Nonprofit CEOs and executive directors from 1,585 member-serving organisations were surveyed about their organisational environment, board structure, board selection procedures and challenges, governance models they employ, board development and self-assessment, and a host of other questions related to the governance practices of their organisation. The results will help you understand patterns of related behaviour within organisations that support high board performance and that are intentional and not dependent on industry sector or capacity.

This study is the first to offer a representative snapshot of current governance practices in these associations and member serving organisations. You'll find ample insight into important questions such as the following:

How do organisations attract the right competencies to their boards?
Is there a sweet spot for board size?
In which areas of responsibility do CEOs rate their boards highest, and where do they find them lacking?
How well are boards assessing and reporting on their own performance?

A summary of the key findings, 50 tables showing the results of specific questions, and the authors' analysis make this an exceptional resource for benchmarking your own governance practices and to start, or continue, a conversation within your own organisation about how to achieve the qualities of a high-functioning board.