AZ CPA July August 2012

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TargeTed MarkeTing

Nonprofit Board Governance

Top Ten Technologies

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July/august 2012

FeaturesTargeted Marketing 9With a few hours per week, an investment that costs no more than a daily cup of coffee and the most basic of computer skills, just about anyone is capable of putting together an effective marketing campaign.

by Nick Pendrell

AZVolume 28 Number 6

CPA

Columns & Departments 6 Chair’s Message by Armando Roman, CPA

7 Focus on Members

12 In the Black ... Adventures in Accounting

22 ClassifiedsArizona Society of Certified Public Accountants4801 E. Washington St., Suite 225-BPhoenix, Arizona 85034-2021www.ascpa.com

www.ascpa.com

Nonprofit Board Governance—Lessons from the Corporate Side 13The best boards are the ones that are well organized, accountable, engaged and responsible.

by Susan Schultz

Top Ten Technologies 17Data Protection heads the top of the list of the AICPA’s 2012 Top Ten Technologies Survey.

State Board of AccountancyUnveils Online Services 19The Arizona State Board of Accountancy continues its modernization efforts.

by Monica Petersen

How to Talk to Your Employer about the Chartered Global Management Accountant Designation 21


The Arizona Society ofCertified Public Accountants

President & CEO Cindie Hubiak

Editor Patricia Gannon

Copy & Advertising DeadlineThe first of the month one month prior to publication date.

Board of DirectorsChair Armando Roman Chair-Elect Karen AbrahamSecretary/Treasurer Anita BakerDirectors Rob Dubberly Debra Johnson Jimmy Lovelace CW Payne George Raysik Craig Robb Andy Spillum Leslie Stackpole Elva Vivas Corrine Wilson Kevin Yeanoplos

Immediate Past Chair Mark AndersonAICPA Council Members Jim Buhr Rick Goldenson

Chapter PresidentsSouthern Chapter Flo ZenbluNorthern Chapter Jennifer NordstromSouthwest Chapter Jayne WrightNorth-Central Chapter Richard Joliet

AZ CPA is published by the Arizona Society of Certified Public Accountants (ASCPA) to provide information, news and trends in the profession of accounting. It is distributed 10 times a year as a regular service to members of the Society. The ASCPA, its members, board of directors and administrative staff assume no responsibility for advertisements herein. The ASCPA and the above people also assume no liability for business decisions made by readers in reference to statements and/or claims in advertisements within this publication. Opinions expressed by correspondents and contributors are not necessarily those of the ASCPA.

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Chair’s Message by Armando Roman, CPA

AZ CPA

As a profession, we continue to adapt, evolve and thrive. Nowhere was this

more apparent than at the AICPA 125th Spring Council celebration in Wash-

ington D.C. in May, where CPAs from all 50 states and the U.S. territories

gathered. Featured speakers included David M. Walker, former Comptroller

General of the U.S., and Internal Revenue Service Commissioner Douglas

H. Shulman. David Walker’s message of fiscal responsibility and curbing

the growing federal deficit resonated well with our audience. If he were

running for political office, he would have gained many votes that day. The

speaker lineup was a who’s who, all top-caliber, accomplished people who

were truly inspiring. Then there was the elephant in the room. No really, a

full grown African bull elephant…tusks and all...at a reception held at the

Smithsonian Natural History Museum.

One take away from the meeting was the organized effort to have a positive influence on our elected congressional leaders. CPAs converged on Congress with a common theme: we are a pro-fession with financial expertise, please utilize our expertise in helping make sense of complex financial issues. The profession called on both policy makers and the public to engage in a national dialogue to improve the coun-try’s fiscal health. We have concerns that the federal financial statements exclude glaring, enormous liabilities such as social security. According to David Walker, changes we make now will have a long lasting fiscal benefit and will help avoid pitfalls faced by other countries.

Various AICPA specialties within our profession have become recognized as the designation of expertise in particu-lar fields. The ABV certainly seems to have attained this recognition in the court system. Having become more involved at the AICPA level, it is ap-parent that our success as a profession is a continual effort, a team effort by

you, me, ASCPA staff and other state society staff, AICPA staff and coordi-nated efforts of CPAs all across this great country.

You may have your hands full and be completely tapped out for time. I understand. Having my own practice, kids in elementary, middle and high school, it gets busy. Even so, it is comforting to know there are fellow CPAs across this state and all across the country keeping a watchful eye on the profession that we call ours. At a recent ASCPA board meeting, we com-mended the efforts of tax practitioners Michael Lemme, Joshua Hayes and Ed Zollars who, on April 17, carved out a few precious minutes to talk with Arizona legislators about pending leg-islation. Thanks to Michael, Joshua and Ed! We all benefit from the coordinated efforts of a few.

At our own ASCPA annual luncheon in May, young CPA exam passer Trevor Goss ranked among the best of the best, achieving the Elijah Watt Sells award for his outstanding score on the CPA exam. The future of our profession

is in good hands thanks to Trevor and countless other young CPAs dedicated to doing the best they can. Speaking of our young CPAs, I hope they can change some of the stereotypes. At a recent board meeting of a local non-profit, I met a new board member, a woman in her early 30s. At the end of the meeting, I introduced myself. During our brief conversation, she made a comment that I hope to never forget. She complimented me on my Jerry Garcia tie. On this Friday, I had reluctantly worn the tie only because I wanted something different to close the long week. Her compliment went like this “It’s nice to meet uh, uh, a square with a bright tie.” I’ll stick with my conservative ties from now on.

We have concerns that the federal financial statements exclude glaring, enormous liabilities such as social security.

Adapting, Evolving and Thriving


Focus on Members Governor Brewer appointed Keely

Hitt, CPA, Circle K Stores, Inc., to the Transaction Privilege Tax (TPT) Simplification Task Force.

The Society wishes to recognize and thank Terry Levitan, CPA, for his many years of volunteer service as the IRS Liaison Committee Chair and for his years of commitment as the Society’s representative on the Arizona Forum for the Improvement of Taxation (AFIT) Board.

Heinfeld, Meech & Co., P.C. an-nounced the following promotions: Carlie Widhalm, Kristere Agudo, and Laura Flaherty to Senior Associate; and Kaleigh Hotchkiss, Melissa DeKatch, Kara Curtis, Michael Rohr, and James Shankland to Staff Associate II.

Wendell Peters, CPA, partner, has officially retired from Henry & Horne, LLP after 15 years of service.

Thala Rolnick, CPA, (far left) testified before the U.S. House of Representatives Committee on Small Business Subcommittee on Economic Growth, Taxation and Capital Access at a hearing titled Planning for the Death Tax: Can Small Businesses Survive? She was quoted in TaxAnalysts.

Steve Harnden, CPA, a private wealth advisor with Ameriprise Fi-nancial, was recently named to the 2012 Chairman’s Advisory Council of Ameriprise.

Allison L. Dozbaba, CPA, was promoted to tax manager at Lohman Company, LLP, and Sarah C. Riffell joined the firm as staff accountant.

Hope Levin, CPA, has been named the large group market practice leader for Humana Inc.

Thank you to Andrea Elikan, CPA, and Bill Shade, CPA, for presenting our scholarship recipients with certificates at their high school awards ceremonies.

In MemoriamChris Gerdes, CPARemy Lesueur, CPA

Thanks to Members Who Have Contributed more than $100 to the ASCPA Political Efforts in April and May:

Karen AbrahamMark AndersonJim BuhrGeorge CohenRob DubberlyJon GaleRichard GoldensonCindie HubiakKen HusbandAdela JimenezLisa JohnstonJim LovelaceJulie NortonCW PayneMichael RadosevichDavid RichardsonLayne SimmonsAndy SpillumLeslie StackpoleElva VivasKevin YeanoplosCorrine Wilson


CPAs met with staff members of the Arizona State Board for Charter Schools to determine ways CPAs can help the Board and staff do their jobs. From left, Andrea Leder, Board staff, and CPAs Kevin Camberg, Jackie Unger, John Todd, II, Cindie Hubiak and Anthony Lorenzo attended the meeting.

ASCPA Leadership DayArizona House of Representatives Speaker Andy Tobin talked with 30 CPAs during lunch at the ASCPA’s Leadership Day.

Above: (l to r): Leslie Stackpole, Karen Abraham, Elva Vivas and Thala Rolnick.

RIght: (l to r): Ryan DeMenna, Cindie Hubiak, Speaker Tobin and Kevin DeMenna.


TargeTed MarkeTing There’s no Better Time to Start Marketing Your Practice or Businessby Nick Pendrell

By now, the pressures of filing your clients’ returns for 2011 should

be fading into memory and your workload should have returned

to normal. As a result, now should be the best period of the year

to take some action regarding the long-term future of your prac-

tice; the period when you are able to devote a reasonable amount

of time and effort to the task without too much pressure from the

day-to-day running of your firm or business.

Are you in need of additional clients and doing little currently in order to find them? Or would you like to increase the quality of the clients you are representing? Or perhaps you are already spending significant amounts of money on marketing and are looking to either spend less or to increase the effectiveness of your marketing spend for the same level of investment? If you answered ‘yes’ to any of these questions, then it’s time to get busy with your marketing activities. And this ar-ticle explains the initial factors you need to take into account before planning a campaign.

Perhaps the whole idea of marketing your practice fills you with dread? Perhaps you are worried that you just don’t have the knowledge, the time or the budget available to handle the task? If this is the case, please relax. Despite what many marketing professionals might like their clients to believe, marketing at its basic level requires little in the way of specialist skills and needn’t cost a fortune. With a few hours per week to spend on the task, an investment that costs no more than a daily cup of coffee and the most basic of computer skills, just about anyone is capable of putting together a simple but effective marketing campaign that will, over time, produce a steady flow of potential new


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clients. By starting to work on your marketing campaign now, you should already be seeing significant results from your activities coming through before the end of the year.

Time vs. MoneyFirst of all, you need to set yourself

budgets—both a financial budget that you can comfortably afford to spend on your marketing activities during the year and also a time budget. For the latter, you need to decide how much time you are willing to invest in your marketing on a daily, weekly and monthly basis.

Time is an area where online adver-tising is different from offline advertis-ing, e.g. taking advertisements in local newspapers, the Yellow Pages, etc. With such ‘offline’ advertising, you simply book some space, pay for it and, apart from perhaps needing to arrange a de-signer to create your advertising, it’s all done for you.

Social MediaWith online advertising, however,

you have a choice. Some online market-ing activities, such as building a social media campaign using sites such as Facebook, Twitter and LinkedIn require no financial investment at all at the basic levels. However, properly utilizing so-cial media is going to take a minimum of half an hour of your time every day or two and it’s a “slow burn” marketing activity which is likely to take several months before seeing concrete results from your activities.

google adWordsIf you are in a hurry for results and

don’t mind paying for them, you will see a faster return by investing in your website—by upgrading it if necessary and then promoting it through online “Pay-Per-Click” advertising, using such schemes as Google’s very successful AdWords online advertising vehicle. AdWords offer advertisers the oppor-tunity to bid for terms relevant to their businesses that visitors to Google are searching for. There are several ad-vantages to using AdWords, including:

(a) Advertisers can choose exactly where their advertising does or does not run. It’s possible to select individ-ual zip codes, a radius around an office location or a particular city or state.

(b) Advertisers only pay for results. If no one clicks on the advertising, the advertiser doesn’t pay a dime, no mat-ter how often their ads are displayed.

(c) There is no waiting time before the advertising starts to appear. Ad-Words can start bringing potential cli-ents through to an advertiser’s website in a matter of minutes.

LinkedIn and Facebook offer simi-lar advertising schemes that pay only on results. Unfortunately, however, they lack AdWords’ ability to only display advertisements to those view-ers actively searching for a particular product or service.

Search engine OptimizationThe fact that many companies are

happy to pay handsomely for each visitor coming to their site from Pay-Per-Click advertising shows how valu-able it is for a firm to rank highly on search engines such as Google. Any firm which appears at the top of the listings for terms such as “Phoenix CPA” are able to receive plenty of visi-tors to their site for free.

As a result, receiving a good rank-ing on Google should be a major goal for any company that is serious about marketing their practices online. This is another area which requires the ap-plication of either time or money. The search engine optimization business is a large one, with many companies spending many tens of thousands of dollars each year in order to get to the top of the search engine rankings because competition for these places is intense. For an accounting practice, which only needs to achieve good rankings inside their local area, the task is easier because the vast major-ity of CPAs do nothing at all to try and position their firms well on the search engine. This means that it is possible to obtain a first page position on Google with only an investment in time and effort.

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AZ CPAdirectory ListingsNot all efforts to increase visibility on

the search engines take a lot of time and effort. In most cities, Google now lists businesses which are registered with their “Google Local” scheme before other search engine results. Obtaining a listing on Google Local is completely free of charge and takes just a few minutes to register. As a result, it’s a great starting point for any business

than searching from their desktop and laptop computers.

In summary, marketing is not an activity which practices can undertake on a piecemeal basis if they want to achieve the best possible results. Take time to prepare your marketing activi-ties now by taking both your financial and time resources into account. Ei-ther way, with a little dedication and patience, you can be sure of seeing the fruits of your labor by the end of the year in the form of a substantial increase in the number of potential new clients contacting you.

Nick Pendrell is a marketing consul-tant specialized in assisting local profes-sionals with their marketing activities. He is also the author of Internet Marketing Bible for Accountants, available from Amazon and all good bookstores.

looking to achieve some fast results with a minimum of effort. Yahoo! And Bing offer similar features to their users as well.

In addition to the search engines’ own listings, directories such as Yelp.com are becoming increasingly im-portant sources of information for potential clients, particularly as more people use smartphone applications to search for service providers rather

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In the Black ... Adventures in Accounting

Concept: Heidi Frei Illust.: Jack Gannon


nonprofit Board governanceLessons from the Corporate Side

By Susan F. Shultz

The one group with the power to decide the fate of a nonprofit organization, the board

of directors, is the one group that is often randomly selected, poorly informed, rarely

evaluated, and almost never held accountable.

The market is demanding increased transparency and accountability from boards. New compliance mandates, regulations and shareholder activism are the drivers, but gover-nance is more than just compliance. And the clamor for improvement is overtaking the nonprofit world.

We have an opportunity to make a difference – to infuse nonprofit governance with best practices – to transform boards from being the problem into being the solution.

Better Boards = Better OrganizationsAll boards, even the best, can improve. Doing good in the name of a worthy cause does

not exempt a board from abuse and bad practices. What better examples are there than the United Way, that squandered $100M targeted for 100 charities; the Red Cross; The Baptist Foundation; and The Fiesta Bowl – unhappily the list goes on.

Over two-thirds of all CEOs and corporate directors also sit on the boards of nonprofits. All too often, they fail to appreciate the commensurate responsibility – and the liability – of nonprofit service. There are, indeed, differences:

• Nonprofit boards are accountable to stakeholders rather than shareholders.• Directors on nonprofits usually serve without compensation.


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• Often, nonprofit directors are ex-pected to raise money.

Constituencies are usually more de-pendent on nonprofits than are share-holders of for profit corporations, who can simply sell their shares if they are not satisfied.

However, the three key success fac-tors for nonprofit boards are the same as those that drive effective for-profit boards:

• Board Make-Up• Director Responsibility Engagement and Accountability• Leadership of the Board

Board Make UpGreat people are the key to great

boards. No checklist can ensure good governance. Only good people can. So, continuously build your board to be the best it can be with a thoughtful, proactive process that includes the fol-lowing steps:

Define your board charter and struc-ture. Consider the benefits of a smaller statutory board supported by a larger advisory council that can help raise funds.

Maintain a needs matrix. Chart the existing skills and attributes of the board members and identify future needs.

Create position profiles to address those needs. Begin with the criteria, not the person.

Proactively and objectively recruit directors.

According to a recent Board Source survey, the area of lowest board per-formance is board recruitment. The only person who won’t serve is the one you don’t ask. So be particular – and thoughtful.

Director Responsibility and EngagementEssentially, boards address the big

issues and help avoid fatal mistakes. The charge of every director is to pro-tect and represent the interest of the stakeholders. The board of directors is the ultimate legal authority within the corporation and is responsible for the business and the policy of the organization.

A board should focus on the future success of the enterprise. The board should pull the organization toward fulfillment of its vision. Management should execute. So the board focuses on policy, oversight and strategy. Volun-teering or fundraising are not substitutes for oversight.

The most important thing a board does is ensure the right leadership is in place and has the resources to fulfill the mission of the organization. Next is to ensure the continuity of that leader-ship through substantive evaluations, communications and a meaningful succession policy.

Directors must be reasonably well informed. It is expected that directors will do their homework. If information is not provided in a timely manner, a director has a responsibility to obtain it. For example, directors should know what the key metrics of the organization are, the budget, the marketing plan, critical risks, etc. Too often, directors know only what the CEO and CFO tell them.

Directors should regularly attend meetings. Directors are liable for all board decisions taken while they are board members, regardless of whether they are in attendance or involved in the decision-making process. Board members are directors 24/7, not just for the meetings.

Directors should participate in deci-sions in good faith with the care of a prudent person.

Good judgment is required and pro-vides the safety net against any lawsuits. Board members may rely on informa-tion from experts and employees. However, they should not rely solely on positions of others. Every board decision is the responsibility of every director. Directors should not be afraid to register dissent. In fact, it should be encouraged and welcomed.

IRS has a model Conflict of Interest Policy putting forth best practice.

1. Each year, directors should sign a statement acknowledging receipt and comprehension of and adherence to a onflict of interest policy.

2. Directors should recuse them-selves from participation in discussions and any votes that may involve conflict of interest.

3. Directors should submit informa-tion on other organizations in which they are substantively involved and provide information about any possible conflicts.

Arizona law provides immunity from civil liability to a volunteer for an act of omission by the volunteer resulting in damage or injury. Such immunity ap-plies if the volunteer acted in good faith and within the scope of the volunteer’s official functions and duties for the nonprofit corporation, and if the dam-age or injury was not caused by willful, wanton or grossly negligent misconduct by the volunteer.

Two provisions of the Sarbanes-Oxley legislation pertaining to for-profit cor-porations extend to nonprofit organi-zations.

1. There must be so-called whistle-blower protection, providing a confi-dential means of allowing whistleblow-ers to be heard and to ensuring there is no retribution for whistleblowers.

2. There must be a document reten-tion policy, which prohibits altering, covering up, falsifying or destroying documents.

Other Responsibilities: Oversee the moneyKnow how the chief executive is

compensated, what the components of the pay package are, the entire value of the annual compensation package and any trends in the compensation.The IRS requires nonprofit board members to set compensation levels at fair market value and to determine the proper price of goods and services.

Leadership of the Board There are five key areas nonprofit

boards should address:• Fundraising; • Board composition and diversity; • Strategic planning; • Focus (need to be more strategic

and less operational); and • Board Commitment and Engage-

ment.


Above all, the board must insist on integrity and the highest ethics. The chair must inform and trust the direc-tors and empower the board.

The agenda should be focused on strategic issues. Ideally, the board chair will create the agenda, gain input from other directors and then collaborate with management to refine and execute. The responsibility of ensuring effective meetings does not fall on the Chair alone. It extends to every director.

Accountability and transparency are increasingly expected and demanded. There should be annual evaluations and governance education to improve the effectiveness of the board. (See www.theboardinstitute.com for information on an independent, web-based solution to director education and board assess-ment accredited by RiskMetrics Group.) As a rule, we find out how much good governance counts when something really bad happens. Last year, more than 97 percent of corporate boards

conducted evaluations compared with just over half of nonprofit boards. Most directors say an effective board evalu-ation is the most important technique for ensuring that directors improve or continue to perform at peak levels. Boards that conduct evaluations are rated 17 percent more effective.

IRS Section 990 contains the ma-jority of regulations pertaining to nonprofit governance, and nonprofits must annually file the Section 990 form. Ideally, the IRS form 990 will be available publicly and posted on the organization’s website. The IRS is likely to add regulations to Section 990 and increase oversight. Further, Congress is likely to pass a “Sarbanes-Oxley” for nonprofits.

States, too, are tightening regula-tions. Directors in New Jersey are required to be “board certified.” In California, organizations with budgets over $2 million must prepare audited financial statements

We often hear about the boards that fail. We don’t hear about the hundreds of great boards that avoided crises be-cause of the dedication, integrity and contributions of good directors. If we don’t govern well, government will do it for us. Better boards mean better organizations.

Susan F. Shultz is president of SSA Executive Search International/INAC, which recruits and structures boards of directors for public and private companies and recruits C-level execu-tives. Shultz is also CEO of The Board Institute, Inc. which improves boards through a suite of scientific, web-based, independent, and accredited evaluation and education solutions. She authored The Board Book (AMACOM), and she has been featured in the New York Times, Wall Street Journal, Business Week, and USA Today. She can be reached at (480) 998-1744 or [email protected].

AZ CPA


aiCPa’s 2012 Top Ten Technologies Survey finds data Protection Chief Concern

Like other business professionals, CPAs continue to wrestle with the best

strategy to maximize the benefits of emerging technologies, such as mobile

devices and cloud computing, according to the 2012 Top Technology Initia-

tives Survey by the American Institute of CPAs.CPAs said they are successfully meeting most of their technology priorities, from

information protection and privacy to data management. A majority said their organization has appropriate policies in place to deal with data security concerns, and necessary steps have been taken to insulate IT networks and servers from cyber-attack. At the same time, CPAs were less certain about avoiding a data breach due to the loss of a laptop, tablet or other mobile device.

“The ability to tap critical information on the go, virtually whenever you want, is changing the way CPAs do business,” said Anthony Pugliese, CPA, CGMA, CITP, the AICPA’s senior vice president of finance, operations and member value. “But

Top

Technologies


it imposes new burdens, too. CPAs and the clients and companies they work for need to stay on top of technological shifts, make the right decisions on access, security and privacy, and map out new areas of growth. It’s clear we’re still working our way through these challenges.”

Most CPAs said their firms had the knowledge, financial where-withal and access to sufficient staff and training resources to adopt new technologies. Yet they were significantly less confident about developing new revenue streams from those innovations.

“CPAs by our DNA tend to be a pretty skeptical group,” said David Cieslak, CPA, CITP, a principal in the computer consulting firm Arxis Technology. “We tend to be very cautious. We see the potential of new technologies, but we also want to be certain about their long-term viability and security.”

As in past years, the survey measures the anticipated impact of certain issues over the next 12 to 18 months for CPAs and their clients. Topping the 2012 list are 1) information security, 2) remote access and 3) control and use of mobile devices. All three have a bearing on the challenges that stem from the growing ubiquity and mobility of data, and represent a slight shift from last year.

The top three in 2011 were 1) control and use of mobile devices, 2) information security and 3) data retention policies/structure.

The Top Technology Initiatives Survey was conducted electroni-cally among AICPA members from Jan. 17 to Feb. 15. With 2,259 responses, the margin of error was plus or minus 2.1 percentage points. The survey was overseen by the AICPA’s Information Technology Division. Topline results are available online at www.acipa.org.

This year’s survey asked respondents to rate their organizational goals for technology in the coming year. The leading technology priorities for 2012 are:

1. Securing the IT environment

2. Managing and retaining data

3. Managing risk and compliance

4. Ensuring privacy

5. Leveraging emerging technologies

6. Managing system implementation

7. Enabling decision support and managing

performance

8. Governing and managing IT investment/

spending

9. Preventing and responding to fraud

10. Managing vendors and service providers

Top AZ CPA

Most CPAs said their

firms had the knowledge,

financial wherewithal and

access to sufficient staff

and training resources to

adopt new technologies.

Yet they were significantly

less confident about

developing new revenue

streams from those

innovations.


State Board of AccountancyUnveils Online Servicesby Monica Petersen

The Arizona State Board of Accountancy (Board) recently announced the

release of its portal which represents the exciting completion of the first of

many milestones to modernize the Board’s operations and improve services

to its customers. The portal provides services for online renewals and sole

practitioner firm registration as part of the online renewal, as well as CPE

tracking. The system currently can be used by registrants with full two-

year term renewals. The system cannot be used by registrants, who have

recently been certified and have a prorated renewal period and prorated CPE

requirements; however, the system is being enhanced to accommodate these

registrants in the near future. The portal is being strategically designed

as an online account that will be unique to each and every customer of the

Board, whether they are an applicant to sit for the uniform CPA exam, a

certification candidate, or a registrant already regulated by the Board.As the Board continues its modernization efforts, the services will continue to

grow. For example, in the future the portal will include other online applications or a quick and convenient place to update a name or address with a few simple steps. These changes help the Board work smarter and more efficiently, improve regula-tion, and provide a more flexible and convenient customer service experience.

During the summer, CPAs will receive a letter with an account number and password which will require that the portal be used for renewals and CPE track-ing. Please be patient if you learn that another CPA has received this information and you haven’t. The mailing will be a large endeavor for Board staff and may be staggered over several weeks to complete.

The following delineates a few of the highlights of the new business processes that are both advantageous to the Board and its customers and provide a win-win solution.stration

Convenience• Provides customized forms that are

dynamic based on individual responses. • Take a break and continue at a later

time as entries are saved as you go.• MasterCard and Visa are accepted.

Checks and cash are still accepted by mail or in person after the renewal is completed online and printed.

• E-file helps registrants avoid being late by ensuring instant delivery and by saving time from mailing or hand delivery.

TransparencyAll available renewal options (e.g.,

inactive, fee and CPE waivers) are presented and fully described to help CPAs make the most informed decisions about their license.

Customer ServiceBuilt-in help is always available for

further clarification or guidance with-out having to call, email or wait until the Board’s office is open. The online renewal form integrates all the related forms that previously had to be down-loaded separately, providing a one-stop experience. A confirmation receipt is emailed after the renewal is received and paid online.

Compliance and EfficiencyImmediate validation of requirements

ensures that renewals are complete and accurate before the renewal can be accepted — no lost or misplaced paperwork. The renewal is accessed through the Internet via a secured ac-count number.

Continuing Professional Education ListSince the web-based model is re-

placing the paper-based renewal and Excel CPE reporting forms, all CPAs should access the portal and begin to track their CPE online, even if their renewal won’t be due for some time. The biggest transition issue with changing business processes relates to CPE tracking, especially for those registrants whose renewals are due shortly and may have already used the


Arizona’s best resource since 2000 for Cost Segregation Studies

[email protected] (480) 963-2872 www.costsegstudy.com

Excel CPE form to record their CPE. The sooner CPAs begin to use the portal to track CPE, the more streamlined their next renewal will be as they will mini-mize the need to reenter data.

The Board hopes that CPAs enjoy this new process, and looks forward to hearing from them about their ex-periences.

Monica Petersen is the executive diretor of the Arizona State Board of Accountancy. She can be reached at [email protected].

AZ CPA

Go Behind The Scenes with the ASCPA this Fall…We will take you Behind The Scenes with…

The Fiesta Bowl - Sept. 27

Hansen Mortuary - Oct. 25

And are finalizing Fall dates to

go Behind The Scenes with…

The Federal Reserve Bank: Cash

Vault and The Heard Museum.

Visit www.ascpa.com for all the details…


AZ CPA

How to Talk to Your Employer about the Chartered Global Management Accountant DesignationYou’re a management accountant, so it’s a given that you take your organi-

zation’s success seriously. You deliver financial results and provide strategic

advice to your employer, combining quantitative and qualitative data to guide

more informed decision making and drive long-term business outcomes. You

understand how the different parts of a business need to come together to

create value; have the ability to communicate and influence colleagues to

drive success; and have the agility and adaptability to manage the business

opportunities and risks in today’s fast-paced business world.

If your employer sponsors your professional development and memberships, it may be up to you to help them see the value of your CGMA designation. Here are some pointers to help you discuss the CGMA with your employer:

1. Stress the CGMA’s foundation in the CPA: In the U.S., CGMA’s expertise is rooted in the U.S. CPA curriculum. CGMAs have met the education, examination, experience and ethical requirements needed to become a CPA and be a voting member of the AICPA.

2. Be prepared to explain how your CGMA will complement your CPA credential. A CGMA allows you to showcase your expertise in corporate finance and manage-ment accounting. It also gives you access to extensive—and specialized—profes-sional resources and a network of management accountants around the world.

3. Understand and be able to communicate concisely the unique value you bring to the organization, and how the CGMA helps you highlight your own career contributions. Before you meet with your employer, review your resume and make sure you can articulate your achievements.

4. Review the array of resources available exclusively to CGMAs on cgma.org. Get familiar with everything you’ll be able to access as a CGMA. Visit cgma.org, read CGMA Magazine, review the thought leadership reports, and investigate op-

portunities for management accounting skills and knowledge development.

5. After you’ve seen what’s offered at cgma.org, think about how CGMA resources would also benefit your employer. For example, how would you improve operational efficiency if you had access to the latest CGMA performance tools? How would you help your company better understand market trends if you could download leading-edge CGMA research?

6. Finally, in case your management team is unfamiliar with the account-ing profession, you might want to be prepared to explain that the AICPA and CIMA are two of the most respected ac-counting bodies in the world, and that your state society keeps you connected to the financial needs of your region.

The Chartered Institute of Manage-ment Accountants, founded in 1919, is the world’s leading and largest professional body of Management Ac-countants, with more than 183,000 members and students operating in 168 countries, working at the heart of business. CIMA members and students work in industry, commerce, the public sector and not-for-profit organisations.

The American Institute of Certified Public Accountants (AICPA) is the world’s largest association representing the accounting profession, with nearly 370,000 members in 128 countries and a 125 year heritage. AICPA mem-bers represent many areas of practice, including business and industry, public practice, government, education and consulting.

Employers still need experienced professionals like you to help them understand that the CGMA is not only worth supporting, it’s valuable to the organization and to your career trajectory. By highlighting the value the CGMA brings to you and your employer and reminding them of the connections you have with the AICPA and the Arizona Society of CPAs you are helping to drive success at your organization.


ClassifiedsBusiness Opportunities/

Practices for Sale

WE BUY CLIENTS—Our CPA firm is seeking to buy clients in increments of one to a small practice in the Scottsdale and Phoenix Metropolitan area. Our staff has been practicing in public ac-counting for over 30 years and special-izes in the small to medium size busi-ness needs. We emphasize business accounting and taxes. We are located near Thunderbird and Scottsdale Rd. If you are downsizing or retiring and want an easy transition, please call us today. Ask for Kara at (480)-990-2727.

Employment Opportunities

ExPERIENCED CPA—Misenhimer, Aivazian & Tennant, P.C.Established, full service CPA firm in Yuma seeks a full-time experienced CPA to join our team. Salary DOE. Send resume to [email protected] or fax to (928) 314-1499.

TAx ACCOUNTANT/CPA—Estab-lished CPA firm seeks full-time CPA with 4-8 years tax experience to join practice specializing in small to mid-size business clients. Family-friendly, flex-ible work schedule, competitive salary, benefits, and opportunity to grow pro-fessionally. CCH Pro fx, Engagement and QuickBooks experience a plus.

Salary DOE. Send resume to Abalos & Associates, PLLC, 7150 N. 16th Street, Phoenix, AZ 85020, fax (602) 943-4669, or e-mail [email protected].

OUTSTANDING AUDIT & CON-SULTING OPPORTUNITIES!— Heinfeld, Meech & Co., P.C., recog-nized leaders in governmental and non-profit auditing and consulting, seeks CPAs for Associate and Manage-ment positions for our growing Audit & Consulting Divisions in our Phoenix and Tucson offices. Nationally recog-nized on the “25 Best Small Companies to Work for in America” list by the Great Place to Work Institute for the past five years, H&M offers a dynamic culture with outstanding career growth opportunities. A BS in Accounting and at least two years of accounting, audit-ing or consulting experience specializ-ing in governments/non-profits along with CPA designation is required. [email protected]. http://www.heinfeldmeech.com.

CPA TAx PROFESSIONAL—Staff Accountant—Alexandra L Miller CPA PC Tucson CPA firm looking for staff accountant with minimum 5 years experience in public accounting with business tax and financial statement preparation. CPA required. Knowl-edge of non-profits, construction ac-counting, Lacerte and QuickBooks a plus. Competitive salary and flexible

schedule. Great opportunity for small practitioner to merge with larger firm or CPA looking to re-enter the work force. Business-savvy, professional and energetic individuals seeking an up-beat, team oriented and positive work environment are encouraged to apply. Please email resume to [email protected].

SENIOR/STAFF ACCOUNTANT—Scottsdale Tax CPA Firm seeking Ac-counting/Tax professional with 2 to 5 years experience in public accounting to provide full range of accounting and tax preparation services for diverse group of small to mid-size clients and own-ers.Experience with Creative Solutions Accounting Software and CPA License is a plus. Ability to interact profession-ally with business owners and staff is essential. Professional attire required. Please send resumes to: [email protected] or fax to (480) 951-5208.

STAFF ACCOUNTANT—We are looking for a Detail-Oriented staff ac-countant who is interested in long-range career growth. Minimum Requirements: 3+ Years Experience in the following areas is preferred: • Individual Tax Preparation • Corporate & Partner-ship Tax Preparation • Trust / Estate Tax Preparation • Effective verbal & written communication skills • Payroll, Accounting & General Ledger experi-ence • Strong understanding of journal entries and Debits & Credits • Strong reconciliation skills • Experience with Lacerte Tax Software (preferred) • Ex-perience with QuickBooks (preferred)• Must have current PTIN. Details of Position: •This is a full-time position. • Benefits provided. • Salary based upon experience.To apply for this position, please email your resumes & salary history to: [email protected].

Office Space

SHARE OFFICES WITH FELLOW CPAs in central Phoenix-near 51 Fwy. Large executive offices plus staff cu-bicles. Shared conference room, recep-tion, breakroom, high speed data lines/

It’s Not An Option, It’s Mandatoryall CPa license renewals must be done

online starting July 1, 2012. The arizona

State Board of accountancy has developed

an online license renewal process for

arizona CPas. Look for more details about

your renewal in the mail.


Upcoming ASCPA Conferences

Not-for-Profit ConferenceSeptember 21 — Black Canyon Conference Center

Construction ConferenceOctober 19 — desert Willow Conference Center

Arizona Federal Tax Institute Annual Tax Conference

november 8 & 9 — Black Canyon Conference Center

NEW - Emgering Leaders Conferencenovember 9 - Valley Ho resort

Find out more information at www.ascpa.com

It’s what CGMA stands for.Officially, of course, it’s Chartered Global Management Accountant. A new designation representing accomplished professionals that

drive and deliver business success, worldwide.

Find out more at cgma.org

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telephones, tax research services, etc. Immediately available. Contact Jason Feldman (60) 850-5110 or [email protected].

Services

BUSINESS PROPERTY TAxES TOO HIGH? I’ve been doing property tax appeals for over 13 years. Business (personal property) taxes are the least understood but have the potential for the largest tax refunds in the current year plus three prior years, which also include interest. Arizona CPA. Con-tingency fee only. I’m on Linked In, Facebook and Twitter. Website: www.asmrconsulting.com. Call John at ASMR Consulting LLC, (480) 204-1289.

RESUME SERVICES—IT MAKES A DIFFERENCE WHO WRITES YOUR RESUME. Certified Professional Re-sume Writer Bryan Newman, President-Universal Resumes, has been writing resumes for Business Professionals 17 years. Clients include hundreds of CPAs pursuing positions as CEO, CFO, COO, VP Finance, Controller, Trea-surer, Accounting Manager, Business Intelligence Manager, Financial Analyst, Audit Manager, and Senior Accountant. Credentials include roles as Chairman, CEO, President of US Operations for a NASDAQ-listed technology firm. Mem-ber, ASU College of Business Hall of Fame. Email resumes to [email protected] for complimentary critique or call (480) 802-0441.

YOUR CIENTS PROBABLY PAY TOO MUCH FOR THEIR 401(K) PLAN— Want to be a hero to your clients? Help them reduce their 401(k) plan costs by 20-30%, or more! Contact Mike at (623) 572-0447 or visit www.ABetter-401kAZ.com to learn more.

To place a classified ad, go to

www.ascpa.com and go to-

marketplace; for

employment opportunities go to

the Career Center.


PRSRT STDU.S. Postage

PAIDPhoenix, ArizonaPermit No. 952

Arizona Society of Certified Public Accountants4801 E. Washington St., Suite 225-BPhoenix, AZ 85034

ADDRESS SERVICE REQUESTED

bcattorneys.com

MARTHA PATRICK, JDFederal, State and

Local Tax Controversy

“With nine years of experience with IRS Chief Counsel and 25 years of experience representing taxpayers, I appreciate the important role CPAs play in getting the best possible results for clients.

Much of my work is referred by CPAs, whom I assist in all aspects of tax controversy, including civil examinations, Tax Court proceedings, both potential and active criminal investigations, currency violations and collection issues.”

Burch & Cracchiolo, P.A.702 E. Osborn Rd., Suite 200 Phoenix, AZ 85014602.274.4611

Direct: [email protected]

Certified Specialist in Tax Law, Arizona Board of Legal SpecializationRecognized by: Best Lawyers in America, Southwest Super Lawyers, Arizona’s Finest LawyersRanked AV® Preeminent™ 5.0 out of 5* in Martindale Hubbell

*AV® Preeminent ™ and BV® Distinguished™ are certification marks of Reed Elsevier Properties Inc., used in accordance with the

Martindale-Hubbell certification procedures, standards and policies.

Documents

AZ CPA July August 2012