4.
ference and ~g~eement with the 1issio~ All questions of 1· ission policy and method, and of expendit ures within the budget of the Board for the Mission , are su1Jject to the decision of the I ·1ssion, but the right is reserved to the Board of supervisory action and authority where any pro– blems involve relations with other Boards and denominations, or relations and interests wider than those of any particular field and where funda– mental questions of mission policy affecting other Missions or the relat~ ion of r~issions and Governments concerned. Organization of the Mission 3. rxhe· ~ ±m:portanae ~· of . a \·Mission' s f\12nctions demands that its field organization be defined and coordinated and that its field administra- tion be wise and efficient. The best form of Mission organization em~ braces the following features: (l{) Pair.bicipation by all who are qualified. (~) Departmentalization of all the larger phases of Mission activ- ity. An active and competent executive committee. - xecutive Secretary or Superintendent. 4. The Board shall appoint an xecutive Secretary or $uperintendent who shall in conjubction with the executive committee give attention to the seneral supervision and administr 2.tion of the Ittsti tute' s activ– ity in C~1.ina. This Executive officer shall be member ex-officio of the Board and be responsible for official correspondence between the miss- ion and the Board Business Manager or Treasurer. 5. The Board shall appoint a Business mana5er or Treasurer who shall in co1J junctio N.itl1 the e:xecutive cor11n1.ittee=-~~~~e&~!!!i:allllllllllK be resoonsible for the careful preseivation of all ' ... deeds to the ~ission property;keep in official books, provided by the Board and pernianent ly the property of the Loard, clear and accurate ',ccounts of all receipts and pay11..ents.. ~r secure vouchers for the latter, l n. / · ~1. U. • •'l" ! •• !. :\.. ,_._ J.1 1.J,.. • ••
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