The Nonprofit Board And Its Governance

1300 WordsMay 5, 20166 Pages
The nonprofit board and its governance are critical to an organization’s success. Brown (2007) stresses the need for governing boards to be informed, effective, and engaged, especially because the current environment (i.e. increasing competition for resources, etc.) demands high-quality board performance. The purpose of this paper is to examine existing literature as it relates to nonprofit board governance and performance. This analysis includes an examination of nonprofit boards’ roles, responsibilities, and functions along with a review of best practices. In addition, board roles and best practices, and their correlation to board performance is emphasized. Finally, a discussion of the practical implications of the literature as it relates to DavidsonWorks’ board ties the literature to real-world application. Roles and Responsibilities of Nonprofit Boards Work roles are ongoing activities that an individual performs in partnership with an organization to influence that organization’s output (Wright & Millesen, 2008). For nonprofit boards, strategies for success are difficult to create as boards strive to hold public trust while maintaining its institution’s mission and purpose (Wright & Millesen, 2008). Paramount to its success, a nonprofit board must understand its roles and responsibilities. The existing literature on nonprofit governance suggests board roles are widespread and varied (Brown & Guo, 2010). For example, in BoardSource (2004b) as cited by Zimmermann
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