{"id":15419,"date":"2026-06-03T18:30:00","date_gmt":"2026-06-03T16:30:00","guid":{"rendered":"http:\/\/stocks-future.com\/?guid=c8a6319916c0ee457cff059523d3a823"},"modified":"2026-06-03T18:30:00","modified_gmt":"2026-06-03T16:30:00","slug":"c3-nonprofit-consulting-group-releases-new-national-foundation-board-practices-survey-highlighting-the-evolution-of-modern-governance","status":"publish","type":"post","link":"https:\/\/stocks-future.com\/?p=15419","title":{"rendered":"C3 Nonprofit Consulting Group Releases New National Foundation Board Practices Survey Highlighting the Evolution of Modern Governance"},"content":{"rendered":"

\nNew research highlights the widespread use of board term limits, robust performance evaluation practices, and the prevalence of board compensation among foundations<\/i><\/p><\/a><\/a>

NEW YORK--(BUSINESS WIRE)--#C3<\/a>--C3 Nonprofit Consulting Group<\/a>, a division of SullivanCotter<\/a>, has released the results of its 2025-2026 Foundation Board Practices Survey<\/a>, offering new insights into how foundation boards are evolving to meet increasing expectations for governance, accountability, and strategic oversight.<\/p>

\nThe survey, which includes responses from 63 private and community foundations of varying size and structure across the United States, highlights several emerging trends shaping the modern foundation board. This includes insight into governance practices, board structure and composition, evaluation methods, compensation approaches, and more.<\/p>

\n\u201cAs the philanthropic landscape grows more complex, foundation boards are becoming more intentional and strategic about how they engage,\u201d said Nanci Hibschman<\/a>, President, C3 Nonprofit Consulting Group. \u201cFoundation leaders continue to prioritize governance practices that support accountability, strategic focus, and long-term impact.\u201d<\/p>

\nThe key findings from this year\u2019s survey show that:<\/p>

\n1. Board Renewal Remains a Priority<\/b><\/p>

\nThe majority (75%) of foundations now utilize board term limits, with the most common structure being three consecutive three-year terms. This suggests that many organizations are prioritizing planned board refreshment and opportunities to introduce new expertise and perspectives.<\/p>

\n2. Foundations are Expanding How They Measure Board Effectiveness<\/b><\/p>

\nBoard self-assessment practices are now widespread among responding organizations. These findings demonstrate a growing emphasis on performance, accountability, and continuous improvement:<\/p>