TEI's 2003-2004 goals and objectives.
Tax Executives Institute has adopted a strategic plan that has at its core the vision of TEI as the preeminent association of business tax professionals and the mission of serving its members and their employers through education, networking, and advocacy. The plan sets forth five goals:
* Education: Provide high quality education responsive to the needs of members and their employers.
* Networking: Maximize and facilitate networking opportunities for members.
* Advocacy: Expand and enhance the effectiveness of advocacy efforts.
* Membership: Attract and retain members.
* Governance/Management: Ensure an efficient and effective organization.
Promoting these goals effectively requires a coordinated and concerted effort by TEI's leadership (at both the Institute and local level), its staff, and its membership at large. To advance that effort, the Institute will focus its activities on two overarching themes--increased member service and enhanced and effective communication.
As a professional organization, TEI should be--and is--all about (1) equipping its members (and their companies) with the information and tools they need to be effective (e.g., through its educational programs and networking activities) and (2) advancing good tax policy and administration (through its advocacy and liaison activities). The Institute needs to build upon its past successes--retaining and fine-tuning "what has worked"--and explore and exploit future opportunities, for example, to better use new technologies, expand its reach (geographically and otherwise), anticipate trends, and meet (and ideally exceed) member needs and expectations. Given the magnitude and rapidity of change in the tax world, TEI must seek to embrace new ideas and "new ways of doing business."
For nearly 60 years, TEI has been delivering high-value education, advocacy, and networking opportunities to members of the business tax community. In many respects, a key component of the Institute's intrinsic value is communication--from a networking perspective, communication between and among members; and from an advocacy perspective, communication between the members (individually or through its committees or staff) and government officials (tax administrators as well as policymakers and their staffs), other tax-related groups, and media representatives. Nevertheless, the range of TEI's activities and the scope of the Institute's successes are not as well known as their significance to members, their employers, and good tax policy properly dictates. Stated differently, the Institute can -and should--do more to enhance its future effectiveness by promoting its ongoing successes in all fields (i.e., advocacy, networking, and education), as well as its commitment to maintaining high professional standards. These efforts should be directed to the Institute's membership, senior corporate management, government officials, the association community, and the tax community at large.
To advance the twin themes of member service and communication, three working groups have been established to bring focus to the Institute's activities. The groups will work with the Executive Committee, Board, Standing Committees, Regions, Chapters, and staff to develop strategies and facilitate action in three key areas: engaging members, empowering members, and enhancing membership value. The charters of the three groups are, as follows:
Engaging Members (1)
TEI will expand and enhance the diversity of the Institute's membership in all respects, including women and minorities, industry representation, and representation from all levels of corporate tax departments. The Institute's effort to identify under-served areas will continue, with a view toward possibly expanding (i.e., by chartering new chapters) and also revitalizing chapters adversely affected by challenging economic trends and other factors. The Institute will work with its chapters to aid members-in-transition and encourage efforts to expand the diversity and pool of business tax professionals. Specific initiatives will include:
* Better linkage between the Institute and the members, Regions, and Chapters, to the mutual benefit of all.
* Advancing the possible establishment of one or more chapters in Asia.
* Facilitating the continued growth of the European Chapter and refining that chapter's role in the Institute's governance structure and advocacy efforts.
* Holding an educational/networking program on corporate management issues targeted at the needs of senior tax executives.
Empowering Members (2)
TEI will expand the scope and effectiveness of, and the involvement of more members in, the Institute's advocacy and networking activities. Specific initiatives will include:
* Seeking opportunities to affirmatively and actively promote good tax policy and administration (in addition to its historical practice of reacting to proposals) and, as appropriate, refining the Instituteis policy and procedures in respect of advocacy.
* Renewing efforts to better promote TEI's advocacy successes within the membership and throughout the business community (especially with senior corporate management).
* Better informing members how they can participate in Institute advocacy and networking activities, in part through the development and publication of an advocacy "how to" guide.
* Enhancing efforts to keep members informed of opportunities to help shape and participate in the promotion of the Institute's advocacy agenda.
Enhancing Membership Value (3)
TEI will undertake to enhance the overall value of membership in the Institute. Specific initiatives will include:
* Designing and implementing a new website (with subsidiary sites for all chapters), with enhanced content and functionality in terms of facilitating networking and communication among members and between the members and the Institute.
* Enhancing communications between the Institute and its members, and networking among members at Institute programs.
* Fine-tuning the Institute s educational programs, including the industry sessions at conferences, and holding one or more webconferences.
* Conducting a survey of corporate tax departments.
Suggestions on how best to achieve these goals and objectives may be sent to TEI President Ray Rossi (email@example.com) or Executive Director Timothy McCormally (firstname.lastname@example.org).
(1) Robert J. McDonough, Jr. of the New England Chapter, email@example.com, chairs the Engaging Member Working Group. Other members are: Terilea J. Wielenga of the Orange County Chapter (Executive Committee Liaison), Oscar E. Jones of the Houston Chapter, Lynn B. Jordan of the Harrisburg Chapter, Richard S. Millerick of the Baltimore/Washington Chapter, Wayne Monfries of the European Chapter, and Roger D. Wheeler of the Detroit Chapter.
(2) William J. Sample of the Seattle Chapter, firstname.lastname@example.org, chairs the Empowering Members Working Group. Other members are: Deborah A. Lange of the Santa Clara Valley Chapter (Executive Committee Liaison); R. Randall Capps of the Dallas Chapter; Charles R. Conradi of the San Francisco Chapter; David M. Penney of the Toronto Chapter, Wayne E. Sine of the Virginia Chapter; and Thomas P. Wharton of the New York Chapter.
(3) Vincent Alicandri of the Toronto Chapter, email@example.com, chairs the Enhancing Membership Value Working Group. Other members are: Michael P. Boyle of the Seattle Chapter (Executive Committee Liaison), Lisabeth W. Huddleston of the New England Chapter, Richard H. Olson of the Minnesota Chapter, Mark C. Silbiger of the Cleveland Chapter, Jack L. Simmons of the Chicago Chapter, and Alan A. Todryk of the Cincinnati Chapter.
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|Date:||Jul 1, 2003|
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