Running head: IMPORTANCE OF SELF-EVALUATION 1 IMPORTANCE OF SELF-EVALUATION 2 Importance of Self-Evaluation De’Vaka Newton HUMN 6651 Professor Kristin Daily January 26, 2019 Board Self-Evaluations Non-profit organizations are run by board of governance that is tasked with ensuring that the goals and the objectives of the organization are achieved through mobilization of resources and overseeing the day-to-day activities. The role of the board members cannot be overlooked as they are the key drivers of the organizations (Bruni-Bossio et al., 2016). The board must, therefore, be developed and especially when the question of their skills, abilities, competencies and work knowledge comes in. Board development simply means that there are efforts put in place to ensure that skill deficiencies are easily identified and addressed (Shi et al., 2017). One of the ways of ensuring that the board development efforts are a success is through board self-evaluations. Self-evaluations means that each board member is able to analyze their weaknesses and strengths and tell the key areas that they feel they still need to improve on or they may need to be trained on. Board self-evaluations are very critical in board governance as they build competent teams; they clearly indicate the key achievements of the team, and act as guidance to the directors, reduce internal conflicts and ensure a good financial stewardship. A Competent Team is Created The board self-evaluations ensure that there is a competent board that is committed to good staff leadership. Through the self-evaluations, each member gets to know their strengths and weaknesses (Pigé, 2017). The areas that need improvement are pointed out and each member gets down to trying to become the best versions of themselves (Shi et al., 2017). The results are a competent team; a team that is aware of their weaknesses and works to eliminate them. A competent board means that they are equipped to handle the operations of the organization and are drivers of change towards the fulfillment of the set goals and objectives. Shows the Achievements of the Board Through the board evaluations the full board is able to know their competencies and achievements as a group. Positive change is thus created especially because the members are assured that whatever they are doing has been a success (Vandebeek et al., 2016). Getting feedback on the overall performance is a motivation to all the members (Louizi & Kammoun, 2016). Hard work for the board members is always a thankless effort and accomplishment and pointing out the strengths helps to propel the team to achieve even the more by building on what they have already achieved in the previous projects and assignments (Louizi & Kammoun, 2016). The goals of the organization become easy to achieve when the team knows their strengths and weak.

1. Running head: IMPORTANCE OF SELF-EVALUATION
1
IMPORTANCE OF SELF-EVALUATION
2
Importance of Self-Evaluation
De’Vaka Newton
HUMN 6651
Professor Kristin Daily
January 26, 2019
Board Self-Evaluations
Non-profit organizations are run by board of governance that is
tasked with ensuring that the goals and the objectives of the
organization are achieved through mobilization of resources and
overseeing the day-to-day activities. The role of the board
members cannot be overlooked as they are the key drivers of the
organizations (Bruni-Bossio et al., 2016). The board must,
therefore, be developed and especially when the question of
their skills, abilities, competencies and work knowledge comes
in. Board development simply means that there are efforts put in
place to ensure that skill deficiencies are easily identified and
addressed (Shi et al., 2017). One of the ways of ensuring that
the board development efforts are a success is through board
self-evaluations. Self-evaluations means that each board
member is able to analyze their weaknesses and strengths and
tell the key areas that they feel they still need to improve on or
they may need to be trained on. Board self-evaluations are very
critical in board governance as they build competent teams; they
clearly indicate the key achievements of the team, and act as

2. guidance to the directors, reduce internal conflicts and ensure a
good financial stewardship.
A Competent Team is Created
The board self-evaluations ensure that there is a competent
board that is committed to good staff leadership. Through the
self-evaluations, each member gets to know their strengths and
weaknesses (Pigé, 2017). The areas that need improvement are
pointed out and each member gets down to trying to become the
best versions of themselves (Shi et al., 2017). The results are a
competent team; a team that is aware of their weaknesses and
works to eliminate them. A competent board means that they are
equipped to handle the operations of the organization and are
drivers of change towards the fulfillment of the set goals and
objectives.
Shows the Achievements of the Board
Through the board evaluations the full board is able to know
their competencies and achievements as a group. Positive
change is thus created especially because the members are
assured that whatever they are doing has been a success
(Vandebeek et al., 2016). Getting feedback on the overall
performance is a motivation to all the members (Louizi &
Kammoun, 2016). Hard work for the board members is always a
thankless effort and accomplishment and pointing out the
strengths helps to propel the team to achieve even the more by
building on what they have already achieved in the previous
projects and assignments (Louizi & Kammoun, 2016). The goals
of the organization become easy to achieve when the team
knows their strengths and weaknesses.
Acts as Guideline to the Directors
The directors also benefit from the board evaluations that are
done. The directors get to know what the team has been doing,
what they have achieved and what should be done differently to
ensure that the goals, mission and the vision of the organization
are attained (Louizi & Kammoun, 2016). Goals can only be set
when the directors know how much they can achieve with the
team on board and self-evaluations are the best tools to give the

3. results (Rowley et al., 2017). The directors are able to commit
themselves to the goals and also improve the effectiveness when
areas of weaknesses and strengths are presented and made clear
to them.
The Self-Evaluations Reduce Internal Conflicts
One of the major causes of conflicts in organizations is skill
mismatch. Skill mismatch simply means that a staff member has
inadequate skills that do not match their job and they end up
frustrated. Inadequate skills means that one cannot perform to
the required standards and such is a great disadvantage to the
firm (Shi et al., 2017). In most non-profit organizations, the
board works as a team and they are always meant to achieve
collectively. In the event that one of the members cannot hit the
required standards of work then internal conflicts become the
order of the day (Bruni-Bossio et al., 2016). The self-
evaluations help each individual member of the board to know
what they can do better using the skills they posses and whether
they can meet the work targets with their skill set. Each member
is thus assigned what they can comfortably handle and training
programs are arranged if necessary. Harmony is ensured in the
organization and the board works as a team to realize the
mission and the vision of the organization.
They are a Source of Good Financial Stewardship
Non-profit organizations are entrusted with resources which
they are meant to use in an attempt to uplift the welfare of a
certain group of people or to solve an identified social problem.
Good stewardship means that the board can adequately plan and
allocate the resources with utmost transparency and credibility
(Bruni-Bossio et al., 2016). Having an incompetent board is one
of the causes of mismanagement of funds in the organizations
(Pigé, 2017). The self-evaluations show the members who can
be trusted with the financial resources of the organization. Good
stewardship is ensured. Such is a great way to win the trust and
loyalty of the organization’s donors.
In conclusion, the role of the board of governance in non-profit
organizations cannot be underestimated. They are the change

4. makers in the organizations and ensure that the stakeholders are
guided towards the fulfillment of the set goals and objectives.
The board members, however, need to be evaluated to ensure
that their weaknesses and strengths are identified. The self-
evaluations are extremely important as they clearly show what
the team has achieved; the key areas that require training, guide
the directors in the setting of goals and formulation of strategies
and also ensure that there is a good financial stewardship.
References
Bruni-Bossio, V., Story, D. C., & Garcea, J. (2016). Board
governance in the nonprofit sector: Role-performance
relationships of directors. The Innovation journal, 21(1), 1.
Louizi, A., & Kammoun, R. (2016). Evaluation of corporate
governance systems by credit rating agencies. Journal of
management & governance, 20(2), 363-385.
Pigé, B. (2017). Stakeholder theory and corporate governance:
the nature of the board information. Management: journal of
contemporary management issues, 7(1), 1-17.
Rowley, T. J., Shipilov, A. V., & Greve, H. R. (2017). Board
reform versus profits: The impact of ratings on the adoption of

5. governance practices. Strategic management journal, 38(4),
815-833.
Shi, W., Connelly, B. L., & Hoskisson, R. E. (2017). External
corporate governance and financial fraud: Cognitive evaluation
theory insights on agency theory prescriptions. Strategic
management journal, 38(6), 1268-1286.
Vandebeek, A., Voordeckers, W., Lambrechts, F., &
Huybrechts, J. (2016). Board role performance and faultlines in
family firms: The moderating role of formal board
evaluation. Journal of family business strategy, 7(4), 249-259.
Running head: STRATEGIC THINKING AND PLANNING FOR
NONPROFITS 1
Strategic Thinking and Planning for Nonprofits
De’Vaka Newton
Walden University
HUMN 6651
Professor Kristin Daily
January 18, 2019
Strategic Thinking and Planning
Strategic thinking is basically a planning process that involves
innovation, operational planning and strategic planning in an
attempt to develop business strategies that have a greater chance
for success. Strategic thinking is all about getting new ways and
procedures of accomplishing the business goals and objectives

6. (Chang et al., 2016). Strategic thinking and planning plays a
critical role in carrying out the mission and the vision of a
nonprofit organization. The process ensures that the business
goals that are stipulated in the mission and the vision statements
are achieved more rapidly (Gratton, 2018). Strategic thinking
and planning mean that the board and the executive directors
are actively involved in developing news of accomplishing the
business goals. Such ensures that the organization is governed
towards the achievement of the set business goals and
objectives (Rhine, 2015). A strategic mindset also ensures that
the resources needed to accomplish the business goals are
determined and utilized appropriately. Having the required
resources is one of the ways of ensuring that an organization
accomplishes the set goals and objectives with ease. Strategic
thinking and planning also ensures that the organization remains
proactive and is determined to overcome even the toughest
times. Business success and sustainability ate not compromised.
The management of the organization is able to understand and
see the big picture of the organization, where the organization
ought to be and what is needed to get the business there.
Strategic thinking and planning has basically six elements that
are crucial and must be addressed by the business management.
The elements are tools for analysis, strategic purpose, values,
vision, key goals and action planning. Tools for analysis are the
different ways the management and the board use to know what
is working and what essentially need to be worked on for the
overall success of the business (Wolf & Floyd, 2017). One of
the widely used tools for analysis is the SWOT analysis that
help to address both the external and the internal environment
of the organization for the development of competitive
strategies for the organization. Strategic purpose or mission
clearly states why the organization exists and helps the
management get the bigger picture of the business goals and
how to get them done (Chang et al., 2016). Nonprofit
organizations are some of the businesses that survive through
clear definition of their mission so that donors can know why

7. the organization is in existence before they fund the operations
of then firm. Values define the culture of an organization and
the clarity of the values ensures that the culture that is upheld in
the organization supports the vision and the purpose (Gratton,
2018). Key goals refer to the accomplishments that the business
must make at the end of the day as indicators of successful
mission and vision. Action planning identifies the different
ways to get the goals accomplished. Action planning defines
responsibilities; who should do what and when. Without an
action plan the whole strategic thinking and planning process
would be a mere talk and a waste of time.
The board of a nonprofit organization plays a key role in
developing the strategic plan. The board sets the direction for
the organization that acts as the pillar for the strategic plan. The
business direction identifies the key values, the mission and the
vision of the organization so that the strategic plans are aligned
to the business goals (Mendel, 2017). The board also does an
analysis of the dynamic business environment and
communicates the key changes that may be required for the
success of the strategic plans (Wolf & Floyd, 2017). The board
also communicates the strategic plans and key responsibilities
to ensure that the team move towards the same business
direction and are bound together by the common business goals.
For a nonprofit organization, for example, the board focuses on
developing the organization, managing the donors and the staff,
and also fundraising in support of the business mission and the
vision statements. The board acts as the driver of the whole
strategic thinking and planning process and ensures that the
business remains proactive to grab opportunities as they present
themselves.
Communications
The board of a nonprofit organization has a role to play in
communicating the strategic plans, the business goals and
objectives. The board ensures that the team members are
educated and informed on the business key goals and action
plans that will drive the organization towards success (Wolf &

8. Floyd, 2017). Key responsibilities that each is meant to play are
also stipulated to ensure that conflicts and misunderstandings
are eliminated and the organization focuses on the core business
of service delivery to the beneficiaries (Bryan, 2017). Key
business milestones and notable success stories are also availed
to all stakeholders to assure them that the organization is
achieving and that the resources contributed are utilized
appropriately. Business strategic plans are also communicated
by the board to the team so that the future of the organization
remains clear to the members and that everyone gets a sense of
direction. When all the above are made clear through proper
communication channels, business relationships are established
among all the stakeholders.
Outreach
The board of a nonprofit organization has a role to play in
ensuring that the outreach efforts are a success. Nonprofit
organizations are meant to work in close relations with the
community served and if the outreach efforts are not effective
then the organization faces a hard time trying to deliver the
services to the beneficiaries (Brown, 2016). The board ensures
that the needs of the community are clearly defined and
researched on by carrying out surveys among the people
(Gratton, 2018). The board also arranges for community events
that bring the management of the organization and the people in
the community together. They share information and the
management can easily identify the most crucial areas to
address and the needs of the people around them.

9. References
Brown, W. (2016). Teaching strategic management to nonprofit
students. The journal of nonprofit education and
leadership, 6(3).
Bryan, T. K. (2017). Multilevel learning in nonprofit
organizations: Exploring the individual, group, and
organizational effects of a capacity building program. The
journal of nonprofit education and leadership, 7(2).
Chang, J. N., Seetoo, D. H., Yu, C. M., & Cheng, C. Y. (2016).
Relational management mechanisms for strategic alliances
among nonprofit organizations. VOLUNTAS: International
journal of voluntary and nonprofit organizations, 27(5), 2458-
2489.
Gratton, P. C. (2018). Organization development and strategic
planning for non-profit organizations. Organization
development journal, 36(2), 27.
Mendel, S. C. (2017). Workarounds in nonprofit management:
Counter theory for best practices innovation. Journal of
ideology, 38(1), 2.
Rhine, A. S. (2015). An examination of the perceptions of
stakeholders on authentic leadership in strategic planning in
nonprofit arts organizations. The journal of arts management,
law, and society, 45(1), 3-21.
Wolf, C., & Floyd, S. W. (2017). Strategic planning research:
Toward a theory-driven agenda. Journal of management, 43(6),
1754-1788.
Running head: MANAGEMENT OF NONPROFITS
1

10. MANAGEMENT OF NONPROFITS
5
Management of Nonprofits
De’Vaka Newton
Walden University
Humn 6651
Kristian Dailey
January 5, 2019
Legal and Ethical Responsibilities
Nonprofit organizations, just like any other organization, are
tied to certain legal and ethical responsibilities which the board
must ensure that they are met. The organization must seek legal
registration before commencement of any project or program
(Renz, 2016). The government must be aware that the
organization exists and seeks financial aid from donors and the
public at large. Annual reports must be provided to the
government and the public as a way of showing transparency in
the operations of the organization (Berman, 2015). Nonprofits
are required to publish their financial reports at the end of each
financial year and ensure that all the stakeholders have access
to the publications (Zietlow et al., 2018). The reports show the
donations collected over the year, the projects funded, the list
of donors, achievements and the unaccomplished programs. The
reports are also an indication that the organization is committed
to bring the anticipated social change through seeking financial
aid from donors. Legal and ethical compliance ensures that the

11. organization avoids unnecessary lawsuits from individuals and
even the government.
Policy Formulation
The operations of nonprofit organizations are guided by well-
stipulated policies and guidelines that the board should adopt.
The code of ethics policy is one of the most crucial and ensures
that the directors, donors and the employees are in a position to
report instances of unethical behavior and also states that there
will be no retaliation regarding any reporting on the pursuant of
the policy (Zietlow et al., 2018). The funds collection policy
stipulates the procedure for conducting fundraisings in the
organization and how donors will be sourced (Berman, 2015).
There is also the spending policy that dictates the way the
organization will be spending all the funds collected and how
the listed beneficiaries will be allocated the funds. The gift
acceptance policy guides on the type of gifts and donations that
the organization receives and the procedure of making the
donations. The policy helps to minimize inconveniences to
donors.
Fundraising
Nonprofit organizations rely on the generosity of donors for
financial assistance and the funding of all their projects and
programs. The board members have various responsibilities
bestowed on them regarding fundraisings that are conducted
(Zietlow et al., 2018). They should draft written agreements on
how the donations received will be utilized. Such helps to build
relationships with the donors and also to win their trust and
loyalty (Berman, 2015). The board members should ensure that
there is accountability in the way the fundraising programs are
arranged and conducted. They should also ensure that there is
transparency in the way the funds collected are spend in the
projects of the organization. Sourcing of funds and any other
form of assistance from the potential donors and ensuring
maximum openness is a sensitive area that most organizations
cannot effectively manage.
Financial Oversight

12. The organization’s board is also responsible for overseeing the
financial performance of the firm. The board should ensure that
the there is establishment and compliance with the proper
financial controls and systems (Bryce, 2017). The board is also
responsible for all budget approvals in the organization. The
financial health of the organization should also be evaluated
regularly and communicated to all stakeholders (Berman, 2015).
The analysis of the financial health of the organization ensures
that the board can easily tell the sustainability of the
organization and the ability to fund all the projects and
programs.
References
Renz, D. O. (2016). The Jossey-Bass handbook of nonprofit
leadership and management. John Wiley & Sons.
Bryce, H. J. (2017). Financial and strategic management for
nonprofit organizations. Walter de Gruyter GmbH & Co KG.
Zietlow, J., Hankin, J. A., Seidner, A., & O'Brien, T.
(2018). Financial management for nonprofit organizations:
Policies and practices. John Wiley & Sons.
Berman, E. (2015). Performance and productivity in public and
nonprofit organizations. Routledge.
Running head: NONPROFIT BOARD OF DIRECTORS
1
NONPROFIT BOARD OF DIRECTORS
6
Nonprofit Board of Directors

13. 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

14. 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

15. 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

16. 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
Foreach 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

17. 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.
Running head: ROLES AND RESPONSIBILITIES
1
BOARD ROLES AND RESPONSIBILITIES
5
Board Roles and Responsibilities
De’Vaka Newton
Walden University

18. HUMN 6651
Kristian Dailey
December 16, 2018
Organizations should strive to have few committees. The
temptation of having many committees fails the organization in
many ways. Properly constituted boards in an organization
should not have members from any committee serving in more
than two committees. An organization taking such
considerations in hand should have only two types of
committees: the standing committee and the ad-hoc committee.
The standing committee is the operational committee in an
organization. It is used more often for most of the tasks and
decisions an organization has to make.
The role of the standing committees at the SisterLove Inc. is to
ensure the recommended actions are considered and to suggest
proposals for all the important areas of the organization.
According to Renz (2016), the role of any board is to be in
charge of decision making, policy making and implementation
and to provide oversight of the organization. The suggestions
resulting from the standing committees are subject to approval
from the Council. The role of the standing committee should
stipulate the reason they are in place, which should be to
stipulate why the board exists in relation to the overall purpose
of the organization. The standing committees therefore perform
the vast amount of roles and responsibilities for any non-profit
making organization like the SisterLove Inc.
Advisory committees are formed with the sole objective of
offering help with a wide range of solutions ranging from
marketing to managing human resources and influencing the
direction of regulators. Liket and Maas (2014) assert that
committees play in an organization, advisory committees should
be formed with utmost carefulness and consideration. Another
committee that may exist is the ad-hoc committee. Ad-hoc
committees are formed to solve special tasks. For instance, the

19. Council Chairperson is usually in charge of forming the ad-hoc
committees whenever there is a special task at hand.
Recommended Committee Structure
The ideal committee an organization has should clearly stipulate
how it is going to help the organization achieve its
vision/purpose, explain why it exists in relation to the purpose
of the organization and finally, it should state the principles the
board members should use to drive their day to day running of
the organization, both on individual and collective basis. This
means that the board in effect should address the board the
financial, administration, personnel and programs of the
organization are running smoothly. Structuring the board
effectively helps the board in many ways. As Edwards and
Hulme (2014) put it, if board is too small it struggles with lack
of adequate input from the members in formulation of its
strategies and may also not provide adequate oversight giving
the executive too much power. On the other hand, a very large
board could cause the organization have too much power due to
influence and may also cause the board to lack proper
engagement of all the members as they are simply too many of
them.
The ad-hoc committee should not be composed of many
members. The ad-hoc committee is useful over a short period of
time. When a specific need arises that need to be handled by a
special committee, the Chair and the other members may reach
an agreement to form a committee that handles the issue and are
dissolved. This type of committee will be very instrumental in
implementing the urgent matters that arise, which the standing
committee is not mandated to handle. The SisterLove Inc
organization has aboard of eleven members. These board
members are sometimes used to form part of the ad-hoc
committee when the need arises.
Regardless of the type of committee chosen to be implemented
by the organization, the committee should have the member task
description and agreements, the members should be equipped
with appropriate training so as to be invaluable ambassadors

20. and the committee should be assessed annually the same way
the members are assessed annually. This ensures that the
committees are functioning properly and any deviating can be
corrected soon enough so as the board remains effective.
To ensure financial stability of the organization, the boards
should be well equipped with both financial and legal support.
The SisterLove Inc. organization has a Finance manager and an
Executive Finance Director who collectively handle the
financial matters of the organization. According to Bryson
(2018) every ideal organization should have the programs’
personnel that deals with the programs undertaken by the
organization. The SisterLove Inc. organization has the Health
Education and Prevention Manager to deal with the programs of
the organization. All these functions are expected of the
organization for effectiveness in its undertakings.
References
Renz, D. O. (2016). The Jossey-Bass handbook of nonprofit
leadership and management. John Wiley & Sons.
Edwards, M., & Hulme, D. (2014). Non-governmental
organisations-performance and accountability: Beyond the
magic bullet. Routledge.
Liket, K. C., & Maas, K. (2015). Nonprofit organizational
effectiveness: Analysis of best practices. Nonprofit and
Voluntary Sector Quarterly, 44(2), 268-296.
Bryson, J. M. (2018). Strategic planning for public and

21. nonprofit organizations: A guide to strengthening and sustaining
organizational achievement. John Wiley & Sons.