Anderson Shouldn't Resign -- Tough Ethics Report Not An Indictment Of Career

SEATTLE Center director Virginia Anderson should not compound one mistake with another.

Anderson erred three years ago when, as the Center's new director, she failed to confront openly the complications posed by her own and her husband's personal and professional involvement with the Pacific Northwest Ballet.

It would be another, equally unfortunate mistake, however, if Anderson were to resign or be forced out of her present position. She is, as her many supporters have been saying for years, an exceptionally capable public administrator.

This week's headlines don't change that reality. But they do highlight an issue of enduring importance for officials who are entrusted to conduct the public's business: Relationships that offer potential for personal gain must be avoided.

Anderson's husband, two mayors - Charley Royer and Norm Rice - and numerous City Council members who value Anderson's work also are at fault. With Anderson they overlooked relationships that deserved scrutiny in a city with squeaky-clean ethical standards and one of the country's tougher ethics codes.

Here's what they overlooked:

Anderson is a former member of the PNB board of directors. Her husband, Rick Redman, replaced Anderson on the PNB board when she became Center director. Redman owns and operates the Sellen Construction Co. Before Anderson became Center director in mid-1988, Sellen won a $4 million contract from PNB to remodel a Center building for use by the ballet company. Anderson has been involved in changes in both the PNB lease arrangement with the city and in the remodeling project.

Asked to look into a possible conflict of interest in the Anderson-Sellen-PNB connections, the city's ethics investigator, Alan Miller, this week concluded that Anderson had violated both the city's ethics code and state conflict-of-interest laws.

Miller's report is thorough and convincing as to the specific instances in which he believes Anderson failed to comply with the law.

It is not, however, an indictment of her career as a public official. And nothing in the report suggests that Anderson should not remain as Center director.

Miller's report is a strong reminder that even the most respected public officials cannot ignore city and state conflict-of-interest laws. Cozy relationships will always exist in and around City Hall. Laws intended to protect the public from those who would abuse such relationships apply also to those whose only aim is responsible public service.

Heightened sensitivity to that fact three years ago could have produced a simple and fair solution far short of nullifying either marriage vows or construction contracts: The city's Department of Administration could be managing the PNB-Sellen contract; Anderson conducting all other business of the Seattle Center.