The “forensic audit” of the operation of the Board of Trustees of the Barnes Foundation during the mid 1990’s, which was recently made public in the current Foundation litigation, contains a host of vivid examples of how not to run a nonprofit Board.

It shows contracts between the president and persons with whom he had close business relationships which were not reviewed or approved by the Board, failure to develop a serious fund raising plan while suffering consistent annual deficits, failure to change investment policies when authorized by the court, and a number of odd real estate and other transactions not considered by the Board.