Category: smallbusiness

  • Philadelphia business tax assessment

    The City of Philadelphia sent a small business client a proposed assessment for delinquent Business Income and Receipts Tax (BIRT). The total due shown on the letter was about $16,000. The notice offered an incentive to pay now and avoid additional penalties. The Revenue Department stated confidently that it had evidence of taxable business receipts for the year in question.

    As far as I could see, the business had no Philadelphia receipts subject to that tax, and the income we did know about would not produce a tax of that size. I said so in writing, and I asked the Revenue Department to produce the evidence it claimed to have. The department responded by sending the proposed assessment again. I asked again. Meanwhile the client asked whether they had to pay it, and I said I saw nothing that would sustain the assessment. The exchange ran close to four months before the city conceded the error and closed the matter. No tax was paid.

    I want to be careful about the moral of that story, because the obvious one is wrong. The obvious one is that persistence pays. Persistence had very little to do with it.

    What the Philadelphia business tax notice does not tell you

    The letter arrives with an amount due on it, and the amount is what everyone looks at. The amount is the least important thing in the envelope.

    A proposed assessment of this kind generally begins with a gap in the city’s file rather than with information about your income. An open business tax account and a missing return give the Revenue Department authority to estimate a liability and bill it. The estimate does not require the city to know what you earned. Knowing that changes the entire conversation, because it means the department may hold no evidence at all, and that asking for the evidence is not a stalling tactic but the center of the case.

    The department never produced any. Over four months of correspondence, it did not identify a payer, a return, an information document, or any other source for the receipts it had asserted.

    Then there are the dates. A petition to the Philadelphia Tax Review Board contesting the principal of an assessment must be filed within 60 days of the notice from the Department of Revenue. Informal correspondence with the department does not extend that window. This matter took four months to resolve. A taxpayer conducting the same patient, reasonable, entirely sensible correspondence without knowing about the timeline would have watched a wrong assessment become a final one while doing everything that felt right.

    That is the difference between someone who knows this territory and someone who does not. It is not effort. It is not nerve. It is knowing which of the many things in front of you is the one that can hurt you.

    The unrepresented business owner

    Most people who receive a notice like this do one of two things. They pay it, because $16,000 is frightening and the letter implies that paying now is the less expensive option. Or they set it aside, because they know they do not owe it and they assume the matter will correct itself. Both responses end badly, and both are completely understandable from someone who has never seen one of these before.

    A representative changes the outcome in three ways. Someone who has handled these matters recognizes the shape of the assessment on sight and knows what it is likely built on. Someone who works in the deadlines protects the appeal rights while the informal conversation plays out. And someone who is not the taxpayer can press the department for months without the exhaustion and self-doubt that wear down a business owner who has a business to run.

    Thirty years of tax controversy work is what made four months of letters feel routine rather than terrifying. The value was never in the letters. It was in knowing, on the day the notice arrived, that the city probably had nothing, and knowing exactly how long we had before the matter would need to be escalated into a formal protest.

    If a notice like this is sitting on your desk, the useful question is not how much you owe. It is whether the person reviewing it with you has seen one before and knows how to respond.

    Tony Novak, CPA, MT, MBA, handles tax controversy and representation matters at TaxProblems.CPA. This account is published with the client’s permission and omits identifying details. It is general information and not advice on your specific situation.

    For a no obligation discussion of a tax matter with the City of Philadelphia or another jurisdiction, text 856-314-5625 with the words TAX PROBLEM. Do not include any personal information in the text. I will respond with an invitation to a secure messaging and document sharing platform so we can discuss it safely.

  • The Executive Function Tax 

    I’ve spent several years observing, studying and writing about tax noncompliance among small business owners. The pattern I keep finding has little to do with willingness to pay and a lot to do with the design of the tax compliance system itself. 

    The same traits that drive entrepreneurial performance – tolerance for ambiguity, fast pivots, sustained focus on the thing in front of you – leave predictable gaps under any regime built on deadlines, record-keeping and self-initiated filings. A W-2 employee with those traits is still tax compliant, because payroll withholding does the work. Move the same person to self-employment and compliance becomes a quarterly task with no prompt, no deduction at source, and penalties that compound in silence. 

    Outside of the tax world, I often notice business and personal behaviors in owners that look like the traits associated with ADHD. I am not diagnosing anyone. Most chronic non-filers have no clinical diagnosis and never will, and I have no standing to offer one. The useful framing isn’t “my clients have ADHD.” It’s that the tax system levies a hidden tax on executive function, and payroll departments have been quietly paying it on behalf of employees for generations. Independent operators pay it themselves. 

    That reframe changes what I can do about it. An automatic transfer to a separate tax reserve account on the day money lands beats any reminder to save for taxes. A standing quarterly appointment already on the calendar beats a filing deadline the client has to remember. Neither asks the client to become someone they aren’t. Building the automatic structure a payroll department provides is a service design option in the tax profession, and it belongs on the coaching side of my practice rather than the clinical diagnostic side, where I don’t belong at all.