How nonprofit governing board roles affect agency success has not been clearly understood. W. A. Brown and Guo (2010) first developed and applied a multi-case survey of nonprofit executives designed to identify and rank important board roles within the community foundation nonprofit sector. However, this sector represents only 6.8% of the larger nonprofit community, and the results cannot be correlated to other nonprofit sectors without additional data gathered using the same approach, methods and instrument. Following this prior model, this study gathered additional data regarding the behavioral health nonprofit sector, which represents approximately 23% of the nonprofit population. This multi-case study sampled this sector’s executives to further identify, evaluate and rank nonprofit board roles relative to their effect on agency success, and finds that (similar to community foundation executives) nonprofit behavioral health executives identify and rank multiple board roles relative to the primary board role identified—fund development. The results suggest that nonprofit executives should identify and closely evaluate board roles, and board members, with regard to this data, and create board development, education, and member recruitment plans designed to maximize governing board impacts on fund development.
|Subjects||Social research; Management; Health care management|
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