The purpose of this case study was to investigate the board competencies needed for a nonprofit organization in northwest Arkansas. The intent of the study was to add to the growing body of literature on the relationship of nonprofit board competencies and organizational effectiveness. Specifically, the study sought to gain what general competencies the board members should possess and what measurable competencies they possess in order to manage a nonprofit organization. In addition, the results of this nonprofit organization's BSAQ scores were compared to the national average scores of highly effective organizations. From this, it was determined what competencies the board should actively develop in pursuit of organizational effectiveness and success. All board and staff members of the organization participated in the study. Participants were between 25 and 64 years of age possessing various levels of education (high school to PhD) and nonprofit experience (less than two years to more than 10 years). Data sources included results from BSAQ, structured interviews, documentation and archival records, field notes and direct observations. Six dimensions of competency were used as a framework to analyze the data. The six competencies include contextual, educational, interpersonal, analytical, political, and strategic. Findings indicated all competency scores were lower than the national average scores of highly effective nonprofit organizations especially the contextual and strategic scores, which were significantly lower. Research observations and interview responses also indicated this board does not possess critical skills to build an effective organization at this time.
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