The string of conversation that has brought United Way into the picture
seems to need redirection.  We were concerned about how boards are elected,
how people get nominated.  United Way for all of its flaws is now cleaning
house, and maybe the worst is over.

The question to be addressed ought to be the proper relationship between
the board of any non-profit and its paid CEO and officers.

A good non-profit board should be inclined to provide the paid staff with
the latitude needed to get the job done.  I get antsy when I see how many
boards don't let the museum director sign checks, for example.  The
business of check signing and authorizing low-dollar purchases is something
that keeps a board occupied with trivia when it ought to be occupied with
the longer range picture.   The systems of accountability, lacking in
national United Way's case, are available to any board that wants to use
them.  In getting away from micro-management, a board accepts a bit of risk
-- and so does the CEO -- and risk is always required for any improvement
in operations.  If a trust relationship is violated, then the culprit must
be dealt with, be it the CEO or a board member.

There are numerous cases of board members -- having signature authority
over checks -- who have diverted museum funds away from priorities to pet
projects and in some cases even to their own businesses.  How many museum
professionals would even think of becoming an Aramony, the United Way guy,
with all the high-flying perks.  Perhaps some, particularly those who get a
charge out of seeing if their government agency can be ripped off.....it's
a part of government culture, sometimes, to see if one can beat the
system....

At any rate, board ethics ought to begin with the willingness of board
members to take the long view, to let professionals do what they are best
at, and encourage them.  The boards should ask the staff for reliable
information on such things as compensation that is within the market,
raises that are deserved, benefits that would go a long way to help, and
routine financial reports that apply to a board-approved budget.  And the
boards need to be looking out for Number 1, the financial health of the
institution, its donor resources, and its community.

Ross Weeks Jr.