Shaping Stronger Boards
A research project led by Laura Hennighausen, Director of Strategic Philanthropy
We know that nonprofit boards take many forms, and their impact can vary from organization to organization. Because of this, Purpose Possible set out to better understand how nonprofit boards function today and where there is room for improvement. We invited both board members and executive directors to share their experiences, challenges, and ideas through two surveys. The results of those surveys offer a candid look at how boards contribute to organizational success, expectations versus realities, and what support is needed.
Below is a summary of what we learned from the respones.
Survey Responders
53% Executive Directors
47% Board Members
70% of responder organizations were located in Georgia
30% in IL, DC, AL, NC, NY, FL, TN, IN, MI, MD
BOARD MEMBER RESPONSES
Onboarding, Clarity, & Expectations
Most board members felt reasonably clear in their roles, but expectations lag slightly behind general mission/role clarity.
Board members believe they are contributing meaningfully.
Board members stated the most rewarding part of serving include:
Seeing the organization grow or succeed
Contributing to a cause they care about
Having a voice in important decisions
Working with other committed people
Barriers & Challenges
Board members themselves see community representation as the #1 weak spot.
They also experience the same structural issues EDs mention: roles, participation, process, facilitation.
Fundraising
Fundraising Shapes Influence — But Also Causes Discomfort
Board members want fundraising to be one part of a broader toolkit, not the only currency of influence.
Fundraising expectations impact power dynamics
Board members contribute far more than treasure: time, talent, ties
EDs worry fundraising expectations deter community-rooted members
Non-fundraising contributions boards see as equally or more valuable:
Time – attending meetings, committee work, hands-on volunteering
Talent – expertise, professional skills, governance/finance/fundraising knowledge
Ties – connections, introductions, relationships in community or sector
EXECUTIVE DIRECTOR RESPONSES
How EDs Rate Board Performance
EDs don’t entirely rate their boards as failing, but there’s a big cluster of frustration and underperformance.
What one change would make boards more effective?”
Response themes:
Smaller, more committed boards (“keep headcount low,” fewer rubber-stampers)
Mandatory training (how to read NPO financials, how to be a board member)
Greater emphasis on time & hands-on engagement, not just prestige
Better facilitation and openness to ideas from volunteers
Less formal, more action-oriented governance (not endless proceduralism)
Clearer expectations: “only have board members who consider their volunteer work as important as their job”
ED Perspective on Board Effectiveness
(0–100 scale)
EXECUTIVE DIRECTORS vs. BOARD MEMBERS
What’s aligned and what’s not