While I agree in principle with the cautions sounded by John Martinson and Harry Needham about Board micro- management of museum operations by being personally involved, and I certainly agree that responsibility AND authority (often forgotten) needs to delegated to staff as appropriate, it still seems inescapable that the director is accountable to the Board for the museum's welfare. In that sense, with the power to hire and fire the director, and with responsibility for overall policy and mission, the Board IS ultimately responsible for museum operations. My question is: what are some of the means Board members can use to get independent feedback on museum operations without getting personally involved. I don't need to go into the list of names of directors and other high-ranking museum officials who have hoodwinked their hands-off Boards about illegal or unethical activities until a scandal erupts that brings the whole outfit into disrepute. Surely any worthy Board member worth his/her salt wants to prevent such disasters, but how do you find the line between due care for the museum's operation and butting in where you shouldn't be? I should add that this problem of oversight is not limited to museums; I've encountered it in other organizations, too (specially nonprofits). tom -- Tom Vaughan "The Waggin' Tongue" <[log in to unmask]> (970) 533-1215 11795 Road 39.2, Mancos, CO 81328 USA Cultural Resource Management, Interpretation, Planning, & Training