The Role of the Board in Today’s Nonprofit Sector

Sheree Cannon
Apr 8
3 min read

Updated: May 14

Reimagining governance, fundraising, and board-staff partnerships for meaningful, modern impact

Sheree Cannon | Nonprofit Strategist & Consultant | Author

Introduction

In today’s nonprofit landscape, strong board leadership is more important—and more misunderstood—than ever. Many nonprofit leaders are caught in a frustrating dynamic: their board members are passionate, but disconnected. Supportive, but disengaged. Willing, but unsure of what their role really is.

Meanwhile, executive directors and staff are left wondering:How do I get my board more involved—without burning them out or doing it all myself?

This white paper explores the evolving role of the board and what it looks like to build real alignment, clarity, and trust between board and staff in a modern nonprofit environment.

The Problem: Everyone’s Unclear—and Nobody Wants to Say It

Most tension between boards and staff doesn’t come from bad intentions—it comes from a lack of clarity. And over time, that lack of clarity becomes resentment.

Common friction points include:

Undefined or outdated roles
Unequal expectations around fundraising
Lack of board training or onboarding
Over-reliance on the Executive Director
Decisions being made too slowly—or too hastily
Emotional burnout or ego dynamics among founders or long-serving members

“When board members aren’t sure what they’re supposed to do, they either disappear—or overstep.”

Why This Matters Now

Nonprofits are being asked to do more, respond faster, and operate with greater transparency and inclusivity than ever before. The old “rubber stamp” board isn’t just outdated—it’s a liability.

Today’s effective board:

Partners with staff, but doesn’t manage them
Fundraises in alignment with the mission and capacity
Brings diverse perspectives and skill sets to the table
Makes strategic decisions, not just tactical approvals
Knows that governance and leadership are shared responsibilities

This is a cultural shift—and one that starts with understanding the board’s true role in modern nonprofit leadership.

The Three Core Roles of a Board (Done Well)

1. Governance and Oversight

Boards are the legal and fiduciary stewards of the organization. This includes approving budgets, reviewing audits, monitoring compliance, and ensuring that the organization meets its mission and obligations.

But oversight doesn’t mean micromanagement. It means holding the big picture while trusting the staff to lead daily operations.

2. Strategic Partnership

Boards support the long-term vision of the organization. That includes participating in strategic planning, weighing in on big decisions, and ensuring leadership succession is planned—not reactive.

A board’s role in strategy is collaborative—not directive.

3. Resource Development and Ambassadorship

Boards play a critical role in fundraising—but that role must be clearly defined and supported. Not every board member will ask for major gifts. But every board member should contribute, champion the mission, and be engaged in growing the organization’s network and visibility.

Five Practices That Strengthen Board + Staff Partnership

1. Set Clear Expectations Up Front

Every board member should receive a role description, fundraising expectations, and a commitment agreement. Clarity on the front end reduces conflict later.

2. Provide Ongoing Education and Orientation

Board members can’t be expected to lead well if they’ve never been taught how. Offer annual refreshers, onboarding sessions, and opportunities to ask questions without shame.

3. Create Space for Honest Conversations

Tension between board and staff is normal. The issue is whether it’s addressed. Build in regular check-ins, surveys, or facilitated conversations to keep communication open.

4. Align on What Fundraising Really Means

Fundraising doesn’t just mean asking. Board members can host, introduce, steward, and thank. Find roles that match each member’s strengths and comfort level—and make it part of the culture.

5. Treat Board Culture as Organizational Culture

How your board communicates, makes decisions, and engages conflict is a reflection of your broader culture. Invest in it accordingly.

Conclusion: A Strong Board Isn’t Just Nice—It’s Necessary

You can’t carry the mission alone. And you shouldn’t have to. A well-functioning, conscious, and committed board is one of the most valuable assets a nonprofit can have. But it takes intention, structure, and consistent investment to get there.

If your board isn’t aligned, it’s not a personal failure. It’s a systems issue—and it can be shifted.

Start with one step: