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Advanced Estate Planning Conference Committee
Committee roster
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Plan and execute an annual continuing education conference for CPAs who deliver estate planning services.
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1.
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Select topics for the conference.
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2.
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Identify and select speakers with TSCPA staff assistance for each topic.
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3.
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Contact and verbally confirm selected speakers.
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4.
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Recommend dates and locations in coordination with TSCPA staff and CPE calendar.
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5.
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Assist TSCPA staff with registration.
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6.
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Introduce the speakers and moderate the meeting.
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7.
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Review conference and committee budget prepared by TSCPA staff liaison.
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8.
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Assist as needed in identification of topics for development of new course modules and conferences in the appropriate curriculum. (Nominal Change Group:12/95)
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Audit Committee
Committee roster
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1.
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Oversee the annual audit.
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a.
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Adhere to good practices for audit committees, which generally include::
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i.
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Providing communication between the Board of Directors, Executive Board, management and the independent auditor.
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ii.
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Annually assess the independence of committee members and the independent auditors.
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iii.
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Report to the Board of Directors on significant activities.
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iv.
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Meet two to four times per year or more frequently as circumstances require.
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b.
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Evaluate the performance of the independent auditors and make an annual recommendation for the selection of auditors at the midyear meeting of the Board of Directors. To achieve this responsibility, the committee should consider:
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i.
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Comments on the performance of the public accounting firm by appropriate management;
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ii.
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Level of participation by management personnel in the audit examination, the mix of skills and experience of the staff, and staff rotation policy;
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iii.
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Proposed audit fee, the independent auditors' engagement letter and explanations for fee changes;
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iv.
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Public accounting firm's credentials, capabilities and reputation; latest peer review conducted pursuant to a professional quality control program; and any significant litigation problems or disciplinary actions; and
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v.
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Whether a request for proposal from the current firm and other firms should be made.
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c.
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Review with management and the independent auditor the results of the annual audited financial statements of the Society and related comments prior to their submission to the Board of Directors and Executive Board. This would include:
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i.
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Obtaining explanations for significant variances in the financial statements between years.
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ii.
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Determining that no new accounting policies were adopted or an explanation of any such changes.
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iii.
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Inquiring about significant accounting accruals, reserves or estimates that have material impact on the financial statements.
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iv.
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Inquiring of management and independent auditor if there were any significant financial reporting issues discussed during the accounting period, and if so, how they were resolved.
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v.
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Considering meeting privately with the independent auditor to request his/her opinion on various matters.
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vi.
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Asking the independent auditor what the greatest concerns were and if anything else should be discussed with the committee that has not been raised or covered elsewhere.
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vii.
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Reviewing the letter of management representations given to the independent auditor and inquire whether he/she encountered any difficulties in obtaining the letter or any specific representation therein.
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viii.
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Discussing with management and independent auditor the substance of any significant issues raised by counsel concerning litigation, contingencies, claims or assessments.
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2.
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Review with the independent auditors any proposed changes to accounting principles or procedures prior to their adoption by the Society.
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a.
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Review the independent auditor's management letter and discuss implementation with management.
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b.
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Review the scope of the examination of the annual financial statements with the independent auditors. Specific inquiries should be made as to:
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i.
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Extent to which planned audit scope can be relied upon to detect fraud or weaknesses in internal control.
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ii.
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Steps planned to review EDP procedures and controls.
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iii.
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Any areas that require special attention by the Executive Board.
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3.
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Audit Firm Independence - The partners/shareholders or employees of the firm selected as independent auditor of the TSCPA are not precluded from serving on committees, councils or Boards of Directors, except as follows:
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During the period(s) covered by the audit report or during the period(s) of the engagement, no partner/shareholder or employee of such firm shall serve on the following:
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Executive Board
Finance Committee
CPA-PAC Committee
Accounting Education Foundation
TSCPA Insurance Trust
Audit Committee
History Committee
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Composition
Two members of the Finance Committee and three members of the Board of Directors shall be selected to serve on the Audit Committee. Additionally, the treasurer and treasurer-elect shall serve as a non-voting, ex-officio members. (EB: 11/7/03)
Awards Committee
Committee roster
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Purpose
Recognize CPAs and others for their contributions to the accounting profession and community. Through the awards process, give recognition to deserving persons whose activities can serve as a model of inspiration for members according to the Volunteer Policies and Procedures Manual
Responsibilities
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1.
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Annually select qualified recipients of TSCPA awards as authorized by the Board of Directors and Executive Board. These awards shall include: Meritorious Service to the Accounting Profession in Texas; Distinguished Public Service; Outstanding Chair; Young CPA of the Year; and CPA 50-year Continuous Fellows. The Awards Committee recommends to the members nominees for Honorary Fellow and Honorary Member recognition.
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a.
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Solicit nominations and select TSCPA award recipients according to the "Awards" procedure in the Volunteer Policies and Procedures Manual.
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b.
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Recognize award recipients during TSCPA's Annual Meeting or Midyear Board of Directors Meeting.
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c.
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Publicize award recipients through articles in the official TSCPA publications, chapter newsletters, other appropriate TSCPA publications, and news releases to appropriate outside media.
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d.
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Recommend additional award categories to the Executive Board and Board of Directors.
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2.
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Select the TSCPA nominee for the AICPA Distinguished Public Service Award.
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3.
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Coordinate the selection of TSCPA nominees for other AICPA awards.
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4.
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Special Recognition Awards will be determined by the TSCPA chairman, who may invite the input of the Awards Committee.
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Composition
The committee chair shall be the former TSCPA chairman whose term ended two years prior to the committee's service year. He/she is responsible for selecting the members of the Awards Committee for that year. Committee members should consist of individuals knowledgeable of TSCPA activities during the year being considered for awards and include a demographic representation of TSCPA's members.
(EB: 10/28/00)
Business and Industry Issues Committee
Committee roster
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Purpose
Explore issues and make recommendations regarding the specific needs of members in business, industry and government, focusing on members' ability to provide services to their employers and enhancing their professional careers.
Responsibilities
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1.
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Review various publications, web sites and other sources in order to notice trends, needs, events, and issues that are pertinent to TSCPA members working in business and industry environments.
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2.
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Discuss the possible appropriate response(s) to the issues identified by the above review and implement appropriate actions.
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3.
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Provide creativity and innovation for the initiation and development of new services to the Business and Industry portion of TSCPA membership.
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4.
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Consider and recommend ways and means to improve the recruitment and retention of Business and Industry members in the TSCPA and chapters to the Membership Committee,
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5.
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Provide program topic ideas to TSCPA CPE Foundation staff for greater numbers of quality CPE programs specifically appealing to Business and Industry members.
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6.
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Develop ideas to inspire greater participation in TSCPA leadership roles by Business and Industry members. (EB: 11/7/03)
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Composition Chapter business and industry committee chairpersons, members-at-large, coordinating officer. Chapter executive directors/secretaries and committee staff liaison are non-voting members. (EB: 11/2/12)
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Business Valuations, Forensic and Litigation Services Committee
Committee roster
Purpose
Explore issues and make recommendations to serve the specific needs of members in the areas of business valuations, forensic accounting and litigation services.
Responsibilities
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1.
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Identify trends, needs, events, and issues that are pertinent to TSCPA members with an interest in business valuation, forensic accounting and litigation services.
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2.
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Discuss, identify, and communicate services TSCPA can provide to its members relative to the trends, needs, events and issues identified above.
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3.
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Provide creativity and innovation for the initiation and development of new services to TSCPA members in business valuation, forensic accounting and litigation services.
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Composition
The Litigation Services Committee is comprised of 15 members, including the committee chairman. Members serve three-year, staggered terms. Staff Liaison is a non-voting member. (EB: 7/29/06)
Chapter Coordinating Committee
Committee roster
Committee purpose:
Enhance and support the vitality of chapters and their grassroots efforts, promote cooperation and communication between and among chapters and the state level of TSCPA, and facilitate the chapters’ ability to collaborate with and enhance the work of the Society.
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Responsibilities of the full committee
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1.
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Provide a conduit for cooperation and dialogue between chapter- and state-level leaders and staff, and for the dissemination of relevant information.
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a.
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Host a meeting each year that includes all members of this committee and appropriate state-level leaders, volunteers and staff. The primary purpose of the meeting is to discuss relevant issues and share ideas.
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b.
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Host a meeting each year to provide information to chapter leaders about their state- and chapter-level responsibilities.
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c.
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Use available technology to disseminate information and gather feedback throughout the year.
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2.
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Develop and implement projects that focus on a mutual commitment to member service.
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a.
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Implement the Outstanding Chapter Awards program. (See Outstanding Chapter Awards policy.) Periodically study the policy and process for the Awards program, and recommend changes the group considers to be necessary.
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b.
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Periodically study:
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i.
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cross-representation between the state and chapter levels of TSCPA;
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ii.
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the number and size of chapters (see Chapter Size Groups policy); and
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iii.
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current mechanisms at both levels for delivery of service to members;
and develop recommendations for improvement.
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Responsibilities of the steering subcommittee
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1.
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Plan and participate in meetings of the committee and training events for chapter leaders.
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2.
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Select Outstanding Chapter Awards recipients (see Outstanding Chapter Awards policy) and maintain the confidentiality of selections until they are announced.
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3.
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Each member of the subcommittee should:
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a.
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promote cooperation between and among chapters and TSCPA;
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b.
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stay informed about current issues affecting the profession and the organization; and
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c.
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serve as a conduit for positive communication between the chapter and state levels as requested.
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Composition
Full committee: all chapter presidents, presidents-elect, president-elect nominees, and steering subcommittee; coordinating officer, chapter executive directors/secretaries, TSCPA executive director/CEO, and committee staff liaison are non-voting members.
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Steering subcommittee appointed by TSCPA chairman:
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Committee chair, four members from small chapters, four from medium-sized chapters and two from large chapters, all of whom have been chapter president. (EB: 4/25/03) (EB: 8/5/11)
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Compensation Committee
Committee roster
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Purpose
To guide and oversee the formulation and application of staff compensation and benefits for TSCPA employees.
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Responsibilities
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1.
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Oversee and review the salary grades for various staff positions established by the executive director/chief executive officer (CEO).
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2.
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Oversee and review the benefit programs provided for TSCPA employees.
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3.
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Set the overall compensation budget each year.
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4.
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Conduct a performance evaluation of the executive director/chief executive officer (CEO) by July of each year. The chairman will be responsible for gathering the data and delivering the evaluation.
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5.
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Set the compensation of the executive director/CEO.
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6.
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Report annually to the Executive Board.
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Composition
The current chairman acts as chair of the committee. Other members of the committee are the immediate past chairman, chairman-elect, chairman-elect nominee, treasurer, treasurer-elect, and the treasurer-elect nominee. (EB: 8/22/03) (EB: 6/28/07)(EB: 11/7/08)
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CPA-PAC Committee
Committee roster
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Purpose
To operate an effective Political Action Committee on behalf of the TSCPA.
Responsibilities
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1.
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Raise PAC funds.
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2.
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Allocate PAC donations received from members 75% to chapter funds and 25% to the statewide fund.
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3.
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Assist candidates on a nonpartisan basis to understand and support the protection of the public interest through maintaining high moral, ethical and professional standards for the accounting profession.
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4.
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Coordinate with chapters, key persons and other appropriate parties to interview selected candidates in an effort to help determine who should receive CPA-PAC contributions and endorsements.
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5.
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Evaluate and recommend contributions for specific legislative races.
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6.
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Coordinate cooperative campaign contributions between chapters and statewide candidates when specific chapter or statewide funds are insufficient.
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7.
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Evaluate statewide races and authorize CPA-PAC contributions.
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8.
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Report PAC activity to the membership.
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9.
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Educate members regarding the CPA-PAC endorsed candidates and the election issues that impact the accounting profession and its ability to serve its employers, clients and the public.
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10.
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Encourage members' contribution of time and money to candidates for political office in Texas.
(EB: 11/7/03)
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CPA Practice Issues Committee
Committee roster
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Purpose
Explore issues and make recommendations regarding the specific needs of members in public practice, focusing on members' ability to provide quality services to their clients and the public; and providing support to the enhancement of their professional careers.
Responsibilities:
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1.
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Identify trends, needs, events, and issues that are pertinent to TSCPA members working in public practice.
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2.
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Discuss, identify, and communicate services TSCPA can provide to its members relative to the trends, needs, events and issues identified above.
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3.
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Provide program topic ideas to TSCPA CPE Foundation staff for quality CPE programs specifically directed to members in public practice.
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4.
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Develop ideas to increase greater participation in TSCPA leadership roles by public practice members. (EB: 1/22/04)
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CPE Advisory Board
Reports to: Board of Trustees of the CPE Foundation (TSCPA Executive Board)
Committee roster
Purpose
The CPE Advisory Board will provide advice and counsel to TSCPA staff in the following areas:
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1.
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The delivery of market-driven, quality, affordable CPE to members in an economically viable manner on an ongoing basis by monitoring financial, attendance and marketing reports of CPE on a monthly basis and discuss at quarterly meetings.
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2.
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The development of policies governing CPE contractual relationships between TSCPA and the chapters and assist in resolving differences.
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3.
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Provide assistance to chapters relative to curriculum coordination, registration, and marketing functions, research and development and purchasing efficiencies. The CPE Advisory Board will be made aware of what chapters are doing regarding the above items to compare and identify gaps and overlaps, and recommend improvements.
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4.
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The exploration and implementation of new CPE curriculum and modes of CPE delivery.
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Responsibilities and Actions
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1.
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Review all policies regarding contractual relationships between TSCPA and the chapters proposing revisions, new policies and assist in resolving differences if needed.
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2.
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Promote use of organization-wide CPE calendar and facilitate common listing of all chapter/TSCPA CPE on web sites.
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3.
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Request CPE statistical data from chapters.
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4.
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Request proposed schedule of courses from chapters as soon as feasible.
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5.
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Annual review of delivery methods.
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6.
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Review results of focus groups and/or surveys at least every three years or upon availability.
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7.
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Encourage partnering with other associations to provide specialized CPE.
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8.
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Solicit and review requests from other TSCPA committees for new curriculum.
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9.
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Analyze and review State Board research data upon availability.
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10.
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Identify emerging trends and customer needs.
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11.
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Serve as a sounding board for new programming, etc.
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Composition
The CPE Advisory Board will consist of not less than ten (10) and not more than eighteen (18) members with at least one (1) person from each large chapter and at least one (1) person from a medium chapter and at least one (1) person from a small chapter. Terms on the CPE Advisory Board should be a minimum of 2 years. The chair will serve a two-year term and remain on the Advisory Board the following year. (EB: 11/11/06)
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