AGA TOPICS Newsletter

From the National President

By: Samuel T. Mok, CGFM, CIA, CICA

As my tenure is drawing to a close, I’d like to offer a review of the past nine months of my presidency with you and my reflections on what I learned during this period.

In the September 2008 TOPICS column, I expressed great hope for AGA to be able to play a meaningful role in the federal government presidential transition. As we celebrate the first 100 days of the Obama administration, I believe AGA has, unfortunately, not yet made the kind difference I had hoped we would be able to in this area. But I will discuss this more thoroughly later.

 In the October 2008 TOPICS column, I discussed the concern expressed by some AGA members regarding the executive director’s role in the national officer nomination and election process. I concluded that, while there may have been some appearance problem due to poor communication, there is no credible evidence that there was any undue influence by our National Office staff affecting the nomination and election process. I have since implemented additional guards and enhanced the communication process to ensure that this issue will not be a concern again if these measures are followed.

In the November 2008 TOPICS column, I touched on the value of time and the role of the AGA National President. Serving as the National President requires a significant time commitment and focus. Most National Presidents have a “day job” that creates certain constraints. Frequently, these constraints (time, geography, personal preference and management style) become issues when the National President tries to execute his/her responsibilities as the top elected officer of AGA. An added complication is the undefined balance of accountability (& therefore authority) between the elected National President and the salaried executive director. As the Chinese and Soviets found out, practicing “collective leadership” is a tricky proposition. This is a serious management issue facing AGA and I will offer some suggestions to remedy in the next and final TOPICS column.

In the December 2009 TOPICS column, I discussed the governance issue facing AGA. I cautioned against our preference for reporting good and happy news and downplaying concerns that may be uncomfortable for some. I talked about AGA being at a crossroads and the need to retrofit more checks and balances into the management process as the organization grows and prospers. I launched a series of initiatives to address these concerns (the executive director succession plan, National Office financial management internal control enhancement, an updating of the AGA governance protocol, more transparency regarding the executive director’s role in the national officer nomination and election process, greater clarity about corporate partner’s role in AGA national conferences and the stepped up branding of the AGA image). I am happy to report that great progress is being made in all these areas. If my successors continue to support these initiatives, AGA will become the model organization in accountability and transparency in the not so distant future.

In the subsequent TOPICS columns, January–March, I reported in greater detail on our progress with the aforementioned initiatives. I want to take this opportunity to again thank the many people who have gotten actively involved with these initiatives and spent a lot of time in producing concrete results, such as past National Presidents, National Officers, chapter presidents, CPAG members, and members at large. The National Office staff has been most supportive of these matters despite the additional workload and disruption of their established routine. I am gratified for their commitment to achieve a better AGA.

As I look back over the past nine months, I am proud of these ‘yeasts,’ I have been able to put into the ‘AGA dough.’ As the dough expands and rises, we will end up with a nice loaf of bread. I am very optimistic that AGA is heading in the right direction although the road ahead of us will have a few bumps as can be expected.

My only regret so far is that I have not been very successful in getting AGA to be more influential in financial management during the Obama administration transition. There are many reasons for this deficiency but one important factor I believe is the absence of senior staff in the AGA National Office with federal executive branch experience. This is an issue I have discussed with the executive director and I have recommended that we should take this into consideration during our future recruiting efforts.

In the next and my final TOPICS column, I will address the very important and sensitive issue of the role and responsibilities of the National President.

Sam