Plan and execute an annual continuing education conference for CPAs who deliver
estate planning services.
1.
Select topics for the conference.
2.
Identify and select speakers with TSCPA staff assistance for each topic.
3.
Contact and verbally confirm selected speakers.
4.
Recommend dates and locations in coordination with TSCPA staff and CPE calendar.
5.
Assist TSCPA staff with registration.
6.
Introduce the speakers and moderate the meeting.
7.
Review conference and committee budget prepared by TSCPA staff liaison.
8.
Assist as needed in identification of topics for development of new course modules
and conferences in the appropriate curriculum. (Nominal Change
Group:12/95)
Audit Committee
Responsibilities
1.
Oversee the annual audit.
a.
Adhere to good practices for audit committees, which generally include::
i.
Providing communication between the Board of Directors, Executive Board,
management and the independent auditor.
ii.
Annually assess the independence of committee members and the independent
auditors.
iii.
Report to the Board of Directors on significant activities.
iv.
Meet
two to four times per year or more frequently as circumstances
require.
b.
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:
i.
Comments
on the performance of the public accounting firm by appropriate
management;
ii.
Level
of participation by management personnel in the audit examination,
the mix of skills and experience of the staff, and staff rotation
policy;
iii.
Proposed
audit fee, the independent auditors’ engagement letter and
explanations for fee changes;
iv.
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
v.
Whether
a request for proposal from the current firm and other firms
should be made.
c.
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:
i.
Obtaining
explanations for significant variances in the financial statements
between years.
ii.
Determining
that no new accounting policies were adopted or an explanation
of any such changes.
iii.
Inquiring
about significant accounting accruals, reserves or estimates
that have material impact on the financial statements.
iv.
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.
v.
Considering
meeting privately with the independent auditor to request his/her
opinion on various matters.
vi.
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.
vii.
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.
viii.
Discussing
with management and independent auditor the substance of any
significant issues raised by counsel concerning litigation,
contingencies, claims or assessments.
2.
Review with the independent auditors any proposed changes to accounting principles
or procedures prior to their adoption by the Society.
a.
Review the independent auditor's management letter and discuss implementation
with management.
b.
Review the scope of the examination of the annual financial statements
with the independent auditors. Specific inquiries should be made
as to:
i.
Extent to which planned audit scope can be relied upon to detect
fraud or weaknesses in internal control.
ii.
Steps planned to review EDP procedures and controls.
iii.
Any areas that require special attention by the Executive Board.
3.
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:
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:
Executive Board
Finance Committee
CPA-PAC Committee
Accounting Education Foundation
TSCPA Insurance Trust
Audit Committee
History Committee
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
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
1.
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.
a.
Solicit nominations and select TSCPA award recipients according to the "Awards"
procedure in the Volunteer Policies and Procedures Manual.
b.
Recognize award recipients during TSCPA's Annual Meeting or Midyear Board
of Directors Meeting.
c.
Publicize award recipients through articles in the official TSCPA publications,
chapter newsletters, other appropriate TSCPA publications, and news
releases to appropriate outside media.
d.
Recommend additional award categories to the Executive Board and Board of
Directors.
2.
Select the TSCPA nominee for the AICPA Distinguished Public Service Award.
3.
Coordinate the selection of TSCPA nominees for other AICPA awards.
4.
Special Recognition Awards will be determined by the TSCPA chairman, who may invite the input
of the Awards Committee.
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
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
1.
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.
2.
Discuss the possible appropriate response(s) to the issues identified by the above
review and implement appropriate actions.
3.
Provide creativity and innovation for the initiation and development of new services
to the Business and Industry portion of TSCPA membership.
4.
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,
5.
Provide program topic ideas to TSCPA CPE Foundation staff for greater numbers
of quality CPE programs specifically appealing to Business and Industry
members.
6.
Develop ideas to inspire greater participation in TSCPA leadership roles by Business
and Industry members. (EB: 11/7/03)
Business Valuations, Forensic and Litigation Services Committee
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
1.
Identify trends, needs, events, and issues that are pertinent to TSCPA members with an interest in business valuation, forensic accounting and litigation services.
2.
Discuss, identify, and communicate services TSCPA can provide to its members relative to the trends, needs, events and issues identified above.
3.
Provide creativity and innovation for the initiation and development of new services to TSCPA members in business valuation, forensic accounting and litigation services.
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)
Career Awareness
Coordinating Committee
Purpose
To coordinate the accounting career awareness activities.
Composition
Chair appointed by TSCPA Chairman
Chairs of chapter-level career awareness committees
Chair of External Relations/Image Enhancement committee
Staff liaisons as appointed by CEO (EB: 4-26-02)
Chapter Coordinating Committee
Responsibilities of the full committee
1.
Provide a conduit for cooperation and dialogue between chapter- and state-level
leaders and staff, and for the dissemination of relevant information.
a.
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.
b.
Host
a meeting each year to provide information to chapter leaders about
their state- and chapter-level responsibilities.
c.
Use available technology to disseminate information and gather feedback
throughout the year, using -- but not limited to -- methods such
as the Shared Planning System. (See Shared Planning System policy.)
2.
Develop and implement projects that focus on a mutual commitment to member service.
a.
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.
b.
Periodically study:
i.
cross-representation between the state and chapter levels
of TSCPA;
ii.
the number and size of chapters (see Chapter Size Groups policy);
and
iii.
current mechanisms at both levels for delivery of service to members;
and develop recommendations for improvement.
Responsibilities
of the steering subcommittee
1.
Plan and participate in meetings of the committee and training events for chapter
leaders.
2.
Select
Outstanding Chapter Awards recipients (see Outstanding Chapter Awards
policy) and maintain the confidentiality of selections until they are
announced.
3.
Periodically study the Shared Planning System Policy and recommend changes if necessary.
4.
Each member of the subcommittee should:
a.
promote cooperation between and among chapters and TSCPA;
b.
stay informed about current issues affecting the profession and
the organization; and
c.
serve as a conduit for positive communication between the chapter and
state levels as requested.
Composition
Committee - all chapter presidents, presidents-elect and president-elect nominees,
and steering subcommittee; chapter executive directors/secretaries, coordinating
officer, TSCPA executive director/chief executive officer and chapter
relations representative are ex-officio.
Steering Subcommittee - appointed by TSCPA chairman: a committee chair, four members
each from small and medium chapters, and three from large chapters, all
of whom are to be recent chapter presidents. (EB: 4/25/03)
Compensation Committee
Responsibilities
1.
Set
the overall compensation budget each year.
2.
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.
3.
Set
the compensation of the executive director/CEO.
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)
CPA-PAC
Committee
Purpose
To operate an effective Political Action Committee on behalf of the
TSCPA.
Responsibilities
1.
Raise PAC funds.
2.
Allocate
PAC donations received from members 75% to chapter funds and 25% to the
statewide fund.
3.
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.
4.
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.
5.
Evaluate and recommend contributions for specific legislative races.
6.
Coordinate cooperative campaign contributions between chapters and statewide candidates
when specific chapter or statewide funds are insufficient.
7.
Evaluate statewide races and authorize CPA-PAC contributions.
8.
Report PAC activity to the membership.
9.
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.
10.
Encourage members’ contribution of time and money to candidates for political office
in Texas. (EB: 11/7/03)
CPA
Practice Issues Committee
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:
1.
Identify
trends, needs, events, and issues that are pertinent to TSCPA members
working in public practice.
2.
Discuss,
identify, and communicate services TSCPA can provide to its members relative
to the trends, needs, events and issues identified above.
3.
Provide
program topic ideas to TSCPA CPE Foundation staff for quality CPE programs
specifically directed to members in public practice.
4.
Develop
ideas to increase greater participation in TSCPA leadership roles by public
practice members. (EB: 1/22/04)
CPE Advisory Board Reports to: Board of Trustees of the CPE Foundation (TSCPA Executive Board)
Purpose
The CPE Advisory Board will provide advice and counsel to TSCPA staff in the following areas:
1.
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.
2.
The development of policies governing CPE contractual relationships between TSCPA and the chapters and assist in resolving differences.
3.
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.
4.
The exploration and implementation of new CPE curriculum and modes of CPE delivery.
Responsibilities and Actions
1.
Review all policies regarding contractual relationships between TSCPA and the chapters proposing revisions, new policies and assist in resolving differences if needed.
2.
Promote use of organization-wide CPE calendar and facilitate common listing of all chapter/TSCPA CPE on web sites.
3.
Request CPE statistical data from chapters.
4.
Request proposed schedule of courses from chapters as soon as feasible.
5.
Annual review of delivery methods.
6.
Review results of focus groups and/or surveys at least every three years or upon availability.
7.
Encourage partnering with other associations to provide specialized CPE.
8.
Solicit and review requests from other TSCPA committees for new curriculum.
9.
Analyze and review State Board research data upon availability.
10.
Identify emerging trends and customer needs.
11.
Serve as a sounding board for new programming, etc.
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)
