What Your Nonprofit Board Should Actually Be Doing

By Willie Finklin, CFRE, The Grant GOAT

If you’ve ever found yourself wondering, “What exactly should my board be doing?”—you’re not alone.
Too many nonprofit founders assemble a board because it’s legally required… and then leave them with nothing meaningful to do.

But let me be real with you:
Your board should be your backbone—not just a formality.

When you activate your board the right way, they become multipliers of your mission.
When you don’t, they become dead weight.

So let’s talk about what your nonprofit board should actually be doing—and how to make sure it’s happening.

1. Governance and Oversight (Not Just Showing Up for Meetings)

First and foremost, your board is responsible for governance.
That means setting the strategic direction, establishing policies, and making sure the organization is fulfilling its mission legally and ethically.

Here’s what that actually looks like:

• Approving budgets and major expenditures

• Reviewing and updating policies

• Ensuring compliance with local, state, and federal laws

• Evaluating the executive director (if you have one)

• Conducting annual performance reviews of the organization

This isn’t about micromanaging—you’re not looking for people to run your programs.
You’re looking for people who can keep you accountable to your mission.

Pro Tip:
Your board should have committees dedicated to specific areas—like finance, fundraising, and compliance.

2. Fundraising and Resource Development (Not Optional)

Let me say this loud and clear:
If your board isn’t helping you fundraise, you’re missing the point.

One of the biggest roles of a board member is to help bring in resources.
That doesn’t always mean writing checks (although that’s nice too). It means:

• Leveraging their networks for donations

• Opening doors to corporate sponsors

• Helping with event planning and execution

• Personally donating (yes, they should contribute too)

Pro Tip:
Board members should have give or get expectations—either they donate personally, or they help you raise the funds.

3. Strategic Planning (More Than Just a Vision Statement)

It’s easy to get so caught up in the day-to-day of running programs that you forget to look ahead.
That’s where your board comes in.

They should be part of setting your long-term strategy:

• Where do you want the organization to be in 3–5 years?

• What new programs or expansions are possible?

• What risks are on the horizon, and how will you mitigate them?

When your board is involved in strategic planning, they’re not just bystanders—they’re co-creators of the mission.

Pro Tip:
Host an annual strategic planning retreat to map out the vision and solidify the game plan.

4. Community Ambassadors (Expanding Your Reach)

Your board members should be your biggest advocates.
They’re not just there to sit in meetings—they should be talking about your mission, sharing your events, and bringing people into your network.

A strong board member:

• Attends community events on behalf of your organization

• Speaks on panels or at local forums

• Makes introductions to key stakeholders

• Represents your nonprofit in a professional, positive light

If your board isn’t amplifying your message, it’s time to have some serious conversations.

5. Financial Stewardship (More Than Just Watching the Money)

One of the biggest roles your board has is financial oversight.
They’re not just approving budgets—they’re making sure the organization is sustainable.

This means:

• Reviewing monthly financial statements

• Monitoring income vs. expenses

• Ensuring proper financial controls are in place

• Conducting annual audits or reviews

Pro Tip:
Your board should have a Finance Committee led by someone with accounting or financial expertise.

6. Executive Support (Not Just Critique)

If you have an Executive Director or CEO, your board’s job is to support that leader—not just evaluate them.
This includes:

• Offering mentorship and professional development

• Helping to navigate political or community challenges

• Being a sounding board for major decisions

A good board member isn’t just a critic—they’re a champion.

7. Accountability and Transparency (No Exceptions)

Here’s the thing: Nonprofit scandals are real.
Mismanagement, financial mishandling, and ethical violations can destroy your credibility overnight.

Your board needs to ensure that you are:

• Following all legal obligations

• Practicing ethical fundraising

• Filing the proper documents (like your Form 990)

• Conducting regular evaluations of programs and staff

Their role is to protect the mission—even when it’s uncomfortable.

How to Activate Your Board (Instead of Just Using Them for Meetings)

If your board isn’t doing these things right now, it’s not too late.
Here’s how you activate them:

• Clear Expectations: During onboarding, explain exactly what their role is.

• Committee Assignments: Put them where their strengths are.

• Regular Communication: Keep them informed—not just during quarterly meetings.

• Evaluation: Conduct an annual assessment of their involvement and impact.

And most importantly: Lead by example.
When you show commitment, energy, and strategic thinking, it sets the tone for your board.

Final Word: Your Board is More Than a Requirement—They’re Your Secret Weapon

When you activate your board the right way, you’re not just checking a box for compliance.
You’re building a leadership team that multiplies your impact.

They bring in resources.
They expand your network.
They keep you accountable.

If your board is passive right now, it’s time to flip the switch.
Because the truth is, a passive board creates a passive organization.

We’re here when you’re ready to build a board that actually builds your mission.