The Communications Committee facilitates the dissemination of useful and timely communications to AFERM members, prospective members, sponsors, and federal organizations. Committee responsibilities include: developing marketing literature to promote AFERM awareness in federal community, coordinating and distributing AFERM-wide emails, coordinating with other committees and members to develop and distribute the AFERM newsletter quarterly, and determining what sort of information should be displayed on the website in coordination with other committees.
- Shelly Turner – Chair, email@example.com or firstname.lastname@example.org
- Andrew Glover, email@example.com
- Nadezda Korobko, firstname.lastname@example.org
The Membership Committee is responsible for expanding AFERM by attracting new members and renewing current members on an ongoing basis.
- Yehuda Schmidt, Chair, email@example.com
- Domenyck Schweyer
The Programs Committee consists of the Summit Planning Subcommittee, Luncheon Meetings Subcommittee, and Learning Development & Certification (LDC) Subcommittee. The Summit Planning Subcommittee is responsible for all planning leading up to the Annual Federal Enterprise Risk Management Summit. The Luncheon Meetings Subcommittee is responsible for organizing quarterly luncheons and workshop events in which an ERM thought leader or practitioner shares insights and engages in lively dialogue. The LDC Subcommittee is responsible for developing training, skill development, and related AFERM professional certification programs.
- Sean Vineyard, AFERM 2018 Summit Chair, firstname.lastname@example.org or email@example.com
- Chris Hare, Training Program Chair, firstname.lastname@example.org
- Calandra Layne, Training Program Vice-Chair
Small Agency Community of Practice (SACoP)
The Small Agency Community of Practice periodically gathers to discuss and share ERM best practices.
- Valerie Lubrano, Chair, email@example.com
Business Plan Committee
The Business Plan is the beginning of an iterative discussion of where AFERM expects to be over the next 3-5 years, and year-by-year high-level objectives to reach by Year 5. The Business Plan helps to test AFERM’s Vision, and builds the foundation for strategic and annual operations performance plans.
Strategic Planning Committee
The Strategic Planning Committee (SPC) oversees all material aspects of the AFERM’s strategic planning, including facilitation and development of the initial plan and subsequent updates, driving implementation of agreed-upon strategic initiatives, monitoring progress of those initiatives and communicating the plan and progress of those strategic initiatives in consultation and coordination with the Board.
Knowledge Capital Committee
The Knowledge Capital Committee oversees the plans, designs, gathering, build, distribution, and curation of intellectual capital assets of AFERM and its membership.
The Audit Committee is charged with oversight of all material aspects of AFERM’s financial reporting, internal control, risk management, and audit functions. The Committee consists of three members that have sufficient financial expertise to understand and evaluate AFERM’s financial transactions and internal control procedures.
Bylaws, Policies and Procedures Committee
The Bylaws Committee is responsible for documenting AFERM’s internal governance processes/procedures, the roles and responsibilities of AFERM’s board and standing committees, and how AFERM interfaces with its external stakeholders. Specifically, the AFERM Bylaws will define the organization’s lines of authority, how decisions affecting the organization’s operations are rendered, required internal controls, the exercise of fiduciary responsibilities, the reporting relationships within the organization, the interfaces between the Board and the standing committees, AFERM membership requirements, and the privileges afforded AFERM members.
- Mike Wetklow, Chair, firstname.lastname@example.org
The Finance/Budget Committee is responsible for developing and implementing financial policies and procedures; providing advice to the Board on ways to manage funds and prudently invest in safe investments; and coordinating with the Audit Committee to ensure safeguarding of AFERM’s financial resources.
- Fola Ojumu, Chair, email@example.com
The Corporate Advisory Group liaison serves as the primary conduit between AFERM and the CAG.