Board Of Directors Discussion Paper

While I am unable to report on any personal experience functioning as a board member, I had the opportunity to observe board meetings as well as provide information regarding program performance and provide operational strategies that could support the growth of the agency. Having the privilege to observe board meeting gave me a sense of understanding the importance of nonprofit organizations developing a Board of Directors and their functionality. Board of Directors function in various capacities and assist with essential duties and responsibilities that govern the nonprofit organization (Renz, 2010). Although the board appeared complex in nature, the members of the board members were able to governance strategies that supported the organization’s mission, outcomes, goals and meet desirable benchmarks (Renz, 2010). After reading Joyce Johnson’s article (2014), I realize that my invitations were the initial stage of “courting.” My decision to decline the acceptance of being a board member relied heavily

With the increasing demands from the governments, nonprofit organizations are expected to be more market-driven and become more efficient service providers with the intent to implement more market-driven approaches and resolve complex social problems (Wellens & Jegers, 2014). Previously, being knowledgeable, motivated, and having a good relationship with members were attributes to become a board member (Wellens & Jegers, 2014). However, the demand of board members must include accountability, attending mandatory meetings, providing assistance when needed, competence, integrity, objectivity, ehtical behavior, and having the ability to use multiple principals of framework versus board member’s perception (Wellens & Jegers,