2019-2020 - naea · 1 of 2 2019-2020 naea educating america committee charges scope: the naea...

2019-2020

Committee

Charges

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2019-2020 NAEA AFFILIATE COUNCIL CHARGES

Scope: The NAEA Affiliate Council (Council) is a committee designated by the NEAA Policy and Procedure Manual (PPM) Part IX. The council will adhere to these policies and procedures.

Term: The committee’s charge is effective upon installation of the board of directors for the current governance year and ends when the next NAEA officers and directors are installed. Strategic Plan: Goal Area 1 – Membership Growth and Development Charges & Responsibilities - standing

Participate in the planning and implementation of the semi-annual APEX meetings and the monthly affiliate conference calls.

Review Part IX of the Policy and Procedures manual and make any recommended changes to the Bylaws and Governance Committee, as needed.

Collaborate with the SSMFAB on SSLA projects, where appropriate.

Develop programs that offer Affiliates the tools necessary to ensure their Members are willing to assume leadership roles within the affiliation.

Collaborate with any NAEA departments or NAEA committees as appropriate to fulfill these charges.

Charges & Responsibilities – 2019-2020:

APEX meeting participation- develop and implement a plan to gain participation from at least 75% of affiliates during the year

Monthly affiliate calls participation – develop and implement a plan to gain participation from at least 50% of affiliates each month

Affiliate Health Scorecard – develop and implement an Affiliate Health Scorecard to monitor the overall health of every affiliate on an on-going basis. Share results with the NAEA BOD.

Collaborate with staff to create a community in Higher Logic to store and share pertinent committee information

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2019-2020 NAEA AUDIT COMMITTEE CHARGES

Scope: The NAEA Audit Committee, a standing committee, acts as liaison between the auditor

and the NAEA Board of Directors (BOD). Every three years, the committee will work with staff

to select a firm to conduct the NAEA annual audit. The next selection will be made in <DATE>.

The committee is also responsible for procedures relating to whistle-blowing under Sarbanes-

Oxley as specified in the Policy and Procedures Manual section 6.6..

Committee members must maintain confidentiality of information obtained during their service

except when reporting to the BOD.

Term: The committee’s charge is effective upon installation of the board of directors for the

current governance year and ends when the next NAEA officers and directors are installed.

Work related to the audit, income tax, and Form 990 filing occurs in the fall and winter months.

Strategic Plan: Goal Area 4: Financial Sustainability

Charges & Responsibilities - standing

Review the management letter and audit prepared by the outside CPA firm for NAEA and the NAEA Education Foundation and report the results to the BOD.

Review staff strategies to address any materially deficient conditions recognized by the audit firm.

Ensure the Form 990 and other pertinent federal and local tax filings are provided to the BOD before timely filing.

Maintain procedures in accordance with Sarbanes-Oxley regarding the receipt, retention and treatment of complaints regarding NAEA’s accounting, internal controls and auditing. Appropriate complaints, as determined by the President-Elect, will be forwarded to the Audit Committee for consideration and action.


Charges & responsibilities 2019-2020


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2019-2020 NAEA BYLAWS AND GOVERNANCE COMMITTEE CHARGES

Scope: The NAEA Bylaws and Governance Committee (B&GC) is responsible for overall review of

the governing documents of NAEA (Bylaws, Policy and Procedure Manual, Board and Officer Job

Descriptions, Committee Charges and SOP, etc). The B&GC systematically reviews NAEA

governance documents, processes, procedures and other items related to governance, and

recommends necessary action(s) to the BOD. Recommendations are guided by the best

interests of the association’s members and should generally enhance the quality, efficiency,

and/or transparency of NAEA governance.

At the direction of the NAEA BOD, the B&GC will draft clear and concise proposed Bylaws

amendments consistent with both current Bylaws and NAEA’s strategic plan. The BOD will

consider and review proposed amendments before presenting them to NAEA membership for

approval. B&GC will coordinate efforts with appropriate staff to ensure that Bylaws

amendments are noticed appropriately and copies with pro and con arguments are available for

members.




Charges & Responsibilities - Standing:

Prepare for review by the NAEA BOD any proposed changes to the NAEA governing documents

In coordination with the staff liaison, ensure all NAEA and NAEA-EF proposed Bylaws amendments are reviewed for legal sufficiency by NAEA general counsel.

Review affiliate bylaws, as requested by affiliate leadership, to ensure consistency and compatibility with NAEA bylaws. Make appropriate recommendations to affiliate leadership to rectify inconsistencies discovered.

Review and comment on proposed affiliate Bylaws amendments at the request of affiliate leadership.

Make periodic reports to the NAEA BOD.

Collaborate with other NAEA committees as appropriate to fulfill these charges.

Review NAEA’s governance processes to ensure the board deliberates efficiently

Conduct periodic reviews of NAEA Policies and Procedures to ensure effective organizational processes, eliminate inconsistencies (internally or with the Bylaws), and stress association best practices.

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Charges and Responsibilities – 2019-2020:

Recommend to the BOD any modifications of the current Policy and Procedure manual.


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2019-2020 NAEA EDUCATING AMERICA COMMITTEE CHARGES

Scope: The NAEA Educating America Committee is a standing committee intended to introduce

the EA study and examination to the academic community. The goal will be to encourage

institutions to adopt EA prep courses as part of their curriculum for a technical certificate

and/or degree and to increase awareness of the Enrolled Agent credential and career.

The committee will collaborate with affiliate members and NAEA’s SEE prep provider to identify

academic institutions in their demographic areas that are viable candidates for introduction of

the EA license and prep course (SEE). Emphasis will be on the introduction of the EA Prep

course (SEE) in existing institutional curriculum with the long range goal of integrating the EA

license into an associate and bachelor degrees in taxation.

Term: The committee’s charge is effective upon installation of the board of directors for the current governance year and ends when the next NAEA officers and directors are installed.

Strategic Plan: Goal Area 1: Membership Growth and Development

Charges & Responsibilities – Standing

Review academic community marketing material to ensure our message (an enrolled agent preparation course is a good fit within existing certificate and degree programs) is clear and compelling.

Raise affiliate awareness of the Educating America program.

Coordinate, in concert with NAEA staff, Educating America presence at Alpha Beta Psi annual meetings, Teachers of Accounting at Two Year Colleges (TACTYC) annual meetings and other academic events.

Continue to develop and explore the possibility of professional partnerships to enhance the Educating America program at the affiliate and national level.


Charges & Responsibilities – 2019-2020

Sponsorship: Explore the possibility of membership or sponsorship in accredited academic accounting and tax groups or organizations.

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SEE Prep: Compile a list of institutions that are not currently offering an enrolled agent prep course (SEE). Review this list for those, the committee feels, are best suited for inclusion of SEE instruction and begin an ongoing dialogue with the academic leaders of those institutions.

Program assessment: quantify the success of the program, since inception, in creating new enrolled agents and new NAEA members


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2019-2020 NAEA EDUCATION CHAIR CHARGES

Scope: The Education Chair is tasked with overseeing NAEA education as a whole and serving as

the liaison to the Board. Focus is on the development NAEA’s continuing education programs so

they enhance NAEA members’ professional skills and serve as an enticement for non-members.

To maintain consistency among NAEA’s educational offerings, the Chair will participate in the

majority of Education Subcommittee activity.


Charges & Responsibilities:

Coordinates the efforts of the NTPI Planning and Tax Education subcommittees to

maximize resources and maintain efficiency.

Reviews all NAEA educational programming to ensure a high level of quality,

consistency, and value. Keeps in mind the needs of our seasoned members as well as

our new members.

Serves as lead and SME during staff feasibility study of NTPI credentialing and

standardization of course material.

Evaluates NTPI Level 1 Online and offers recommendations for courses to be updated.

Collaborates upon request with the Affiliate Council and the Membership Committee to

better understand current and prospective members’ education needs.

Collaborates with any NAEA departments or NAEA committees as appropriate to fulfill

these charges.

Refer to the Education Committee SOP for more information on the process.

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2019-2020 NAEA NTPI PLANNING SUBCOMMITTEE CHARGE

Scope: The NTPI Planning Subcommittee is responsible for the educational programming and curriculum for the National Tax Practice Institute (NTPI) held during National Conference and in conjunction with NAEA’s fall meetings. The program consists of Levels 1–3 and a Graduate Level Representation. While collaborating with staff, subcommittee members select instructors and develop specific programs/topics. In addition, the subcommittee reviews all course material for accuracy and clarity.

Term: The committee’s charge commences in May 2019 with the installation of the new NAEA officers and directors; actual work commences at the conclusion of the 2019 National Conference and ends at the conclusion of the 2020 National Conference.


Charge & Responsibilities:

Plan educational programming for NTPI, including Levels 1, 2, 3 and Graduate Level in Representation tracks.

Develop the “Call for Speakers” application, review submissions, and select speakers for all levels of NTPI programming. Make the application as simple as possible and indicate if prior NTPI speakers need to complete the full application.

Provide peer review for course materials submitted, looking at accuracy, thoroughness, and cohesiveness to the NTPI program as a whole.

Serve as subject matter experts for NAEA staff.


Refer to the Committee SOP for more information

Collaborate with staff to create a community in Higher Logic to store and share

pertinent committee information.

2019-2020 NAEA EDUCATION

TAX PREP SUBCOMMITTEE CHARGE

Scope: The NAEA Tax Education Subcommittee is responsible for the educational programming, program content, and instructors for NAEA education beyond NTPI. The primary focus is the Tax Preparation track at the National Conference. This track is designed to increase NAEA members’ tax preparation expertise and help members enhance the profitability, revenue, and marketing as well as maximize operating margins for their practices. The committee will also advise on NAEA webinars (outside of representation) and the EA Exam prep program. Term: The committee’s charge commences with the installation of the 2019-2020 BOD; work commences at the conclusion of the 2019 National Conference and ends at the 2020 National Conference. Strategic Plan: Goal Area 1: Membership Growth and Development Charges & Responsibilities:

Plan educational programming for 2020 National Conference Tax Preparation track. o Review evaluations from the 2019 National Conference and consult with

previous committee members as needed. o Develop call for speakers’ application, review submissions, and select speakers

for the Tax Preparation track. o Provide peer review for course materials submitted, looking at accuracy and

clarity.

Serve as subject matter experts for NAEA staff.

Conduct peer review of feature articles and Q&A for the EAJ. Please note that this is often on a tight turnaround due to the publication schedule.

Develop appropriate webinar offerings for NAEA education. Assess practice management needs of members. Consider webinar technology to deliver PM in an affordable and convenient manner.

Review and monitor the NAEA/Gleim EA Exam prep programs.

Collaborate when needed with the Educating America Task Force on best practices for offering the Special Enrollment Examination program to the public.

Collaborate with staff on the development and implementation of webinars


Refer to the committee’s SOP for more information.

Collaborate with staff to create a community in Higher Logic to store and share pertinent committee information.

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2019-2020 ETHICS AND PROFESSIONAL CONDUCT COMMITTEE CHARGES

Scope: The NAEA Ethics and Professional Conduct (E&PC) Committee is responsible for review

and oversight of any investigations mounted against NAEA members for alleged violations of

the NAEA Code of Ethics and Rules of Professional Conduct (the Code). Committee members

operate under the guidelines established in the Code. Members must be familiar with the Code

and ethical requirements under Circular 230. Committee members will hold all information

regarding complaints in the strictest of confidence.




Charges & Responsibilities - Standing

Evaluate and process complaints against NAEA members in the manner prescribed in the current NAEA code of conduct and rules of professional conduct.

Monitor the Internal Revenue Bulletin (IRB) for publication of Office of Professional Responsibility (OPR) disciplinary action involving NAEA members.

Recommend to the NAEA Board of Directors (BOD) any actions NAEA should take if an NAEA member is listed in the IRB with a censure from OPR.

Develop original content for NAEA to help members understand their ethical obligations in various real-world situations.

Collaborate with other NAEA committees as appropriate to fulfill these charges.

Charges & Responsibilities - 2019-2020:

Perform a full review of the NAEA Code of Ethics and Rules of Professional Conduct and

report to the NAEA BOD pursuant to P&P 7.10.



Collaborate with staff to monitor NAEA Social Media & Forums in accordance with NAEA Policy

and Procedure Manual Part XI

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2019-2020 NAEA FINANCE COMMITTEE CHARGES

Scope: The NAEA Finance Committee assists the board by providing oversight of NAEA’s

finances. The Committee reviews details of the association’s financial operations, makes

recommendations for updated financial projections, and assists in the budgeting process. The

Committee members must maintain confidentiality of information obtained during their service

except when they are reporting to the BOD.




Charges & Responsibilities - standing

Perform budget vs. actual review of financial statements at least once/quarter to ensure they align with the BOD-approved annual operating budget.

Review monthly financial statements and make any recommendations for changes in procedures or presentation to the BOD.

Assist the BOD and NAEA staff in setting long-range financial goals.

Assist NAEA staff and the NAEA BOD in developing multi-year operating budgets that integrate strategic plan objectives and initiatives.

Assist the NAEA staff in ensuring that the format of the financial statements aligns with GAAP, the SOPs and committee charges.

Make recommendations to the board for any policy changes that would ensure that the assets of the organization are protected.

Make any recommendations that would streamline the financial reporting process

Collaborate with the SSMFAB to review and report on fund balances and transactions

Collaborate with any other NAEA departments or committees as appropriate to fulfill these charges.

Charges & responsibilities - 2019-2020


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2019-2020 NAEA GOVERNMENT RELATIONS COMMITTEE CHARGES

Scope: The Government Relations Committee (GRC) supports the advocacy goals and objectives in the NAEA strategic plan by providing technical and practical counsel on legislative, regulatory, and/or tax administration issues to NAEA staff and the NAEA Board of Directors (BOD). GRC input is a critical component of both public and private positions the association takes on matters of tax administration and tax policy, including but not limited to congressional testimony and regulatory comment.


Strategic Plan: Goal Area 2: Advocacy and Consumer Recognition of Enrolled Agents

Charges & responsibilities – standing:

The chair may assist, as needed, NAEA staff in the following:

Assessing various Congressional IRS reform proposals.

Assessing IRS progress in providing post-JCTA guidance (e.g., is IRS prioritizing issues correctly, providing guidance swiftly?)

Preparing NAEA official correspondence, testimony, and position papers by serving as tax subject matter experts.

Provide technical and practical counsel on legislative, regulatory, and tax administration issues.

Inform the staff liaison of emerging tax administration issues (e.g., are compliance activities reasonable, is taxpayer service adequate, are powers of attorney respected).

Offer timely, meaningful input to tax-writing committees (Senate Finance Committee and House Ways & Means Committee) with respect to tax code issues (i.e., tax extenders, IRS reform, tax reform).

Report periodically to the NAEA BOD.


Refer to the committee SOP for more information about the process.

Charges & responsibilities – 2019-2020:


2019-2020 Information Technology Committee Charges

Scope: The Information Technology Committee is a standing committee charged with collaborating with staff to prioritize and solve the Association’s Information Technology issues that directly and indirectly affect the NAEA strategic plan. Term: The committee’s charge is effective upon installation of the board of directors for the current governance year and ends when the next NAEA officers and directors are installed. Strategic Plan: Goal Area:

Standing Charges & Responsibilities:

Work with staff to prioritize IT project list to best serve the association

Work with staff to identify and implement association best practices for technology

Work with staff to monitor and respond to analytics for naea.org including the Find A

Tax Expert directory

Work with staff to set goals and report out on analytics for naea.org including the Find A

Tax Expert directory


2019-2020 Charges:

Review cyber security best practices for tax practitioners and recommend ways NAEA

can share with membership

Collaborate with staff to move NAEA away from .pdf and e-mail functionality to more

modern practices like shared docs and web forms

Collaborate with staff to maximize the use of Higher Logic to improve communication

and member engagement across the association

Work with staff and committee chairs to implement Higher Logic communities to store

and share pertinent information for all committees

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2019 - 2020 MEMBERSHIP COMMITTEE CHARGES

Scope: The Membership Committee is a standing committee whose charges come directly from the Strategic Plan:

1. Increase NAEA membership among existing and potential enrolled agents.

2. Enhance member engagement by strengthening products, services and programs to

deliver on the NAEA experience, benefits, and value.




Charges and responsibilities 2019 -2020:

Summarize NAEA’s historical involvement in the IRS Nationwide Tax Forums and set

expectations for 2019.



Membership Growth Subcommittee


Increase NAEA membership among existing and potential enrolled agents.

Collaborate with staff to quantify and monitor NAEA’s current share of the Enrolled Agent market. Plan and implement strategic initiatives to increase market share by specific percentages over time.

Collaborate with staff to quantify and monitor retention rates by member segment. Plan and implement strategic initiatives to increase retention rates by specific percentages over time.

Collaborate with staff to identify potential enrolled agents. Plan and implement strategies to monitor exam progress over time and convert new Enrolled Agents into NAEA members.

Maintain frequent contact with affiliate leadership to offer advice and counsel as they strive to increase membership recruitment and retention.

Collaborate regularly with the membership development subcommittee

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Work with staff to develop a membership category for enrolled agent firms. Collaborate with the Bylaws and Governance Committee to create new language for the Bylaws and/or Policy and Procedures Manual related to this initiative.

Work with staff to develop optimal messaging to expiring members to improve retention rates

Work with staff to develop optimal messaging to renewing members to express appreciation and offer opportunities for engagement

Membership Development Subcommittee


Promote a sense of NAEA/Affiliate community through education, networking and social

engagement.

Collaborate with the NAEA staff to improve new member on-boarding and orientation.

Collaborate regularly with the membership growth subcommittee

Charges and Responsibilities - 2018/2019:

Collaborate with the Awards committee to increase the participation in and visibility of the NAEA awards program and its award winners.

Look for new ways to recognize the accomplishments and service of NAEA members.

Collaborate with NAEA staff to increase networking and social engagement opportunities at NAEA’s in-person meetings

Collaborate with NAEA staff to increase virtual networking and social engagement opportunities outside of NAEA’s in-person meetings

Collaborate with NAEA staff to encourage participation in NAEA and affiliate events (meetings, SSLA, elections, awards, education, etc.)

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2019-2010 NAEA NOMINATING COMMITTEE CHARGES

Scope: The NAEA Nominating Committee is established under NAEA bylaws Article 9.02. The

seven members are nominated by the President and confirmed by the NAEA Board of Directors

(BOD). Committee members, who must be NAEA members in good standing and cannot be

candidates for election, may serve no more than two consecutive one-year terms. The

committee meets by teleconference to assess potential candidates before conducting personal

interviews in conjunction with the National Conference in August.

Additional information: Reasonable travel and accommodations expenses for in-person

candidate interviews are reimbursed according to the NAEA Policy and Procedures Manual.

Term: The committee’s charge is effective upon installation of the board of directors for the current governance year and ends when the next NAEA officers and directors are installed. Most of the committee’s work is done from early June until early August. The committee’s work is typically complete when the election results are publicized. Strategic Plan: Goal area 1: Membership Growth and Development Charges & Responsibilities - Standing:

Work with staff to promote NAEA’s elections and encourage participation

No later than 15 days after the end of the Annual Meeting of the current year, the committee will submit a report to the Board and the membership nominating at least one but not more than two nominees for each Director and Officer position which is vacant or scheduled for replacement.

The committee will develop at least one question (the common question) to be answered by all nominees and candidates. Each individual’s answer will be published with the nominee/candidate biographies and goals in the EA Journal, ballot, and website.

The committee will discuss with the President, President-Elect and EVP what skill sets they believe would enhance and complement the future board.

The committee will collaborate with any NAEA departments or NAEA committees as appropriate to fulfill these charges.

Refer to the committee SOP for more information about the process including sample leadership profile questionnaire (LPQ), interview scoring sheet, and timeline.

Each committee member should familiarize themselves with the Policy and Procedure manual as well as the Bylaws.

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The committee chair shall review the current Bylaws and Policy and Procedure manual and present each committee member with an updated set of documents if there are changes during their term.

2019-2020 Charges:

Work with staff to research and implement best practices for soliciting and evaluating

officer and director nominations.

Work with staff to research and compile historical participation in the nominating

process to determine averages and set goals for improvement.

Compile and share with the President-elect a list of members to be considered for

additional leadership development

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2019-2020 NAEA PUBLIC AWARENESS COMMITTEE CHARGES

Scope: The NAEA Public Awareness committee is a standing committee whose charges come

directly from the strategic plan.

The mission of the National Association of Enrolled Agents states, “We will advance the

recognition of enrolled agents and enhance the professional growth of our members through

promotion, member support, advocacy and education”. (Italics added).

NAEA’s Strategic Plan: Goal Area 2 – Advocacy and Consumer Recognition of Enrolled Agents -

includes the following language: We will also raise the awareness of enrolled agents among the

general public.

The committee will be comprised of three subcommittees: Media relations, social media and

content development.

Term: The committee’s charge is effective upon installation of the board of directors for the current governance year and ends when the next NAEA officers and directors are installed. Charges & Responsibilities - Standing: Raise the awareness of enrolled agents among the general public.

Charges & Responsibilities - 2019-2020:

Collaborate with staff to quantify and monitor the current level of enrolled agent awareness among the general public. Plan and implement strategic initiatives to increase awareness by specific percentages over time.

Collaborate with staff and GetNetSet to monitor, report on and increase traffic to NAEA”s Find A Tax Expert website.

Collaborate with staff to create communities in Higher Logic to store and share pertinent committee information.

Media Relations Subcommittee | Charges & Responsibilities 2019-2020:

Collaborate with staff to identify key thought leaders in the media. Plan and implement strategic initiatives to develop and nurture mutually-beneficial relationships with those key thought leaders to increase the awareness of enrolled agents among the general public.

Collaborate with staff to identify major membership organizations with blogs, newsletters and other publications that do and/or would benefit from sharing tax tips with their members. Plan and implement strategic initiatives to develop and nurture

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mutually-beneficial relationships with those organizations to distribute NAEA-generated tax tips to their members in conjunction with tax season 2020.

Social Media Subcommittee | Charges & Responsibilities 2019-2020:

Define and articulate NAEA’s strategy to use social media to increase enrolled agent awareness among the general public. Include the platforms used, target market for each platform/channel and measureable KPI.

Design and implement a social media metrics reporting package to be used to analyze and evaluate progress against quantitative goals and prior year performance.

Content Development Subcommittee | Charges & Responsibilities 2019-2020:

Coordinate subject matter experts for NAEA media outreach.

Work with staff to develop and refresh multi-media content for NAEA’s rolling 12-month content calendar. Identify key talking points so that appropriate content can be developed and deployed in a timely manner as needed by NAEA.

Collaborate with the media relations and social media subcommittees to provide multi-media content to support their strategic initiatives.

Develop original content that can be used to tell EA/NAEA stories and increase enrolled awareness among the general public.

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2019-2020 SCHULDINER/SMOLLAN MEMORIAL FUND ADVISORY BOARD

CHARGES

Scope: The NAEA Schuldiner/Smollan Memorial Fund Advisory Board (SSMFAB) is charged with

protecting the corpus of the Schuldiner/Smollan Memorial Fund (SSMF) and insuring an

appropriate return on funds disbursed. They will evaluate the Schuldiner/Smollan Leadership

Academy (SSLA) to make sure it is meeting the Association’s leadership development goals.

Term: The SSMFAB is composed of three members who serve staggered terms of three years,

coinciding with the NAEA governance year. The NAEA President will appoint, subject to Board

of Directors (BOD) approval, one member each year to serve a three-year term on the SSMFAB.

The Chair will be the member serving the third year of his/her term. If a member is unable to

complete his/her term, the President, subject to board approval, will appoint a member for the

remainder of the year (which may or may not be the remainder of the term).

Strategic Plan: Goal Area 1 – Membership Growth and Development Background: Syd Schuldiner, EA bequeathed NAEA a $300,000 “building fund” to NAEA in 2010.

The estate’s legal counsel determined the funds could be used for purposes other than a brick-

and-mortar building. After extensive internal deliberations, the NAEA Board of Directors

charged two Schuldiner/Smollan task forces to look for an appropriate use of the funds. The

SSFAB dates from August 2011, when the NAEA Board adopted the 2011 Schuldiner/Smollan

Memorial Fund Task Force report.


The SSMFAB is responsible for stewardship of the SSMF. It will insure the funds are invested and spent appropriately and that suitable returns are recognized. It will protect the corpus.

The SSMFAB will collaborate with NAEA volunteers and staff as they plan and implement SSLAs. They will be primarily focused on developing and reviewing both qualitative and quantitative evaluative criteria for the program. This may include (but is not limited to):

Defining standards and criteria for participants and instructors

Reviewing curriculum

Evaluating proposed service projects.

Tracking the leadership paths of SSLA applicant post-graduation

The SSMFAB will collaborate with staff on an annual operating plan for the SSLA. This will coincide with the annual NAEA budget cycle.

Included in the SSLA annual operating plan will be a funding request (to the BOD) that may be comprised of (in order):

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Investment income from the SSMF

General operating funds from NAEA

Corporate or external funding

Funds from the corpus of the SSMF.

Note: Annual grants could be made from the corpus, up to the amount budgeted for the Leadership Academy by NAEA from its operating funds, but not to exceed 10% of the value of the corpus in any one budget year.

In collaboration with the NAEA Finance Committee and staff, review investment strategies for the corpus of the SSMF.

In collaboration with the NAEA Treasurer and staff, review internal controls on SSMF

Have SSMFAB member(s) attend SSLA sessions to observe the program.

Implement strategies to replenish the SSMF to perpetuate funding for organizational growth.

Develop strategies to raise the profile of the SSLA and to elevate the stature of the program.

Consider ways to foster more networking with SSLA alumni as they work on their projects (e.g., NAEA Facebook/LinkedIn newsgroups, conference calls, in person round tables at NAEA conferences/meetings).

Make periodic reports and other recommendations to the BOD that the SSMFAB deems appropriate.

Collaborate with the Affiliate Council on reviewing the SSLA project list. Identify projects that should be moved to the Affiliate Council control and recommend additional projects that could be added to the SSLA project list.

Collaborate with any NAEA departments or NAEA committees as appropriate to fulfill

these charges.


Review SSMF financial statements quarterly to monitor health of SSMF.

Define investment criteria/goals for next three years.


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