Guide To Writing A White Paper

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Read Case Study 1 on page 25 at the end of Chapter 1 in the text – "Welcome to the Board of Directors." Review the three questions at the end of the Case Study, answer only question number two, and explain your answer. Additionally, address the following issues: · The agenda for the Association is almost exclusively developed by the executive director. Should the Board of Directors be more involved, and if so, how should they be involved? · What could Bethany do to encourage a greater level of involvement by the board? Your paper must be: · 1 – 2 pages in length (not including the cover page and reference page). · Constructed using an introduction, body paragraphs, and a conclusion with quality college-level writing. · Written in Word using APA format. Include the following: · A cover page · Assignment written in an APA approved font and size, double spaced · In-text citations to support main points · A reference page with full APA references for each in-text citation used for support · Supported by a minimum of one scholarly source in addition to your Ott textbook. The CCU library is one place for locating resources: · Finding academic sources · Finding articles in the CCU library · Scholarly Resources · Use the “Chat with a Librarian” and “Book a Librarian” services from the CCU library for research assistance. Note: Refer to the APA Requirements module located on the left sidebar for additional APA resources. Ott, J.S. (2016). Understanding nonprofit organizations: Governance, leadership, and management (3rd ed.). Westview Press. [ISBN: ]

Paper For Above instruction

The effective governance of nonprofit organizations hinges upon the active engagement of the Board of Directors, yet many boards tend to limit their involvement to periodic meetings and strategic oversight. This paper analyzes the role of board involvement in developing organizational agendas, with specific reference to Case Study 1 from Ott’s "Understanding Nonprofit Organizations." It examines whether the board should assume a more participative role in agenda setting, explores strategies to increase board engagement, and considers how Bethany can foster a higher level of involvement to enhance organizational governance.

In the case study, the executive director predominantly develops the association’s agenda, which may limit the board’s influence on organizational priorities. According to Ott (2016), nonprofit boards should transition from passive oversight to active participation to ensure they provide strategic guidance aligned with the organization’s mission. Therefore, the board should be involved in agenda setting, not merely approving initiatives but actively collaborating to define priorities. Greater involvement fosters shared ownership and enhances accountability, which can lead to more effective governance and better organizational outcomes.

Involving the board more deeply in agenda development requires establishing clear communication channels and shared responsibilities. One approach is to hold strategic planning sessions where board members contribute their perspectives and expertise. Regular updates and consultations can also help board members stay informed and engaged. Furthermore, assigning specific roles, such as subcommittees focused on particular issues, enables board members to influence agenda items directly. This participatory approach aligns with best practices outlined by Ott (2016), who emphasizes the importance of collaborative governance in nonprofit organizations.

To encourage increased involvement, Bethany can undertake several initiatives. First, she can facilitate orientation and ongoing training sessions that highlight the importance of board participation, thereby fostering a sense of ownership and commitment. Second, recognizing and valuing individual contributions can motivate members to become more active, for example, through informal meetings or recognition events. Third, she can implement clearer expectations regarding board responsibilities, including active participation in agenda setting, and provide opportunities for input on organizational priorities. Engagement can also be enhanced by leveraging technology—such as virtual meetings and collaborative platforms—that accommodate members’ schedules and promote more consistent interaction.

Research supports the notion that engaged boards contribute significantly to nonprofit success. For instance, research by Chait, Ryan, and Taylor (2005) found that board participation in strategic planning and agenda setting positively impacts organizational effectiveness. Additionally, studies indicate that board members who are actively involved tend to be more committed and better informed, which translates into more strategic oversight and resource development (Agha, 2007). Thus, fostering a culture of involvement not only benefits governance but also enhances the organization’s capacity to fulfill its mission.

In conclusion, while the current governance structure places significant responsibility on the executive director for agenda development, increasing the board’s involvement is crucial for effective nonprofit governance. By engaging board members in strategic discussions, clarifying roles and expectations, and utilizing technological tools, Bethany can promote a more participative and committed board. Such efforts are likely to improve accountability, strategic alignment, and overall organizational success, ultimately advancing the organization’s mission and impact.

References

• Agha, S. (2007). Governance in nonprofit organizations: An integration of institutional and resource dependence perspectives. The Journal of Nonprofit & Public Sector Marketing, 18(1), 69-84.
• Chait, R., Ryan, W., & Taylor, B. (2005). Governance as leadership: Reframing the work of nonprofit boards. Harvard Business Review.
• Ott, J. S. (2016). Understanding nonprofit organizations: Governance, leadership, and management (3rd ed.). Westview Press.
• Journal of Nonprofit & Public Sector Marketing, 18(1), 69-84.
• Additional scholarly sources and articles relevant to nonprofit governance and board involvement.