Officer Roles

3.4 Descriptions of Principle Offices:

The Role of the President

As the chief executive officer of the Association, the president: (1) presides at all meetings, of the Association and Board; (2) has all the general powers and duties which are usually vested in the office of the president of an organization; (3) has general supervision, direction, and control of the business of the Association, subject to the control of the board; and (4) sees that all orders and resolutions of the board are carried into effect.

Additional Description  

  1. Meetings: Presides over all meetings of the Association and the board
  2. Strategy: Works with the board to plan the strategic direction for the organization. The president provides advice to the board based on their knowledge of the organization’s operations including but not limited to the organization’s budget, resources, and personnel expertise.
  3. Execution: Act as a liaison between the board of directors and the Vice President(s) and Officers who do not serve on the board, communicating, delegating, and overseeing the directions of the board.
  4. Finance: plays an active role in the organization’s financial management, and is closely involved in the creation of the budget and reviews each financial statement that the association’s treasurer presents to the board.
  5. Human Resources: Helps the board in human resource planning and recruiting and oversees or delegates supervision of vendors or contractors hired by the board.
  6. Day-to-day Operations: Oversees the operations of the association once directions, budgets, and plans have been approved by the board.

In general, while the Board of Directors determines what to do, the president of the board determine how to get it done.

Desired Qualification (President)

  1. Meetings: A working knowledge of Robert’s Rules of Order, Texas Open Meetings Act, Sheridan Parc Governing Documents and other laws governing the Association including but not limited to Title 11 of the Property Code of Texas.
  2. Strategy:  good business acumen and the ability to advise the board on business decisions based on their knowledge of the organization’s operations including but not limited to the organization’s budget, resources, and personnel expertise.
  3. Execution: a proper understanding of the fundamentals of management and supervision and experience supervising a diverse group of people.
  4. Finance: Working knowledge of Non-profit budgeting, experience creating budgets based on qualitative and quantitative data, ability to review, understand and, explain financial statements.
  5. Human Resources: basic knowledge of human resource law and best practices as it pertains to the selection and supervision of vendors or contractors hired by the board.

3.4.2 Vice President

The Role of Vice President

The vice-president acts in place of the president in event of the president’s absence, inability, or refusal to act. The vice-president also exercises and discharges any duty required of the vice president by the board.

The desired qualifications for Vice-President are the same as those for President

3.4.3 Secretary

The Role of Secretary

The Association secretary is responsible for the preservation of the association’s history and must maintain its records to protect the association from liability and confusion. Excellent organization and a deep commitment to the sustainability of the association are essential for those who hold this position.

The secretary is responsible for the following;

  1. Records: Keeps the minutes of all meetings of the board and of the Association
  2. Has charge of such books, papers, and records as the board may direct;
  3. Maintains a record of the name and addresses of the members for the mailing of notices;
  4. Performs all the duties incident to the office of the secretary.
  5. Witness and verify signatures.
  6. Verifies all proxies
  7. Files forms with State agencies.
  8. Manages and edits association correspondence.

Desired Qualification (Secretary)

  1. Meetings: A working knowledge of Robert’s Rules of Order, Texas Open Meetings Act, Sheridan Parc Governing Documents and other laws governing the Association including but not limited to Title 11 of the Property Code of Texas.
  2. Strategy:  good business acumen and the ability to advise the board on business decisions based on their knowledge of the organization’s operations including but not limited to the organization’s budget, resources, and personnel expertise.
  3. Communication: Excellent verbal and written communication skills.
  4. Records: Technological Proficiency with Microsoft Office and programs such as G Suite and iWork; Organizational Skill and attention to detail.

3.4.4 Treasurer:

The Role of Treasurer

The treasurer is responsible for maintaining the finances and financial records of the association and ensuring the solvency and stability of the organization

The treasurer is responsible for the following:

  1. Association Funds
  2. Keeps full and accurate financial records and books of accounts showing all receipts and disbursements
  3. Prepared all required financial data and tax returns
  4. Deposits all monies or other valuable effects in the name of the Association in depositories as may from time to time be designated by the board.
  5. Prepare the annual and supplemental budgets of the association.
  6. Reviews all accounts of the association on a monthly basis even in the event that a managing agent is responsible for collecting and disbursing Association funds
  7. Maintains adequate insurance coverage
  8. Collects Assessments and delinquencies
  9. Performs all the duties incident to the office of treasurer

Desired Qualification (Treasurer)

  1. Meetings: A working knowledge of Robert’s Rules of Order, Texas Open Meetings Act, Sheridan Parc Governing Documents and other laws governing the Association including but not limited to Title 11 of the Property Code of Texas.
  2. Strategy:  good business acumen and the ability to advise the board on business decisions based on their knowledge of the organization’s operations including but not limited to the organization’s budget, resources, and personnel expertise.
  3. Communication: Excellent verbal and written communication skills. Must have the ability to report and explain the financial state of the association to the board on a regular basis.
  4. Records: Technological Proficiency in financial programs and apps.  
  5. Financial Statements: understanding of the basic components of the financial statements:
    1. Assets
    2. Liability
    3. Members’ Equity: reserves, petty cash, and operating funds balances
    4. Income statements
    5. Statement of cash flows