The nonprofit community has found itself recently under intense public scrutiny. Media reports have focused on a number of high-profile scandals surrounding nonprofit groups and charities, from the Foundation for New Era Philanthropy to the United Way of America and even the Episcopal Church. Suddenly, many nonprofit institutions have felt a need to defend their reputations.

The Mandel Center for Nonprofit Organizations, however, has seen a wonderful opportunity in the face of this negative press. To the Cleveland-based think tank, this was a chance for nonprofits to take a close-look at themselves, refocus their operations, and improve their image in the public eye. Following extensive dialogue with AMA and similar groups, the Mandel Center organized a three-day session this past summer to address the issue of nonprofit accountability. Together, nonprofit sector leaders from around the country reached an important conclusion-that nonprofit organizations should be open in all dealings.

 In this spirit, session participants developed a seminal document-"The Accountable Not-for-Profit Organization"-which offers principles for improving public perception of institutional accountability. The document, reprinted below, states that if Institutions want to be truly honest and open about their actions, they must clearly state their mission and purpose, freely and accurately share information, and take responsibility for what they do. They must always strive to improve their community's well-being, act as effective and conscienctious stewards of their resources, and continually evaluate their success in fulfilling their goals.

With its emphasis on mission, leadership, stewardship, and quality, the document has unmistakable parallels with AAM's own work. This November, the AAM Accreditation Commission approved the final draft of "The Characteristics of an Accreditable Museum," which lists those qualities a museum must possess if it wishes to attain AAM accreditation. Accreditable museums, it says, must have "a clear sense of mission" and effective governance to advance that mission. They must be good stewards of their collections, use their resources well to develop high-quality public programs and exhibitions, and embody the principles of good leadership in their administration.

Museums striving to put into action the principles outlined in AAM's 1992 report, Excellence and Equity: Education and the Public Dimension of MuseumsTM, will find similar guidelines in the recent E&E publication, New Visions:Tools for Change in Museums. This publication identifies those characteristics that can contribute to a museum's capacity to change and ultimately determine how well it will be able to serve the public. Among those indicators necessary for positive change are a clear mission statement, an ongoing strategic planning process, open communication, and constant inclusion of the community plannnig and decision-making.

Finally, this past year, AMA sent to all state attorneys general the most recent cdition of our Code of Ethics for Museums, thus widely disseminating the principles that guide the operations of AAM member institutions. The code defines museum governance as a public trust, emphasizes the importance of careful collections stewardship, and urges museums to create programs that will serve society.

The Mandel Center document is a mandate for all nonprofit institutions-museums included-to conduct their operations with a high degree of accountability. This is an important call to action for all AAM member institutions. By following both the principles outlined in "The Accountable Not-for-Profit Organization" and those specifically tailored for museums by AAM, museums will have at their disposal all the means necessary to fulfil their missions of public service in the most effective wav possible.

The Accountable Not-for-Profit Organization.

 Each not-for-profit organization holds a public trust to improve the quality of life.

The accountable organization clearly states its mission and purpose, articulates the needs of those being served, explains how its programs work, how much they cost,and what benefits they produce.

The accountable organization freely and accurately shares information about its governance, finances, and operations. It is open and inclusive in its procedures, processes,and programs consistent with its mission and purpose.

The not-for-profit organization is accountable to all those it exists to serve, all those who support it, and to society.

The accountable not-for-profit organization is responsible for mission fulfillment, leadership on behalf of the public interest, stewardship, and quality.

The Accountable Not-for-Profit Organization Is Responsible for:

Mission Fulfillment

Doing what it says it will do. Maintaining relevance by meeting needs in a changing environment.

Leadership on Behalf of the Public Interest

Enhancing the well-being of communities and society. Promoting inclusiveness. pluralism, and diversity within society. Educating the public, business, not-for- profit organizations, and government. including appropriate advocacy and lobbying.

Stewardship

Maintaining effective governance and management. Generating adequate resources, managing resources effectively, supporting and recognizing volunteers, and appropriately compensating staff. Avoiding conflict of interest and abuse of power

Quality

Striving for and achieving excellence in all aspects of the organization. Evaluating the total organization and its outcomes on an ongoing basis.

Museum News March/April 1996