Who sits at the boardroom table?
A look inside nonprofit
boards
2
Executive Summary
From arts and culture to social justice, nonprofit organizations are diverse in their mission. However, one
commonality unites nonprofits and even their commercial counterparts: Each is governed by a board of nonexecutive directors. These boards differ, though, as a function of the sector and of the type of organization
within. Moreover, nonprofit boards pose different mandates than their commercial counterparts, with nonprofit
board members providing governance oversight as well as facilitating financial and technical support for their
organizations.
Our analysis of the board structure and composition of leading U.S.-based nonprofit organizations revealed the
following key findings:
KEY FINDINGS
CONSIDERATIONS
How do
nonprofit
boards operate
Nonprofit boards average 30 members and skew
larger than their Fortune 500 peers, which have an
average board size of 11 members. Only one-third
of nonprofit boards include the organization’s CEO,
who seldom has voting rights.
Re-examine board size (ranging from 12
to 68 members) considering the tradeoff
between effectiveness/agility and diversity
of skill set and funding sources; reassess
policies regarding CEO participation as
a way to inform decision making while
ensuring board independence. Also review
how well-structured board committees can
focus directors’ interests and contributions
and make full board meetings more
effective and efficient.
Who’s at the
boardroom
table
A third of nonprofit board members are female,
which is significantly more than for Fortune 500
companies, where only a fifth of board members are
female. However, racial diversity of nonprofit boards
is comparatively low vs. that of commercial boards,
with an average of 13% of board seats taken by nonwhite members as compared with 14% on Fortune
500 boards.
Ensure diversity across all parameters,
contextualize diversity efforts and pursue
an approach to succession planning for
directors that recognizes organizational
needs, represents the community
the organization serves and holds the
organization accountable to getting there.
What experience
do board
members bring
The overwhelming majority of nonprofit board
members are professionally employed, mostly
within the private sector (65% of board members).
However, previous nonprofit experience is key:
Eighty-four percent of board members have spent
at least some of their career in the nonprofit sector.
Financial services and academia account for the
majority of employment in the private and nonprofit
sectors, respectively. A third of board members
have CEO experience, but few have CFO experience.
Balance individual skill set needs with the
pursuit of a well-rounded board in terms of
How engaged
are board
members
Members’ motivations for joining a nonprofit board
are predominantly altruistic—i.e., to serve the
organization and contribute to its success—but half
of committee chairs are unsatisfied with member
engagement. Nearly three-fourths of nonprofit
board members sit on at least one additional board,
with an average of four other board seats.
When recruiting new board members,
consider that—even if altruistic—board
members’ motivations to participate and
availability to do so don’t always pass the
test of time. Re-examine mandates for
and assessments of active participation.
Be vigilant to be sure that the board and
board meetings are structured to produce
efficient discussions and tangible, useful
outcomes.
both industry and functional diversity.
3
Introduction
Nonprofits play an essential role in the world’s social, political and financial landscape: They control more than
$1.5 trillion in assets1 and are increasingly called upon to prompt social change. With their growing importance for
society and the “spillover” of the governance debate from the private sector, nonprofit governance has become
a topic of significant interest. However, not much data exists showing how board structure and composition vary
among different types of nonprofit organizations.
We at Russell Reynolds Associates often receive requests from nonprofit organizations to help them better
understand the range of approaches others take and to advise them on best practices. Our goal for this study is
to provide data about current practices—broken down by type of nonprofit organization—rather than examine
which practices are more or less effective. However, to provide some general guidance for nonprofits that are
currently in a state of change, we have included recommendations based on our extensive experience and the
governance practices of public boards. While nonprofits and for-profit entities have very different missions and
objectives, director obligations share some overlaps; understanding where and when these occur (but also don’t
occur) is important to take advantage of opportunities to share best practices.
We hope this report provides transparency, raises questions and informs a discussion about the range of choices
nonprofit boards can make. Understanding the choices of others can offer a window into the range of possibilities.
Methodology:
The findings presented in this publication are
based on an analysis of the board of 84 leading2
U.S.-based nonprofit organizations, covering
2,302 board members in total (refer to Appendix
1 for additional information on our sample).
To develop a comprehensive picture of the
current status of nonprofit board governance,
the assessment covered various types of U.S.
nonprofit organizations, including private
foundations, community foundations, domestic
non-governmental organizations (dNGOs),
international NGOs (iNGOs), museums and
performing arts institutions. The mapping
results are based on publicly available data.
1
2
“The dynamic nonprofit board,” McKinsey & Company, May 2004.
Data based on revenue size: Organizations have a median revenue of $231 million.
4
Board structure
Nonprofit boards vary significantly in size and structure. While the board size of
organizations with stronger ties to the for-profit sector, such as private foundations,
is similar to that of public companies (around 12 members), the board of institutions
with a strong focus on fundraising tends to be large and complex, which could
compromise efficiency. Most nonprofit boards also function without the
organization’s executive director and the accompanying on-the-ground perspective.
On average (and with significant variance), nonprofit boards consist of 30 members,
which is significantly larger than the 11-member average of Fortune 500 boards
(Exhibit 1). While private foundations have the smallest boards (12 members on
average), performing arts institutions have the largest (68 members on average).
The larger board size for performing arts institutions can be explained, at least
partially, by fundraising requirements and a legacy of including experts from the
art field (such as artists or performers). Functionally, larger boards can mean more
committees beyond the most common executive, finance/audit3, governance and
development committees.
Nonprofit boards
skew larger than
their for-profit peers
EXHIBIT 1: ELEMENTS OF BOARD STRUCTURE
Average board size
(Number of board
members)
Private
foundations
Community
foundations
iNGOs
25% of private foundation
boards include at least
one member related to
12
Range
(Minimum and
maximum number of
board members)
Standing
committees
(Number of
committees)
CEO on
board
(% boards)
4-22
5
16%
9-22
4
20%
8-36
5
45%
the founding family
15
19
dNGOs
33
13-78
6
23%
Museums
33
5-68
10
30%
9-149
13
45%
Performing
arts
68
Fortune Nonprofit
Average:
500
30
Average:
11
3
Depending on an organization’s size, the audit and finance committees are sometimes combined.
5
Few nonprofit CEOs
actively participate
on their boards
Nonprofit board
members face term
rather than age
limits
While it is common practice among U.S. public companies that the CEO holds
the chair position (more than 50% of S&P 500 CEOs hold the chair role), nonprofit
executive directors normally do not hold the chair position,4 let alone sit on
the board of their organization. Indeed, only 30% of boards surveyed include
the organization’s executive director/CEO as an ex officio board member. It
also is common practice among nonprofits not to grant the CEO voting rights:
Approximately 60% of executive directors sitting on boards cannot vote.5
While there is a variety of term length arrangements among nonprofit boards, the
most common term limit range from two to three consecutive three-year terms. In
comparison, public boards tend to favor age retirement policies (on average around
72 to 75 years of age) instead of term limits. Such age limits do not exist on nonprofit
boards.
BOARD STRUCTURE CONSIDERATIONS
Lean and agile operations. While larger boards don’t necessarily slow down decision making processes,
review your board structure and ensure that it enables the board to fulfill its responsibilities efficiently.
For organizations with a larger board, consider implementing a ‘board within a board’ governance model:
delegate key tasks to the executive committees and carefully allocate various fiduciary and governance
functions to specific board committees chaired by members of the executive committee. Another approach
is to transition some supporters from board seats to membership on leadership councils, campaign
committees, and advisory councils to handle other responsibilities.
Active CEO involvement. To ensure informed decision making, include the executive director as an ex
officio member on the board. Some organizations grant their executive director voting rights, while others
do not, but the emerging best practice is to establish the chief executive as a non-voting member and,
thereby, avoid potential conflicts of interest.
Member rotation and succession planning. Make sure term limits, which ensure board member rotation,
actually help (not exacerbate) challenges relating to skill composition. Develop a long-list of potential board
members with the characteristics required to ensure a well-balanced board and which will meet the current
and future strategic priorities of the organization. If a particular board member is hard to replace, make
allowances in the bylaws for a board member to renew a term of service after rotating off for one year.
4
5
Of the organizations surveyed, not one board combines the roles of chairman and executive director.
Leading with Intent: A National Index of Nonprofit Board Practices,” BoardSource, 2015
6
Board demographics
One element of talking about “who’s at the table” is looking at how key
demographics are represented on boards. While nonprofit boards are more diverse
in terms of gender than Fortune 500 boards, racial diversity remains a challenge.
Nonprofit boards have an average of 36% women members, as compared with 20%
for Fortune 500 boards (Exhibit 2). While nonprofit boards surpass their commercial
peers across the spectrum, differences exist among types of nonprofits, with
community foundations showcasing the highest gender diversity (42% average)
and museums the lowest (30% average). See Appendix 2 for a detailed gender
breakdown.
One out of three
non-profit board
members is female
EXHIBIT 2: GENDER DIVERSITY
(average % of female board members per board)
42
36
35
39
34
30
Nonprofit
average:
36%
Fortune
500 average:
20%
Private
foundations
Community
foundations
The race disparity
on nonprofit boards
persists
iNGOs
dNGOs
Museums
Performing
arts
Racial diversity constitutes a significant challenge for nonprofit boards: Non-white
members make up an average of 13% of nonprofit boards, which is a percentage
point lower than their representation on Fortune 500 boards (Exhibit 3). As with
gender diversity, though, differences abound among types of organizations: Private
foundations have the largest representation of non-white board members (23%),
and museums have the smallest (3%). See Appendix 3 for a detailed breakdown.
7
EXHIBIT 3: RACIAL DIVERSITY
(average % of non-white board members per board)
23
18
15
Nonprofit
average:
13%
Fortune 500
average:
14%
11
7
3
Private
foundations
Community
foundations
iNGOs
dNGOs
Museums
Performing
arts
GENDER PARITY AND RACIAL DIVERSITY CONSIDERATIONS
Contextual and nuanced efforts. Instead of simply ensuring a certain gender or race ratio of members,
consider the composition of the beneficiaries/communities the organization is serving and aim to reflect
the same type of diversity on the board. Make sure board selection criteria and processes are designed to
facilitate and encourage diverse board talent beyond traditional diversity candidate pools. For instance,
include community representatives on board committees in a non-voting capacity.
Manifold and future-oriented selection criteria. Proactively develop a potential pipeline of diverse board
members by mapping and identifying people who could develop into attractive board members in the next
5 to 10 years.
Public accountability. In order to hold the organization more accountable and improve diversity efforts,
consider publishing data on board composition publicly; e.g., on the organization’s website.
8
Board member professional profile
Most members
currently work at
for-profit companies,
but this
concentration varies
depending on the
type of organization
Nonprofit board members bring a variety of professional experiences to the
organization they serve. The vast majority are professionally active (i.e., 94%
employed vs. 6% retired; see Appendix 4) and employed across a range of private and
nonprofit industries.
Sixty-five percent of professionally active board members currently are employed
in the for-profit sector (Exhibit 4). Organizations with a high fundraising imperative
for the board, such as community foundations, museums and performing arts
institutions, tend to have a higher share of for-profit employed board members (76%,
63% and 73%, respectively). On the other side, private foundations—which are not
dependent on fundraising—have the highest share of board members currently
employed in the nonprofit sector (53%).
EXHIBIT 4: CURRENT INDUSTRY EXPERIENCE
(% employed board members per board)
Private
foundations
47%
43%
Community
foundations
iNGOs
dNGOs
76%
24%
61%
39%
69%
31%
Museums
73%
37%
Performing
arts
63%
27%
Average
For-profit
Financial services is
the most
represented
for-profit industry,
technology is the
least
35%
65%
Non profit
Among board members employed in the for-profit sector, the financial services
industry is the most represented at 32% (Exhibit 5). This is especially true for
organizations highly dependent on fundraising, such as museums, wherein 41% of
for-profit-employed board members are employed by financial services institutions.
At the other extreme, technology industry experience is generally low. Interestingly,
museums, which face, in particular, the pressure of digital innovation, have the
lowest share of board members employed in the technology sector (2% of for-profit
employed board members). Beyond financial services and technology, boards
showcase a range of industry expertise among their members. The consumer,
professional services, healthcare, and industrial sectors are each represented to a
certain degree within boards, thereby suggesting an eclectic and complementary
array of perspectives.
9
EXHIBIT 5: CURRENT FOR PROFIT INDUSTRY EXPERIENCE
(% board members per board currently employed in the for-profit sector by industry)6
Financial
services
Consumer
Professional
services
Industrial
Healthcare
Technology
Private
foundations
37
22
18
5
6
11
Community
foundations
25
8
27
11
4
7
iNGOs
29
20
15
10
8
6
dNGOs
24
21
24
4
16
7
Museums
41
15
7
10
0
2
Performing arts
34
15
12
6
0
5
Average
32
17
18
6
6
6
Most board members currently employed in the nonprofit sector work for a higher
education institution (29%, Exhibit 6). Beyond this concentration in academia,
there is a focus on thematic relevance: Across all organizations—except dNGOs—
approximately 20% of board members currently employed in the nonprofit sector
are engaged in the same subsector as the organization on whose board they sit.
This suggests that nonprofits prefer having a certain share of board members with
relevant focus area expertise.
There is a strong
focus on academia
among board
members currently
employed by
nonprofits
EXHIBIT 6: CURRENT NONPROFIT INDUSTRY EXPERIENCE
(% board members per board currently employed in a nonprofit organization by sector)
Higher
education
Foundations
Arts and
culture
Government
Global
development
Social
justice
Association
Healthcare
Religious
organization
Private
32
20
10
10
7
6
5
6
4
Community
29
16
11
9
3
1
11
13
7
iNGOs
30
15
3
4
20
7
4
2
15
dNGOs
30
16
11
12
7
5
8
5
6
Museums
27
18
23
24
4
0
1
3
0
Performing
arts
22
18
19
15
10
0
3
3
10
Average
29
17
13
12
9
3
5
3
7
6
Percentages do not add up to 100%, as certain data points were unavailable.
10
Nonprofit experience
is key—84% of board
members have spent
at least some of their
career in the
nonprofit sector
Board composition is quite balanced in terms of board members’ experience
profile: While 61% of board members have a hybrid profile, with experience across
the private and nonprofit sectors, 39% have spent their whole career in only one
sector—23% having worked only for nonprofits and 16% with a purely commercial
background (Exhibit 7). iNGOs have the highest share of purely commercial board
members (on average 40% of a given board). Community foundations deviate the
most from the average, with the highest share of hybrid board members (83%) and
the lowest share of purely nonprofit board members (10%).
EXHIBIT 7: EXPERIENCE PROFILE
(% board members per board)
40
Private foundations
32
Community foundations
iNGOs
dNGOs
Museums
24%
10
83
31
31%
20
76
29
61
75
Average
18
23
61
Hybrid7
7
40
29
Performing arts
Professional
experience is varied,
but one-third of
board members have
CEO experience
28
Non profit
4
27%
10
37%
7
16
For-profit
On average, 42% of board members per board have C-suite experience (Exhibit
8). This share is highest in private foundations (48% of board members per
board), which often have strong ties to the commercial world, and the lowest in
performing arts institutions (35%), which often include artists and other nonprofit
representatives on their board. Interestingly, if board members have C-suite
experience, they tend to have held very senior positions: Of board members with
C-suite experience, 79% have CEO experience.
On the other hand, the share of board members with CFO or CIO experience is
quite low—on average 3% and 1%, respectively, of board members per board. While
this could suggest a low level of sophistication with regard to financial expertise,
it is higher than it may seem: Sixty-one percent of nonprofit boards have at least
one member with CFO experience. Nonprofit boards may not face regulations like
public boards do—which mandate there be at least one “qualified financial expert”
on the board—but they do independently, and increasingly, strive to have financial
expertise represented amongst their board members.
The term “hybrid” indicates that an individual has worked in the nonprofit sector, as well as in the private sector, during his or her professional
career.
7
11
EXHIBIT 8: HIGHEST C-SUITE EXPERIENCE OF BOARD MEMBERS
(% board members per board)8
Chief
executive
officer
Chief
operating
officer
Chief
financial
officer
Chief
investment
officer
Other
None
Private
foundations
43
1
1
0
3
52
Community
foundations
32
2
3
2
2
58
iNGOs
33
2
3
1
4
57
dNGOs
31
4
4
2
4
55
Museums
33
2
2
1
1
61
Performing
arts
28
2
2
1
2
65
Average
33
2
3
1
3
58
PROFESSIONAL EXPERIENCE CONSIDERATIONS
Skillset-vision alignment. Ensure that the experience and skill set profile of board members is aligned with
the organization’s vision and strategic goals. Conduct regular audits of skills, experience and background
required in board members in advance of any recruitment/appointment, in particular when thinking about
membership in the finance and audit committees. Define specific candidate selection criteria, which should
not be linked only to fundraising potential.
Well-rounded board. Recruit individuals from a range of industries—especially those that may currently
be underrepresented, such as technology—and with a variety of experience. Consider both industry and
functional experience when reviewing the board skill set profile and composition.
Temporary committees. To ensure an organization benefits from its board members’ expertise while
maintaining operational independence, establish non-voting committees with special mandates, for instance
the use of digital and new technologies.
8
Based on highest position held throughout career.
12
Board motivation and participation
A desire to serve the organization is described as a motivation for joining a board
by the vast majority of nonprofit board members (Exhibit 9).9 Still, board member
attendance is waning: Ninety percent to 100% attendance declined from 41% of
boards in 2012 to 37% in 2014.10 Moreover, even when board members are present,
50% of chairs believe that board members are not very engaged in their work based
on the time they dedicate and their reliability in fulfilling obligations.11 This suggests
that recruitment priorities and practices need to be realigned to properly identify
successful and committed board members. Indeed, despite a preponderance of
altruistic motivations for board membership, 25% of board members report joining a
nonprofit board to advance their personal or professional interests.12
Serving the
organization is
members’ primary
motivation for
joining, but active
participation is an
issue
EXHIBIT 9: MOTIVATION FOR JOINING A BOARD
(% board members)
86
To serve the organization and contribute to its success
To contribute to society
53
To fulfill an organization’s request
43
To advance personal interests
25
To advance professional interests
24
To fulfill a need to volunteer
18
To make professional connections
16
To make personal connections
12
Other
12
Nearly three-fourths
of nonprofit board
members serve on an
average of four other
boards
The lack of active participation and the apparent disconnect between boards and
executive teams might be explained, at least partially, by the high share of board
members with additional board seats. Indeed, nonprofit board members are quite
active with regard to their general board engagement: Seventy-two percent of board
members occupy at least one additional board seat.
Survey on Board of Directors of Non-profit Organizations, Stanford Business School, 2015.
Leading with Intent: A National Index of Non-profit Board Practices, BoardSource, 2015.
11
Survey on Board of Directors of Non-profit Organizations, Stanford Business School, 2015.
12
ibid.
9
10
13
As board membership is seldom exclusive (Exhibit 10), board members sitting on
more than one board occupy, on average, four additional board seats. This varies
considerably according to the type of organization: iNGO board members sit on an
average of three additional boards, while museum board members occupy double
that amount of board seats. This range is not surprising considering differences in
board size, board member contributions and required time commitments among
different nonprofits.
In contrast to public companies, which tend to limit the number of additional public
board seats13 to ensure sufficient focus and engagement, nonprofit organizations
do not limit additional board memberships so that an average of 10% of board
members sit on more than 10 other boards.
Interestingly, there is a preponderance of nonprofit sector activity among board
members: More than half of board members with additional board memberships
(52%) sit on nonprofit boards only, 32% sit on both nonprofit and for-profit boards—
thereby gaining comprehensive board expertise across sectors—and only 16% sit
on for-profit boards only.
EXHIBIT 10: ADDITIONAL BOARD MEMBERSHIPS
Membership on other boards
(% board members)
Number of other board memberships
(% board members on another board)
1 to 4
Private
foundations
28
72
Other
boards
No other
boards
Average
31
61
iNGOs
76
dNGOs
61
Performing arts
More than 10
64
Community
foundations
Museums
5 to 9
29
57
10
29
32
3.9
4.5
2
22
29
54
5
3.2
10
4.5
17
5.8
11
4.8
While additional board seats have yet to be limited for nonprofit boards, there
is a growing trend to make giving a prerequisite and, thereby, ensure adequate
participation from board members while screening out those who might be less
committed. In 2014, 80% of boards required board members to contribute to their
organization, as compared with 70% in 2010.14
13
Around two-thirds of S&P 500 companies have limited the number of additional board memberships permitted. Therefore, the average
number of public corporate directorships for S&P 500 directors is only 2.1.
14
“Survey on Board of Directors of Non-profit Organizations,” Stanford Business School, 2015.
14
ACTIVE PARTICIPATION CONSIDERATIONS
While it is important and necessary that directors be aligned with the mission and strategy of the
organization, this is not a sufficient criteria to ensure board members’ active engagement with the
governance, strategy and leadership talent of the organization. In order to achieve both alignment and
engagement, several issues should be considered and addressed:
Clear resource obligations. Be clear and candid about time and resource commitments that board
membership requires despite the unremunerated nature of nonprofit board work. Make term renewal
contingent on previous performance.
Motivation and commitment assessment. Align recruitment priorities and practices to properly identify
suitable and committed board members. Rigorously select new board members, objectively surveying
motivation and testing availability and willingness to participate. Remember also to consider the personalities
of current and possible future directors, and what chemistry will be helpful or harmful in maintaining a spirit
of active engagement on the board.
Institutionalized accountability. Consider putting a system in place to ensure that board members deliver
on their responsibilities, such as regular performance monitoring. This is often best achieved through a clear
and efficient committee structure with tangible and actionable goals and expectations.
Best practice adoption. Review best practices for public boards and consider developing guidelines or
recommendations around the number of additional board seats allowed. Ensure board meetings are
designed to engage board members, focus on critical issues, and utilize board members’ skills to benefit the
organization. Again in this regard carefully structured and well led committees can be of immense value.
15
Next steps for effective boards
The governance debate is spreading from the for-profit to the nonprofit world, and rigorous oversight of
management and performance is increasingly important for nonprofits.
While nonprofits operate under unusual constraints and in complex environments, they face many challenges
familiar to corporate boards. To improve governance, boards need to go beyond the traditional emphasis on
raising funds and focus more on providing professional expertise, representing the needs of the communities
they serve, and establishing more stringent performance and management evaluations. Rising to this level
of governance oversight takes time, especially when many nonprofit boards struggle with basics such as
determining the ideal board size, recruiting the right members, having effective processes in place and ensuring
sufficient director engagement.
The first task is to get the fundamentals right. As this study has shown, there is a wide range in board composition
and practices across the nonprofit sector, and it is important to consider the specific context and environment
in which each organization is operating. However, this study also has shown that nonprofits face many common
themes, including room for improvement in terms of diversity, effective processes and board engagement.
While raising more questions than providing answers, this study has aimed to provide transparency around
current board structures and to initiate a discussion around how to best address common challenges. Getting
governance basics right will allow nonprofits to fulfill their mission more effectively.
The unique challenge faced by nonprofit boards is the dual need for their members to maintain both good
governance as well as material support, which often includes both financial and technical expertise. Carefully
delineating a board’s governance role around strategy, talent and fiduciary responsibilities from its members
operating contributions such as fund raising, marketing expertise and digital knowledge is often a critical place to
begin in forging a highly engaged and effective nonprofit board.
16
Appendix
APPENDIX 1: A DESCRIPTION OF THE NONPROFIT CATEGORIES IN OUR SAMPLE
Median revenue of
organizations included in study
Definition
Private foundations
Community foundations
iNGOs
(international NGOs)
Foundation established by an individual, family, or group for
a philanthropic purpose
Foundation serving geographically defined communities
with a broadly defined mission
$225M
$127M
U.S.-based non-governmental organization that has an
international scope and outposts in many countries to
$676M
address certain development issues
dNGOs
U.S.-based non-governmental organization with a U.S.-
(domestic NGOs)
centric agenda, focusing on domestic development issues
Museums
Visual and fine arts institution
$207M
Performing arts
Institution focusing on performing arts
$102M
$228M
APPENDIX 2: GENDER DIVERSITY DISTRIBUTION
(% female board members per board)
0%-25%
25%-50%
50%
Private foundations
25
55
20
Community foundations
0
80
20
iNGOs
20
60
20
dNGOs
23
69
8
Museums
30
70
0
Performing arts
10
70
20
17
APPENDIX 3: RACIAL DIVERSITY DISTRIBUTION
(% non-white board members per board)
0%-25%
25%-50%
50%
Private foundations
55
30
15
Community foundations
80
20
0
iNGOs
70
25
5
dNGOs
85
15
0
Museums
100
0
0
Performing arts
100
0
0
APPENDIX 4: CURRENT EMPLOYMENT STATUS
(% board members per board)
Private
foundations
89%
Community
foundations
95%
iNGOs
96%
dNGOs
93%
Museums
97%
Performing
arts
92%
Average
94%
Active
Retired
11%
5%
4%
7%
3%
8%
6%
18
AUTHORS
MARY TYDINGS is a Consultant for the Nonprofit
LAURIE NASH is a Consultant for the Nonprofit practice,
practice and also is the interim Sector Head. She is based
focusing on arts and culture. She is based in San Francisco.
in Washington, D.C.
GARY HAYES is a Consultant for the Leadership and
KIMBERLY ARCHER is a Consultant for the Nonprofit
practice, focusing on social justice and advocacy. She leads
the Washington, D.C. office.
Succession practice. He is based in New York.
MAIKE VON HEYMANN is the Global Knowledge Leader
for Nonprofit. She is based in London.
LUCIA FERREIRA is a Consultant for the Nonprofit
practice, focusing on social and economic development.
She is based in New York.
CLARA DESSAINT is a Knowledge Analyst for Nonprofit.
She is based in London.
JAMIE HECHINGER is a Consultant for the Nonprofit
practice, focusing on social justice and advocacy. She is
based in Washington, D.C.
GLOBAL OFFICES
Americas
ɳɳ Atlanta
ɳɳ Boston
ɳɳ Buenos Aires
ɳɳ Calgary
ɳɳ Chicago
ɳɳ Dallas
ɳɳ Houston
ɳɳ Los Angeles
ɳɳ Mexico City
ɳɳ Miami
EMEA
ɳɳ Minneapolis/
St. Paul
ɳɳ Montréal
ɳɳ New York
ɳɳ Palo Alto
ɳɳ San Francisco
ɳɳ São Paulo
ɳɳ Stamford
ɳɳ Toronto
ɳɳ Washington, D.C.
ɳɳ Amsterdam
ɳɳ Barcelona
ɳɳ Brussels
ɳɳ Copenhagen
ɳɳ Dubai
ɳɳ Frankfurt
ɳɳ Hamburg
ɳɳ Helsinki
ɳɳ Istanbul
ɳɳ London
Asia/Pacific
ɳɳ Madrid
ɳɳ Milan
ɳɳ Munich
ɳɳ Oslo
ɳɳ Paris
ɳɳ Stockholm
ɳɳ Warsaw
ɳɳ Zürich
ɳɳ Beijing
ɳɳ Hong Kong
ɳɳ Melbourne
ɳɳ Mumbai
ɳɳ New Delhi
ɳɳ Seoul
ɳɳ Shanghai
ɳɳ Singapore
ɳɳ Sydney
ɳɳ Tokyo
19
Russell Reynolds Associates is a global leader in assessment, recruitment and succession planning for boards of directors, chief executive
officers and key roles within the C-suite. With more than 370 consultants in 47 offices around the world, we work closely with public,
private and nonprofit organizations across all industries and regions. We help our clients build teams of transformational leaders who can
meet today’s challenges and anticipate the digital, economic, environmental and political trends that are reshaping the global business
environment. Find out more at www.russellreynolds.com. Follow us on Twitter: @RRAonLeadership.
Americas
Atlanta
1180 Peachtree St., NE
Suite 2250
Atlanta, GA 30309-3521
United States of America
Tel: +1-404-577-3000
Boston
One Federal Street, 26th Fl.
Boston, MA 02110-1007
United States of America
Tel: +1-617-523-1111
Buenos Aires
Manuela Sáenz 323
7th Floor, Suites 14 & 15
C1107BPA, Buenos Aires
Argentina
Tel: +54-11-4118-8900
Calgary
Suite 750, Millennium Tower
440-2nd Avenue SW
Calgary, Alberta T2P 5E9
Canada
Tel: +1-403-776-4175
Chicago
155 North Wacker Drive
Suite 4100
Chicago, IL 60606-1732
United States of America
Tel: +1-312-993-9696
Dallas
200 Crescent Court, Suite 1000
Dallas, TX 75201-1834
United States of America
Tel: +1-214-220-2033
Houston
600 Travis Street, Suite 2200
Houston, TX 77002-2910
United States of America
Tel: +1-713-754-5995
Los Angeles
11100 Santa Monica Blvd.
Suite 350
Los Angeles, CA 90025-3384
United States of America
Tel: +1-310-775-8940
Mexico City
Torre Reforma 115
Paseo de la Reforma 115-1502
Lomas de Chapultepec
11000 México, D.F.
México
Tel: +52-55-5249-5130
Minneapolis/St. Paul
IDS Center
80 South 8th St, Suite 1425
Minneapolis, MN 55402-2100
United States of America
Tel: +1-612-332-6966
Montréal
2000, avenue McGill College
6e étage
Montréal (Québec)
H3A 3H3
Canada
Tel: +1-514-416-3300
New York
200 Park Avenue
Suite 2300
New York, NY 10166-0002
United States of America
Tel: +1-212-351-2000
Palo Alto
260 Homer Avenue, Suite 202
Palo Alto, CA 94301-2777
United States of America
Tel: +1-650-233-2400
San Francisco
101 California Street
Suite 2900
San Francisco, CA 94111-5829
United States of America
Tel: +1-415-352-3300
São Paulo
Edifício Eldorado Business Tower
Av. Nações Unidas, 8.501 11º
05425-070 São Paulo
Brazil
Tel: +55-11-3566-2400
Stamford
301 Tresser Boulevard
Suite 1210
Stamford, CT 06901-3250
United States of America
Tel: +1-203-905-3341
Toronto
40 King Street West
Scotia Plaza, Suite 3410
Toronto, ON
M5H 3Y2
Canada
Tel: +1-416-364-3355
Washington, D.C.
1700 New York Avenue, NW
Suite 400
Washington, D.C. 20006-5208
United States of America
Tel: +1-202-654-7800
Asia/Pacific
Beijing
Unit 3422 China World Offfice 1
No. 1 Jian Guo Men Wai Avenue
Beijing 100004
China
Tel: +86-10-6535-1188
Hong Kong
Room 1801, Alexandra House
18 Chater Road Central
Hong Kong, China
Tel: +852-2523-9123
Melbourne
Level 51, Rialto Towers
525 Collins Street
Melbourne, VIC 3000
Australia
Tel: +61-3-9603-1300
Mumbai
63, 3 North Avenue,
Maker Maxity
Bandra Kurla Complex
Bandra (East), Mumbai 400 051
India
Tel: +91-22-6733-2222
© Copyright 2016, Russell Reynolds Associates. All rights reserved.
New Delhi
One Horizon Center, 14th floor
Golf Course Road, Sector 43
DLF Phase-V, Gurgaon 122 002,
Haryana
India
Tel: +91-124-467-4600
Seoul
16F West Tower
Mirae Asset Centre 1 Building
26 Eulji-ro 5-gil, Jung-gu
Seoul 100-210
Korea
Tel: +82-2-6030-3200
Shanghai
Room 4504, Jin Mao Tower
88 Century Avenue
Shanghai 200121
China
Tel: +86-21-6163-0888
Singapore
12 Marina View
#18-01 Asia Square Tower 2
Singapore 018961
Tel: +65-6225-1811
Sydney
Level 25
1 Bligh Street
Sydney NSW 2000
Australia
Tel: +61-2-9258-3100
Tokyo
Akasaka Biz Tower 37F
5-3-1 Akasaka
Minato-ku, Tokyo 107-6337
Japan
Tel: +81-3-5114-3700
EMEA
Amsterdam
World Trade Center,
Tower H, 18th Floor
Zuidplein 148
1077 XV Amsterdam
The Netherlands
Tel: +31-20-305-7630
Barcelona
Avda. Diagonal, 613 2˚A
08028 Barcelona
Spain
Tel: +34-93-494-9400
Brussels
Boulevard Saint-Michel 27
B-1040 Brussels
Belgium
Tel: +32-2-743-12-20
Copenhagen
Kongens Nytorv 3
1050 Copenhagen K
Denmark
Tel: +45-33-69-23-20
Dubai
Burj Daman
Business Tower, Floor 6
DIFC, PO Box 507008
Dubai
United Arab Emirates
Tel: +971 50 6574346
Frankfurt
OpernTurm,
60306 Frankfurt am Main
Germany
Tel: +49-69-75-60-90-0
Hamburg
Stadthausbrücke
1-3/Fleethof
20355 Hamburg
Germany
Tel: +49-40-48-06-61-0
Helsinki
Unioninkatu 22
00130 Helsinki
Finland
Tel: +358-9-6226-7000
Istanbul
Cumhuriyet Cad. No 48
Kat: 4/B Pegasus Evi
Elmadağ 34367 Şişli
Istanbul / Türkiye
Tel: +90-212-705-3550
London
Almack House
28 King Street
London SW1Y 6QW
United Kingdom
Tel: +44-20-7839-7788
Madrid
Miguel Angel, 11, 7°
28010 Madrid
Spain
Tel: +34-91-319-7100
Milan
Corso Giacomo Matteotti, 3
20121 Milan
Italy
Tel: +39-02-430-015-1
Munich
Maximilianstraße 12-14
80539 München
Germany
Tel: +49-89-24-89-81-3
Oslo
Dronning Mauds gate 1
N-0250 Oslo
Norway
Tel: +47-23-11-88-50
Paris
20 rue de la Paix
75002 Paris
France
Tel: +33-1-49-26-13-00
Stockholm
Hamngatan 27
SE-111 47 Stockholm
Sweden
Tel: +46-8-545-074-40
Warsaw
Belvedere Plaza
ul. Belwederska 23
00-761 Warsaw
Poland
Tel: +48-22-851-68-38
Zürich
Stampfenbachstrasse 5
8001 Zurich
Switzerland
Tel: +41-44-447-30-30
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