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ALAN SKELTON


  


HILLARY SALO


  


Around that time, he had the


opportunity to become Deputy State Accounting Officer of Georgia, where the state also was implementing an Enterprise Resource Planning (ERP) system for which Skelton was a subject matter expert. Few people knew how to be a state controller while also implementing an ERP. But Skelton did. And he was able to achieve more balance between his work life and his family life. He went on to become Georgia’s State


Accounting Officer and became active in the National Association of State Auditors, Comptrollers and Treasurers, which led him to join the GASB’s primary advisory group, the Governmental Accounting Standards Advisory Council (GASAC), ultimately serving as vice chair of that body.


  For both Skelton and Salo, their familiarity with the GASB and the FASB and their engagement in and exposure to





the standard-setting process over the course of their careers, eased their transition in a highly unusual, unprecedented environment. Skelton’s service as GASAC vice chair meant that he already knew the GASB members and most of the staff–and they knew him. Skelton emphasizes the efforts of Dave


Bean, the outgoing technical director, in ensuring a smooth transition and transfer of knowledge. Over phone calls and Zooms, Dave introduced Skelton to the leadership of close to 30 key stakeholder organizations. “Te feedback loop is extremely important,” says Skelton. Tose introductions smoothed the path for Skelton’s ongoing outreach in the standard- setting process. Salo admits that it did seem odd to start


her new job remotely. “You get a computer shipped to you and you start work,” she says. Salo estimates that she knew around one-third of the FASB staff members. But having been at the FASB as a PTA, she knew the staff was top-notch and that they


were committed to the mission. Overall, she describes her transition as “seamless.” Within her first few weeks, the FASB met with most of its advisory groups–an alphabet soup comprising FASAC, NAC, PCC, SBAC, EITF and so on. In some ways, the pandemic encouraged more frequent interactions with stakeholders– fewer calendar challenges in scheduling online meetings without the further challenges of travel time. Salo notes that, “Everyone is really busy, but it’s fairly easy to carve out 15 minutes on someone’s calendar for a Zoom, versus trying to find a date for an in-person meeting.” She’s looking forward to being back in the office, which will enable informal touchpoints with staff especially. Salo jokes, “A lot of staff members don’t know how tall I am!”


 


While much has changed at the leadership level at the GASB and the FASB–in addition to Skelton’s and Salo’s


  CPAFOCUS


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