0.7 Chapter five: new initiatives and economic shocks, 1982-1987  (Page 9/18)

While the consultants were doing their work, the trustees took steps to re­solve organizational problems by revising the board committee structure. First, on Goelet's urging, the board established an executive committee, which was to concern itself with all aspects of the Society's operations. But the committee nei­ther covered new ground nor focused on the top-priority issues. At the Febru­ary 1985 trustees meeting, the executive committee reported that the Society needed "to strengthen [its]financial resources." The committee also recom­mended that the Society further expand its public programs, reestablish its pub­lications program, and revive the New-York Historical Society Quarterly. It also spearheaded a new public program that was to provide a summer workshop for New York high school history teachers. To pay for this expansion, the commit­tee urged the Society to retain professional counsel to help it pursue a multifaceted fundraising program that would include "not only the Society's present annual appeal campaign, membership recruitment efforts and proposals for var­ious projects to corporations and foundations, but also a capital fund drive and a benefit program." In a response that was typical of this period, the board deliberated over the recommendations of the executive committee but could not reach a consensus, and "it was agreed to refer the matter again to the executive committee for further consideration."

The board was becoming ever more preoccupied with its own structure. A new committee on publications was established, as was a committee on by-laws and organization. In addition to the executive, publications, and by-laws com­mittees, there were also committees on membership and development, on edu­cation, and on law. The executive committee recommended that Goelet appoint an additional committee to study the organization and work of the board. In all, there were twelve committees for a board that consisted of twenty-one sitting members (although the nominations committee had recently recommended that the number of board members be increased to twenty-nine).

Against the backdrop of seemingly chaotic procedural machinations of the board, personal tensions were growing between certain board members. Appar­ently, one group of trustees thought Goelet should be replaced as board president, and another remained loyal to him. One outcome of this brewing conflict was the creation of a new position, chairman of the board. At a special meeting of the trustees, held in January 1986, Goelet was elected to that office. In the interest of diluting Goelet's power, however, the office of board president was not eliminated, and Albert Key, a successful investment banker, was named to that post.

In many cases, the work of the various committees awaited the results and recommendations of the consultants. An example will help demonstrate how dif­ficult it had become for the Society's board to take action. In a major study on rev­enue sources conducted by the membership and development committee, recommendations in four of the seven areas hinged on studies that had not yet been completed. The seven areas were as follows: