This essay is empirically based on my experience attending the APACE Votes board meeting held at the Alumni building of Seattle University. A quota of this essay will be dedicated to appraising the significant agendas that were cogitated at the board meeting. Particularly, in reflecting on the fiduciary, strategic and generative obligations of board of directors, the essay investigates whether these three modes of governance reviewed by Cathy Trower and BoardSource were applied at the APACE board meeting held on February 12th, 2018. The final observations will be twofold: first, to restates my central point and elucidate what I have learned and recommends the next steps for APACE. Second, to highlight the strengths and limitations of the APACE…show more content… Initially, the board acknowledge the significance of hiring an executive director (ED). Subsequently, the board identify the profile of a desired ED for the current stage in the organization's lifecycle and resolved in what way to make strategic use of the vacancy. Conclusively, the board consulted others about what kind of person to hire and involve others in seeking the right candidates. Overwhelmingly, BoardSource highlights that "the board should ask a number of people-including staff members, board members, major donors, and leaders in your sector-what characteristics a new chief executive should have for the current stage of the organization's lifecycle (BoardSource, p. 299). Speaking with a nonprofit consultant, she recommended taking the job down, re-evaluating, and then re-launching the hiring process entirely. Through professional recommendation, the board realized they can hire both a program manager and an executive director (ED). The hiring experience for the board was that the job has been on the market for too long and therefore, need urgent attention. At the end of deliberation, it was unanimously established that an executive director for APACE Votes should wears many hats. However, in order to be impartial, unbiased, and objective, the new ED needs to wear them completely proportional. Nevertheless, at any given moment, the ED needs to change hats according to the unswerving needs of the organization. Therefore, the hats that the ED needs to wear include leadership, staff management, fundraising, relationships in the community, campaign and field experience, and capacity building. At the end of the deliberation there was an opportunity to decide the paramount priority of an ED. Members unanimously nominated "fundraising" as top priority as compare to other obligations of the ED. An election was conducted, and among the members that were present, 10 board of directors established
