Ray Saintonge wrote:
Having someone with financial skill and understanding
is important, but
it should not be necessary for that person to be the one preparing
regular financial statements. The relationship between the treasurer
and the Chief Financial Officer should have a parallel to the
relationship between the president and the Chief Executive Officer. The
same conflict problems can arise when the treasurer muddles his duties
as a Board member, and those which he has as a staff member. By the
same token the treasurer need not be the one who does the fundraising.
Ec
Oh absolutely. And we'll make clear in the "job description" that the
treasurer will not take care of the books himself, but rather have an
oversight role. Books are currently handled by Oleta. And Mona acts as a
financial officer (she is officially financial consultant right now). We
don't want a bookkeeper - but someone with a strong financial foundation
who can think strategically, and provide advice and recommendations to
the rest of the Board and Chief Executive.
Ant