the policy was supposed to pay off the money that Whitney’s father and stepmother borrowed from Whitney to buy their New Jersey condo. Whitney held a private mortgage on the condo.
Barbara sued after Whitney refused to credit the life insurance money against the mortgage. In December, eight years after John died, an appeals court judge ruled in Whitney’s favor because Barbara didn’t have any documents to prove the insurance policy was meant to cover only the mortgage loan. As the judge noted, its impossible to legally determine what the deceased would have wanted, beyond what’s spelled out in the documents. Had John’s attorneys set up a trust to accept the life insurance proceeds and use them to pay off the loan, his wishes would have been clear, and none of the ensuing legal in-fighting would have been necessary.
Assets in Estate
How much was Whitney worth? Some have speculated that Whitney’s estate will be worth between $10 and $20 million. Others claim she was broke. Back in 2001, she signed the biggest record deal in history, for six albums and $100 million in guaranteed royalties. She died owing Arista three records, so a big chunk of that $100 million could be lost. Regardless of its current value, Whitney’s estate is expected to benefit from the boost in sales since her death. Her estate reportedly has made $700,000 in royalty payments since her death. In August 2012, a movie she did with Jordan Sparks called “Sparkle” will be released. She also owned a home in New Jersey, once worth $6 million, but recently listed for under $2 million.
The Will
As it turns out, Whitney had a will, which was executed on Feb. 3, 1993. The 19-page will names her only child, Bobbi Kristina, as the primary beneficiary. According to the terms of the will, the assets will be placed in a trust with one-tenth of the principal paid to her at age 21, one-sixth at age 25 and the remaining balance at age 30. A codicil to the will dated April 14, 2000, appointed Whitney’s mother, Cissy Houston, as executor and her brother and sister-in-law, Michael and Donna Houston, as trustees. Reportedly, Bobbi Kristina has been struggling with substance abuse issues for years, much like her mother did.
Distributions made outright to a client’s heirs have no protection from the variety of risks to which personally held assets are exposed. Once distributed, the heirs can use those assets as they choose and the assets can be subject to their creditor’s claims. However, bequests that are kept in trust for the benefit of the heirs enjoy protection from creditors, predators (including ex-spouses), irresponsible spending and future estate taxes.
Whitney’s death serves as a reminder to estate planning professionals to make sure their client’s estate plan includes more than a simple will and that they update documents every few years. For the majority of clients with even a modest amount of assets, a will isn’t enough. A properly funded trust, with detailed distribution provisions specifically tailored for your client’s beneficiaries and based on your client’s wishes, is the best way to protect your client’s loved ones.
Celebrities are, for the most part, very difficult clients to deal with when it comes to estate planning. They’re used to having things done for them, and they would rather not deal with all of the issues involved. Many celebrities start the planning process, but never actually finalize it. A number of music/sports stars have died without completing a will. That list includes Sonny Bono, John Denver, Jimi Hendrix and Steve McNair.
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This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
Source: trustandestates.com
Photo Credit: cmgworldwide.com
Friday, March 09, 2012 How to Help Your Clients' Adult Children
Reposted from RegisteredRep.com | By Kevin McKinley
Giving the young adults in your clients' families a little time and attention can be beneficial for everyone involved. Most advisors are most interested in working with individuals who have the most money to manage. This usually means those who are about to retire or have just done so. But many of these clients have one thing on their minds that may be even more important and worrisome to them than their money: their fully-grown (if not yet fully-matured) children. Helping the next generation get off on the right financial foot could be the most valuable service you provide.
Win, Win, and Win
It won't be difficult to persuade the parents to let you talk to their kids. Solid money advice might be easier to take from an outsider like you than a mom or dad, and may make it less likely the kids remain (or become) a financial burden to the parents.
The younger folks get to take advantage of your expertise, despite having neither the income nor the assets necessary to otherwise qualify for an audience with you.
Finally, developing a positive relationship with the younger members of your clients' families could ensure that your oversight of their assets continues long after the older clients pass away.
Some Ground Rules
Inserting yourself between generations of even the most harmonious families can make matters worse if not handled with delicacy, diplomacy, and discretion.
You should start with the parents, perhaps by giving them a few extra business cards and suggesting that they forward your contact information to their adult children or grandchildren.
Make it clear to the current clients that none of their financial information will be discussed with the younger family members. But also pledge that anything you cover with the younger generation will be kept confidential from all others.
You can let these privacy shields loosen a bit during “family money meetings,” which you should not only suggest but also organize and facilitate if asked.
Once you get a chance to talk to the young adults, you should reiterate that what they tell you will remain private (although certain circumstances might compel you to suggest the kids talk to their folks).
Where Are They (and Their Money) Going?
After the formalities are out of the way, it's time to get down to business. Ask the twenty-something where she wants to be in the next few years, and how she plans to fund those near-term plans.
Encourage her to track her current monthly expenses, and calculate how those might be affected by any life changes, such as returning to school or moving to a new city.
Ask if she has enough savings set aside to cover a few months (or years) without a steady income, and suggest she establish a rainy day fund before spending any extra money on trivial pursuits.
Bad Credit = Financial Headwind
Whether the young adult is still going to school or has just entered the workforce, it's likely he will be attempting to borrow money at some point in the near future.
You can increase his chances of landing the best lending terms by encouraging him to check his raw credit data for free at www.annualcreditreport.com, and getting his FICO score for a small fee at www.myfico.com.
Even if he doesn't see any need to borrow any money in the near term, you can point out that his credit rating can affect his ability to rent an apartment, his insurance costs, and even his employment prospects.
Repayment at the Right Pace
On the other hand, financially-savvy young adults are often too quick to want to get out of debt, especially when it comes to paying off student loans.
Eliminating education debt is a great idea, unless it leaves the borrower with no cash to cover other emergencies, or living expenses between jobs.
So instead of rapidly paying down college loans that have lower rates and longer repayment schedules, advise the kid to focus first on funding the aforementioned emergency savings account.
After six to twelve months' worth of living expenses are built up, then any extra income can be redirected toward accelerating the debt repayment.
Wading Through HR Forms
Gainfully-employed young adults don't have to worry as much about money as their unemployed cohorts, but they have another concern with which you can help: making the most of their employers' benefit package.
Start with the kid's 401(k) plan, demonstrating the tax savings (and potential employer matching contributions) that are available on the worker's deferrals.
If that doesn't motivate her to start saving right away, show her that setting aside just $10 per day from age 22 on at 7 percent hypothetical annual return will make her a millionaire at age 65.
You can tell her the truth about her reaching that age much more quickly than she can imagine, but a long rant about how little her million will actually buy at that time will tend to diminish her enthusiasm for investing.
Family Counseling
Even clients' children who have long been independent can benefit from your words of wisdom.
You could offer newly-engaged couples the chance to have a money meeting with you, and help them establish mutually-desired long-term financial goals and short-term spending and saving amounts.
Most new moms and dads lack the proper estate planning documents to protect themselves and their families, so sending the young parents to a qualified attorney would be an act appreciated by your older clients, as well.
Along those lines, you should encourage the younger generation to not only purchase life insurance, but with a benefit amount that's large enough to prevent a tragedy from turning the kids and grandkids into a financial responsibility of the older generation.
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Photo Credit: registeredrep.com
Thursday, March 08, 2012 MainStreet.com: The Top 15 Richest Counties in America
Much to the pleasure of our Maryland-native Event Coordinator, Megan DeLaGarza, and the many other estate planning professionals based out of the Northeast, we are pleased to repost this article we found on MainStreet.com with the Top 15 Richest Counties in America. Are any of you planning in these counties? If not, you should be! Happy Estate (and Financial) Planning!
The Richest Counties in America
by Kali Geldis
Where the 1% Live
While many Americans struggle to find jobs, balance their budget and get by with less, some folks are still living high on the hog.
Looking at the most recent Census Bureau data from 2010, we chose the 15 counties in the U.S. with the highest median household income. With three counties exceeding the $100,000 mark, life seems pretty good in these areas, even as the U.S. median household income declined 2.3% from 2009 to 2010. Still, the following 15 richest counties still have a median income that is about double the national average of $49,445.
Read on to see if your county made the list.
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15th Richest: Charles County, Md.
Median Household Income: $87,007
The first of five Maryland counties to make our list, Charles saw a population burst of 21.6% in the first decade of the 21st century. With Maryland taking up a full third of our list, it’s important to note that this state’s residents took the sixth spot in our ranking of the most generous states in the U.S.
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14th Richest: St. Mary's County, Md.
Median Household Income: $88,444
The median household income in St. Mary’s sky-rocketed from about $72,000 in 2009 to more than $88,000 in 2010, the biggest percentage increase (roughly 22%) on our richest counties list. This beautiful county lies on the Chesapeake Bay across from Virginia, and is home to the Lexington Park neighborhood as well as a state park and a regional airport.
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13th Richest: Calvert County, Md.
Median Household Income: $88,862
Calvert lies just across the Patuxent River from St. Mary’s County, which holds the 14th spot on our list. The median household income in this county didn’t see the same boom that St. Mary’s saw year over year, though. Its income remained essentially flat, decreasing less than 1% from 2009. Veterans make up roughly 10% of the population, according to the most recent census data.
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12th Richest: Montgomery County, Md.
Median Household Income: $89,155
With almost 1 million residents, Montgomery is one of the largest counties on our list. It’s no surprise that this county is so large, since it’s situated just north of Washington, D.C. and only an hour from Baltimore. More than half of the county’s population has a bachelor’s degree or higher and the home values in this area are astounding. The median value of owner-occupied homes was $482,900 from 2006-2010.
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11th Richest: Nassau County, N.Y.
Median Household Income: $91,104
Just a hop, skip and a subway ride from Manhattan, Nassau County contains a large chunk of Long Island and Long Beach. The only New York county to make the list, this area has an extremely low poverty rate, with only 5% of residents living below the poverty line. But what really sets Nassau apart is its diversity, with 20.7% of foreign-born residents and 27.3% of its residents speaking a language other than English at home.
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10th Richest: Morris County, N.J.
Median Household Income: $91,469
Morris just barely snuck into the top 10 richest counties after its median household income fell by roughly $3,000 from 2009. The county’s residents are less than an hour from Manhattan, and the area includes several lakes and state parks. Golfing is big in Morris county, with about 20 places to tee off.
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9th Richest: Prince William County, Va.
Median Household Income: $92,655
Not to be outdone, Virginia matches Maryland with the most counties on our list. Prince William has seen its median household income increase from 2009, even as the national average declined. Prince William is situated outside of Washington, D.C., just like several other on the list. What makes it stand out from the rest though is the 43.2% population boom it has seen in the past decade. The area is home to many historical sites, including the Manassas National Battlefield Park, where two Civil War battles took place.
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8th Richest: Somerset County, N.J.
Median Household Income: $94,270
With one of the most prestigious colleges in the country just outside the county line (Princeton University), it’s no surprise that the education levels of Somerset County’s residents are very high. Almost 93% of residents have a high school diploma and roughly 50% have a bachelor’s degree or higher.
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7th Richest: Stafford County, Va.
Median Household Income: $94,317
With just 128,961 residents, Stafford County is one of the smallest population areas on our list, but what it lacks in size it makes up for in jobs. The county’s unemployment rate is just less than 5%, much better than the current national average of 8.3%. The wealth of jobs must put residents in the giving mood, since the state of Virginia also came in at the third spot on our list of the most generous states in the U.S.
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6th Richest: Douglas County, Colo.
Median Household Income: $94,909
The only Colorado county and the only county west of the Mississippi to make our list, there’s something special about Douglas. The large youth population (30.5% of residents are under the age of 18) suggests that the county is a good place for families. Lying just outside of Denver, residents only need to travel up I-25 to get to the Mile High City. The rural beauty must attract residents, as there are only 339.7 people per square mile and the population has seen a 62.4% increase from 2000-2010.
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5th Richest: Arlington County, Va.
Median Household Income: $94,986
Living in Arlington isn’t cheap, so you’d better be making at least the median household income to live in this county that sits just outside of Washington, D.C. Arlington may not be the richest, but it does set a record for real estate values. The median value of owner-occupied homes in Arlington county is $571,700 – almost $70,000 more than any other county on our list. This county also stands out as the most educated on our list – 70.1% of residents hold a bachelor’s degree or higher.
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4th Richest: Hunterdon County, N.J.
Median Household Income: $97,874
The richest county in New Jersey, Hunterdon just missed the six-figure mark in median household income. Located just west of Somerset County, which took the 8th-richest county spot, Hunterdon’s income has actually crossed the $100,000 mark before. While some might assume that Hunterdon’s residents make high salaries by commuting to New York City, where salaries are higher than the national average, the truth is that almost 94% of residents stay in-state for work. In fact, more residents commute to Pennsylvania for work than New York.
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3rd Richest: Howard County, Md.
Median Household Income: $101,771
With an astounding 58.3% of residents holding a bachelor’s degree or higher, Howard County shows that higher education can pay. One of only three counties that have a six-figure median household income in the U.S., Howard is located between Baltimore and Washington, D.C., attracting the extremely affluent. The median value of owner-occupied homes in the county is $456,200.
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2nd Richest: Fairfax County, Va.
Median Household Income: $103,010
Fairfax County is one of the largest counties in terms of population to make our list (1,081,726 residents in 2010), but it is also notable for its real estate. Fairfax is one of only two counties on our list to break the half-million mark in home values. Coming in at $507,800 for the median value of owner-occupied homes, the county truly has some spectacular real estate. Government buffs will be excited to learn that Langley (headquarters of the CIA) is within the county line, so government employees must be making a decent amount of money these days. Also, the unemployment rate in the county has been astoundingly low historically, hitting 1.4% in 1999.
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The Richest County in America: Loudoun County, Va.
Median Household Income: $119,540
With a median household income that is a full $16,000 higher than our second-place finisher, Loudoun county has trounced the competition on its way to becoming the richest county in America. Another county surrounding our nation’s capital, Loudoun borders both West Virginia and Maryland and is the home to Washington Dulles International Airport. The Appalachian Trail runs along its western border and the area was largely an agricultural community until the airport was built in the 1960s. The population has continued to increase since then, with the area nearly doubling in population size from 2000 to 2010. The poverty rate is also at an incredibly low 3.2%.
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
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Thursday, March 01, 2012 2012 Tax Season Survival Guide: 22 Days of Tax Planning Advice
Reposted from AdvisorOne | By Dan Skiles
Tax season is officially here. For some advisors, preparing clients’ tax returns is a standard part of their services. Others may provide guidance and assistance, but someone else completes the actual tax return. No matter your style, there are several best practices and operational procedures that you should consider to help make tax season a little easier for your firm.
A good place to start tax season is with your custodian’s calendar. Take a look at your custodian’s schedule for sending out 1099 reports. For example, your custodian might use a different timetable for sending out 1099 reports for accounts that include mutual funds that have received income or distributions than for accounts that only include stocks or bonds. This is especially important if your clients have accounts that include a mix of mutual funds and other securities. They would receive the 1099 for their account that includes only equities, but may become concerned when they don’t receive the 1099 for their mutual fund account at the same time.
Reconciling the information included on your clients’ 1099 statements versus the same data on your own performance reports can be a challenging project. In theory, the information should match as long as you are properly reconciling the accounts in your reporting system. In addition, since most 1099 reports are in a PDF format, you can also consider copying and pasting the account data in a table format. Once loaded into a spreadsheet, you have new opportunities to more efficiently merge and compare information. Your custodian may also allow you to download 1099 reports for a number of accounts in a single file, which will make it easier to access and maintain the information.
Perhaps one of the more frustrating aspects of tax season is when a client receives a revised 1099 report. This can happen for a number of reasons and can lead to extra work for you and your client—especially if the client has already filed his or her taxes based upon the initial 1099 report. Advisors can minimize this risk by making sure that clients understand that this can happen if securities issuers have to revise their data. Sometimes waiting an extra week or two before filing their taxes is not a bad idea, essentially making sure a revised 1099 is not already on its way. Advisors should also be on the lookout for these revised 1099 reports by leveraging the tools available through their custodians. Many custodians provide alert features, search criteria and other tools to help you stay informed of any 1099 report revisions. This can really assist you with providing excellent service to your clients by being proactive with this information, perhaps even notifying your clients of the 1099 revision before they receive it in the mail.
Another fairly significant effort during tax season is making sure that other professionals (CPA, tax advisor, attorney, etc.) who serve your clients’ needs receive all the necessary documents as well. The most common way to fulfill this task is to send the documents via email. However, if you have a Web portal solution, for example, file sharing with Dropbox, then you should consider creating an account for each of these professionals as well. If you utilize a Web portal solution, you have the ability to securely upload documents and ultimately have more control over the process. If a document is misplaced, the file is still in the professional’s account and they can re-download the file.
Tax season can be a very busy time of the year. It involves a hard deadline as well as significant effort in collecting critical information. When it goes smoothly, it is mainly time-consuming work, but the level of frustration rises when mistakes or surprises occur. Minimize these issues by implementing the appropriate best practices and operational procedures for your firm.
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
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Tuesday, February 28, 2012 An Untapped Source for Financial Advisor Referrals
Reposted from ClientWise.com | By Ray Sclafani
For top-performing financial advisors, introductions from centers of influence and other professionals are a key to client acquisition success. And client acquisition and net new assets are key identifiers to a wealth advisor’s growing business. In fact, our research suggests that the most effective financial advisors find more than 70% of their new assets come from two sources: referrals from clients, and introductions from other professionals. In the ClientWise customized coaching for financial advisors, we find this to be true as well.
However, in our view these prime sources for financial advisor referrals, especially from other professionals, are misunderstood, misused, and…untapped.
Having trained and coached top performing financial advisors in this area for more than nine years, here is what I’ve observed.
Most financial advisors have experienced mixed results when it comes to working with other centers of influence and other professionals. Many have become discouraged and given up entirely.We have observed that most financial advisors have made ineffective attempts to partner with these other professionals, have focused on working only with CPAs and attorneys and typically start and stop the approach, rather than maintain consistency in building a true partnership for the benefit of others. Since many of these referral outreaches have been weak and poorly-conceived, other professionals have become somewhat hardened towards working with financial advisors and see the approach as just another “solicitation.”
Before jumping into this topic much further, here are a few observations that help set the stage:
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In order for today’s financial advisor to be truly successful in building a network of other professionals with whom to partner, she or he must…and I mean must understand that the primary reason to partner with another professionals is not to simply build a referral pipeline. Instead, the primary reason is to build a network so that today’s financial advisor can deliver the promises of wealth management. There is no way today’s financial advisor is going to be all things related to wealth management for every client. (i.e. banker, financial planner, primary insurance provider, asset manager, business valuation specialist, business broker, corporate real estate developer, etc.)
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In today’s competitive landscape, financial advisors need to have a group of other professionals who recognize the value that they create for the benefit of clients.
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The financial advisor should recognize the value that the other professionals create for the benefit of their clients and be able to articulate that value.
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The very best wealth advisory businesses make a habit of partnering with both clients and other professionals in order to serve the client in the most complete wealth management way possible.
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Most clients enjoy and value the idea of their network of trusted advisors partnering and communicating with each other for their own benefit.
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First and foremost, this type of network is grounded in client service. To receive introductions from other professions and to be a provider of introductions to another, the financial advisor must care deeply about their own clients, as well as the professional advisor network that they create.
For those financial advisors who partner with other professionals to create a wide-ranging wealth management network for the mutual benefit of their clients, introductions between professionals become a powerful byproduct of the network… rather than the main objective.
That’s all for now. This entire topic, of building professional advisor networks, cannot be addressed in one blog post. We plan on coming back to this subject again in the near future.
As they say…watch this space!
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The Ultimate Estate Planner, Inc. and President, Philip J. Kavesh, push the model of referral relationships, particularly between financial advisors and estate planning attorneys. With over 20 years of experience in successfully developing multi-million dollar producer referral relationships, Mr. Kavesh has put together a number of tools and training on successfully developing the referral relationship, so that it's ethical, legal and a win-win-win for the advisor, attorney and, more importantly, the client! For more information about the Client Meeting Forms and Practice-Building Products to help you successfully develop attorney/financial advisor referral relationships, click here.
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
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Thursday, February 23, 2012 How to Thrive in the Under $5 Million Estate Market
By Philip J. Kavesh, J.D., LL.M. (Tax), CFP®, ChFC, California State Bar Certified Specialist in Estate Planning, Tax and Probate Law
I and many practitioners have over the years built successful practices on what I call the “middle market”, that is, estates valued anywhere from $500,000 to $5 million.
This level of estate planning practice faces a number of challenges today unlike any we have had in the past. Our services have become commoditized into mass produced documents, with increasing low-priced competition from the internet, do-it-yourself packages, non-attorney paralegals and bargain-priced attorneys. Plus, with the new $5.12 million Federal Estate Tax exemption amount for 2012, there is now reduced need for advanced--level estate tax planning and post-death administration.
Should You Even Stay in the Under $5 Million Market?
Given all these challenges, I have heard many practitioners say that it is time to quit the under $5 million market. I couldn’t disagree more.
First, the greatest potential market share is comprised of less than $5 million estates. I have read various statistics which estimate that estates over $5 million represent less than 2% of the overall estate planning market.
Second, the middle market consists mainly of those described as the “Millionaire Next Door” (profiled in the famous New York Times’ bestseller of the same name by Thomas J. Stanley). These are the “Moms and Pops of America”, the great unserviced, silent majority, who don’t typically have a long-term, fixed attorney relationship. Maybe they have worked with an attorney here or there for a specific matter or maybe for a “one-shot” estate plan, but they have basically been “orphaned” by the legal profession. These are the easiest people to reach, close and get to refer their other friends to you.
Third, if you have a high net worth practice, by also offering planning to the middle market you can generate the cash flow you need to live on while you are “hunting white elephants”.
Fourth, you can develop a volume practice in this middle market that will allow you to retire someday! If you have only a few, high net worth, “high touch” clients that require you to always be meeting with them, it will be much harder to transition them and it will be a far greater risk if you try; if you lose a few large clients, that’s a big hit on your total revenue. If you have more of a volume practice, you can gradually turn over your clients to your junior associates and phase down (that’s what I’ve done).
Assuming that I have now convinced you to stay in this middle market, how do you overcome each of the challenges that I’ve pointed out and not only survive, but thrive?
Fight Back Against Commoditization and Low-Priced Competition
Some practitioners have just ignored these issues and have decided to do something completely different (or the opposite), focusing only on the “high touch” approach, over-servicing a few clients at higher fees. The problem is, in this middle market, will there be enough of these types of clients willing to continue to pay significantly higher fees? Will you be able to generate enough consistent cash flow? And, if so, how much constant work will you have to put in for each client, that will effectively reduce your net profit?
Consider the possibility of having two practice models side-by-side, like low and high end models in a Mercedes Benz showroom. Maybe you can retain your high touch model for larger estates and a different model for estates under $5 million.
My approach to the under $5 million market is different than the high touch model. I accept that we have become a “commodity” and show prospective clients why mine is better. Where in any industry there is a Coca-Cola, there’s always room for a Pepsi. You can actually leverage off the marketing done by the other competitors in your market. Check out what they offer versus what you offer and show people how to comparison shop as part of your “consumer education” marketing approach.
For example, you can emphasize the importance of counseling as a part of what they get when they work with you, an estate planning attorney. Emphasize that attorneys have, in the past, been called “counselors at law” and how important it is to see a skilled professional to assist with important choices, such as the following. Who should be the Trustee? Should there be Co-Trustees? Independent Trustees? Distribution Trustees? Who should be guardians? Who should be the health decision makers? How and when should each beneficiary receive his or her inheritance in the best manner? And, of course, there is the counseling necessary to resolve special issues with blended families (children of prior marriages), LBGT couples, business succession planning, specific bequests and equalization formulas. Emphasize how there are many decisions to be made, even before “filling in the form” or preparing their document - - and that “one-size-fits-all” planning may be the worst thing that people may do!
You also want to emphasize why your “hard package” (yes, your commodity!) is better and more complete. This is also, of course, how you will justify the value of your higher fees. This is not a technical article, but there are many unique features to your Basic Living Trust plan that probably do set you apart from plans of your competitors - - everything from “flexible” A-B trust provisions, HIPAA and Medicaid features, and custom-fit beneficiary trusts (lifetime, spendthrift, special needs and beneficiary defective asset protection trusts - - with special flexibility features like powers of appointment and trust protector powers). You can also emphasize the additional features of your overall trust plan, what I call the “support mechanisms” that make sure that the plan will actually work properly when the time comes - - things like title transfers, or adjunct materials like an Owner’s Manual and Health Document Emergency Card (such as Docubank). You can also add on, for people with larger IRAs, a Stand-Alone IRA Inheritance Trust. Finish by simply posing the question, “Do those other low-priced plans do all this?”
You also can emphasize service after the sale, which they don’t get from the low-priced competition. Some practitioners utilize a maintenance program at an additional fee, but I favor a free service package approach with the under $5 million market. I’m not going to get into here the reasons why. In either case, you can provide such things as periodic updates or seminars as laws and planning techniques change, a newsletter, periodic review meetings and a free Trustee meeting when the time comes that the Trustor is disabled or passes. Be sure to “show and tell” prospective clients all the things that set you apart.
Combating the Reduced Need for Advanced Level Estate Tax Planning and Post-Death Administration
Even in the middle market, there are still a few simple, advanced level building blocks that can be placed onto the Living Trust foundation. The key is to emphasize not so much the estate tax benefits of these planning devices, but more so their asset protection benefits, income tax benefits and succession management benefits (keeping assets in the family). When describing these simple advanced techniques to middle market clients, just like with your basic product, you want to emphasize how your advanced product is also superior. Examples of these products are: Dynastic Flexible Irrevocable Gifting Trusts (“dynastic” may mean even utilizing another state situs and by “flexible” I mean power of appointment and trust protector features that permit change of Trustee, beneficiaries and how and when they get their inheritance); LLCs and Self-Settled Trusts, particularly if clients own a business or rental real estate (again, possibly in another state utilizing better asset protection laws); Life Insurance / ILIT, emphasizing estate building and its use later as a “family bank” to acquire more property and wealth or, for use in equalization of bequests, and designing them too as “flexible”); CRTs for sales of appreciated assets without capital gains tax; and, QPRTs as a way to hedge peoples’ bets about estate tax in times of uncertainty, particularly in the middle market where they may not want to make substantial gifts of investment assets they may need later to live on.
Your post-death administration may go down for estate tax purposes, but if you have done better lifetime planning, which includes continuing trusts for beneficiaries (even if they are beneficiary-controlled trusts), you clearly have more opportunity for next-generation planning, such as when testamentary limited powers of appointment need to be exercised. And, even if clients come in for administration meetings where there is little more to do than a distribution deed, there is always an opportunity to make referrals to other professionals (who hopefully will refer back to you), such as a CPA or financial advisor, or to work with the client’s existing advisors and establish new business relationships.
Obviously, I could go on further in much more detail; however, given the limited space of this article, I trust that this will give you a good starting approach to being successful in the middle market. Perhaps, in a future article, we can address another issue or “challenge” so many practitioners in this market face - - how do you attract and bring in these clients?
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
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Thursday, February 16, 2012 Forbes.com: Obama Declares War On Rich Folks And Wealth Advisors

By Deborah Jacobs
Reposted from Forbes.com
If Pres. Obama has his way, starting next year, it will be substantially more difficult for the ultra rich to pass along wealth to children and grandchildren without giving Uncle Sam his due.
The President’s proposed budget for 2013, issued yesterday, would permanently restore the estate tax rates to those that were in effect in 2009 and severely curtail some popular high-end tools for shifting assets to future generations. The Green Book, as it is called, downloads here as a pdf.
Under current law, we can each transfer up to $5.12 million tax-free during life or at death without incurring a tax of up to 35%. That figure is called the basic exclusion amount. In addition, widows and widowers can add any unused exclusion of the spouse who died most recently to their own. This enables them together to transfer up to $10.24 million tax-free.
Thursday, February 09, 2012 Financial Planning Magazine: Top Tax Strategies For 2012
Planners and clients may worry about losing tax cuts this year - but they can also take action.
By Ann Marsh
Reposted from Financial-Planning.com
There's a one-word theme for the 2012 tax year: uncertainty. Chief among the reasons are the sky-high exemptions on the estate tax, the lifetime gift tax and the generation-skipping tax. All are currently set at $5 million, but they are headed for expiration at year's end. Most planners expect that these taxes and others - including taxes on capital gains and dividends - will be going up next year, though no one knows for sure. And that's the rub.
"The big question is whether the Bush-era tax cuts will expire at the end of 2012," says Eleanor Blayney, consumer advocate for the CFP Board. "So there's a lot of uncertainty. A lot of us assume that, one way or another, taxes will go up. And if not directly, then we may lose deductions."
After speaking with and learning from planners around the country, Financial Planning has gathered a list of top tax strategies for 2012. Quite a few of these strategies are geared specifically to this year's low-tax-rate environment. Others are tried and true, and bear repeating in any tax year. For as any good planner knows, smart tax planning is not only about choosing the right strategy at the right time, it's also about avoiding bush league mistakes, like the one that befell one high-net-worth family about five years ago.
In this instance, according to the planner involved, several children of modest means became very wealthy upon inheriting assets from their late father. Each child in turn prepared his or her own estate plan. All but one brother signed a plan. "He just never got around to it," the planner says.
About a year after the father died, the son "went to a holiday party, had a massive heart attack at age 49 and died with no estate plan in place," the planner recalls. "His sisters were literally running through the house saying, 'Did he sign the plan? Did he sign the plan?' No, he did not. His estate paid 45 cents on the dollar above and beyond the federal exclusion. More tragically, the old will still named his ex-wife and her child, his former stepchild. It was grotesque. A ton of money went that didn't need to go." All because of one critical misstep.
Planners often don't know for sure which tax strategy could end up being most critical for each client. But, as this case shows, doing something as simple as getting clients to review their estate plans can be just as important as taking advantage of a $5 million estate and lifetime giving exemption.
1. Consider the $5 million estate and lifetime giving tax exemptions.
For the rest of the year, the beneficiaries of anyone who dies won't pay federal estate taxes on the first $5 million value of his or her estate. A gift tax and generation-skipping tax exemption, both at $5 million, were designed to synchronize with the estate-tax exemption. That means that, before they die, clients can give up to $5 million to any individual, including their grandchildren or charity without paying taxes on the money. For couples, the limit is $10 million, with a 35% tax on assets above that amount. The $13,000 annual gift-tax exemption also remains in place and does not count against the $5 million thresholds. By next year, these exemptions could drop substantially.
"It will really be ugly if it goes back to [2002] when it was at $1 million," says Armond Dinverno, president of Balasa Dinverno Foltz in Itasca, Ill.
Some planners say many of their clients have already taken advantage of these exemptions. But others think they pose hidden and dangerous risks. "There are a number of things we leave to our children," Dinverno says. "They include family values, faith and work ethic. I don't think that trading a tax savings for a work ethic or at the expense of creating a trust fund baby is a good choice."
Some of Dinverno's clients have decided it's just not worth the risk to give money too soon to a child or a grandchild, even if the high giving threshold disappears next year. A multimillion-dollar gift, given too soon to someone, can strip away that individual's drive to work, he says.
Dinverno's older clients are more willing to pull the trigger. In these instances, their own children are grown, with well-established careers, families and homes, making the perceived risk lower. "For them," he says, "it's a slam dunk."
2. Channel estate transfers through family limited partnerships.
Planner Andy Berg, co-founder of Homrich Berg in Atlanta, advises his clients to combine the gift-tax exemption with family limited partnerships. "The partnerships are a tool you can use to give away a great deal of wealth, but remain in control of the underlying assets," Berg says.
One of Berg's clients, for example, owned $7 million in commercial real estate. By putting it into a family limited partnership, the actual value of the property was discounted to $4.5 million for tax purposes because it is not liquid. The gift, which fell under the $5 million gift-tax threshold, came tax- free, he says. "It's somewhat of a loophole, if you will," Berg says.
In this strategy, the giver can remain a general partner owning just 1% of the property in the trust, but keeping all decision-making to himself or herself. The other 99% is owned by the recipient and limited partner. "But the limited partner would have little or no say in the management of the assets," Berg says.
When the grantor dies, the recipient pays a capital gains tax on the difference between the basis of $4.5 million and any appreciation. "Let's say it appreciated to $10 million," Berg says, "but who cares." The grantor, he says, "got $7 million out of their estate, tax-free, and the kids already own it."
3. Open a donor-advised fund
A donor-advised fund allows a person to contribute any amount he or she wants to charity, without having to name the charity right away. Once the money is in the fund, it has been gifted from the perspective of the IRS, but the client can take his or her time in deciding who will get it.
Planners say it gets the money out of the income tax column while buying time for clients. "Part of many people's identity is how closely tied they are to a charity," says planner Jeff Fishman, a former lawyer and the founder of JSF Financial in Los Angeles. "So even if they have a couple of bad years, they can keep up with their giving commitments."
4. Use highly appreciated stocks for charitable giving.
Lori Flexer, a chartered financial analyst with Ferguson Wellman Capital Management in Portland, Ore., says that, whenever possible, she urges her clients to give highly appreciated stocks, instead of cash, to their charitable causes. That allows them to both keep up with their giving and to avoid paying capital gains taxes on low-basis-cost investments.
5. Consider Roth IRA conversions.
When it comes to contemplating Roth conversions, "proceed with extreme caution with your CPA by your side," Flexer cautions.
But in the right cases, planners say, Roth conversions make sense. (See "Betting on Roth Conversions" on page 61.) Flexer offered the example of an executive who retired the previous year but is not yet 701/2 years old. For this tax year, he has no earned income and is not taking Social Security. His only income is capital gains. "He knows that 10 years from now he is going to be taking out six-figure distributions (from deferred-tax retirement accounts). So maybe he does a Roth conversion of $50,000 or $60,000 at the lowest state and federal tax rates. He pays those taxes now and that money will grow tax-deferred forever."
Another advantage: Roth accounts aren't burdened by mandatory distribution requirements.
6. Direct annual $13,000 gift tax exemptions to 529 plans.
Several planners say they urge clients to put annual tax-free gifts of $13,000 to each child or grandchild directly into 529 accounts. These accounts allow tax-free accumulation of investments in savings accounts earmarked to pay for higher education expenses.
7. Watch the Foreign Account Tax Compliance Act
Many American citizens who live abroad or keep assets overseas are not aware of the Foreign Account Tax Compliance Act, which passed Congress in March 2010. Planners should inform any clients who might be affected by it.
The act will require all foreign banks and institutions to report to the IRS all U.S. citizens with investment accounts of $50,000 or more. Institutions that fail to comply will have 30% of their earnings on their U.S.-based investments (from mutual funds to municipal bonds to real estate) withheld.
It remains to be seen how vigilantly the rest of the world complies with this expanded jurisdictional move by U.S. tax collectors, but citizens who haven't already reported the existence of these accounts may find that their foreign banks are doing it for them.
8. Invest in municipal bonds.
Some planners believe there is tremendous value to be found in the best municipal bonds, which remain one of the few tax-exempt investments and sources of cash flow. The interest on such bonds is exempt from both federal and state taxes as long as the bond is issued in a state where a client is a resident.
For high-net-worth individuals, the tax-adjusted returns for municipals can be superior to those on alternative fixed-income instruments like Treasuries. Some planners think that if you believe taxes are headed up, then munis become even more attractive.
9. Look at investment interest expenses for deductions.
Susan Colpitts, a planner with Signature in Norfolk, Va., analyzes her clients' returns to see if they can deduct interest expense that they paid on their investments. "For any investor, I would look to see if this is optimized," she says.
The determination of when this is possible is somewhat complex, Colpitts says, but planners can check IRS Form 4952 and use tax software to do the calculation. If a planner doesn't want to tangle with tax forms herself, she can recommend that they go to the client's CPA for help.
When it makes sense, investors can gain the right to deduct all of their investment interest expense by electing to have a portion of their qualified dividends or long-term capital gains taxed at their top tax rate, she says. For example, a couple in the 35% tax bracket with a taxable income of more than $379,000 could save $7,500 by taking this election, she calculates.
"We would recommend a taxpayer do this in the case that they have nondeductible investment interest expense year after year," she says. "If, on the other hand, it is an unusual circumstance for the taxpayer and they can likely take the full interest deduction in another year without making the election, we would suggest that they would not make it."
10. Invest in an independent film.
It's little known outside of Hollywood, but Section 181 of the IRS code allows people to take a tax write-off for investing in an independent film. "It's pretty popular among my clients," says Fishman, the L.A.-based planner.
A client can take the write-off as long as the total budget on the production is less than $15 million and as long as 75% of the film is produced in the United States. Now you know why there's no shortage of independent films debuting every year, even though fewer people are going to the movies.
11. Feel free to use 401(k) catch-up contributions for older clients.
Several planners say they are surprised to discover how few of their clients are aware that they can contribute more to their 401(k) plans once they turn 50 years old. The maximum annual amount that anyone younger than 50 can contribute to a 401(k) or IRA is $17,000 for 2012.
But for people older than 50, the IRS has provided a catch-up provision allowing them to contribute $5,500 more, bringing their total annual contribution to $22,500. Clients who walk away from a 401(k) match are walking away from a dollar-to-dollar return if their employer matches their contribution, and from potentially getting themselves into a lower tax bracket.
12. Revisit estate plans frequently.
No one likes contemplating his or her own demise. But because estate-tax laws are changing so frequently, planners need to advise their clients to do so - in some cases, annually.
"It does make people really uncomfortable," Flexer says, "but I try to encourage them by saying, 'You have some clear intentions for this wonderful wealth that you've spent your lifetime building. If you choose not to do this, the government is going to take a crazy amount of the money that you've worked so hard to earn.'"
When one of her clients came to her fuming over a $4,000 bill she got for revising her estate plan, Flexer reminded the client what the government could take if she hadn't done that work. That bill "was expensive compared to what?" the planner says she asked her client before adding, "I love you, but you get no sympathy from me."
13. Work to avoid the alternative minimum tax.
Originally, the alternative minimum tax was designed to ensure that people whose income came mainly from dividends and interest paid their fair share. Instead, planners say, the AMT rules subsequently were changed, making it highly complex and expanding its reach.
"There isn't a rule of thumb except that more and more people are subject to it, which wasn't the original intention," says Deb Wetherby, a planner and former CPA with Wetherby Asset Management in San Francisco. "Once they changed the way it worked, it captured more taxpayers."
Many planners say it's critical to watch the AMT like a hawk to try to keep clients from becoming subject to it. At that point, clients lose the benefit of many deductions.
For example, Fishman says, some of his clients in Los Angeles have bought multimillion-dollar homes, expecting to write off the mortgage interest. But those who became subject to AMT were shocked to discover they lost those deductions. "We call it a stealth tax," he says.
14. Team up with clients' CPAs.
A surprising number of planners neglect to review their clients' income tax statements, their colleagues say. Or they rarely confer with their clients' CPAs. The first order of good tax planning, many planners maintain, is for planners to make a habit of working closely with their clients' tax preparers.
"Planners ought to be asking for copies of income tax returns," says Colpitts, who is a former CPA herself. "CPAs are so busy that, unless you ask them for planning ideas, they don't offer them. Sit down with a CPA to talk about opportunities. Have the conversation between the time the CPA prepares the draft and files the return."
Ann Marsh is a senior editor and the West Coast bureau chief of Financial Planning. Ann Marsh is the West Coast Bureau Chief of Financial Planning Magazine. She spent five years writing the popular "Money Makeover" column for the Los Angeles Times, which featured financial planners helping individuals and families to turn their lives around. A former staff writer for Forbes, she worked on the Forbes 400, researching and writing about the lives and holdings of the wealthiest Americans. Her work has appeared in dozens of publications including O, The Oprah Magazine, Salon, Fast Company and Business 2.0. She has also coauthored several books, including Copy This!, the autobiography of Kinkos founder and philanthropist Paul Orfalea.
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Wednesday, February 01, 2012 Do You Have What Baby Boomer Investors Are Looking For?
Reposted with permission from The Trust Advisor. Posted by Joe Murphy, Contributor - on January 30th, 2012
Advisors take note: there are 77.6 million Baby Boomers and another one turns 50 every 8.5 seconds.
Clearly, the number of American investors approaching retirement is on the rise — and this is the biggest opportunity of all time for advisors who know how to meet their needs.
For today, let’s leave the retirees out of the equation. I want to concentrate on the younger cohort of Baby Boomers who still have some time until retirement and are still very much in the accumulation stage of their financial lifecycle.
These people are currently 46 to 55 years old. As they look to transition their portfolios to the distribution phase, many will look for a new advisor. Or, if they elect to stay with their current advisor, they may be looking for an expanded or modified set of services to meet their new needs.
Either way, there are several points to keep in mind:
1. Complexity is the name of the game.
At this stage of life, investors have many commitments and a complex set of circumstances and needs. Over the years, they have amassed more obligations — and more assets. They need higher-powered legal advice. They need more sophisticated accounting expertise. They need a more detailed financial plan.
Serving these clients can reward a team effort. As the lead advisor, you can provide the investment management core of the offering while playing quarterback as part of a larger team that provides services according to its areas of specialty.
It’s essential that you communicate with clients that there is a coordinated plan to help them meet their investment and retirement objectives — with a leader (you) providing direction and oversight and key players providing the vital services and expertise to provide the nuts and bolts.
2. Provide all the key services that can be categorized as “Financial Management 101.”
This involves ensuring the daily cash flow and engaging in the day-to-day planning that enables your Baby Boomer clients to run their lives. They know their lives have gotten more complicated. Simplicity is what they’re really looking to you to provide.
Ask your clients if they would like you to help them with:
* Planning for living expenses for clothing, food and shelter
* Bill paying
* Caring for pre-college children, college-age children, graduated post-college kids who are living back at home
* Insurance requirements
* Accumulating retirement savings
* Wills, trusts and after-life planning
Yes, even high-net-worth clients need to plan and make choices in these areas. Or if they do not need to make choices, they would still like to have the day-to-day irritations off their plate and on yours.
3. Extend your services to cover special situations that you don’t see every day, but that can be pivotal.
Do your prospective and current Baby Boomer clients have special circumstances? Might they do so in the foreseeable future? Now is the time to let them know that you can provide extraordinary service to help them cope with less universal challenges.
You can help them meet the needs of parents who live with them and/or depend on them for some form of financial support.
Many people have special needs dependents, which can be a very costly obligation in terms of money, personal time and commitment. Life planning is vital here, or your clients could spend their life savings in this category and have nothing left for themselves.
Caring for a sick spouse restricts the entire household’s ability to generate income and draws from existing resources. Financing this care is crucial, and when framed in these terms, the conversation goes far beyond any abstract “long-term care planning” bullet point on your brochure.
Divorce and child support can easily complicate any household’s finances.
Many clients in this age group own their own business and it serves as the basis for all — or most — of their net worth. Is the enterprise burdened with debt or other liabilities? Is there a succession plan in place? What happens when your client wants (or needs) to retire?
4. Drill down into the data
Segmenting your business offering into all these areas requires a lot of information at your fingertips.
The risk here is “data exhaust,” a term from the high-tech world where corporate decision-makers breathe too much data and are effectively poisoned.
Your clients want clean, streamlined, purified information about where they are financially.
You need clean information to give them and to ensure that you are always ready to offer them the right service at the right time.
If you’re a Baby Boomer client, would you rather speak to the advisor who sees the whole landscape — with no blind spots, even on assets held by other advisors or custodians — or the advisor who is content to only see what’s obvious to everyone?
The competitive advantage here is clear.
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Wednesday, January 25, 2012 Top 10 Trends in Wealth Management
Reposted from AdvisorOne
Whither wealth management? The industry will continue to undergo radical changes that began in 2008, according to a detailed, 30-page Aite Group wealth management report released Friday.
In a report that identifies the top 10 trends that Aite foresees for wealth managers in the coming year, the Boston-based research and advisory firm warns that many of those trends will affect business models, profitability pressures, investor requirements and more.
“Wealth management firms will be required to quickly and frugally rethink the way they do business in order to be successful in a challenging market environment," says Aite in the introduction to its “Top 10 Trends in Wealth Management, 2012” impact note.
Here are the Top 10 wealth management trends to expect in 2012:
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Market Reshuffle, Continued. Breakaway brokers, acquisitions by broker-dealers and private equity firms and changes in how advisors and investors approach control over their money will affect the market in 2012, Aite says in its wealth management report.
At the beginning of the crisis in 2008, Merrill Lynch and Wachovia Securities had to agree to be acquired, while Morgan Stanley and Smith Barney merged. “Given that these four firms represented around one-third of brokerage and advisory assets in the United States, a major portion of the wealth management market has been in transition ever since,” Aite notes.
The bulk of financial advisors who decided to break away from their firm mostly comprised smaller producers who were unable to obtain a lock-in contract. Meanwhile, independent networks like LPL, Raymond James and Cetera that provided a new home for those advisors “will find plenty of opportunity in 2012,” Aite predicts.
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Profitability Pressure. The room is getting crowded as it becomes more difficult to maintain profit margins: more firms are entering the wealth management field even as lower activity levels by clients and asset levels that have not risen as hoped squeeze businesses.
Competition, outsourcing and the need for economies of scale will continue to pressure wealth managers, Aite predicts.
“Similarly, regulatory changes require investments in technology, staffing and training,” according to the report. “Large firms that have a tremendous amount of scale, like Merrill Lynch, have an easier time responding to increased client need for direct (i.e., online or mobile) access to their portfolios and financial information, and to justify the spending related to an online brokerage platform.”
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Wealth Management Revenue for Banks. Banks are retooling to serve high-net-worth and ultra-high-net-worth clients as the asset share held by mass-market and mass-affluent investors has fallen. As banks seek to replace income lost to new regulations, look to see them more determinedly move into the wealth management sector and woo clients to think of them as their primary service providers.
“We expect more of the large banks to retune or rebrand their ultra-high-net worth groups to better capture this growing market, following on the footsteps of U.S. Bank’s and Wells Fargo’s recent re-branding of their ultra-high-net worth organizations (U.S. Bank’s Ascent Private Capital Management and Wells Fargo’s Abbot Downing group),” Aite says.
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Business Model Changes. Investor behavior is changing, and so is firm behavior as profitability becomes harder to sustain. Another factor sure to exert substantial pressure on the field is the upcoming fiduciary standard, which likely will drive large firms more toward financial planning and fee-based services than a more sales-focused, commission-based approach.
Aite’s analysts believe that more independence on the part of investors will require more accommodation by their advisors for their more autonomous behavior.
“Advisors who can view their clients’ information online can more effectively service and provide the expert advice that investors appear to value,” the Aite report says. “In 2012, we expect firms to expand the role of client portals and to open up Web-based business applications to investors, particularly financial planning applications, in order to improve advisor productivity and investor engagement in the process.”
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Self-Directed Investing. Part of that more autonomous behavior by investors is self-directed investing, even among older clients and those with greater investable asset balances, says Aite in its “Top 10 Trends in Wealth Management, 2012” impact note. Client desires to control their own investments will require wealth managers to be able to accommodate those wishes, with platforms that allow more activities and provide more transparency on fees and performance.
“Online trading platforms are no longer the bastion of the young and less wealthy,” the report says. “Based on Aite Group’s Q4 2011 survey of 1,010 investors, high-net-worth households with more than $1 million in investable assets were more likely to consider an online brokerage firm their primary investment provider than households holding between $25,000 and $99,000 in investable assets.”
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A Less-Than-Ideal Investment Climate. Investors have become somewhat disillusioned with conventional investing and have turned more toward gold, the use of exchange traded funds rather than equity shares and more focus on trading and less on buy-and-hold strategies.
“The safest bet, in our view, for 2012 is to invest in online trading capabilities. Investors are clamoring for these services, and online brokerages may see outsized revenue increases in times of high volatility. Retail brokerage income potential serves as a natural hedge to revenue drops experienced by lower fees and net interest income,” Aite says.
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Copy Trading. Aite Group anticipates that this will be the year when copy trading makes serious inroads into retail investing.
Copy trading is a byproduct of volatility and allows experienced traders to trade their own accounts (the constant), according to Aite. But it also allows retail traders (the multiplier) to tag along. The net effect from a volume perspective is that a trading desk’s copy-trading volumes grow in linear fashion as new traders join.
“Copy trading is one emerging financial service holding promise because it improves the outlook of all three pillars of wealth management (asset gathering, trading volume and fees), particularly during this period of low yields and uncertain economic conditions.”
Of the six leading copy-trading firms evaluated by Aite Group, two firms active in forex markets (Currensee and eToro) “possessed an investor experience and trading expert screening methodology worthy of further study.”
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Mass-Affluent Retirement-Income Initiatives. With so many investors in the mass-affluent and lower-mass-affluent tiers determined to work longer and defer the need to draw on their retirement assets, opportunities abound to provide planning and rollover opportunities for them—and for higher-asset wealth groups as well.
More annuities and a more holistic approach to financial planning will mark this arena, Aite believes.
“The boomers’ life story offers up seismic opportunities for retirement income planning opportunities for all segments, but real work still needs to be done to provide retirement income planning for those in the lower-mass-affluent region (from $100,000 to $250,000 in investible assets) and beyond (for the $250,000 to $1 million client).”
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Advisors Seeking More Control. Firms supporting advisors' practices and their more independent business models will find more opportunity as AUM fee-based models increase, says Aite in its “Top 10 Trends in Wealth Management, 2012” impact note.
This trend fits well with the rise of fee-based business models, and managed accounts also offer overlay fees.
“As the managed-account industry has evolved, we’ve seen the dominance of wirehouse firms become encroached upon,” Aite says. “Other channels have come to embrace separately managed account concepts due to improved overlay portfolio management and model-based investment management practices.”
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Mobile Initiatives. Applications that put investors in touch with their accounts anywhere, any time are becoming ever more important, but the segment of the wealth management industry that relies heavily on advisors to work with clients has not adopted such apps as quickly as wirehouses, Aite warns.
But that is changing as both advisors and clients rely more heavily on being connected at all times.
“The leading online brokerage firms?Fidelity Investments, Charles Schwab, TD Ameritrade, and E*Trade?have developed applications that allow individual investors to access their brokerage and banking accounts through mobile devices. These new technologies allow online brokerage firms to move closer to their customers,” Aite reports.
This post has been brought to you by The Ultimate Estate Planner, Inc., providing practical, tested and proven technical and marketing products to help estate planning professionals throughout the country build their practices. Connect with us on Facebook, Twitter or LinkedIn.
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