Dear TCAN supporter!

The TCAN board of directors has four problems.

1. A problem in following procedures established by the board itself.
2. A problem with the absence of knowledge based decision making for important decisions.
3. A problem with understanding the concept of the relationship between a Board and an organization’s chief executive.
4. The most Important problem is that the TCAN board seems to believe that it is responsible to no one, that their decisions are the sole business of the board and the public and more specifically, the membership.

Examples of a failure to apply the principles of due diligence to important decisions:

• A decision to approve an architectural plan that would have placed all of the bathrooms upstairs in place of our gallery area outside of the main hall. This decision, which as you may know was subsequently rescinded, was taken without fully considering the best and highest use of space. The decision was made unilaterally and without consideration for my views on the matter during the decision process as the individual most familiar with the operation.
  
• A recent vote to change our name to “The Center for Arts” and getting rid of “TCAN” and natickarts.org. The concern was a too close identification with the town of Natick. Had the proponents tried a web search on the new name, conducted research into the cost to TCAN in terms of identity loss, constituent confusion, lost visibility, and operational cost to implement then presented their findings objectively, it would never have even so much as come to a vote. With a complex organization that runs 380 events a year as well as a full time teaching program, any such change requires very careful assessment.
  
• The fundraiser fiasco (The TCAN board decided to hire a Director of Development at an exorbitant rate without a thorough search and without advertising for the position publicly) is an excellent example of the failure of the BOD to follow process, engage in knowledge based decision-making and to allow the CEO to do his job.

Following the organizations own internal processes is of critical importance.
TCAN's hiring policies ensure accountability and provide protection to both employees and BOD members. These policies were approved by the Board in February, 2003

These policies are intended to provide protection both to the employees of TCAN as well as Board members to ensure adherence to related labor laws, to make sure hiring and compensation policies are carried out in a moral, fiscally responsible and equitable manner.

The recent board appointment in question bypassed all the board established processes notably that:

• The Executive Director is to have the hiring authority over all associates
  
• All open positions must be posted openly for the benefit both of employees, volunteers and external candidates who may wish to apply.
  
• All permanent positions are required to report to the Executive Director.
  
• The position was not benchmarked against similar positions in eastern Massachusetts to ensure that salary ranges are competitive without being excessive. On this basis, the compensation package offered to the Director of Development is excessive, and worse, not tied to results.

Employment and compensation decisions also affect the morale of employees. High morale is critical to TCAN which relies on the ambassadorship of employees' in their constant interaction with the community at large to foster community involvement,

TCAN employees are key contributors to our success by securing and maintaining the volunteer workforce to staff events, maintain the facility and infrastructure, conduct membership and other drives, and assist with special projects.

High morale among TCAN employees is a key contributor to the success of arts events as well, affecting attendance as well as financial support. TCAN employees and volunteers encourage neighbors and friends to donate money and time, attend concerts, and "spread the message".

The board must come to realize that the most educated operational decisions are made close to the performance stage, gallery or classroom floor....not the boardroom.

The board must come to understand:

• TCAN leaders are accountable to the community for their actions.
  
• TCAN's roots are in community activism and involvement. Natick and the surrounding communities feel personally vested in the success of TCAN, as evidenced by the vibrant and diverse volunteer base and membership demographics.
  
• Decisions relative to TCAN operation and future will ultimately be tried in the court of public opinion. Citizens must believe that TCAN leaders act in their best interest. The press must believe that TCAN holds itself and others to a high standard of conduct. Both are critical to the enduring good will of the public, and its continued financial support.

George Fiske is right about one thing when he said "We had come to the conclusion that we were not able to function the way we should." However, following the organizations own policies, procedures and guidelines along with operating responsibly would silence my ongoing moral, fiscal and other concerns simultaneously correcting the lions's share of differences we have in "operating style".

Finally, I have led this organization from NOTHING to something pretty spectacular. NEVER have I received any indication that I was not performing up to standard. It is interesting the board under the leadership of George Fiske chooses now to decide that I have not been doing my job. However, I think, and hope you agree, that any such assertion in the light of the results we have achieved together, is frankly ludicrous.

I look forward to your thoughts and suggestions about how we can work together to require that TCAN leadership remains faithful to its founding principles and the members who support them.

Sincerely

Michael D. Moran