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November 16, 2017

Do you want to maximize your on-site health clinic's utilization? Register now with early bird pricing and hear from CBIZ expert, Erin Eason.

Onsite health clinics are an attractive solution and can be an integral component of a high-performance healthcare programs. Clinics can reduce medical costs and enable convenient access to healthcare services and improve employee productivity. Don't miss your opportunity to hear from industry experts at the 18th Annual Congress on On-Site Employee Health Clinics in Scottsdale, AZ.

The conference will be held from January 29 – 30 at the Fairmont Scottsdale Princess. CBIZ own Erin Eason, Director of Clinical Consulting, will be leading a workshop titled: Driving Innovation and Integration: How to Develop and/or Maintain an On-Site Health Center with Excellence. 

Eason assures attendees will gain insights, “spanning the financial to the cultural, we will discuss key factors and processes that ensure an on-site health center is structured to most effectively drive utilization”. 

More details to register can be found on their website: www.2018onsiteclinics.com

Use the promo code CBZ200 to save an additional $200 off the early bird pricing before December 1!

November 13, 2017

With the November 15th due date for not-for-profits (original due date for 6/30 year-ends, extended due date for12/31’s) just around the corner, it’s a good time to take a look at what message your organization’s tax return is sending.  In years past, Form 990 was considered no more than a compliance task; an annual filing requirement to keep the IRS at bay.  After all, there is no tax due, so what’s the big deal?  The big deal is, people are watching.


For as long as most can remember, there have been public disclosure requirements for Form 990.  Internal Revenue Code §6104 requires exempt organizations to make the prior three years of tax returns, Form 1023 and IRS Determination Letter available to the public.  However, what used to be a request made by mail or in person with charities charging for each page is now instantly available with the click of a mouse. IRS Info Release 2016-87 guaranteed that 100% of filed Form 990’s would be downloadable and searchable by the public through Amazon Web Services.  In addition to the public, media, and federal and state regulators, watchdog sites like GuideStar, Charity Navigator, Better Business Bureau Wise Giving Alliance, and Charity Watch analyze thousands of 990’s with the goal of helping donors make informed giving decisions.  These organizations post return copies, ratings, rankings, evaluations, financial metrics and comparative analytics.


So if people are watching, what are they looking for?  While financial statements focus on the numbers, Form 990 digs much deeper.  The tax return uncovers details on your mission, program service accomplishments, governance, management practices, compensation, political activities, related organizations, transactions with insiders, percentage of G&A costs, fundraising dollars spent, unrelated business income amounts and much more.


Let’s look more closely at a handful of areas on Form 990 along with compliance tips that can help make sure you are optimizing the message it sends to its readers:


Part I – Summary

  •   Develop an attention grabbing, heartstring tugging, succinct description of your mission that shouts your purpose to the world (and fits on line 1).
  •   Make sure to accurately reflect the independence of your board members.  If they are not independent your return should contain additional disclosures such as Schedule L and/or R.


Part III – Statement of Program Service Accomplishments

  •   This page should be one of your primary marketing tools.  Go into great detail on your vision, mission, programs and accomplishments. Make the reader want to join your cause and donate.
  •   Answer yes to questions 2 and/or 3 if you had new or changed program service accomplishments.  Use schedule O to describe them and why the revenue generated is not UBI.  This is a way to inform the IRS of smaller shifts in purpose without requesting a new determination letter.

Part IV – Checklist of Required Schedules

  •  Although tempting, don’t just answer all the questions the same as last year.  Read through them carefully.
  •  Pay special attention to questions concerning related/controlled entities, excess benefit transactions, political activities, special events and professional fundraising.
  •  For any yes responses make sure to complete the associated schedule for additional disclosures.


Part V – Statements Regarding Other IRS Filings and Tax Compliance

  •  The number of employees should include those paid by the organization as well as payroll agents and common paymasters.
  •   If Line 3a is checked yes, file Form 990-T even if the activities do not result in taxable income.

Part VI – Governance, Management and Disclosure

  •  The public and watchdog groups will look here to make sure you have good policies, procedures and controls in place.
  •  Know the rules for whether or not a board member is independent.  Additional disclosures will likely be required for any that are not.
  •  Take advantage of Schedule O to highlight the details of your policies and how they are enforced and describe how your top management’s salaries are determined.

Part VII – Compensation of Officers, Directors, Trustees, Key Employees, Highest Compensated Employees and Independent Contractors

  •  Be aware of the rules and salary thresholds around who is and who is not required to be listed here.
  •  Check the appropriate position for each employee even if it doesn’t match how the organization views them. The top management official (CEO, executive director) and top financial officer (CFO, treasurer) are officers for 990 purposes.
  •  Report numbers consistently with related organizations and on Schedule J.
  •   Note that reporting on Part VII is based on the calendar year end that falls within your tax year even if you are a fiscal year filer, so there can be discrepancies between wage amounts here and on Part IX.


PART VIII – Statement of Revenue

  •   Categorize your contributions correctly among lines 1a-1f, then note any non-cash amount included on any of those line items on line 1g.  Schedule G will be required if this number is >$25,000.
  •   Report all revenue sources in the proper columns between related/exempt function, UBI, and excluded.
  •   Capture the contribution portion of revenue received at fundraising events on line 1c instead of including on line 8a.
  •   Verify all UBI assumptions annually and make sure Column (C) matches your 990-T.
  •   Do not blindly follow the financial statements, but be able to reconcile between the two (Schedule D).
  •   Avoid placing significant amounts in “miscellaneous revenue;” categorize it on other line items as appropriate.

Part IX – Statement of Functional Expenses

  • Correctly capture officer, director, trustee and key employee compensation on line 5.  This should be based on the organization’s tax year and include amounts received for pension plans, 401(k) match and other benefits received.
  •  Avoid placing significant amounts in “other expenses;” categorize it on other line items as appropriate.
  •  Regularly evaluate the allocation of expenses between program, management & general, and fundraising.  Donors and others are extremely interested in the percentage of their dollar that funds the mission rather than “overhead.”

Part XI – Reconciliation of Net Assets

  • This is where you can show the value of donated services and use of facilities that are not included on the 990.
  • Unrealized gain/loss on investments is reflected here, but not included in net income for tax purposes.

Schedule A

  • Organizations can complete either Part II or Part III each year if one provides a higher public percentage.
  • Carefully monitor substantial contributors and the impact on public support percentage.
  • Consider whether any large amounts qualify as unusual grants if applicable.
  •  Amounts received from donor advised funds qualify as public support even if the underlying individuals would otherwise be disqualified persons.
  •  Ensure that everything from Part VIII is properly reflected, or excluded, from Schedule A.

Schedule B

  •  Remember that names and addresses of your contributors can (and should) be redacted on your public inspection copy of the return.
  •  Contributions from donor advised funds should be treated as coming from the sponsoring organization, not the underlying individuals.
  •  If the organization meets the Schedule A, Part II public support test (regardless of its primary category of exemption), it qualifies for the “special rule” to only include those donors > 2% of Part VIII line 1h on Schedule B.

Schedule C

  •  If a “substantial part” of a 501(c)(3) organization’s activities involve efforts to influence legislation, it is at risk for loss of tax-exempt status.  Be familiar with the definitions of lobbying and what activities are permitted.
  • 501(c)(4), (5), and (6) organizations can engage in lobbying, however if expenses exceed $2,000, they must pay a proxy tax or inform members that a percentage of their dues is non-deductible.

Schedule D

  • This schedule is often helpful for board members and management as it highlights the reconciling items between the financial statements and tax return.
  • If there are significant amounts of alternative investments (futures, commodities, hedge funds, derivatives, etc.), there may be UBI.

Schedule F

  • If the organization engages in foreign activity or it or its employees have signature authority over foreign bank accounts, it may be required to file Form 114 (FBAR).  Penalties for missing these filings start at $10,000.
  • IRS exemption does not necessarily apply in foreign jurisdictions. Offices, employees or activities abroad can result in income, VAT or other unexpected taxes. 

Schedule G

  • Maintain proper documentation of all fundraising activities to allow for the separation of the contribution portion of the revenue.  This is equal to the excess of the money given over the fair market value of any goods and services received by the donor.
  • Development personnel and others are sometimes confused by apparent “losses” from fundraising events showing up on Schedule G.  However, adding in the contribution piece shows a more complete picture.

Schedule I

  • Do not include salaries or other compensation paid to employees or independent contractors.
  • Grants to affiliated disregarded entities should not be listed.
  • Assistance to individuals paid through another organization should be included in Part II rather than Part III unless the grants are earmarked for specific individuals.

Schedule J

  • Officer compensation levels are very important to the public and watchdog groups who may perceive that too much is going to salary instead of programs.
  • Make sure to report deferred compensation, severance benefits, fringe benefits, and compensation from related organizations where applicable.
  • Incentive compensation arrangements must be disclosed here, which are often looked at unfavorably by donors.
  • This schedule is based on calendar year numbers.  Reported W-2 compensation should equal the sum of column (B) (i), (ii) and (iii). Columns (C) and (D) should equal Part VII, column (F).

Schedule K

  • If the organization has any outstanding liabilities associated with tax-exempt bond issues, complete and accurate reporting is required especially around use of bond proceeds, private business use and arbitrage compliance.
  • It is a good idea to annually discuss responses with bond counsel or tax counsel before filing.

Schedule L

  • There are four parts of Schedule L aimed at different transactions with interested persons:  Part I – excess benefit transactions, Part II - loans to/from interested persons, Part III - grants or assistance to interested persons and Part IV – business transactions with interested persons.  Only Part IV has a monetary threshold.
  •  Excess benefit transactions for first tier include anyone having substantial influence, second tier includes family members of tier 1 plus entities controlled 35% by tier 1.
  •  Excess benefit transactions include those with any party considered a disqualified person in the prior five years before the date of the transaction.
  •   A board member reported on Schedule L of the organization or a related organization is not independent.
  •   If an individual is included on Schedule L as a result of being a substantial contributor, their name does not need to be included, only “substantial contributor” or “related to substantial contributor” to protect their identity from public disclosure.

Schedule M

  • The schedule is only required if non-cash contributions exceed $25,000.
  •  Items on Schedule M should also be included on Schedule B if reporting thresholds are met.
  •  The IRS is beginning to focus more on the valuation of non-cash items.
  •   It is good practice to have a gift acceptance policy to manage the expectation of donors and prevent gifts of items that run counter to your values or are difficult to sell, dispose of or manage.


Schedule N

  •  The form is usually only filed once in conjunction with an organization’s final Form 990 to detail the final distribution of assets upon ceasing of operations.

Schedule O

  •  It is near the back, but don’t discount its importance.
  •  This is your place to shine.  Use it as a marketing piece for your vision, mission and accomplishments.
  •  Provide further explanations on issues that may be of concern to readers.
  •  Highlight governance with details on 990 review, conflict of interest and other policies, compensation practices and public disclosure of documents.
  •  Communicate any significant changes to your exempt purpose or activities.

Schedule R

  •  The purpose of the schedule is to highlight related organizations, transactions with related organizations, and identify unrelated partnerships through which the organization conducts significant activities.
  •  All activity of any disregarded entities owned by the organization should be included on Form 990, not just the net income.
  •   Related organizations to be disclosed include parent/subsidiary, brother/sister, supporting/supported, sponsoring organization/contributing employer of a VEBA.
  •   For control of non-stock NFPs look at who has the right to appoint or remove board members.  Also look to overlap of the majority of officers, directors, or employees.


We’ve discussed what the general public is looking for, but how about the IRS?  The Service has recently adopted a more data driven approach to exam selection.  Each filed return is scanned and analyzed on 200 data points.  Those meeting certain criteria are flagged for potential exam.  The IRS 2016/2017 work plan estimates that 7,000 exempt organization returns will be examined annually.  They report that over 90% of returns selected for audit based on data selection modeling result in adjustments. 


Here are some examples of data points on returns that could trigger an exam:


1)     Inaccurate or incomplete Form 990 – missing schedules or parts of schedules, mismatch on name/EIN/exemption type, lack of signature

2)     Reporting a mortgage on Part C and rental income on Part VIII, but no 990-T to report debt financed income

3)     Zero asset balance, but no Schedule N

4)     Yes answer to Part VI, Line 5 indicating a significant diversion of assets (fraud/embezzlement concern)

5)     Yes response to Part IV, line 3 showing prohibited political activity

6)     Checked yes to Part V, line 3a for unrelated business income >$1,000, but no 990-T filed

7)     Indication of lack of an independent board leading to possible private inurement or excess benefit transactions (Part VI, line 1b < 50% of line 1a, yes to Part VI, line 2, or reporting of transactions with interested persons on Schedule L, Part IV)

8)     Part VI – the IRS provides a “hint” on what it considers best practices.  Not having board review of your 990, a conflict of interest policy, a whistleblower policy, a document retention policy and methodology for determining compensation can be a red flag.

9)     Loans to/receivables from disqualified persons on Part X, lines 5 & 6 didn’t decrease from the prior year

10)  Part IV, lines 25a or 25b checked yes and incomplete detail on Schedule L, Part I and/or no related Form 4720 filed by the disqualified person self-assessing first tier excise tax.

11)  Employee compensation is shown on Part VII, but there are no W-2’s listed or there are more 1099’s than W-2’s, it may signal a worker classification issue (employee vs independent contractor).


In addition to statistical selection, the other most common factors used by the IRS to select 990’s for exam include the following:


  •   Referrals from a current or former employee
  •   Referrals from a board member or manager
  •   Referrals from the public (donors, competitors, etc.)
  •   Press and social media stories and allegations
  •   Organization’s website/Related organizations’ websites

Despite the fact that there is often no tax due and it is sometimes seen as just a compliance exercise to meet IRS requirements, Form 990 is much more than that.  It is often the first place anyone wanting to know more about your organization will turn.  It is accessible at the click of a mouse and provides a significant amount of detail.  Be proactive and control those details to make them depict your organization in its most positive light.  Charitable contribution dollars are limited so anything you can do to stand out can have an impact.  Form 990 should be a group project with the board, management and tax preparers working together to minimize exposure, present a consistent message, and market your not-for-profit to the many audiences that are reading it.  CBIZ has a dedicated not-for-profit tax team who shares your passion for making a difference in the community and would welcome the chance to partner with you to make sure you are perfectly positioned to achieve your mission.  Please reach out to us if we can help you with your 990 or any other tax related issue. 

October 2, 2017

5 Opportunities Millennials Offer the Workforce


Embracing a multi-generational workforce is no longer a luxury for employers, but rather, a necessity. With majority of the workforce today in the millennial generation, employers are learning that attracting and retaining quality talent requires seeing the opportunities that millennials offer in what might formerly be perceived as a challenge. CBIZ’s most recent Executive Advantage Series breakfast seminar, Embracing the Power of a Multi-Generational Workforce, featured panelists from top organizations and universities who led an in-depth discussion on how different generations can successfully work side-by-side. The panelists focused on tips for employers to adapt to the ever-changing business landscape and shed light on how millennials, along with other generations, can be a positive force in any company.


Challenge: Millennials tend to move jobs more frequently and work at a variety of companies.

Opportunity:  Millennials tend to have a variety of experiences.


Many millennials have had 4-5 jobs by the time they are in their 30s. They like having a multitude of experiences with different companies, even within different industries. Dr. Elizabeth Macleod Walls, president of William Jewel College commented that in order to meet millennials where they are, employers need to “embrace their desire for constant change.” While they may not stay at a company for 30+ years like their parents, they bring with them knowledge and ideas from their varied work history that is beneficial for the employer whether they are there for ten years or only two.


Challenge: They have been entirely immersed in a technological world.

Opportunity: They understand how to utilize those resources in new and efficient ways.


Millennials were the first generation to come of age as technology was growing at an exponential rate. When asked what the real difference between other generations and millennials, Jason Parks, EVP & Managing Director of Barkley, Inc., simply held up his cell phone and said, “this.” Millennials are entirely comfortable with smartphones, computers, and adapt very quickly as new forms of technology continue to emerge. Dr. Macleod Walls pointed out that technology has changed even her day-to-day interactions, and so the reality of growing up with constant access to information has undeniably shaped the millennial brain. Because of this, they have an innate understanding of ways to utilize technology for the betterment of their company and their clients.

Challenge: They want their work to mean something and feel purposeful.

Opportunity: Improve company culture by cultivating a work environment that is engaging and fulfilling.


Brandon Michaels, CEO of Mazuma Credit Union, pointed out that a key difference between millennials and their parents is that work is not the center of their life; it is a small part of a much bigger whole. “Millennials work to live, rather than live to work,” he stated, adding that volunteering or community engagement are priorities for many in this generation. While they want to be challenged at work and enjoy what they do, they value many other things outside of their 9-5 life. This poses a unique opportunity for employers to make the workplace a vibrant and purposeful environment that will foster a sense of fulfillment in their employees that will keep them satisfied in the organization long-term.


Challenge: They don’t like the explanation “that’s how it’s always been done.”
Opportunity: Re-evaluate older, outdated processes that could be done better.


Jason Parks remarked that overall transparency is extremely important to millennials. They aren’t satisfied with answers like “we’ve just done it that way forever” or “I don’t know.” Millennials have grown up with access to endless amounts of information at the tips of their fingers with smartphones and computers, and they are accustomed to being able to have their questions answered almost instantaneously. When an answer isn’t satisfactory, this can be frustrating to them. Mike Nichols, Vice President of Human Resources at CBIZ, remarked that yearly performance reviews are a good example of an outdated process that many companies are re-evaluating. The younger generation prefers immediate feedback on their work products, and so many employers are now accomodating this. This leads to more constant performance improvements in the workplace, rather than the complacency that comes with knowing an evaluation won’t happen for another six months.


Challenge: Some organizations now have a five generation workforce.

Opportunity: Take advantage of the broad range of experiences to diversify the company’s idea base.


Chris Kuehl, Managing Director at Armada Corporate Intelligence, noted that especially in his field of manufacturing, there might be up to five generations working together in the company. Michaels observed that this can lead to finger pointing and misunderstanding, but it can also be an avenue to harness the power every generation has to offer. A baby boomer, for instance, has an industrial wisdom that is invaluable to the functioning of the company. A millennial, however, might have an innovative suggestion for a newer way to approach on old, inefficient process. Combined, companies can find increased creativity and innovation that will propel them forward.


Ultimately, the key lesson learned from the various panelist perspectives was to avoid labeling and stereotyping and understand that each generation does not have different values; rather it is the degree to which they value the various aspects of their lives that differs.





  •     Chris Kuehl | Armada Corporate Intelligence 

  •     Brandon Michaels | Mazuma Credit Union

  •     Dr. Elizabeth Macleod Walls | William Jewell College

  •     Mike Nichols | CBIZ MHM

  •     Jason Parks | Barkley Inc


August 22, 2017

Well, not really – but almost!

Yesterday, the Phoenix office had the distinct pleasure of witnessing a solar eclipse. While we weren’t on the path of totality, we DID have a 63% eclipse which was still very fun to see.

(Our attempt at taking a photo through the glasses - not great, but not bad either!)

Some of us were nerdy (or cool? - we prefer cool) enough to have purchased the protective glasses needed to view the eclipse, while others even made pinhole projectors. With our necessary implements, we made our way outside to view the eclipse’s peak together.


(Pamela Davis, Audit Admin Manager, showing off her science skills for the eclipse.)

We were happy to see that it wasn’t just us outside, but dozens of people from other offices, and they came just as prepared as we did! It was truly special to share this unique experience with colleagues and strangers alike.

Leave it to a celestial event to bring us all together! 


(Melissa McGee, HR Admin Assistant, was obviously impressed.)

(Left to Right: Amy O'Loughlin, Senior Tax Manager, and Zandra O'Keefe, Tax Managing Director, taking turns with the glasses)

August 8, 2017

DID YOU KNOW that as of July 1, 2017, AZ employers are required to provide paid sick leave? 

To help you better understand this new law, check out the FAQs below!

Q: Is sick leave required for all Arizona employees?

A: YES. ALL companies in Arizona with more than one employee must offer sick leave to its employees, including part-time, temporary, and seasonal workers.

Q: Which employers are subject to the law?

A: All employers in Arizona. If you act directly or indirectly in the interest of an employee, it applies to you.

Q: How should sick leave be accrued?

A:  Employees begin accruing one (1) hour of sick leave for every 30 hours worked. Accrual will begin as of July 1, 2017 or date of hire, whichever is first.

Q: How much sick leave can be accrued in a year.

A: It depends on the size of the company. 

- Companies with <15 employees: Accrue and use up to 40 hours of sick leave/year

- Companies with >15 employees: Accrue and use up to 24 hours of sick leave/year

- Note: Unused sick leave can be carried over to the next year, subject to limitations.

Q: Are there notice requirements for employees and employers?

A: Yes.

- Employees: should follow the employer's written policy while requesting sick leave.

- Employers: must provide written notice to employees as to their rights and responsibilities on the date of hire, or  July 1, 2017, whichever is later.


For more information, visit the Arizona Industrial Commission's FAQ sheet here.

June 12, 2017

As you may have seen in the news, Kansas has retroactively repealed the exemption from taxation for flow-through income (including income reported on Federal Schedules C, E and F) beginning in 2017.  The bill does reinstate the deductions associated with this flow-through income, such as self-employment taxes, self-employed health insurance and pension contributions, which will help somewhat to lower the tax increase from the flow-through income.  However, the Kansas bill also retroactively increases individual income tax rates effective for 2017 and ends the “path to zero” income tax rates in Kansas which were scheduled to be phased in over the next few years.  The bill was vetoed by Governor Brownback but quickly overridden by the Kansas Legislature. 

For 2017, the previous income tax rates are increased by .3% and a new rate of 5.2% is established for individuals filing married filing jointly with taxable income over $60,000.  For all other individual taxpayers the 5.2% rate will apply to taxable income over $30,000.  Important to note:  the bill does provide that no penalties or interest will be assessed for any underpayment of taxes due to the changes in law, as long as the underpayment is paid on or before April 17, 2018.  As a result, you will likely be able to continue paying any estimated tax payments which have already been established.

Looking forward, the limit on certain itemized deductions is scheduled to be gradually increased from 2018 to 2020 such that 100% of mortgage interest and real estate taxes will be deductible in 2020.  For the year 2018, medical expenses will again become 50% deductible as part of this gradual phase in of increased itemized deductions. 

For most individuals, the new legislation will result in more income tax liability in Kansas.  As a result, Kansas flow-through entities should take steps to reduce the income flowing through to the shareholders/partners/members of these entities.  One immediate step which should be considered is whether the entity will qualify for any Kansas incentives.  We can schedule a meeting with our State Incentive Team to determine what incentives the company would qualify for in 2017 (including tax credits, training grants and other reimbursements).  If the company currently does not qualify, we can work with you to review and potentially restructure current processes and procedures to qualify.  Most of these credits and incentives are not retroactive so it is imperative to get the process started now!  For this and other tax planning or any questions on the recent tax act, please contact your local CBIZ tax advisor. 

May 18, 2017

We here in the Phoenix office were proud to be announced as a recipient of the 2017 When Work Works award, presented by the Society for Human Resource Management (SHRM) and the Families and Work Institute (FWI)!

The WWW Award "highlights how effective and flexible workplaces can yield positive results and help employees succeed at work and at home." This distinction is truly an honor, and we are happy to receive this recognition for putting our team first.

We look forward to continually making our policies and programs better for team, and developing a culture that promotes work-life fit, flexibility, and respect!

For a list of our fellow award winners, click here.

April 27, 2017

On Thursday April 20th the CBIZ MHM, LLC Kansas City Manufacturing Practice co-hosted the 2017 Manufacturing Summit at TopGolf with co-hosts UMB Bank and Spencer Fane. Guests were invited to sit in various presentations surrounding industry hot topics. Bill Smith, Esq., managing director CBIZ National joined Chris Gutierrez, president of KC SmartPort to shed light on President Trump’s upcoming tax reform and the current state of Kansas City development.

Other sessions included Andre’ Trudell, managing director, UMB Bank joined by Special Agent Christopher Lamb, FBI discussing Corporate Security and Accessing Capital Markets. Kansas City Law Firm, Spencer Fane took the stage with partners Patrick McInerey, Pat Whalen and Attorney Jaspal Hare to discuss software development contracts, cyber security and internal and government investigations. After the seminar more than 40 guests were invited to join the speakers for golf and networking featuring a southern buffet and open bar at one of Kansas City’s best entertainment spots, TopGolf. 

For more information about the event or our Manufacturing distribution list please contact Melanie Clark.


April 18, 2017

Last Friday morning, the CBIZ Easter Bunnies worked quickly and quietly, sneaking around the office hiding Easter eggs for our First Annual Easter Egg Hunt. And naturally because it was the first (of what we hope to be many) egg hunt, we had to make it a complete surprise! You never know how grown adults will view the prospect of an egg hunt, but we were relieved to see that EVERYONE was ready to play - I mean, who wouldn't want to win gift cards and candy, right?

As it's the end of busy season, we didn't want to the hiding spots to be too difficult, but we also couldn't just give the prizes away - so we had fun with it!

(Our egg hiders were very proud of this hiding spot.)

Much to our disappointment, the first of two Golden Eggs was found 10 minutes, but the 2nd was found last - so we didn't do too badly at hiding them. Next year, we'll be finding MUCH harder spots!

Overall, our First Annual Easter Egg Hunt was a great success, and helped all of us take our minds off of the stresses of busy season for a few minutes. We'll definitely be doing this again next year!

Some of our winners...

(Pictured: Michael Milliken, Audit Extraordinaire, and winner of the first Golden Egg, who we secretly suspect is a former Easter Hunt champion.)

(Pictured left to right: 3 of our resident Tax Gurus Paige Witherspoon, Denise Foshe, and Annie Burch showing off their prizes.]

(Pictured: Jianjie Li, Tax Pro. Not only did Li find the 2nd Golden Egg, but it was his first egg hunt ever! That's got to be the most fun case of beginner's luck we've ever seen.)

March 29, 2017

Each year, CBIZ hosts an annual food drive competition between all of our 100+ offices, and for the past 3 years (3!) the Phoenix office has come out on top. Now, we don't like to brag (well, not too much), but we outdid ourselves during the 2016 food drive, raising just under $20,000 for St. Mary's Food Bank! And as the winners of the company-wide competition, our corporate office donated an additional $5,000 to St. Mary's, pushing our total to nearly $25,000. As you can imagine, we were thrilled with this outcome!

While we here in the Phoenix office were perfectly content with our hard won bragging rights, we were excited to learn that St. Mary's Food Bank was honoring CBIZ & MHM as a 2017 Hunger Hero. Deborah Kimes, Business Development Manager, and Ashley Gojic, Marketing Manager, attended the awards luncheon to accept the award on our behalf, and to hear about the incredible impact of the work St. Mary's does in our community.

"It was so inspiring to learn about the vast impact St. Mary's has on reducing hunger in Arizona. It's hard to imagine the outcomes for those in need without the assistance St. Mary's provides," said Ashley Gojic. "We are beyond proud to support St. Mary's, and look forward to strengthening our relationship with them through volunteering and continued fundraising efforts."

Many thanks to our Phoenix team members and their families for their continued efforts to help the hungry in our community!

(Pictured: Deborah Kimes and Ashley Gojic at the St. Mary's Hunger Hero Luncheon)


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