This document outlines the key learning outcomes and concepts from an e-portfolio scouring assignment on nonprofit governance and volunteer management. Some of the main topics covered include the history of volunteerism and nonprofit governance in the US, developing and implementing effective volunteer programs, the legal context of nonprofit governance, and governance models and roles. It also summarizes several frameworks for understanding governance, including three modes of governance, keys to successful governance, and how to manage volunteers effectively.

1. NMP 635
E-Portfolio Scouring Assignment #1

2. Learning Outcomes
• the history of volunteerism within • how to develop and implement a
American society
volunteer program, from
identification and recruitment of
volunteers to orientation and
• important trends and basic facts training, assignment of
duties, supervision, evaluation and
about volunteerism
stewardship
• the legal context which informs the
nonprofit governance process
• the roles that volunteers play
within nonprofit organizations and
the professional networks which
support those who volunteer and
those who manage volunteers
• board development strategies
• how to ready one’s organization
for volunteer involvement
• how to design an effective
program, tailored to one’s specific
context.
• the history of nonprofit
governance in United States
• board and meeting
process, structure and management
• methods for board self-assessment
• the role and value of governance
in nonprofit context
• essential governance tasks and
duties of individual directors
• governance models and types
• governance sore spots and
troublesome issues

3. Chait, Ryan & Taylor (2005): Governance
as Leadership
Three Modes of Governance
Fiduciary Mode
Strategic Mode
Generative Mode
• Asset and finance focused
• Bureaucratic frame
• Fiscally conservative
• Meetings only place where business
held
• CEO holds most leadership
responsibility; board mainly oversight
• Board organized according to
administrative functions
• Strategic plan focused
• Board works with staff to establish
priorities
• Board interested in external forces
and competition
• Board organized according to
strategic priorities
• Board very involved in strategy
implementation
• Reflective governance interested in
questions and sense-making
• Correctly identifying problems from
multiple points of view informs
approach
• Board sees themselves as inventive
leaders
• Organizational learning important to
functioning
• Values-based direction
“When organizations reframe governance as leadership, the board becomes more than a fiduciary of tangible
assets and more than management’s strategic partner, as vital as those functions are. The board also becomes a
crucial and generative source of leadership for the organization.” (p. 182)

4. Gill (2005): Governing for Results
Strong board + staff
leadership
Positive Executive
Director and Board
working relationship
Effective meetings
and work plans
Clarity in
roles, relationships
and expectations of
the board, board
members and the
CEO
Balance of stability
and flexibility in face
of changing
environment
Keys to
Successful
Governance
Conflict resolution
High stakeholder
agreement on
organizational
values, mission and
objectives
Respect for
organizational norms
and board decisions
within spirit of team
work
Trust and team-work
Good board
development
Consensus decision
making
• Orientation, training, te
am-building, member
recruitment
Effectiveness
assessment of board
and CEO
pp. 122-123

5. McCurley & Lynch (2011): Volunteer
Management
The first step in an effective program is to understand that
motivations for volunteering range from altruism to
selfishness. Their duration can be long-term to shortterm, and their loyalty deep to fleeting.
Well planned volunteer programs include a vision for
volunteer involvement and a design that allows for individual
motivations that serve the organization’s mission.
Since early in the history of the U.S., volunteers
have played a vital role in our society. Properly
managing them is necessary for organizations to
be successful.
Not all volunteers are created equal, and fit with job
functions, along with regular and honest feedback, will
provide for the best possible benefit to both the volunteer
and the organization.
Volunteers are staff members, though unpaid. They deserve
and require gratitude, job satisfaction, development and
advancement, participation, leadership and evaluation
commensurate with their commitment, effectiveness and
experience.

6. References
Chait. R.P., Ryan, W.P. & Taylor, B.E. (2005). Governance as Leadership:
Reframing the work of nonprofit boards. Hoboken, NJ: John Wiley &
Sons, Inc.
Gill, M.D. (2005). Governing for Results: A director’s guide to good
governance. Victoria, B.C.: Trafford Publishing.
McCurley, S. & Lynch, R. (2011). Volunteer Management: Mobilizing all
the resources of a community. Plattsburgh, NY: Interpub Group
Corporation.