6.07 Finance Committee Report Board Meeting – September 2, 2026

Larry Walker Last updated 

Fellow Board Members,


I hope everyone is having a successful year, and I sincerely appreciate your continued support of AIBD.


As reported at our previous meeting, we continue to work through our cash-flow challenges; however, based on our current financial position, it appears we will once again be able to retire our outstanding debt this year. In addition, through the Board's involvement, member input, and the continued efforts of the "A" Team, our budget remains on track to be balanced for the year.


We must continue to carefully manage expenses while identifying opportunities to increase revenue. Membership growth remains one of the most important components of our long-term financial health. I encourage every Board member to recruit at least one new member this year—whether an associate, professional member, or corporate sponsor. Increasing membership strengthens both our financial position and our ability to represent the private design professional.


Accounting and Financial Management


I would also like the Board to consider a significant change to our current accounting procedures.


I have served as Treasurer for several years. At present, however, most of the organization's day-to-day financial responsibilities—including accounts payable, deposits, credit card management, transfers between savings and operating accounts, payroll-related activities, bookkeeping, and coordination of annual tax filings—are being handled by the Director.


These responsibilities represent a substantial administrative burden for one individual who is also responsible for managing the organization's day-to-day operations. While I believe these responsibilities have been handled as professionally as possible, AIBD is not an accounting organization, nor should accounting administration consume a disproportionate amount of the Director's time.


I recommend that we restructure these responsibilities to provide greater financial oversight, improve segregation of duties, and allow the Director to concentrate on the activities that directly grow and strengthen AIBD.


Moving Forward:


  • The Director would manage the day-to-day operations of AIBD, membership development, marketing, industry outreach, organizational partnerships, and other activities focused on growing the association.
  • The Director would submit payment requests and appropriate documentation to the Treasurer for approval and processing.
  • The Treasurer would assume responsibility for financial oversight and authorization of disbursements.
  • A professional payroll service would be engaged to administer payroll.
  • A qualified accounting professional or CPA would periodically review and reconcile the organization's financial records and prepare or oversee required annual tax filings.


Implementing this structure will require some advance planning and clearly established procedures, including deadlines for submitting payment requests and processing disbursements. However, I believe the benefits will substantially outweigh the administrative transition.


This approach would provide stronger financial controls, improved accountability, professional accounting oversight, and a clearer separation of responsibilities. Most importantly, it would allow our Director to spend significantly more time advancing AIBD's mission, developing relationships, marketing the organization, and growing our membership.


Our goal should not simply be to manage the administrative requirements necessary to keep the organization operating. We should structure AIBD so that our leadership can focus on what the organization exists to do: grow and strengthen the association while effectively representing the private design professional.


Respectfully submitted,


Finance Committee / Treasurer