Share |

2014 AANR Voter’s Guide–Member Trustee: AANR Western Canada


Name:  Bob Campbell


Home Club:  AANR Associate

AANR/Regional/Club Offices Held:

AANR:  Finance Committee Chair

Member – Executive Director Search Committee

Member – Glen Miller Loan Committee

Past Member – Hall of Fame Committee

Region:           AANR Western Canada

Past President

Past Treasurer

Club:   Helios Nudist Association

Past Treasurer

AANR’s greatest challenges are declining membership and declining revenue which represent the biggest immediate threats to our existence.  I will focus my efforts on reversing this systemic problem.  While efforts in the areas of governance, advocacy and education require continuing work, they are only possible if we return to healthy membership levels and that has to be our primary focus.  The Board has lost sight of that reality and the need to refocus is clear.  I will keep this issue in the forefront of actions taken by the Board.


This entry was posted in 2014 Elections Forum. Bookmark the permalink.

3 Responses to 2014 AANR Voter’s Guide–Member Trustee: AANR Western Canada

  1. David Heide says:

    My question deals with finance.
    It has been my practice and belief that financial budget was a document to be followed. Any deviation from this would be only because of unforeseen and critical circumstances. However, it appears to me, as a layman and only a member, that AANR overspends and exceeds if not the entire document, at least certain line items without board approval, or reproach.
    Do I understand this correctly? Makes one wonder “why generate a budget if it is not followed”.
    As a board member, what would your position be on this this matter?

  2. Bob Campbell says:

    The budget sets a financial guideline to accompany and finance the operational objectives for the year. Each year in the late fall the AANR committee chairs provide an outline of their projects for the upcoming year and an estimate of the costs that will be incurred to complete those projects. Those estimates form the budget for the upcoming year. At the Trustees’ Midwinter Meeting the projects and the budget are reviewed by the Trustees and are approved as submitted, revised or rejected entirely. The projects that are approved provide operational guidance to the staff and the volunteer committees for the year. Actions are taken and financial commitments are made based on those approvals.

    Through the year as projects advance actual costs (and revenues) are measured against the budgeted estimates that were made the previous fall. Line by line variances to budget occur with almost every account since the budget was based on the prior year estimates and actual costs may/will differ from those estimates. Committee chairs receive monthly status reports on their performance to budget and they provide status reports on both the activities they identified for their committees during the budget process and on their committee’s financial performance relative to the budget. Both the staff and the Finance Committee monitor the overall performance of the Association to ensure that the “big picture” does not get materially out of line with the total budget.

    In 2013 the Association’s total budgeted expenses were $1,375,000 with revenue budgeted at about $1,380,000. Total revenue for the year was approximately $42,000 below budget. However, this revenue shortfall was offset by a cost savings of almost the same amount and we closed the year about $1,600 short of the original budget amount.

    I believe that the budget provides a financial framework for the work the Association is directed to complete based on the approvals received from the Trustees when the budget is approved. Operationally management of the budget falls to the staff. I feel their first responsibility is to complete the tasks they are charged with by the Trustees. Ideally those tasks can be completed in exactly the same financial framework as the budget outlined. The reality though is that some budgeted items will cost more than originally anticipated while other items will cost less (or not be incurred at all). Line by line variances (positive or negative) that are not material to the final budget would be passed by the staff as a routine part of their daily duties. Material variances are reviewed by the Finance Committee in consultation with the staff. In situations where a significant variance is necessary to complete the task but the cause of the variance is unforeseen or occur in critical circumstances I believe it is within the mandate of the Finance Committee and the staff to deal with the issue provided the variance is a one-time situation and the approved project cannot proceed without the overage. Where the entire budget for a project proves to be insufficient to complete the task and the value of the project in relation to the entire budget is material it would then be appropriate and desirable to refer the matter back to the Trustees for reconsideration of the entire matter.

  3. David Heide says:

    Thank you.

Leave a Reply

Your email address will not be published. Required fields are marked *