Written 6651

profileBlkqn4lye
Wk4AssgnNewtonD.docx

Running head: NONPROFIT BOARD OF DIRECTORS 1

NONPROFIT BOARD OF DIRECTORS 6

Nonprofit Board of Directors

De’Vaka Newton

Professor Kristin Dailey

HUMN 6651

December 23, 2018

Effective governance is a source of strategy, direction and control for nonprofit organization. It helps ensure there is accountability, assurance of success and oversight. Board leaders, who embrace team work, are skilled and experienced in their roles are great influencers of success for any business organization. Any board needs a specific, well outlined plan for recruitment, orientation, training and retention of members. A good relationship is also essential between the board and executive director. Any executive director should be recruited, selected and succeeded through a well-defined and implemented plan. All these are important for organizational as well as board operations. The organization of focus in this paper is SisterLove Inc.

Knowledge, Skills and Experience Required for Individual Board Members.

A board of governance or directors in any given organization needs knowledge required for organizational success. Knowledge possessed by a given board of directors should closely relate to the mission, vision and objectives of a given organization (Good, 2017). Considering SisterLove Inc., being a counseling and educative organization, board members need a variety of knowledge. One of the requirements is organizational knowledge (Steve, n.d). Knowledge about organizational activities helps come up with appropriate plans, helpful for growth and goal achievement (Cullen et al., 2017). Also, knowledge in guiding and counseling is essential for efficient handling of clients. Lastly, knowledge about each other creates a source of strength for the board knows how to deal with each other in matters pertaining to organizational growth.

Apart from knowledge, any members of board at SisterLove need skills. Skills in guiding and counseling are essential for effective board operations (Berezinets et al., 2016). They help ensure the right thing is done by each member and that members can offer counseling to each other in case of problems. Commitment is a very important skill. Through commitment to SisterLove, older members offer opportunities for new ones to learn. They communicate, commute and fundraise for organizational development (Berezinets et al., 2016). Leadership skills, problem solving skills and thinking skills are essential for any decisions for they help come up with better decisions for organizational development. Thus, in any organization, skills are an important part of growth and improvement.

Experience makes it fast to perform activities in the shortest time possible. Risk management experience is essential for SisterLove board of directors. Non-profit experience is important (Berezinets et al., 2016). It helps ensure members do not carry out because of payment. I addition, finance and experience are essential for proper accountability. Therefore, experience, skills and knowledge provide a foundation for organizational growth.

Board Executive Director Relationship and Oversight

Board of directors governs staff and oversees all organizational activities. It is a source of counsel to management. However, effective operations and management requires understanding own responsibilities (Garg & Eisenhardt, 2017). Nonprofit board of directors has specific roles different from executive director. Directors ct with authority and power for the good of organization. In organization like SisterLove Inc, which are nonprofit, a board’s decision-making abilities only be determined by arrangement or structure of board (Garg & Eisenhardt, 2017). The board of directors mainly relies on executive director for any information regarding organizational needs. Nonprofit board of directors choose and work with executive director to implement laws, budget approval and making strategic plans and ensure it is succeeded. Thus, any nonprofit executive director offers direction and guidance to board of directors.

Board Recruitment, Orientation, Training, and Retention

Both Board members in any organization are recruited, oriented and trained. Retaining any given board of director member requires many strategies in place. Planning is essential on how to recruit, orient, train and ensure they remain on board (Zouridis & Steur, 2017). Orientation acquaints new members to the board to ensure they prepare to be part of board. Orientation takes place well in presence of orientation manual. A nominating committee takes responsibilities of any orientation process that occurs in any organization (Zouridis & Steur, 2017). However, for any orientation to be done with serious, an orientation policy is essential.

Training of board members takes two forms; initial orientation and ongoing training. Continuous training is essential for excellence in organizational performance. Training offers maximum capacity to perform organizational duties (Barlow, 2017). It can happen during meetings, retreats, seminars and during any planned workshop. Training is essential for it improves knowledge, skills and overall performance in an organization (Barlow, 2017). Efficient and well-planned training requires a calendar with well outlined and selected topics by responsible committee.

Hiring, managing and retaining members of board in an organization take long processes. Presence of staff is strength to any organization. Recruiting new employees in any organization requires informed decisions (Cullen et al., 2017). Management of board of directors ensures there is mutual respect among members. Retention is also essential to reduce costs incurred recruitment (Cullen et al., 2017). Thus, training, recruitment, hiring and retention are essential for board of directors to perform. Plan for recruitment, training, orientation and retention are common for both members and executive director as shown in appendix.

Therefore, a board of directors in any organization comprises of people with different essential skills, knowledge and experience that conform to mission, objectives and vision. Executive directs for any board of director is the final say in an organization. Executive directors oversee other board members. They pass any important information required. They also offer guidance and careful decision making.

Appendix

Sample Recruitment, Orientation, Hiring, Training and Retention Plan

Transition Communication

For each group, identify appropriate members to inform and how to inform about transition. That is, right medium and message to communicate.

Key Meetings for Training and Orientation

All resources needed, manual, for training and orientation are to be assembled and readily prepare for use. Meetings will provide a good time for orientation and training. All records should be well kept.

Hiring

Hiring will only take place after full assertion that the recruited member full satisfies that they have qualities. It will only take place hiring office and outcome released after full vetting.

Retention

Being a non-profit organization, retention is important. Retention can be achieved in several ways. Only hardworking individuals are worthy retaining. Allowances can be given to members after meetings as a motivating factor to work harder.

Succession

Only a qualified nominated person with long membership can succeed a current executive director in organization.

References

Barlow, J. (2017) Commitment and quality training are the keys to effective non-profit Boards Retrieved from https://www.boardeffect.com/blog/commitment-quality-training-keys-effective-non-profit-boards/

Berezinets, I., Garanina, T., & Ilina, Y. (2016). Intellectual capital of a board of directors and its elements: introduction to the concepts. Journal of intellectual capital, 17(4), 632-653.

Cullen, L., Hanrahan, K., Farrington, M., DeBerg, J., Tucker, S., & Kleiber, C. (2017). Evidence-based practice in action: comprehensive strategies, tools, and tips from the University of Iowa hospitals and clinics. Sigma Theta Tau.

Garg, S., & Eisenhardt, K. M. (2017). Unpacking the CEO–Board Relationship: How strategy making happens in entrepreneurial firms. Academy of management journal, 60(5), 1828-1858.

Good, B. (2015). Successful boards, sustainable organizations: a guide to nonprofit board tools (Doctoral dissertation, Humboldt State University).

Steve, M. (n.d) Qualifications to Serve on a Board of Directors Retrieved from https://work.chron.com/qualifications-serve-board-directors-13812.html

Zouridis, S., & Steur, B. (2017). Beyond good governanace–The case of the Netherlands.