I agree this sounds like a terrible, but somewhat common situation to a new
organization.  Here are a couple suggestions:

1)  Divide your weekly salary by the number of hours you are "supposed" to
work (i.e. 40 or 45) and then by the # you actually work (like 60).  Show
your board in black and white what they are expecting you to receive in
compensation for your actual time.
(in round numbers - a $500/week job worked 40 hrs a week = $12.50/hr, but
worked at 60 hrs/wk the job pays $8.33/hr. - is that what they think is fair
compensation for their executive director?  Also, how closely does your
"actual" hourly rate compare to other staff members at your institution?
For example, with the above numbers, is your secretary making the same or
more as what they are actually paying you per hour?)

2)  Keep track, if you don't already, of your actual hours worked.  This
way, even if you are not compensated for comp time or allowed to leave
during the day w/o taking your earned time, you will have a documented
record.  Perhaps the next time you are up for an annual evaluation, this is
an issue you should discuss and should be considered in your evaluation
process.  (If you "donate" an average of 5 hrs/wk - I know, keep laughing -
that's 260 unpaid hours per year, or 6.5 WEEKS at 40 hrs. of free labor)

3) suggest a formal comp time arrangement that gives a little bit each way -
perhaps an agreed-upon ceiling of accrued hours.  This allows you a bit of
recouperation of your time, and gives your board the guarantee that you
won't accrue a month's worth of comp time that you decide to take at once...
Where I work, the ceiling is 40 hrs.  As with most other museum directors,
especially during the busy season, I always "give" a lot more time that
that, but it also lets me know that my employers understand that my job
cannot be accomplished in a 40 hr week, and that my additional time and
efforts are recognized.  I do keep a record of ALL my time, and it is taken
into consideration by my supervisor when it's evaluation time...

4) on the retail comparison - managers of most retail stores earn bonuses
based upon their store's sales performances.  It is literally in their best
financial interest to work the hours that they do - even if they don't want
to.  Most retail managers I know are burned out and always tired - but the
financial benefits of their job are directly related to their store's bottom
line.  A good friend of mine manages a retail chain, and she will literally
work night and day the last 10 days of a month to hit another tier in their
sales percentages to get a higher bonus.  (any museum professionals make a
percentage of their gift shop sales or admissions? Thank goodness! =) )

I don't know if any of this will help, but it seems to me there could be
some kind of acceptable compromise for your organization if they are willing
to give a little.
Good luck!
Melinda

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