The role of a nonprofit board is to provide generative and structural guidance. The board determines the mission and purpose of the organization as well as oversees its financial operations. The assigned reading this week, “Mission Driven Governance” describes a legal and behavioral perspective in understanding the board’s obligations to the non-profit. The board of directors has three legal duties, care, loyalty and obedience which the article describes as “making sure that bad things don’t happen.” The authors of the article suggest that in addition to the legal aspect of the role, they also have performance related responsibilities. These create good opportunities for the organization, in respect to the outcomes achieved by mission based activities. The executives are responsible for managing the activities and carrying out the missions of the board. Thus, a functioning relationship between the board and the executives is paramount to achieve success and the reason why governance should encompass both perspectives. I think that the board is still very relevant to the sector. The board plays one of the most important roles; making sure that the organization stays true to their mission. However, I think there should be greater focus on the skill set of the members in the board, employing their expertise to advance that mission. The ability to evaluate opportunities, make informed decisions and cooperate with executives and stakeholders are important qualities for a board member to possess to ultimately create the most social benefit.