A high level of board understanding of governance and policies based on ethical principles is a necessity for any well run museum. But board members are usually recruited to their positions with little training both in issues of crucial importance to the museum field as a whole or to the particular interests of their own institution. A strong board education program can make the difference.

Trustee education begins during recruitment, when prospective board members learn about their roles and responsibilities. What better time to outline a trustee’s legal duties and ethical obligations than when assessing a board candidate? These three primary duties are:

Duty of Care: Use diligence, care and skill which prudent people would use in similar circumstances. In the case of the museum: be familiar with its finances and collections,  participate in its governance, attend board and committee meetings, vote, participate in decision-making and policy setting. Offer financial support with a personal donation.

Duty of Loyalty: Always place the organization’s interest over the trustee’s personal interests. In the case of the museum, understand the museum’s conflict of interest policy, always act in the interest of the museum first and not for personal gain and keep confidential all board and committee discussions.

Duty of Obedience: Be faithful to the organization’s stated mission and do not act or use its resources in incompatible ways or purposes. In the case of the museum, ensure that it complies with all applicable laws and regulations and with its own internal documents such as by-laws, Code of Ethics and other policies.

As MTA 2^nd Vice Chairman, James A. Houle stated in his presentation at NEMA’s 2014 Conference, “Simply put, it is not enough to bring to board service a good heart, there must also be an informed mind.”

Trustee orientation is the next step in continuing board education. "The orientation process promotes the vision, communication, and clarification of ongoing goals, programming and planning that contribute to effective governance,” observed Maureen P. King, MTA Board Chairman.  MTA recommends 6 steps to creating an effective program:

• The Museum’s Nominating/Board Development Committee should oversee the orientation process working with the Executive Director and senior staff.
• In-depth orientation should be held prior to the first board meeting of the fiscal year before the “new class” begins its term. The program structure should encourage open dialogue with ample time for questions.
• Incoming trustees are the principal audience, but the entire board should be involved. Seasoned trustees bring wisdom (and sometimes the battle scars) of experience. Orientation can be an invigorating, informative refresher course for them.
•  A board handbook sent in advance of the orientation session should include the museum’s mission statement, by-laws, Code of Ethics, recent board minutes, policies and planning documents, financial reports, audience demographics and visitor statistics, a board roster with biographies, and a staff organization chart.
• A tour of the museum’s facilities both public and back-of-house allows new trustees to get a close-up look at the strengths and problems to be solved.
• Mentor programs match incoming trustees with experienced board colleagues as a way to build institutional knowledge and share information throughout the first year.

Orientation is a sound investment in the museum’s future. Converting trustees to full engagement in board life is the next step in developing these valuable museum assets.