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fiduciary would examine the relationship of the addition to the museum s goal of becoming an educational resource as well as an exhibition space which may be more consequential consideration for the museum s long-term vitality. Similarly, a Type I college board presented with a slate of candidates for tenure might ask about the budgetary implications of the recommended appointments but not inquire about the fit between the faculty s expertise and the institution s strategic goals. In both cases, the board s financial blinders obscure important questions. Presented with an agenda, a Type I board proceeds reflexively, as if the goal were to complete a governance punch list. Discussions are brief, often perfunctory; committee and board votes are mechanical and pro forma. Dissent has no place. A good board does not get side-tracked or fall behind schedule. The typical agenda of a Type I board indicates how a group of intelligent people can be consumed by fiduciary tasks. Agendas are, of course, artifacts of bureaucracy designed to control and organize discussions that might otherwise meander unproductively. Imperfect as they are, agendas are valued precisely for this reason. But leadership creates value by interrupting such routine. A finance or facilities committee might have to approve a contract to repair a roof; however an entire agenda of routine matters all but guarantees that the board will add marginal value at best. A more consequential topic might be the larger question of deferred maintenance, unfunded depreciation, or the challenge of intergenerational equity the trade-off between funding today s needs and tomorrow s. Exhibit 3.2 offers some illustrative questions that invite boards to explore the deeper implications of fiduciary issues that often lie just beneath the surface.

3. Make whatever modifications are needed from the Options, File, or Animation tabs of the Optimize Images dialog box. 4. When you re finished, click OK to accept your changes or click Cancel to return to Dreamweaver without modifying the image.

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Source: Morningstar. Multiyear data provided are average annual returns. All data through June 2002.

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Don t accept an opportunity when you lack adequate time to prepare for it. Again, you risk coming off as being poorly informed. Don t take a chance when you feel uninformed on the key points that are likely to be raised. Also consider whether to appear when you haven t rehearsed your presentation or have not had time to find out about the interviewer. Most media members will try to make you look good. However, a few have agendas and have built their careers on demolishing guests. So think twice about going forward when you don t know enough about the person you re dealing with or you re on shaky ground with the material. Cautiously respond to requests for comments on your clients business. First, it s not your role; you are a consultant, a secondary source, and if they want reliable information, they should go to the source. Second, as close as you may be to your client, you may not know everything about that particular situation, including your client s plans and motivation. Your answers could be wrong and might embarrass or jeopardize your relationship with the client. Also avoid media opportunities if you have had insufficient media training. Frequently, this occurs the first time that you must give a press conference on negative or damaging developments. Prior to new situations, get help; call in professionals. Don t go it alone. The glamour of publicity can be alluring, especially when your past efforts have been successful, fun, or both. The temptation to repeat past successes is hard to suppress, and publicity efforts can provide a welcome break from the unrelenting pressures of your practice.

Configuring custom filename options when downloading images from a camera or card reader allows you to organize files much more usefully.

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GLOBAL IDENTITY THEFT AND MONEY LAUNDERING RING Identity theft is fast becoming a global problem Technology, worldwide criminal networks, and greed all contribute to this fact Other troubling aspects combine to making identity theft deadly at times As we have seen earlier in this book, identity theft and credit card fraud are white-collar crimes, and there is often the mistaken perception that violent crimes are not associated with them That is not necessarily the case; crime knows no restrictions In addition, it is quite common that a major investigation starts down one path but ends up going in many different directions as additional crimes are discovered That was what happened in an investigation that started in Maryland in the mid-1990s but soon spread to many other states and countries around the world.

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