Date: Friday, July 31, 2026
By Karen T. Jackson, AEA Board of Directors Secretary and Past President
The AEA Board of Directors has remained actively engaged throughout the first half of 2026 through a combination of in-person and virtual meetings, ongoing task force and advisory group work, and increased opportunities for dialogue with Operations. Since January, the Board has met in person in January and May and virtually throughout the spring to address governance, financial sustainability, conference redesign, evaluation policy, strategic planning, and other organizational priorities. Board meetings have intentionally included opportunities for board development, discussion with the Operations Team, and reflection to strengthen governance practices and Board engagement.
A significant area of progress has been the continued activation of the Board's standing task forces and advisory groups. These groups are providing regular written updates and recommendations that strengthen the Board's ability to gather information, study emerging issues, and support informed decision-making across areas including evaluation policy, international engagement, access and belonging, foundational documents, financial vitality, policies and procedures, responding to emerging demands, publications, strategic planning, and Executive Director performance. Expectations for regular reporting and communication between Board liaisons, task force leadership, and Operations have also been established to support continuity and transparency. The Board has also benefited from a strong partnership with Executive Director Anisha Lewis and the Operations Team in advancing priorities identified through the Board's strategic planning and monitoring processes. Throughout the year, Operations has continued to expand member value through professional development webinars, international collaborations, advocacy communications, and partnerships with evaluation organizations around the world. Recent examples include collaborative programming with AfrEA, CES, EES, CREA, APPAM, and other partners, as well as webinars and leadership roundtables addressing the future of evaluation, democracy and governance, and emerging issues affecting the profession. These efforts demonstrate how Board priorities are translated into meaningful learning opportunities and resources for members.
Financial sustainability has remained a major focus of Board attention. Following extensive discussion during the May budget retreat and additional engagement opportunities, including Executive Director office hours with Board members, the Board approved a balanced FY 2026-2027 budget in July. The Board also recognizes and appreciates the significant in-kind contribution provided by Smithbucklin, which helped position AEA to approve a balanced budget for the second consecutive year.
The Financial Vitality Task Force continues to advance its work through four subcommittees focused on financial analysis, conference strategy, membership, and revenue generation. Preliminary recommendations will be presented to the Board at its August meeting as part of AEA's ongoing efforts to strengthen long-term financial sustainability.
Together, the Board and Operations have increasingly moved from a meeting-centered model of governance to a continuous model of governance, where learning, member engagement, strategic discussion, and evidence-informed decision-making occur throughout the year rather than solely during scheduled Board meetings. The continued engagement of task forces and advisory groups reflects the Board's commitment to building governance capacity through shared learning, informed recommendations, and active member engagement in the work of the Association. As AEA continues to navigate a rapidly evolving environment, this collaborative approach positions the Association to remain responsive to members while strengthening its long-term sustainability and impact.