Board of Directors of

CCC-271054

California Superior Local Rules

2015 Survey on Board of Directors of Nonprofit Organizations www.gsb.stanford.edu/cgri-research In collaboration with BoardSource and GuideStar

TA B L E O F C O N T E N T S Executive

Summary and Key Findings .............. 1 Review of Findings/Demographic Information .... 4 Methodology ............................................. 24 About the Authors ...................................... 25 About Stanford Graduate School of Business, the Rock Center for Corporate Governance, BoardSource, and GuideStar ........................ 26 Contact Information .................................... 27

2015 Survey on Board of Directors of Nonprofit Organizations 1 Executive

Summary and Key Findings Many Nonprofit Boards Need Significant Improvement The skills, resources, and experience of directors are not sufficient to meet the needs of most nonprofit organizations. Board processes fall short. Over a quarter of nonprofit directors do not have a deep understanding of the mission and strategy of their organization. Nearly a third are dissatisfied with the board’s ability to evaluate organizational performance. A majority do not believe their fellow board members are very experienced or engaged in their work. “Many nonprofit organizations pursue worthy missions,” says David F.

Larcker, James Irvin Miller Professor of Accounting at Stanford Graduate School of Business and coauthor of the study. “Our research finds that, unfortunately, too often board members lack the skill set, the depth of knowledge, and the engagement required to help their organizations succeed. Nonprofit boards would greatly benefit from a more rigorous process for setting goals and measuring performance.” “Nonprofit organizations need to do a better job attracting board members with substantive, relevant experience who will deeply and personally embrace the mission of the organization,” adds William F.

Meehan III, Lafayette Partners Lecturer for 2013-2015 in Strategic Management at Stanford Graduate School of Business and coauthor of the study. “They need individuals with the depth of knowledge to set explicit goals, develop sound strategies, and hold the executive director or CEO accountable for performance.” “Individuals join nonprofit boards because they want to make a difference and contribute to the mission of the organization,” adds Nick Donatiello, Lecturer in Corporate Governance at Stanford Graduate School of Business. “Holding personal financial contributions aside, the biggest contribution they can make is to help their board implement sound governance practices: reliable financial reporting, concrete organizational performance targets, CEO performance evaluation, board development and succession plans, and fulfilling other basic and fundamental obligations that come with directorship.” In fall 2014, Stanford Graduate School of Business, in collaboration with BoardSource and GuideStar, surveyed 924 directors of nonprofit organizations about the composition, structure, and practices of their boards. “This extensive survey provides highly informative empirical data which underscores what many of us have been observing based on personal experience.

In order for a nonprofit to achieve great impact, it needs a great board. And most nonprofit boards fall far short,” adds Meehan. 1 Key Findings Include: Too Many Directors Lack a Deep Understanding of the Organization Over a quarter (27 percent) of nonprofit directors do not believe that their fellow board members have a strong understanding of the mission and strategy of their organization. A third (32 percent) are not satisfied with the board’s ability to evaluate the performance of the organization.

While almost all (92 percent) say that their board reviews data and information to evaluate organizational performance, many are not comfortable with the quality of that data. Forty-six percent of directors have little to no confidence that the data they review fully and accurately measures the success of their organization in achieving its mission.

Over half (57 percent) of nonprofit boards do not benchmark their performance against a peer group of similar organizations. “Rigorous performance measurement is the bedrock of good governance,” says Meehan. “How can the board claim to understand whether its initiatives are successful unless it is measuring their impact? Start with a mission-focused theory of change. Outline a logic model that shows a clear connection between your initiative and the desired outcome. And then rigorously measure performance.” 1 For more on this topic, see: Kim Starkey Jonker and William F.

Meehan, From Intentions to Impact: A Guidebook for Nonprofit Leaders, Board Members, and Philanthropists (Stanford University Press, forthcoming).

2015 Survey on Board of Directors of Nonprofit Organizations 2 Most Lack Formal Governance Structure and Processes Nonprofit boards stand to gain from the adoption of sound governance practices in areas such as financial reporting and audit, succession planning, and CEO and board evaluations. A significant minority (42 percent) do not have an audit committee. Many rely on monthly bank statements to monitor financial performance. Two thirds (69 percent) do not have a succession plan in place for the current executive director or CEO.

Three quarters (78 percent) could not immediately name a successor if the current executive director or CEO were to leave the organization tomorrow. On average, nonprofit directors estimate that it would take 90 days to find a permanent replacement. Most (80 percent) claim to formally evaluate the performance of the executive director. However, a significant number (39 percent) do not establish explicit performance targets against which his or her performance is measured. Over a third (36 percent) of nonprofit boards never evaluate their own performance.

Many Directors Are Not Engaged, Do Not Understand Their Obligations Two-thirds (65 percent) do not believe that the directors on their board are very experienced, based on the number of additional boards they serve on. Almost half (48 percent) do not believe that their fellow board members are very engaged in their work, based on the time they dedicate to their organization and their reliability in fulfilling their obligations. About half (47 percent) of nonprofit directors believe that their fellow board members understand their obligations as directors well or very well.

Fundraising Is Seen as a Central Obligation Nonprofit directors rank fundraising very high relative to their other obligations as directors. Forty-five percent of nonprofits require directors to fundraise on behalf of the organization. Among those that do, 90 percent of directors believe that fundraising is as important or more important than their other obligations as directors. While many nonprofit organizations (46 percent) do not require directors to donate each year, almost all directors (92 percent) personally do so.

Less than half (42 percent) of nonprofits have a “give or get” policy that requires each board member to donate a minimum amount each year or raise that amount from others.

The minimum “give or get” varies by size of the organization, and averages $1,000 for small nonprofits (operating budget less than or equal to $500,000) and $5,000 for large nonprofits (operating budget greater than or equal to $5 million). “Fundraising is an important obligation for many directors,” observes Donatiello. “However, it should not distract from other core duties, such as ensuring that the organization is well managed, the strategy sound, finances healthy, and contingency plans in place to deal with unexpected disruptions.” Most Directors Are Satisfied with the Performance of Their Executive Director/CEO Almost all directors (92 percent) believe that the executive director understands the mission and strategy of the organization very or extremely well.

Eighty-seven percent are satisfied with his or her performance. Few believe that their executive director is overcompensated, with 51 percent stating that their executive director is appropriately paid and 42 percent stating that he or she is slightly or very underpaid. Executive directors primarily have previous work experience in the nonprofit sector. Over half (59 percent) worked in the nonprofit industry immediately prior to becoming the head of their organization. Only 14 percent had immediate prior work experience in a for-profit organization. Twelve percent are the founder of their organization.

In terms of education, almost two thirds (60 percent) have a master’s degree or higher. … and with the Performance of Their Board and Organization A significant majority (85 percent) of nonprofit directors are moderately or very satisfied with the performance of their organization. Satisfaction levels are also high for the quality of financial reporting (82 percent) and financial health (70 percent) of the organization. Most directors believe their board is correctly sized (56 percent) or only slightly too large (12 percent) or slightly too small (24 percent).

These results hold true across organizations of various size. Approximately half (52 percent) say that their organization has a “board within a board” where a subset of directors has an outsized influence on board decisions. Two thirds of these (67 percent) are a formal executive committee, while one third (33 percent) reflect an informal dynamic that evolved over time. Among those organizations with a “board within a board,” 74 percent say it improves board functionality and decision making. A quarter (28 percent) of directors report that the founder of the organization currently serves as a fellow board member.

Of these, 68 percent say that the founder is very involved in management and 78 percent say the founder is very involved as a board member of the organization. The vast majority (90 percent) believe that the founder has a positive or very positive impact on the success of the organization.

2015 Survey on Board of Directors of Nonprofit Organizations 3 Still, Most Nonprofit Boards Have Serious Challenges Over two thirds (69 percent) of nonprofit directors say their organization has faced one or more serious governance-related problems in the past 10 years. Forty percent say they have been unable to meet fundraising targets. Twenty-nine percent have experienced serious financial difficulty. A quarter (23 percent) have asked their executive director to leave or had to respond to an unexpected resignation.

Sixteen percent say they have had extreme difficulty attracting qualified new board members. “The value of good governance shows up in results,” says Professor Larcker. “Ultimately, nonprofits will want to implement more reliable processes and procedures to ensure their organizations succeed. Good governance will almost certainly help nonprofit directors maximize their contribution to their social mission.” To improve governance and board-level performance, the authors recommend that nonprofits incorporate the following: Recommendations: 1.

Ensure your organization’s mission is focused and its skills and resources are well-aligned with it. 2. Ensure your mission is understood and embraced by the board, management, and other key stakeholders. 3. Establish explicit goals and strategies directly tied to achieving your mission. 4. Develop rigorous performance metrics that reflect those goals and strategies. 5. Hold the executive director accountable for meeting those performance metrics and evaluate his or her performance with a sound, objective process. 6.

Compose your board with individuals with the skills, resources, generosity, diversity, and dedication that address the needs of the organization. This includes ensuring that there is a small group of committed and cohesive leaders. 7. D efine explicitly the roles and responsibilities of board members to best leverage their leadership, time, and resources. 8. Establish well-defined board, committee, and ad hoc processes that reflect your organization’s needs and context and ensure optimal handling of key decisions and responsibilities. 9.

Regularly review and assess each board member’s leadership contributions as well as the board’s overall performance. This includes ensuring that board members view their time as well spent. 2 2 These recommendations are consistent with those put forth by Meehan in previous work. See Kim Jonker and William F. Meehan III, “Better Board Governance,” Stanford Social Innovation Review webinar (May 21, 2014); and Kim Jonker and William F. Meehan III, “A Better Board Will Make You Better,” Stanford Social Innovation Review (March 5, 2014).

2015 Survey on Board of Directors of Nonprofit Organizations 4 Results might not equal 100% due to rounding. Review of Findings/Demographic Information Demographic Information 1. What is the nature of your organization’s primary activities? Results for all respondents Percent 25 Education or research 16 Social or legal services 11 Arts or culture 10 Health services 5 Foundation 5 Civic, social, or fraternal organization 4 Religious organization 24 Other 2. What are the main sources of funding for your organization?

Results for all respondents Percent 71 Charitable contributions 52 Self-generated fees or revenue 41 Foundations 34 Corporate philanthropy 32 Federal, state, or local governments 25 Grant-making public charities 3 Federated funds 5 Other

2015 Survey on Board of Directors of Nonprofit Organizations 5 Results might not equal 100% due to rounding. 3. How many years has your organization been in existence? Results for all respondents 37 Mean 25 Median Percent 11 5 or fewer 13 Between 6 and 10 29 Between 11 and 25 28 Between 26 and 50 19 Greater than 50 Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M 22 33 63 Mean 15 25 50 Median Percent 19 8 1 5 or fewer 18 11 5 Between 6 and 10 34 32 20 Between 11 and 25 22 34 30 Between 26 and 50 6 15 44 Greater than 50

2015 Survey on Board of Directors of Nonprofit Organizations 6 Results might not equal 100% due to rounding. 4. What is the approximate annual operating budget of your organization?

Results for all respondents $50.8M Mean $1.4M Median Percent 14 Below 100,000 21 Between 100,001 and 500,000 10 Between 500,001 and 1,000,000 29 Between 1,000,001 and 5,000,000 25 Greater than 5,000,000 Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M $202K $2.1M $197.8M Mean $150K $1.7M $18.0M Median Percent 40 0 0 Below 100,000 60 0 0 Between 100,001 and 500,000 0 26 0 Between 500,001 and 1,000,000 0 74 0 Between 1,000,001 and 5,000,000 0 0 100 Greater than 5,000,000

2015 Survey on Board of Directors of Nonprofit Organizations 7 Results might not equal 100% due to rounding. 5. How has your organization’s operating budget changed over the last five years? Results for all respondents Percent 26 Increased by more than 25 percent 41 Increased between 1 and 25 percent 16 Stayed about the same 7 Decreased between 1 and 25 percent 2 Decreased by more than 25 percent 4 I don’t know 3 Not applicable (organization is less than 5 years old) 6.

What were the main motivations behind your decision to join the board of this organization? (Select all that apply) Results for all respondents Percent 86 To serve the organization and contribute to its success 53 To contribute to society 43 Because the organization asked me to join 25 To advance my personal interests 24 To advance my professional interests 18 To fulfill a need to volunteer 16 To make professional connections 12 To make personal connections 12 Other Structure of the Board of Directors 7. H ow many directors serve on the board of your organization?

Results for all respondents 15 Mean 12 Median Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M 10 15 21 Mean 9 12 18 Median

2015 Survey on Board of Directors of Nonprofit Organizations 8 Results might not equal 100% due to rounding. 7a. In your opinion, is the present number of directors… Results for all respondents Percent 4 Much too large 12 Slightly too large 56 About the right number 24 Slightly too small 4 Much too small Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 2 4 7 Much too large 4 14 21 Slightly too large 59 52 55 About the right number 28 27 14 Slightly too small 7 3 3 Much too small 8.

How well does the board understand the mission and strategy of the organization? Results for all respondents Percent 33 Extremely well 40 Very well 21 Moderately well 5 Slightly well 1 Not at all well 9. Which of the following best describes the level of agreement among board members about the mission and strategy? Results for all respondents Percent 46 Strong agreement 44 Agreement 7 Neutral 3 Disagreement 0 Strong disagreement 10. How well do the members of your board understand their obligations as directors?

Results for all respondents Percent 12 Extremely well 35 Very well 38 Moderately well 10 Slightly well 4 Not at all well

2015 Survey on Board of Directors of Nonprofit Organizations 9 Results might not equal 100% due to rounding. 11. How experienced are the directors on your board—based on the previous and current number of additional boards that they serve on? Results for all respondents Percent 7 Extremely experienced 28 Very experienced 45 Moderately experienced 16 Slightly experienced 4 Not at all experienced 12. How engaged are the directors on your board—based on the time they dedicate to your organization and their reliability in fulfilling their obligations?

Results for all respondents Percent 12 Extremely engaged 39 Very engaged 37 Moderately engaged 10 Slightly engaged 1 Not at all engaged 13. How satisfied are you with the board’s ability to evaluate the performance of your organization (i.e., the extent to which it is achieving its mission)? Results for all respondents Percent 23 Very satisfied 44 Moderately satisfied 12 Neither satisfied nor dissatisfied 15 Moderately dissatisfied 5 Very dissatisfied 14. Does the founder of your organization currently serve as a member of the board?

Results for all respondents Percent 28 Yes 72 No Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 38 28 12 Yes 62 72 88 No

2015 Survey on Board of Directors of Nonprofit Organizations 10 Results might not equal 100% due to rounding. 14a. [if yes]: How involved is the founder in the management of the organization—based on the amount of time that he or she devotes to its daily operations? Results for all respondents Percent 55 Extremely involved 13 Very involved 9 Moderately involved 16 Slightly involved 7 Not at all involved 14b. [if yes]: How involved is the founder as a board member of the organization—based on the amount of time that he or she devotes to board-related matters?

Results for all respondents Percent 48 Extremely involved 30 Very involved 15 Moderately involved 6 Slightly involved 1 Not at all involved 14c. [if yes]: What impact does the founder have on the success of the organization? Results for all respondents Percent 70 Very positive 20 Somewhat positive 5 Neither positive nor negative 4 Somewhat negative 1 Very negative The term “board within a board” describes a dynamic where a subset of directors has an outsized influence on board decisions. This might include an executive committee—either formal or informal—that acts on behalf of the whole board. 15.

Does your organization have a “board within a board”? Results for all respondents Percent 52 Yes 45 No 3 I don’t know 15a. [if yes]: Is this a formal “board within a board” (i.e., executive committee role) or an informal “board within a board” (i.e., just happens)? Results for all respondents Percent 67 Formal 33 Informal

2015 Survey on Board of Directors of Nonprofit Organizations 11 Results might not equal 100% due to rounding. 15b. [if yes]: Does this structure improve board functionality and decision making? Results for all respondents Percent 74 Yes 15 No 10 I don’t know Informal “board within a board” only Results for all respondents Percent 62 Yes 26 No 12 I don’t know 16. Does the board of your organization review data and information to evaluate the performance of the organization? Results for all respondents Percent 92 Yes 7 No 2 I don’t know 17. Are these data financial or nonfinancial?

Results for all respondents Percent 12 Financial only 2 Nonfinancial only 86 Both financial and nonfinancial 18. How confident are you that these data fully and accurately measure the success of your organization in achieving its mission? (On a scale of 1 to 5, with 5 being “extremely confident” and 1 being “not confident at all”) Results for all respondents 3.5 Mean 4.0 Median 46% % with confidence level less than or equal to 3 19. How often does the board review the strategy of the organization?

Results for all respondents Percent 15 More frequently than annually 44 Annually 16 Every two years 14 Other 6 Never 5 I don’t know

2015 Survey on Board of Directors of Nonprofit Organizations 12 Results might not equal 100% due to rounding. 20. How often does the board review financial statements of the organization? Results for all respondents Percent 55 Quarterly 8 Semiannually 8 Annually 0 Never 29 Other 1 I don’t know Note: “Other” is predominantly monthly, bank statements Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 44 60 63 Quarterly 9 7 7 Semiannually 11 4 6 Annually 1 0 0 Never 34 28 24 Other 1 1 0 I don’t know

2015 Survey on Board of Directors of Nonprofit Organizations 13 Results might not equal 100% due to rounding. 21. Does your board have an audit committee? Results for all respondents Percent 55 Yes 42 No 3 I don’t know Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 25 63 86 Yes 72 34 12 No 3 3 1 I don’t know Benchmarking is the process by which your nonprofit board practices are compared to those of other nonprofits, to identify potential improvements and other comparative benefits. 22.

Does your organization benchmark its performance against a peer group of similar organizations? Results for all respondents Percent 36 Yes 57 No 6 I don’t know Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 21 36 60 Yes 74 59 35 No 5 5 5 I don’t know

2015 Survey on Board of Directors of Nonprofit Organizations 14 Results might not equal 100% due to rounding. 23. How often does the board evaluate its own performance? Results for all respondents Percent 34 Annually 11 Every two years 36 Never 8 Other 11 I don’t know Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 24 34 48 Annually 9 10 13 Every two years 46 37 21 Never 9 8 9 Other 11 11 10 I don’t know Executive Director/Chief Executive Officer 24.

How many years has the current executive director/CEO held the executive director position at your organization? Results for all respondents 6.9 Mean 5.0 Median 25. How many years has the current executive director/CEO been employed at your organization? Results for all respondents 9.9 Mean 5.0 Median 26. What is the (approximate) age of the executive director/ CEO? Results for all respondents 51 Mean 53 Median

2015 Survey on Board of Directors of Nonprofit Organizations 15 Results might not equal 100% due to rounding. 27. What is the gender of the current executive director/CEO? Results for all respondents Percent 48 Male 52 Female Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 39 46 62 Male 61 54 38 Female 28. What is the highest level of education that the current executive director/CEO has achieved?

Results for all respondents Percent 1 High school graduate, diploma, or the equivalent 2 Some college credit, no degree 0 Trade/technical/vocational training 1 Associate degree 25 Bachelor’s degree 39 Master’s degree 12 Professional degree 9 Doctorate degree 2 Other 9 I don’t know

2015 Survey on Board of Directors of Nonprofit Organizations 16 Results might not equal 100% due to rounding. 29. Which of the following most closely describes the work experience of your executive director/CEO immediately prior to becoming the head of your organization? Results for all respondents Percent 12 Founder of your organization 15 Employee (below CEO) within your organization 22 Executive director/CEO at another nonprofit 22 Employee (below CEO) at another nonprofit 4 CEO at a for-profit organization 10 Employee (below CEO) at a for-profit 15 Other 30.

How well does the executive director understand the mission and strategy of the organization? Results for all respondents Percent 73 Extremely well 19 Very well 5 Moderately well 2 Slightly well 0 Not at all well 1 I don’t know Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 67 76 81 Extremely well 18 20 14 Very well 7 3 4 Moderately well 3 1 0 Slightly well 2 0 0 Not at all well 2 0 1 I don’t know

2015 Survey on Board of Directors of Nonprofit Organizations 17 Results might not equal 100% due to rounding. 31. How often does the board of your organization formally review the performance of the executive director? Results for all respondents Percent 2 Quarterly 4 Semiannually 68 Annually 6 Other 14 Never 5 I don’t know Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 3 3 1 Quarterly 5 3 5 Semiannually 51 75 84 Annually 9 5 4 Other 26 10 2 Never 6 4 3 I don’t know

2015 Survey on Board of Directors of Nonprofit Organizations 18 Results might not equal 100% due to rounding. 32. Does the board establish performance targets for the executive director at the beginning of the year? Results for all respondents Percent 53 Yes 39 No 8 I don’t know Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 42 54 69 Yes 51 39 22 No 7 6 9 I don’t know 33. How satisfied are you with the performance of the executive director?

Results for all respondents Percent 63 Very satisfied 24 Moderately satisfied 6 Neither satisfied nor dissatisfied 5 Moderately dissatisfied 2 Very dissatisfied 34. Does the executive director/CEO receive a salary? Results for all respondents Percent 80 Yes, full-time salary 7 Yes, part-time salary 13 No 1 I don’t know Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 52 95 99 Yes, full-time salary 17 2 0 Yes, part-time salary 30 3 1 No 1 0 0 I don’t know

2015 Survey on Board of Directors of Nonprofit Organizations 19 Results might not equal 100% due to rounding. 34a.[if yes]: In your opinion, is this salary...

Results for all respondents Percent 14 Well below what he/she should be paid 28 Slightly below what he/she should be paid 51 About the right amount 5 Slightly above what he/she should be paid 2 Well above what he/she should be paid Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 24 12 9 Well below what he/she should be paid 31 32 20 Slightly below what he/she should be paid 39 49 65 About the right amount 4 5 6 Slightly above what he/she should be paid 2 1 2 Well above what he/she should be paid 35.

Does your organization have a succession plan in place for the executive director/CEO? Results for all respondents Percent 25 Yes 69 No 7 I don’t know Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 19 20 41 Yes 76 75 52 No 6 5 7 I don’t know

2015 Survey on Board of Directors of Nonprofit Organizations 20 Results might not equal 100% due to rounding. 36. If your current executive director/CEO were to leave the organization tomorrow, could you immediately name a permanent successor? Results for all respondents Percent 16 Yes 78 No 6 I don’t know Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Percent 19 11 18 Yes 75 83 76 No 6 5 5 I don’t know 37.

If your current executive director/CEO left tomorrow, how long would it take for the board to name a permanent successor (in days)? Results for all respondents Days 112 Mean 90 Median Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M Days 87 114 136 Mean 60 90 120 Median Donations and Fundraising 38. Do you personally donate to your organization? Results for all respondents Percent 92 Yes 8 No 39. Does your organization require that directors donate to it each year?

Results for all respondents Percent 53 Yes 46 No 1 I don’t know

2015 Survey on Board of Directors of Nonprofit Organizations 21 Results might not equal 100% due to rounding. 39a. [if yes]: Does your organization have a “give or get” policy that requires each board member to donate a minimum amount each year or raise that amount from others? Results for all respondents Percent 42 Yes 58 No 39b.[if yes]: What is the “give or get” minimum that you are required to achieve?

Results for all respondents 6,336 Mean 2,500 Median 100,000 Max Results for nonprofits with operating budget < $500K Results for nonprofits with operating budget > $500K and < $5M Results for nonprofits with operating budget > $5M 2,142 5,609 11,706 Mean 1,000 2,500 5,000 Median 10,000 3 0,000 100,000 Max 40. Are directors of your organization required to fundraise on behalf of the organization?

Results for all respondents Percent 45 Yes 54 No 1 I don’t know 40a.[if yes]: How important is fundraising relative to your other obligations as a director of this organization? (On a scale of 1 to 5, with 5 being “the most important” and 1 being “not at all important”) Results for all respondents 3.8 Mean 4.0 Median 90% % with importance level greater than or equal to 3 Organizational Performance 41. How satisfied are you with the performance of your organization?

Results for all respondents Percent 41 Very satisfied 44 Moderately satisfied 4 Neither satisfied nor dissatisfied 10 Moderately dissatisfied 1 Very dissatisfied

2015 Survey on Board of Directors of Nonprofit Organizations 22 Results might not equal 100% due to rounding. 42. How satisfied are you with the financial health of your organization? Results for all respondents Percent 34 Very satisfied 36 Moderately satisfied 9 Neither satisfied nor dissatisfied 16 Moderately dissatisfied 5 Very dissatisfied 43. How satisfied are you with the quality of financial reporting at your organization? Results for all respondents Percent 51 Very satisfied 31 Moderately satisfied 8 Neither satisfied nor dissatisfied 7 Moderately dissatisfied 3 Very dissatisfied 44.

Which of the following problems or difficulties has your organization experienced in the last 10 years? (Select all that apply) Results for all respondents Percent 40 Inability to meet fundraising targets 29 Serious financial difficulty 16 Extreme difficulty attracting one or more new board members 12 Executive director asked by the board to leave 11 Unexpected resignation of the executive director 7 Board member asked by colleagues to leave 5 Unexpected resignation of a large number of board members 4 Serious accounting restatement 4 Fraud by internal employees or directors 3 Serious litigation 1 Serious threat to tax-exempt status 13 Other 31 None of these 21 % that selected three or more

2015 Survey on Board of Directors of Nonprofit Organizations 23 Results might not equal 100% due to rounding. Other Demographic Information 45. What is the total number of nonprofit boards you serve on (including the one covered by this survey)? Results for all respondents 2.1 Mean 2.0 Median 46. What is the total number of for-profit boards you serve on? Results for all respondents 0.4 Mean – Median 47. Do you believe that serving on a nonprofit board opens up opportunities to serve on a for-profit board? Results for all respondents Percent 32 Yes 68 No

2015 Survey on Board of Directors of Nonprofit Organizations 24 Methodology In fall 2014, the Stanford Graduate School of Business, in collaboration with BoardSource and GuideStar, surveyed 924 directors of nonprofit organizations about the composition, structure, and practices of their boards.

2015 Survey on Board of Directors of Nonprofit Organizations 25 About the Authors David F. Larcker David F. Larcker is the James Irvin Miller Professor of Accounting at Stanford Graduate School of Business; director of the Corporate Governance Research Initiative; and senior faculty of the Arthur and Toni Rembe Rock Center for Corporate Governance. His research focuses on executive compensation and corporate governance. Professor Larcker presently serves on the Board of Trustees for Wells Fargo Advantage Funds.

He is coauthor of the books A Real Look at Real World Corporate Governance and Corporate Governance Matters. Email: dlarcker@stanford.edu Twitter: @stanfordcorpgov Full Bio: http://www.gsb.stanford.edu/faculty-research/faculty/ david-f-larcker William F. Meehan III William F. Meehan III is the Lafayette Partners Lecturer for 2013-2015 at Stanford Graduate School of Business and a director emeritus of McKinsey & Company. Mr. Meehan is a regular writer, speaker, and advisor on nonprofit strategy, governance, performance measurement, as well as innovations in philanthropy, including the role of the internet.

At Stanford, he is a founding member of the Advisory Council of the Center for Philanthropy and the Civil Society, a faculty member of the Public Management Program and the Center for Social Innovation, and a member of the Arts Initiative Council. He is former chair of the United Way of the Bay Area, chairman emeritus of GuideStar, a former member of the Board of Fordham Prep, the National Academy of Sciences’ Board on Science, Technology, and Economic Policy (STEP), and the California Roundtable.

Email: wmeehan@stanford.edu Full Bio: https://www.gsb.stanford.edu/faculty-research/faculty/ bill-meehan Nicholas Donatiello Nicholas Donatiello is a recognized expert in the areas of consumers, media, and technology. Mr. Donatiello is president and CEO of Odyssey and a lecturer at Stanford Graduate School of Business where he lectures on the roles, responsibilities, and performance of boards in public, early-stage private, and not-for-profit companies. Mr.

Donatiello is a director of the Schwab Charitable Fund (AUM in excess of $7 billion), one of the nation’s largest grant - making charities, distributing more than $1 billion in annual grants to charities, where he serves on the Investment Oversight Committee and chairs the Compensation Committee. Mr. Donatiello is the former Chairman of the Board of KQED, Inc., which owns and operates five public radio and television stations in Northern California.

Email: donatiello@stanford.edu Twitter: @nickdonatiello Full Bio: http://www.gsb.stanford.edu/faculty-research/faculty/ nicholas-donatiello Brian Tayan Brian Tayan is a member of the Corporate Governance Research Initiative at Stanford Graduate School of Business. He has written broadly on the subject of corporate governance, including the boards of directors, succession planning, compensation, financial accounting, and shareholder relations. He is coauthor with David Larcker of the books A Real Look at Real World Corporate Governance and Corporate Governance Matters.

Email: btayan@stanford.edu Acknowledgements The authors would like to thank Michelle E. Gutman of the Corporate Governance Research Initiative at Stanford Graduate School of Business for her research assistance on this study.

2015 Survey on Board of Directors of Nonprofit Organizations 26 About Stanford Graduate School of Business, the Rock Center for Corporate Governance, BoardSource, and GuideStar About Stanford Graduate School of Business The Corporate Governance Research Initiative (CGRI) at Stanford Graduate School of Business. The Corporate Governance Research Initiative focuses on research to advance the intellectual understanding of corporate governance, both domestically and abroad.

By collaborating with academics and practitioners from the public and private sectors, we seek to generate insights into critical issues and bridge the gap between theory and practice. Our research covers a broad range of topics that include executive compensation, board governance, CEO succession, and proxy voting. gsb.stanford.edu/cgri The Center for Social Innovation (CSI) at Stanford Graduate School of Business. CSI is dedicated to creating social and environmental change in the world.

Through research, education, and experiential learning, CSI strengthens the capacity of individuals and organizations to develop innovative solutions for poverty alleviation, access to healthcare and education, sustainable development, environmental protection, human rights, and more.

We envision a networked community of leaders actively working across frontiers, sectors, and disciplines to build a more just, sustainable, and prosperous world. http://csi.gsb.stanford.edu/ About The Rock Center for Corporate Governance The Arthur and Toni Rembe Rock Center for Corporate Governance is a joint initiative of Stanford Law School and Stanford Graduate School of Business.

The Center was created to advance the understanding and practice of corporate governance in a cross-disciplinary environment where leading academics, business leaders, policy makers, practitioners, and regulators can meet and work together. www.rockcenter.law.stanford.edu About BoardSource BoardSource is a recognized leader in nonprofit board leadership and serves as the national voice for inspired and effective board service.

It provides leadership and support to a growing network of more than 100,000 nonprofit leaders, and offers an extensive range of tools and resources to increase board effectiveness and strengthen organizational impact. https://www.boardsource.org/ About GuideStar GuideStar is the world’s largest source of information on nonprofit organizations. More than 7 million people use GuideStar data every year. GuideStar data is used to make more intelligent decisions about the social sector. These decisions drive social innovation and help make the world a better place. http://www.guidestar.org/

2015 Survey on Board of Directors of Nonprofit Organizations 27 Contact Information For more information on this report, please contact: Heather Hansen Assistant Communications Director Stanford Graduate School of Business Knight Management Center Stanford University 655 Knight Way Stanford, CA 94305-7298 Phone: +1.650.723.0887 hhansen@stanford.edu Copyright © Stanford Graduate School of Business and the Rock Center for Corporate Governance | 2015 Survey on Board of Directors of Nonprofit Organizations

www.gsb.stanford.edu/cgri-research In collaboration with BoardSource and GuideStar

Document details

Collection	California Superior Local Rules
Citation	CCC-271054
Type	court_rule
Language	en
Format	pdf
Source	CA_LOCAL
Identifier	56b8946490f150f2913e3b9ab254285f0054d181

Source file is stored in the law ingest library (pdf).