Similarly, the preparation and presentation of financial reports is an essential operational function. However, as with the taking of minutes, there is nothing “policy-oriented” about preparing and presenting the actual financial reports.
Consequently, it again makes sense for this administrative task to be completed by a staff person, not by the organization’s treasurer.
Viewed overall in terms of these ten operational features, the Complementary Model of Board Governance does not represent a revolutionary change in how directors function within their NPO. But it does result in a practical and logical evolution in the procedures followed by the board.
It enables directors to continue to meet their fiduciary and legal responsibilities while providing them with broader opportunities to participate more effectively in the organization’s governance.