I've served on two nonprofit boards with a combined time of about 22 years or so on them. Both were/are much more engaged than the boards described in this piec

I've served on two nonprofit boards with a combined time of about 22 years or so on them. Both were/are much more engaged than the boards described in this piece, but I think they are an exception. The other thing I'd add as a nonprofit board responsibility is to be the final owner of the organization's mission and values, and to make sure the organization sticks with them. To a large degree, this is deeply entwined with evaluating the CEO, since one way a CEO can fail is to let the org drift off mission or fail to live up to its core values. Another thing I'd add, at least for smaller orgs with few employees, is that the board can be part of regular long-term strategic planning (1+ year plans) and budgeting discussions. But of course this requires a more-than-normally engaged board to be useful.