Thank you Jerry, that really does address the question!
Cindy Boyer
Director of Museums and Education
The Landmark Society of Western New York
133 S. Fitzhugh St.
Rochester NY 14608
(585) 546-7029 ext. 12
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The Landmark Society: Revitalizing Yesterday, Protecting Today, and
Planning for Tomorrow
www.landmarksociety.org <http://www.landmarksociety.org/>
Confessions of a Preservationist: The Landmark Society blog
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From: Museum discussion list [mailto:[log in to unmask]] On
Behalf Of jerry symonds
Sent: Wednesday, November 19, 2008 4:59 PM
To: [log in to unmask]
Subject: Re: [MUSEUM-L] Committees that have oversight for your events
or programs
Dear Cindy,
I'm not quite sure whether your question is about the role of trustees
or how events should be managed! I'll stick with the former (as this is
what I know more about ) and please take into account that I am
describing a "UK model", specifically relating to Registered Charities,
which many museums are. (That's kind of like your not for profits).
Over this side of the pond, the Board of Trustees are both ultimately
responsible for the actions of the organisation and are independent. The
way independence is achieved is (a) they receive no remuneration from
the organisation and (b) they normally do not get involved in the day to
day running of the organisation. The day to day running is delegated to
the "Executive". So, if you have an Events Committee in the
organisation, it would come up with a program, which they might seek
approval for from the Trustees ( if that's the way the organisation
likes it) but would then get on with setting it up and running it.
In practice there can be tensions between the trustees and the
executive. Sometimes the trustees can get more involved in the "day to
day" than the executive like and this is viewed as "meddling"! It's a
difficult position for the trustees as they are ultimately responsible,
so sometimes they will rightly get involved if the executive are in
trouble or some organisations welcome it, if the trustees have certain
expertise that the executive lacks! My personal view is that if the
trustees do start to get involved in the day to day, then there is a
danger that this can compromise their independance...as in most
situations, personal "chemistry" can play a key role in the dynamics at
play here...
UK subscribers to MUSEUM-L may well find my overview simplistic and no
doubt can cite many variations on this theme, however I am trying to
give Cindy a model to think over...
I'm not sure if that helps you at all?
Kind Regards,
Jerry Symonds - Senior Internal Auditor
Historic Royal Palaces
Surrey
England
----- Original Message -----
From: Cindy Boyer <mailto:[log in to unmask]>
To: [log in to unmask]
Sent: Wednesday, November 19, 2008 8:23 PM
Subject: [MUSEUM-L] Committees that have oversight for your
events or programs
I'm trying to devise how to ask this question without sounding
totally off-base.
Do you have trustee committees that are charged with oversight
for events or programs, but they do not actually participating in making
the events happen (not an operating committee?)
What do they do? How do they achieve "oversight." - just act as
a review board for the final report, do they make recommendations to the
larger board on the events, do they make the decision to kill or expand
programs?
We've got a committee that at one point had become a group of
folks who simply listened to staff reports on events. Now we are all
trying to hammer out a more productive purpose.
Any models out there?
Cindy Boyer
Director of Museums and Education
The Landmark Society of Western New York
133 S. Fitzhugh St.
Rochester NY 14608
(585) 546-7029 ext. 12
[log in to unmask]
The Landmark Society: Revitalizing Yesterday, Protecting Today,
and Planning for Tomorrow
www.landmarksociety.org <http://www.landmarksociety.org/>
Confessions of a Preservationist: The Landmark Society blog
<http://landmarksocietywny.blogspot.com/>
Facebook <http://www.facebook.com/group.php?gid=12149056258> /
MySpace <http://www.myspace.com/landmarksociety>
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