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January 21, 2026: Monthly Hybrid Luncheon, Clydes’ at Gallery Place, DC January 26, 2026: Leadership Exchange Luncheon, Carmine’s, DC (Platinum/Diamond Sponsors Only) February 11, 2026: Monthly Hybrid Luncheon, Clydes’ at Gallery Place, DC February 25, 2026: AGA Member-Only Free Webinar March 18, 2026: Monthly Hybrid Luncheon, Clydes’ at Gallery Place, DC April 13 & 14, 2026: DC Chapter Annual Training at Convene Hamilton Square, Washington DC April 22, 2026: Monthly Hybrid Luncheon, Clydes’ at Gallery Place, DC May 13, 2026: AGA Member-Only Free Webinar May 20, 2026: Monthly Hybrid Luncheon, Clydes’ at Gallery Place, DC May 30, 2026: DC Chapter Annual Awards Gala. *Save the Date* THANK YOU! A big thank you to those who participated in the following events: December 2, 2025: Holiday Party at Urban Roast Dec 13, 2025: Community Service - Wreaths Across America. January 13, 2026: Washington Capitals Hockey Game
What's Inside
Up Next!
Issue II – Winter 2026
Up Next!........................................................................................... President's Message....................................................................... National Council of Chapters (NCC) Update................................ Together, We Navigate Challenges............................................... DC Chapter CCR Recognition of Excellence................................. AGA DC and National Training Events.......................................... AGA DC/National Training Schedule '25-'26................................. Nominations for AGA DC Leadership 2026-27............................. Young Professionals....................................................................... Inside the Black Box....................................................................... CGFM Committee Updates............................................................ Remembering Joe Donlon.............................................................. Thought Leadership - Kearney...................................................... Thought Leadership - Guidehouse............................................... Thought Leadership - MSI.............................................................. Special Event................................................................................... AGA DC October Hybrid Luncheon............................................... Community Services...................................................................... Special Event................................................................................... New Member Contest.................................................................... Welcome New Members................................................................ Final Words (Fall 2025)................................................................... AGA DC Chapter Officers & Directors........................................... AGA DC Chapter Volunteer Roster............................................... Contact Us.......................................................................................
The Washington Connection
President's Message
Hello Chapter Members, Welcome to the new year! I hope you were able to spend time with loved ones, recharge, and take a breath after a very eventful year. One tradition I look forward to each January is choosing a single word to help guide the year ahead. For 2025, I chose IMPACTFUL—a word I hoped would stretch across both my professional and personal life as I stepped into the role of Chapter President. Now that we’re halfway through the program year, I’ve been reflecting on what “impactful” has looked like in practice. While our chapter and broader community have faced adversity this year, I’m incredibly proud of the steady, meaningful progress our Chapter leadership has made—work that often happens behind the scenes. I’d like to highlight a few accomplishments to date: Improved financial tracking Two years ago, Lal Harter established our Finance Committee with the mission of strengthening financial reporting and analysis. Thanks to the hard work of Mona Amanie, Wendy Allen, Brittany Hopwood, and the full committee, we’ve implemented budget-to-actual analytics, forecasting tools, and mechanisms for more real-time visibility into our financial position. In the second half of the year, we’ll begin an internal review of our financial processes, with the goal of pursuing an independent audit in the coming years. Increased sponsorship support Our sponsors are essential to the education and networking opportunities we provide to members. We recognize many organizations are experiencing budget strain, and we deeply appreciate our sponsors’ continued commitment. Despite those challenges, our sponsorship support has grown this year. Special thanks to Cherry Ung and the Sponsorship Committee for their tireless work in strengthening our sponsorship program, including the launch of a new Platinum sponsorship level. And a heartfelt thank you to every sponsor who has stood by the chapter and helped us deliver value when it matters most. New chapter website Earlier this year, AGA National rolled out a new website platform, which required significant effort from our Communications team to migrate content and troubleshoot issues. Thank you to Lydia Tamblyn, Jeff Ledford, and Howie Simanoff for making it happen. Expanded membership We’ve added nearly 130 new members this year, including approximately 40 students and young professionals. Growing our chapter—especially with those early in their careers—is critical to strengthening our future and developing the next generation of chapter leaders. Thank you to Gio Leon, Makia Robertson, Michelle Paul, and the entire Membership and Young Professionals Committees. Also, thanks to Shauna Erickson for welcoming our new members. Recognition of Excellence on our Citizen-Centric Report (CCR) Each year, our chapter develops a CCR to communicate the impact we have made for our members and community. Our CCR was evaluated by AGA National and received a score of 70 out of 80, which earned us a Recognition of Excellence. Thank you to all volunteers who provided input and to Joslyn Marshall, Mitchell Palmertree, and Sara Mahaffey for their leadership in delivering a well-polished, easy to understand CCR! These are just a few examples of the positive impact our chapter has made so far this year, and I hope you share that sense of pride. If you have ideas for how Chapter leadership can continue to better serve our members, I would truly love to hear them. Please send constructive suggestions to me at cwolf@akela-llc.com. As we move into the second half of the program year, I’m looking forward to seeing many of you at our upcoming events—six more luncheons, several networking opportunities, our spring training, and our annual gala. Wishing you prosperity and good health in 2026 and beyond. With appreciation, Crystal Wolf, President AGA Washington DC Chapter
Vision AGA is the premier association for advancing government accountability. AGA defines government accountability as a government's obligation to the people for its actions and use of resources. Mission Statement AGA fosters learning , certification, leadership and collaboration for professionals and stakeholders committed to advancing government accountability.
AGA’s National Council of Chapters (NCC) meeting on November 5, 2025, continued the program year’s focus on developing chapter leaders, strengthening succession planning, and leveraging new national tools and opportunities. The session highlighted how chapters can prepare future leaders, improve event participation, and take advantage of scholarships, training, and recognition programs across the AGA network. Meeting Highlights The meeting recognized the 2025–2026 National Governing Board and National Office staff, reaffirming the leadership team that supports chapters with governance, education, membership, and operations. NCC representatives also received updates on national leadership opportunities, including self-nomination windows for National Governing Board roles and awards that recognize outstanding service and student leaders. Two breakout discussions anchored the session: one on boosting chapter event participation, particularly for in-person programs, and another on building effective succession plans. Chapters were encouraged to share approaches for engaging members, organizing leadership transitions, and documenting processes to ensure continuity across program years. Key Takeaways Leadership development and recognition: Chapters were reminded of open opportunities to recognize emerging leaders and nominate members for national roles, including National Collegiate Leadership Scholarships, National Leadership Training (NLT) Awards, and upcoming National Governing Board positions for the 2026–2028 term. Eligibility extends to NCC representatives, former chapter presidents, and former chapter officers, creating a pipeline for leadership at the national level. Succession planning focus: The second breakout session emphasized establishing clear timelines and communication plans for officer transitions, including how chapters engage volunteers early and share documentation and resources with incoming leaders. Participants discussed practical strategies—such as checklists, shared drives, and role shadowing—to keep leadership changes organized and transparent. Chapter websites and digital tools: A major update announced that new chapter websites are now live, with editing access limited to designated Webmasters listed on chapter CEC rosters. Chapters were encouraged to update logos, page content, and events via the admin portal and to use weekly “Tackle-It Tuesday” and dedicated Chapter Website Office Hours for support. New speaker catalog: To help chapters strengthen program content, AGA introduced a new Speaker Catalog within Chapter Resources, where leaders can search for potential presenters and submit recommendations for outstanding speakers they have hosted. This tool is intended to streamline planning and promote knowledge sharing across chapters. CGFM and training opportunities: NCC representatives were briefed on remaining 2025 CGFM Course 2 dates, advanced 2026 CGFM course offerings, and discounted on-demand options using the current promotional code. Additional program year opportunities include NLT scholarships, young professional scholarships for PDT, PDT Host Committee service, PDT hotel scholarships, and first-time attendee support. Key dates and deadlines: The meeting closed with reminders of upcoming NCC meetings on February 4, 2026, treasurers’ town halls scheduled through May 2026, and ACE deadlines, including November 15 for chapter Citizen-Centric Reports. Collectively, these milestones help chapters stay aligned with national expectations and fully leverage available support throughout the program year. LEAD!26 logistics and expectations: The meeting outlined plans for LEAD!26, to be held July 19–20, 2026, at the Renaissance Arlington Capital View Hotel in Arlington, Virginia, immediately preceding PDT (July 21–23, 2026). NCC reps for 2026–2027 are required to send a representative, and an additional 26–27 chapter officer selected by CEC vote may also attend, with registration forms due by March 6, 2026.
National Council of Chapters (NCC) Update By Paul Marshall, NCC Representative
NCC Update Cont'd.
For 75 years, AGA has deeply appreciated the dedication and expertise of government financial management professionals. Your unwavering commitment to accountability, transparency, and responsible stewardship of public funds is invaluable — not just to AGA, but to the communities you serve. As the Federal landscape continues to shift, the DC Chapter wants you to know that we value you and the DC Chapter is here to support you through these challenging times. To support our members during this time, AGA’s Job Board now offers free job postings for organizations, making it easier to connect job seekers with new opportunities. We encourage state and local employers to post their openings and help skilled professionals find their next role. Finally, do not forget to update your personal and contact information in the “My AGA Profile” at My AGA. With the federal shutdown in effect, some members may lose access to their government email accounts. To ensure you continue receiving important AGA updates, we encourage you to add a secondary, personal email address to your member profile. This quick step will help us stay connected and keep you informed, no matter the circumstances. Sign in your AGA account, then edit your “My AGA Profile” as needed to get it up to date and add a secondary, personal email address now! Your work has always been critical, and we remain committed to providing you with the resources and support you need. Thank you for all that you do!
Together, We Navigate Challenges — AGA is Here for You
DC Chapter Citizen Center Report Recognition of Excellence Our Chapter’s Citizen Center Report (CCR) for the year ending June 30, 2025 received AGA National Office’s Recognition of Excellence! The purpose of AGA’s CCR initiative is to help simplify communication between government and its citizens, who have a right to accurate information about the way their taxpayer dollars are spent. AGA believes CCRs will help citizens better understand the services provided by their government — and at what cost. In today’s era of tight budgets, tough choices are being made. Governments must remain transparent with their citizenry about their decisions. CCRs are an excellent tool to help Americans become better-informed voters. DC Chapter adopted this concept and is pleased to share our annual report with our DC Chapter members. We believe this CCR transparently shares our mission, vision, accomplishments, financials, and plans for the year ahead. Congratulations to our amazing volunteers, with special thanks to Joslyn Marshall, Mitchell Palmertree, and Sara Mahaffey for collecting the information and preparing the CCR! Your dedication, creativity, and sheer determination have once again proven that excellence doesn’t happen by accident—it happens because of volunteers like Joslyn, Mitchell, and Sara! The following cover page of the CCR highlights some of what it has to offer. Click here to read the entire CCR. As always, if you have questions or comments on the CCR, please contact us via agadc@agadc.org.
AGA DC Upcoming Training Events AGA-DC Monthly Hybrid Luncheon Schedule Program Year 2025-26 All of the following Monthly Hybrid Luncheons will be held virtually and in-person at Clydes’ at Gallery Place, DC from 11:30am-1pm. Wednesday, January 21, 2026 Wednesday, February 11, 2026 Wednesday, March 18, 2026 Wednesday, April 15, 2026 Wednesday, May 20, 2026 June 2026 (TBD) *You can earn 1 CPE from each monthly luncheon. ***************** ** SAVE THE DATE ** DC Chapter Annual Spring Training: April 13 and 14, 2026 at Convene in Washington, DC. Attendees can earn up to 16 CPEs including two Ethics CPEs. Registration will be open in late January 2026. ***************** For questions regarding AGA DC events listed here, please contact us at agadc@agadc.org.
AGA DC and National Training Events
AGA National Training Events 2025-2026 AGA Member-Only Free Webinar AGA National offers the following FREE webinar during program year 2025-26. Each of these members-only webinar provides 1.5 CPEs, starting 2:00 pm to 3:15 pm ET, and are scheduled for the following dates: February 25, 2026 May 13, 2026 For more information on these webinars, please visit the AGA National website at AGA National Webinars. ***************** AGA National Training Events ERM Workshop: January 14, 2026 (5.5 CPEs; Virtual) Register here. National Leadership Training (NLT): February 18-19, 2026 (14 CPEs; DC or virtual). Register here. Technology & Transformation Summit (TTS): March 17, 2026 (6 CPEs; DC). Register here. Performance Counts: May 5, 2026 (4 CPEs; Virtual). Register here. 2026 Professional Development Training (PDT): July 21-23, 2026 (24 CPEs; DC or Virtual) ** SAVE THE DATE **
AGA DC Sponsored - National Webinar Training Schedule for Program Year 2025-26 AGA DC sponsored National webinars will continue to be offered in a virtual format. All webinars start at 2:00pm and end at 3:50pm ET. You can earn 2 CPEs for each webinar! Topics and Dates: Artificial intelligence (AI): January 21, 2026 GASB Update: February 4, 2026 Cybersecurity: March 4, 2026 Process Intelligence: March 25, 2026 Ethics: April 8, 2026 Fraud/Data Analytics: April 22, 2026 Risk Management: May 6, 2026 Leadership: May 27, 2026 In the program year 2025-2026 there are three (3) steps in the Webinar registration process. We want to note that registration is completed after all three steps. Step 1 - Promotion Code Sign Up: The Eventbrite communication will notify DC Chapter members of an upcoming webinar and allow members to sign up to the interest list. Step 2 - Registration Email: After the DC Chapter Webinar Committee verifies the member is part of the DC Chapter, the member will receive an email with the promotion code to register for the webinar. Step 3 - Confirmation and Access Link Email: Once the member completes step 2 two emails will be received. It’s recommended that members check “Junk “and “Other” email boxes. The first email will contain the receipt titled “AGA Payment Receipt”. The second email is confirmation for registration along with the access link instructions titled “Registration confirmation”. Both emails will come from aganational@agacgfm.org confirming registration is complete to attend the webinar. AGA DC has 90 slots available for members to have the opportunity to attend and receive CPEs. Only members on the interest list and fully committed to attending the webinar should register. If a conflict arises after members register, please contact danielle.c.burrell@hud.gov immediately so that another member may have the opportunity to attend in your place. A list of no shows will be generated after each webinar. Once a member has three (3) no shows, the member does not have the option to receive the promotion code for the remainder of the program year (i.e., through June 30). For more information on these webinars, please visit the AGA National website at AGA National Webinars. For questions, please contact Danielle Burrell at danielle.c.burrell@hud.gov. *** SAVE THE DATES ***
Nominations for AGA DC Leadership Program Year 2026-27 DC Chapter is now taking nominations for President-Elect and Treasurer-Elect for Program Year 2026-27! We are looking to fill the following positions, starting in July 2026. President-Elect: Serves for three years - one year at President-Elect, President, and Past President/NCC Representative Treasurer-Elect: Serves for three years - one year at Treasurer-Elect, Treasurer, and Past Treasurer DC Chapter is also looking for volunteers to serve on the Mentorship Committee as members, as well as a Co-Director to serve on the Corporate Sponsorship Committee. If you are interested in serving in any of these roles or have questions about the commitment, please reach out to Veronica Baird at vbaird@KPMG.com.
AGA Members Day 1 – In person $250 Day 1 – Virtual $250 Day 2 – In person $250 Day 2 – Virtual $250 2 days – In person $400 2 days – Virtual $400 2 days – One day In person / One day Virtual $400 AGA Non-Members Day 1 – In person $350 Day 1 – Virtual $350 Day 2 – In person $350 Day 2 – Virtual $350 2 days – In person $500 2 days – Virtual $500 2 days – One day In person / One day Virtual $500
Additional flexible registration options are available:
AGA Young Professionals
YOU can be a Young Professional / Student Ambassador for AGA DC! If you have a connection (professor, counselor, career advisor, etc.) at a college or university – local to DC or not – then keep reading! The DC Chapter Young Professional (YP) Committee is working to build the next generation of government financial management leaders and AGA members. All chapter members can support our efforts by becoming a YP Ambassador with their alma mater or other college/university (local to DC or not!) with which they have a connection. We’ve created the student flyer on the next page outlining the benefits of student membership and all that AGA DC Chapter has to offer. The ask is small - be willing to share DC Chapter/YP communications with your college/university connections and be willing to share information back with our committee! If you're interested in supporting, please fill out the linked google form and we will be in touch: DC Chapter YP - College and University Connections. For questions, please reach out to youngprofessionals@agadc.org.
by Simcha Kuritzky, CGFM, CPA
Expending Appropriations
Introduction For the last couple of years, the Standard General Ledger (SGL) Board has provided year-end accrual guidance. There is a glaring error in one piece of that guidance concerning the expending of appropriations. Expenditure Accruals In the USSGL, expending an appropriation for an accrual always involves posting a budgetary accrual account and recording the usage of an appropriation. For example, the budgetary accrual entry B412 Record an obligation and accounts payable in an unexpired appropriation…. Debit 461000 Allotments - Realized Resources 610000 Operating Expenses/Program Costs Credit 490100 Delivered Orders - Obligations, Unpaid 211000 Accounts Payable credits 490100 to record expenditures. The USSGL transaction B412 description says to also post USSGL TC-B134, which is as follows: B134 Accrue appropriated funds. Debit 310700 Unexpended Appropriations - Used Credit 570000 Expended Appropriations There are over two dozen entries that say to also post B134, and all post a paid expenditure account with one exception (19 post 490100 Delivered Orders - Obligations, Unpaid; but one posts 490110 Reinstated Delivered Orders - Obligations, Unpaid; on e posts 493100 Delivered Orders - Obligations Transferred, Unpaid - No Offset; four post 497100 Downward Adjustments of Prior-Year Unpaid Delivered Orders - Obligations, Recoveries; and three post 498100 Upward Adjustments of Prior-Year Delivered Orders - Obligations, Unpaid). The one glaring exception is B413. B413 Accrue liabilities and expenses where there is not an underlying legally binding obligation. Debit 679300 Accrued Expenses Credit 299300 Accrued Liabilities This entry does not update expenditures or any budgetary accounts, but the guidance in the USSGL Transaction Listing and the source document Year-End Accruals Scenarios both state that B134 should be posted if entered in an appropriated fund. Clearly, 679300 is an unfunded expense and 299300 is an unfunded liability, so why would we treat them as if they were funded? There are several other transactions which post to unfunded expenses and liabilities, such as B405 which debits 679000 Other Expenses Not Requiring Budgetary Resources and credits 211000 Accounts Payable; or they credit a contra-asset such as E120 which debits 671000 Depreciation, Amortization, and Depletion and credits any number of accounts such as 175900 Accumulated Depreciation on Equipment, and these do not say to also post B134. The suggested entry would cause discrepancies in tie point 7, which compares the balance of expenditures including 490100 to funding sources like 570000, and tie point 19, which compares the balance of equity including 310700 to unexpended statuses including 461000. Expenditure Disbursements A similar problem exists for paid expenditures. For example, the budgetary entry B102 Pay payroll. Debit 461000 Allotments - Realized Resources 610000 Operating Expenses/Program Costs Credit 490200 Delivered Orders - Obligations, Paid 101000 Fund Balance with Treasury credits 490200 to record expenditures. The USSGL transaction B102 description says to also post USSGL TC-B234, which is as follows: B234 Disburse appropriated funds. Debit 310710 Unexpended Appropriations - Used - Disbursed Credit 570010 Expended Appropriations - Disbursed There are exactly two dozen entries that say to also post B234. Seventeen of them say to post 490200; three say to post 497200 Downward Adjustments of Prior-Year Paid Delivered Orders - Obligations, Refunds Collected; one to 498200 Upward Adjustments of Prior-Year Delivered Orders - Obligations, Paid; and two post a backout of expended appropriations when receipts replace an appropriation. Again, the glaring exception is B414 (which the description of B234 misidentifies as B413). B414 Accrue prepaid expenses where there is not an underlying legally binding obligation. Debit 679300 Accrued Expenses Credit 141000 Advances and Prepayments This entry does not update expenditures or any budgetary accounts, but the guidance in the USSGL Transaction Listing and the source document Year-End Accruals Scenarios both state that B234 should be posted if entered in an appropriated fund. Again, 679300 is an unfunded expense. The suggested entry would, like B413, cause discrepancies in tie point 7, which compares the balance of expenditures including 490200 to funding sources like 570010, and tie point 19, which compares the balance of equity including 310710 to unexpended statuses including 461000. There is the additional problem that tie point 5 compares the balance of 141000 to 480200 Undelivered Orders - Obligations, Prepaid/Advanced, so that would report a discrepancy. Conclusion So what should an agency post for “an accrual for estimated payments due to contractors for supplies that have been shipped” on “existing grant agreements” “not yet received or invoiced” in an appropriated fund? (quoting page 10 of the Year-End Accrual guidance). I always recommend not following orders that clearly violate long-standing principles, which means one should post 679300 / 299300 but not post 310700 / 570000. If an agency feels it must slavishly follow the guidance, then create a special account for SGL accounts 310700 and 570000 to allow those balances to be excluded from the tie point 7 and 19 comparisons. The guidance is the same for 679300 / 141000, except the entry itself causes a tie point 5 discrepancy even if B234 is not posted. The easiest solution would be to create a special account for SGL account 141000 that is only for accruals that don’t post 480200, then exclude that account from the tie point 5 comparison. A similar problem already exists for prepayments payable (B410 debits 141000 and credits 212000), although I have recommended in that case to use a special payable account that is used in tie point 5 for prepayments (since 480200 is not posted) and excluded from tie point 3 for funded payables (since 490100 is not posted). Comments and critiques, as well as specific questions or suggestions for future topics, are always welcome. Please send them to Simcha.Kuritzky@CGI.com, and not to the AGA.
Inside the Black Box
Inside the Black Box Cont'd.
Congratulations New CGFMs Congratulations to the following new CGFMs who obtained their CGFM since the previous Chapter newsletter! Malena Brookshire, CGFM Cara Greene, CGFM Devon McMillian, CGFM Teferi Mekonnene, CGFM Molly Sandberg, CGFM Martina Spatuzzo, CGFM Helena Louise Tenenholtz, CGFM Ebony Tennille Bostick Taylor, CGFM Royale Wells, CGFM
CGFM Committee Updates
Announcing DC Chapter CGFM Scholarship Winners DC Chapter is excited to announce the winners of our Certified Government Financial Manager (CGFM) Scholarship Program! This scholarship offers a valuable opportunity to advance the career in government financial management by obtaining the CGFM certification. Congratulations to Stephanie Espinosa, Nicole Gleicher-Bye, and Mark Priebe on their selection as this year's CGFM Scholarship recipients! Among many highly-qualified applications we received from our members this year, our winners’ applications stood out from a strong pool of candidates! Our three winners receive a scholarship covering the cost of one exam for each CGFM section, online study guides for each section, and online practice exams. This package is valued at $645! Congratulations again to our three winners and thank you to all members who applied for the scholarship applications!
Already Have Your CGFM? CPE Reminder – Make sure your continuing professional education (CPE) is current by completing at least 80 hours of CPE in government financial management topics or related technical subjects within each designated two-year cycle (including 4 hours in ethics per cycle). If you have any questions, please contact Certification Committee Director Lauren Peck (laurenpeck@kpmg.com).
Remembering Joe Donlon It is with great sadness to share the news that our past DC Chapter President, Joseph J. Donlon, Jr., CGFM, passed away peacefully on November 18, 2025, in The Villages, Florida, surrounded by his loving family. Joe was born and raised in Johnson City, New York. He graduated from Niagara University with a degree in accounting. Upon graduation, Joe was commissioned as a Second Lieutenant in the United States Army and spent a significant portion of his two-year service stationed in Nuremberg, Germany. Thereafter, Joe began his career in Washington, DC where he earned a master's degree from American University. Joe's professional career was centered around the financial management of the Federal government, working in the General Accounting Office (now Government Accountability Office), several private sector consulting roles, and as the Comptroller for the Internal Revenue Service. During Joe’s career with Federal financial management, he was an active member with the DC Chapter and served as a Director of Programs as he organized and managed monthly meetings for chapter members. Joe became our Chapter President-Elect in 1974 and then served as the Chapter President during the 1975-76 program year. After Joe concluded his Presidency, he successfully encouraged other members to become our Chapter Presidents, including Virginia Robinson (1984-85) and John Reifsnyder (1981-82). When Joe retired in 2001, he and his wife, Janice, relocated from Maryland to The Villages, FL, where they both treasured their involvement with different organizations where they shared fellowship, culture, and lasting memories. They vacationed each summer in Stone Harbor, NJ and traveled abroad frequently. Joe is survived by his beloved wife of more than 60 years, his two sons Kevin and Brian, and his cherished four grandchildren. Joe was 86. A Funeral Mass was held on January 5, 2026 in The Villages, FL Donations can be made to Take Stock in Children of Florida, 3200 College Avenue, Room DW 303, David, FL 33314 or Cornerstone Hospice, 2445 Lane Park Road, Tavares, FL 32778. The AGA DC Chapter expresses our condolences to Joe’s family. We greatly appreciate Joe’s leadership and contributions to the Federal financial management community and our DC Chapter. Joe, thank you and we will miss you dearly!
Thought Leadership Federal CFO Playbook: Getting Ready for Payment Modernization By David Zavada, Chief Marketing and Strategic Development Officer, and Sherry Weir, Partner, Kearney & Company
Key Takeaway The Department of the Treasury’s (Treasury) move toward pre-payment verification will reshape how agencies manage funds. Chief Financial Officers (CFO) must prepare their organizations, processes, and controls to preferably avoid, but also handle payment holds and rejections. The Impact of Improper Payments and Modernization Efforts In fiscal year (FY) 2023, the Government Accountability Office (GAO) reported an estimated $236 billion in “improper payments.”1 Fraudulent and improper payments impact not only the availability of Federal funds for legitimate purposes, but potentially erode public trust and payment integrity. These losses are significant during normal times and can increase dramatically during emergencies.2 The reasons for these failures are inadequate controls, outdated systems that could not handle high volume, increasing sophistication of fraud schemes, and the inability of government agencies to share data. These issues have been reported by multiple sources, including the Inspector General community, GAO, and Congress.3 To address these challenges, several Executive Orders (EO) issued since January 2025 have focused on modernizing the payment infrastructure and using data analytics to enhance financial integrity. This modernization requires reliable, high-quality data to function efficiently. EO 14247, Modernizing Payments to and From America’s Bank Account promotes operational efficiency by mandating the transition to electronic payments. EO 14249, Protecting America’s Bank Account Against Waste, Fraud, and Abuse, is directly aligned to EO 14247 and prompted the Office of Management and Budget (OMB) to issue Memorandum M-25-32, Preventing Improper Payments and Protecting Privacy Through Do Not Pay, to provide the Secretary of the Treasury with the authority to issue a four-year waiver of the Computer Matching Agreements (CMA) for the Do Not Pay (DNP) system, enabling streamlined data-sharing between agencies and the Treasury. During FY 2024, the DNP system prevented, identified, or recovered $7.2 Billion in fraud and improper payments.4 The CFO’s Challenge On January 15, 2025, Treasury announced a historic step in addressing improper payments during a five-month pilot with the Social Security Administration’s (SSA) Full Death Master File (FDMF). The successful pilot paved the way for Congress to grant Treasury access to the FDMF beyond the December 2026 expiration date. This is just one example of additional data available through the Treasury's DNP system. With congressional and Presidential action, Federal payments are entering a new era. Treasury’s real-time checks stop improper or fraudulent payments before the money goes out, shifting the payment model from “pay and chase” to “verify and release.” CFOs Now Face Three Hard Truths: Pre-payment verification: Treasury will require cleaner (accurate, consistent, and reliable), richer (purpose, entity type, authority, associated txn id, risk attribute) data from every agency Rejected payments may rise: New checks will flag issues that once slipped through Processes could strain: If unprepared to handle holds or rejections, agencies could experience backlogs. Bottom Line Payment modernization will not wait for everyone to catch up. CFOs who create a strong, prepared organization will have fewer surprises, more robust control, and enhanced program integrity. When pre-payment verification becomes standard, a prepared agency will be confident, ready, and trusted to get payments right the first time.
1 https://www.gao.gov/blog/federal-government-made-236-billion-improper-payments-last-fiscal-year 2 https://www.gao.gov/assets/gao-06-844t-highlights.pdf 3 https://www.congress.gov/crs-product/R47902 4 Bureau of the Fiscal Service
This publication is for informational purposes only and does not constitute professional advice or services, or an endorsement of any kind.
Connect With Us Kearney & Company is a Certified Public Accounting (CPA) firm focused on providing accounting and consulting services to the Federal Government. For more information about Kearney, please visit us at www.kearneyco.com or contact us at (703) 931-5600.
Thought Leadership Cont'd.
As the federal government accelerates efforts to modernize nearly every part of its operations, one essential function has exceptional potential for transformation: how agencies make payments. In an era of shrinking workforces and heightened expectations for transparency and efficiency, fragmented payment processes built on legacy systems can no longer be the norm. Private sector companies have moved to implement modern, virtual payables infrastructure, and the opportunity to bring these proven, modern payment technologies to the federal government is well within agencies’ grasp. By leveraging existing virtual payable technologies, agencies can expedite processing times, create immediate cost savings to the government, and free up skilled staff for mission work. The most significant advantage is that these solutions are currently available to your agencies at no charge. What are Virtual Payables and Why Do They Matter Now? Virtual Payables offer a secure, digital alternative to traditional payment methods by enabling agencies to use virtual credit accounts instead of paper checks or routine ACH transfers. These tools offer enhanced security and controls while automating settlement, embedding audit trails, and providing real-time visibility into transactions. Many of these solutions are already available to agencies through the GSA SmartPay program with products such as Visa virtual purchase cards built into the suite of products and services offered. By adopting Virtual Payables, agencies can provide quicker, safer, and more transparent payment solutions that streamline operations without sacrificing control or compliance. The federal government is under intense pressure to modernize and realize efficiencies in every aspect of government function. Executive Orders (EO), such as EO 14247, Modernizing Payments to and from America’s Bank Account," and Office of Management and Budget (OMB) priorities call for better financial data, enhanced internal controls, and reduced administrative burden. Virtual Payables deliver on these mandates while creating an added advantage: they generate revenue that offsets the return funds to the agency or program. This rare combination of modernization and immediate cost savings to the government positions Virtual Payables as a powerful tool for transformation. Impact on Workforce Payment processing may seem straightforward, but it remains one of the most persistent manual functions in federal operations. Implementing virtual payables and modern payment rails can reduce the stress on our shrinking and strained federal workforce. Automating routine processes around agency payments eases administrative burden and allows staff to focus on mission-related work. Modernizing payments is more than a financial transformation—it is a workforce strategy. Utilizing virtual payable tools reduces repetitive reconciliation, routing, and settlement work done by agencies. These tools can help free the high-value time of 1102s and financial managers to focus on mission-critical analysis, modernization planning, and vendor engagement. Impact on Agencies and Missions Modernizing payment tools delivers immediate and measurable advantages for agencies. Faster vendor payments strengthen supplier relationships and simplify the implementation of OneGov contracts. Real-time financial data enhances forecasting, obligation tracking, and oversight. Automated documentation and integrated controls improve auditability, and modern systems significantly reduce fraud risk compared to checks and manually managed card programs. Collectively, these benefits advance agency missions, improve customer experience, and ensure responsible stewardship of taxpayer dollars. Practical Steps for Agencies to Begin Agencies don’t need large-scale system migrations to start modernizing payments. By leveraging existing processes and personnel, agencies begin realizing the benefits of modern payment tools with minimal disruption. Here are five practical steps agencies can take to start the journey toward modernization: These steps create quick wins and build momentum for broader card payment transformation. Payment Modernization: Unlocking Mission Efficiency Modernizing payments is one of the most effective ways to strengthen mission delivery, enhance transparency, and free federal professionals to focus on higher-value work. At a time when agencies are expected to move faster with fewer resources, payment innovation represents one of the most achievable, measurable, and mission-aligned modernization opportunities available. To meet the demands of the next decade, agencies must modernize not only what they buy, but also how they pay. Virtual payables and automated settlement aren’t just financial tools; they are a critical component of a sustainable federal workforce strategy.
Thought Leadership The Untapped Modernization Opportunity Sitting in Every Federal Agency By James Hickman, PMP, CGFM, and Tina Reyes from Guidehouse
The federal government’s ability to deliver for the public depends on more than mission expertise or program design. It depends on whether agencies can align and integrate the core management functions that underpin everything: technology, finance, human capital, acquisition, and performance. These functions shape how agencies operate, how they modernize, how they retain and support their people, and how they adapt to a rapidly changing environment. Those who have served in senior management roles across multiple administrations have seen a consistent pattern. When these offices collaborate effectively, agencies make significant progress. When they do not, even the strongest missions struggle. Today’s challenges—workforce shortages, aging systems, rising expectations, and fiscal pressure—make coordination not simply beneficial but essential. Lead with Strategy. Deliver with Innovation. Technology modernization remains one of the government's greatest needs, but success hinges on more than choosing the right platforms or deploying the latest hype. It requires deliberate, enterprise-wide decision-making: clear governance, disciplined investment strategies, coordinated workforce planning, and a willingness to re-examine how work is performed. Technology changes fail most often not because the tools are flawed, but because the surrounding processes, funding structures, and staffing models were never aligned with one another. No single office can modernize an agency on its own. Technology leaders need financial clarity. Financial leaders need visibility into operational and data requirements. Human capital leaders need to understand future skills, emerging roles, and how jobs will change. Acquisition and mission leaders need to work in concert so solutions are designed for the whole enterprise rather than selected in isolation. Modernization only succeeds when these functions work together from the outset, not after decisions have been made. The Workforce Challenge Is Central—Not Peripheral Federal agencies are facing a significant and compounding workforce challenge. Attrition is increasing, retirements continue at record pace, and agencies struggle to recruit and retain talent in mission-critical fields. These trends affect every management function and every major initiative. Workforce planning cannot be treated as a separate exercise or a downstream task. Human capital considerations must be integrated into budget planning, technology decisions, risk assessments, and mission operations. When staffing needs are disconnected from modernization strategies, agencies end up training employees on outdated processes, creating jobs misaligned with emerging systems, or shifting workload burdens without addressing root causes. Addressing workforce needs requires a coordinated strategy linking recruitment, reskilling, performance management, employee support, and technology adoption. Fragmented approaches will not keep pace with the complexity of today’s environment. The only sustainable path forward is one where human capital, finance, technology, and mission leaders plan together. Process Improvement Is the Foundation Across the government, agencies have long struggled with outdated or redundant processes that burden employees and slow mission delivery. Modernizing technology without modernizing the underlying processes only accelerates inefficiency. Agencies must first understand how work is performed, which steps remain necessary, and where duplication or unnecessary variation persists. Experience has shown that improvements in process design cannot happen in silos. When finance teams, technology teams, and mission owners each optimize only their portion of a workflow, the result is rarely a better overall system. Cross-functional teams must examine processes end-to-end, identify opportunities to eliminate steps that no longer add value, and redesign operations so they can be standardized or automated where appropriate. This work is demanding and requires persistence, but its impact is profound. By aligning processes, agencies create a foundation for technology that works, for financial plans that reflect operational reality, and for workforce strategies that prepare employees for the future. Process improvement is critical to a more effective and responsive government. Integration Is a Force Multiplier Across our decades of federal service, one lesson stands out above all: agencies make the most progress when their management functions work together. Sustainable improvement comes from coordinated leadership that tackles structural barriers collectively. The focus should be on strengthening collaboration across functions so those barriers can be removed, not worked around, creating the conditions for more effective and efficient government operations. Integrated management means shared governance, transparent planning cycles, and joint prioritization. When done right, it helps agencies adapt more quickly, manage risk more effectively, and deliver stronger results. It reduces duplicative investments, aligns long-term strategies, minimizes the need for workarounds, and frees managers to focus on mission outcomes rather than internal friction. Integration may not be sexy or easy, but it is one of the most powerful tools the government has. Agencies that embrace it move farther and faster than those that rely on parallel planning and separate decision-making. What Effective Coordination Looks Like Successful cross-functional management requires discipline and structure. It includes: Early and continuous collaboration among CIO, CFO, CHCO, acquisition, and program offices. Aligning budget formulation and technology planning so investments support enterprise needs. Joint workforce forecasting that accounts for changing technology, mission demands, and long-term skills. End-to-end process evaluations to eliminate unnecessary work, reduce variation, and prepare for automation. Clear strategic priorities that guide investment decisions even in periods of uncertainty. A shared commitment to improving how the government operates, eliminating outdated work, optimizing what remains essential, and automating where it increases value. A Path Toward a More Capable Government The challenges facing the government today are significant but not insurmountable. Agencies are navigating rapid technological change, persistent workforce shifts, rising cybersecurity demands, and public expectations that continue to grow. Meeting these challenges requires more than leadership within each management office. It requires leadership across them. A more integrated, collaborative management approach will not solve every problem, but it will enable agencies to address problems more effectively. By aligning technology, finance, workforce, and mission functions, agencies can reduce risk, strengthen operations, and create the capacity needed to serve the public well. The path forward is clear: break down the divides between core management functions and build a more unified approach to governing. A government that coordinates its efforts across these offices will be better equipped to modernize, adapt, and deliver for the American people.
Thought Leadership Bridging the Management Divide: Why CIOs, CFOs, CHCOs, and CXOs Must Lead Together By Darren Ash, Traci DiMartini, Teresa Hunter, and David Mader from Management Science and Innovation (MSI)
Special Event Chapter Membership Outreach Event
From left to right: Joslyn Marshall, Thomas Chin, Dylan Gilbert
Chapter volunteers, Dylan Gilbert, Joslyn Marshall, and Thomas Chin represented our chapter to attend Deloitte’s “Find Your Purpose Fair” on October 29 evening. This social impact fair featured a collection of Greater Washington Area nonprofit organizations, including AGA DC Chapter. Our volunteers interacted with fair attendees, provided overview about AGA and DC Chapter, and shared information on member benefits offered by AGA and our chapter. We are grateful for nearly 50 fair attendees who are interested in joining AGA and signed up for the mailing list.
AGA DC Chapter Monthly Luncheon
Jason Miller, Executive Editor Federal News Network
October 2025 Hybrid Luncheon
On October 15, 2025, the DC Chapter held our October monthly hybrid luncheon with our luncheon speaker Mr. Jason Miller, Executive Editor of Federal News Network. We are grateful for more than 80 in-person and virtual attendees who joined us at Clyde's of Gallery Place in downtown Washington, DC. Mr. Keith Taylor, Chief Executive Officer & Founder of 2ndWave LLC a proud AGA-DC Chapter corporate Diamond sponsor, introduced our speaker at the luncheon. Mr. Jason Miller has been the executive editor of Federal News Network since March 2008. In that role, he manages the day-to-day editorial coverage of the multi-media news organization covering the people, policies, and programs of the federal government and contractor workforces. Mr. Miller also helps oversee the long-term editorial strategy for Federal News Network. Along with his leadership duties, Mr. Miller also addresses federal technology and acquisition issues, with a focus on the Office of Management and Budget, the General Services Administration, and other government-wide issues. Mr. Miller hosts the longest-running weekly show on Federal News Network: Ask the CIO, airing on Thursdays at 10 a.m. His guests include technology leaders from Cabinet-level agencies, such as the Defense Department and the Homeland Security Department, among others. He has also produced several investigative news series — including on whistleblower retaliation at the SBA, the impact of the Technology Modernization Fund, and the ever-changing role of agency CIOs. In addition to his editorial responsibilities, Mr. Miller works closely with Federal News Network’s custom media department to help ensure the needs of advertising clients are met and the products are valuable to the station’s federal and industry audiences. Mr. Miller has covered the federal government market since 1998, starting as the editor of a small business newsletter, Set-Aside Alert. He covered small business contracting, including changes and updates to the Small Business Administration’s 8(a) program, the small business disadvantaged business (SDB) program and the emergence of the women-owned small business contracting initiative. While at Set-Aside Alert, Mr. Miller won the 1998 Small Business Advocate of the Year – Small Business Journalist award for the Washington, D.C. region. Mr. Miller also worked at Government Computer News for seven years, starting as a reporter and moving into management as assistant managing editor for news. During his tenure, Mr. Miller was a member of several winning submissions for the Jesse H. Neal Awards, one of the longest running premier awards programs honoring business-to-business (B2B) journalism. Mr. Miller’s reporting has been featured in the Washington Post, on NPR, and on a host of other industry-related podcasts and publications. Mr. Miller graduated from Towson State University in Towson, Maryland, with a bachelor’s degree in Mass Communications and a minor in history. He is married with two children and lives in Arlington, VA. During Mr. Miller’s presentation titled “What’s Old is New Again: The State of Federal Management,” he discussed the current state of ongoing changes during this year across the Federal government and key policy and initiatives made under the current Administration. Mr. Miller had a robust Q&A session with our in-person and virtual attendees. We sincerely appreciate Mr. Jason Miller spending time with us to share her insights and experience. Our hybrid luncheons held during this program year were made possible by our hard working volunteers from the Monthly Luncheon Team who took care of the programming, in-person, and virtual operations. THANK YOU to our Monthly Luncheon Team!
Membership Director Giovanni Leon discussed chapter’s membership initiative
October Luncheon cont'd.
Keith Taylor, Chief Executive Officer & Founder, 2nd Wave LLC
Chapter President Crystal Wolf welcomed luncheon attendees and provided chapter updates
Luncheon speaker Mr. Jason Miller and Chapter President Crystal Wolf
Luncheon speaker Mr. Jason Miller
Mr. Keith Taylor from 2ndWave LLC introduced luncheon speaker
DC Chapter Board members and guests (from left to right): Bo Shevchik, Keith Taylor, Peter Moore, Lal Harter, Crystal Wolf, Jason Miller, Paul Marshall, Veronica Baird, Paul Lionikis, Thomas Chin
DC Chapter Photographer Victor Thomas
AGA DC Chapter Community Service Events By the Community Service Committee
“Wreaths Across America” Community Service Event
Our DC Chapter members were part of the annual Wreaths Across America Day 2025 on December 13 morning at the Arlington National Cemetery. Wreaths Across America is a nationwide initiative that aims to remember, honor, and teach about the brave men and women who have selflessly served our country. This year there were more than 24,000 volunteers at Arlington National Cemetery laid out more than 261,000 wreaths. By coming together, we can make a powerful statement of gratitude and remembrance. Thank you Niko Lojaniax from the Community Service Committee for organizing this event, as well as our chapter members and guests who joined this meaningful community service event!
Community Service cont'd.
Allmond & Company is a certified public accounting firm which began operations in May 1985. For more than thirty years, our firm has been committed to assisting the federal government to improve financial management, ensure accountability, and strive for transparency.
Member Network Special Events
Chapter Annual Holiday Party Our chapter held the annual holiday party on December 2, 2025 evening at Urban Roast in downtown DC. We had a great turnout! Our members, sponsors, volunteers, and guests gathered together to celebrate all the hard work done with great food, drinks, and festive fun! The White Elephant gift exchange was held for some extra holiday fun! Many thanks to our Member Services Team, David Baskin, Tony Richards, Cherry Ung, and Jamison Howell for their hard work to organize the event!
Special Events cont'd.
The AGA DC Chapter and the Membership Committee extends a warm welcome to our newest members! Thanks to you, the AGA continues to grow. Stay up-to-date on fantastic programs, membership benefits, and recruiting incentives starting now. Remember if you have not yet renewed, you may do so at the AGA Washington DC Chapter website to take advantage of member benefits throughout the next program year.
By: Membership Committee
Athilah Abadir Kito Adeniji-Adele Isaac G. Adler Florinda Africa Tedla Ashagir Ian Bacon Carrington Brox Daniel Burke Donna Canady Tracy L. Caniford Jared Cohen Thomas Coleman Francisco Coleto Anneli Connell Charles Cowusu-Ansah Tamara Amina Feraca, CGFM Susan Fogle Natalie Hernandez Tori Hickey Charolette Holloway Melissa Kaminin Seonghi L. Kang, CGFM Robert Klein Selam Kore Cindy Ann Le Wei Li, CGFM Natalie P. Mattiko Kate McAllister Daniel Noone Kimberly Okahara, PMP Uche Onwubalili Elizabeth M. Ovando Ringling, CGFM Aarya Paudel Trezell Ragas April Rhodes Andy Rider Shanan Rivera San Romano Madison Rose Anna Rusakova Emmanuel Sarfo Brian Schmierer Courtney Shearer Tsion Tariku Kerry Techwei Maria Wallis
During the 2025-2026 Program Year, the Membership Committee of the AGA DC Chapter is continuing to award a CASH PRIZE ($100 in the form of an Amazon gift card) at the end of each quarter (i.e., September, December, March, June) to the member who sponsors and/or recruits the most new members during the quarter. Quarterly new member referral contest winners will be announced in the newsletter. July-September 2024: Daniel H. McGrath, Jr October-December 2025: none With your help and dedication, we can achieve our Chapter's 10% growth goal of new members this year! Don't miss out on the great chance to win a CASH PRIZE, and help our Chapter! Make sure your name and AGA ID are included in the membership form of new recruited members!! Please note the membership referral/sponsoring application is a three-step process: New members should create a "My AGA Account" on the AGA National website New account login details will be sent to the email provided during registration (Step 1) Within your "My AGA Account," new members must complete their AGA membership application and include the "Recruited by Member ID" and/or "Recruiter's Name" within the Demographics data page of the application. Recruitment/Sponsoring winners will be contacted via email and announced in the following quarter's newsletter. The Membership Committee looks forward to continuing to grow our membership! (NOTE: Previous quarters’ winners are ineligible for future prizes in the same program year.)
Welcome New Members!
New Member Contest Do you like money? If so, please read
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Attention to all new members! Join us at the next monthly chapter luncheon and you will be entered in the raffle for a gift card!
New Members cont'd.
Final Words Happy new year to The Washington Connection readers!! Our newsletter team hopes you enjoyed the holiday season with family and friends, and you were able to recharge in preparation for 2026. As Crystal Wolf stated in her President’s Message, she chose the word “impactful” to guide us for this coming year. No matter which inspiring word you choose, we hope you stay positive in the new year and know that all your contributions to the broader government financial management and accountability community do matter! We offer great gratitude to all professionals who completed or are working to wrap up the fiscal year 2025 Federal financial statements audit, or are in preparation for the Agency Financial Report (AFR)/Performance and Accountability Report (PAR). As the preparation of the Financial Report of the United States Government (FR) and Congressional Budget Justification (CBJ) is heating up, the newsletter team wishes the very best and appreciates all the hard work for all professionals involved in the FR and CBJ preparation. The Washington Connection is only made possible because of all the contributions made by our Chapter volunteers, sponsors, and members.Thank you to all who provided input to the newsletter, as these articles/contents/pictures reflect the depth of knowledge, experience, member services, and hard work of our Chapter. It’s our team's privilege to compile and publish your content, and we hope you enjoy this issue of the newsletter. Remember…YOU are part of the success story of AGA and our profession. Our sincere THANK YOU! The AGA DC Chapter Newsletter Team Thomas Chin, Claire Chen, Monique Llanos, Hao Nguyen, Simcha Kuritzky, Victor Thomas PS: If you have any suggestions on featuring the important work you do, or simply have any words you want to share about public service, our newsletter team always welcomes your ideas and contents to be included in the next chapter newsletter. Please click here to visit the survey and feedback site today!
See a complete list of Chapter leadership at: AGA DC Chapter Leadership. To contact any of the AGA DC Chapter Officers please send an email to: agadc@agadc.org
AGA DC Chapter Officers & Directors
Crystal Wolf Chapter President Wendy Allen Chapter Treasurer Wendy Morris Chapter Secretary Cherry Ung Chapter Director (Appointed) Veronica Baird Chapter President-Elect Brittany Hopwood Chapter Treasurer-Elect Thomas Chin Chapter Director (Appointed) Megan Brien AGA National – Chapter Services Manager mbrien@agacgfm.org Paul Marshall Chapter Past President NCC Representative Mona Amatie Chapter Past Treasurer David Baskin Chapter Director (Appointed)
John Lynskey Senior Advisor Evelyn Brown Awards Committee Delphia Wilson Corporate Sponsors Lal Harter Senior Advisor Monthly Luncheon Program Jeff Steinhoff Awards Committee Dylan Gilbert Corporate Sponsors Monthly Luncheon Live Ops Salim Mawani Senior Advisor Strategy Pat Wensel Awards Committee Elizabeth (Izzie) Yi Corporate Sponsors Paterne Koukpesso ACE Reporting Mentorship Virginia Robinson Awards Committee Brittany Hopwood Finance Committee Shepherd Brown ACE Reporting Monthly Luncheon Program Lauren Peck CGFM Samuel Crawford Finance Committee Tonya Baker Annual Gala/Special Events Tiara Mizelle CGFM Spencer Ham Finance Committee Cherry Ung Annual Gala/Special Events Corporate Sponsors Member Services Melanie Geeseman Communications Terri Dawson Finance Committee Karen Brown Annual Gala/Special Events Lydia Tamblyn (Miller) Communications Alicia Pelikan Historian Annalena Winer Annual Training Program Jennifer Wells Communications Brad Grams Historian Meg Gill Annual Training Program Sara Mahaffey Communications Anthony Richards Member Services Christy Beck Annual Training Program CPE Coordinator Shauna Erickson Communications David Baskin Member Services Jennifer Torres Annual Training Program Maurice Preston Community Service Jamison Howell Member Services Julia Duquette Annual Training Program LaVerne Mason Community Service Cherice Washington Membership Young Professionals Tyler Hampton Annual Training Program Niko Lojanica Community Service Giovanni Leon Membership Orinda Basha Awards Committee Michelle Paul Young Professionals Makia Robertson Membership Keith Freundlich Mentorship Monthly Luncheon Virtual Claire Chen Mentorship Newsletter Victor Thomas Newsletter (Photographer) Megan Curtis Mentorship Simcha Kuritzky Newsletter (Publication Columnist) Jennifer Meade Strategy Chad M. Willhite Monthly Luncheon Live Ops Sonia Jolly Strategy Cody Wolfe Monthly Luncheon Live Ops Joslyn Marshall Strategy Young Professional Craig Freeman Monthly Luncheon Live Ops Danielle Burrell Webinars Victoria Abril Monthly Luncheon Live Ops Tyler Gall Webinars Peter Moore Monthly Luncheon Program Michelle Bowers Webinars Bo Shevchik Monthly Luncheon Program Noah Kaufman Webinars Paul Lionikis Monthly Luncheon Program Jeff Ledford Webmaster Alexis Alfaro-Trejo Monthly Luncheon Virtual Areeba Rizvi Monthly Luncheon Virtual Christina Low Webmaster Katherine Rexroad Monthly Luncheon Virtual E. Marie Butler Webmaster Howie Simanoff Webmaster Thomas Chin Newsletter Christel Pico Young Professionals Monique Llanos Newsletter Shannon Johnson Young Professionals Hao P. Nguyen Newsletter
AGA DC Chapter Volunteer Roster
Chapter Volunteer Roster cont'd.
See a complete list of Chapter leadership at: AGA DC Chapter Leadership. To contact any of the AGA DC Chapter Volunteers please send an email to: agadc@agadc.org
Whether you’re looking for more information, or you’d like to give us your suggestions or comments, you’ll find easy ways to contact us right here. The most direct way to get your question answered is to send an email to: agadc@agadc.org. See a complete list of Chapter leadership at: AGA DC Chapter Leadership. *NEW ADDRESS* AGA DC Chapter 1640 Boro Place, 4th Floor Mclean, VA 22102 Website: http://www.agadc.org Follow Us:
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