What does being a finalist for this award mean for you and your organization?
Being named a finalist for the Board Leadership Award is an incredible honor for New Futures and a meaningful reflection of the commitment our board – past and present – has made to mission-driven leadership, equity, and community impact. It is especially meaningful that the nomination came from our senior leadership team, reflecting the trust, partnership, and alignment that has been built between the board and staff leadership. This recognition is not simply about governance. It represents the intentional collaboration between our board, staff, Scholars, alumni, and community stakeholders to advance our mission of providing educational and economic opportunity for systemically excluded young people.
Our board has worked intentionally to move beyond traditional oversight into a body deeply engaged in strategy, sustainability, and long-term impact. Over the past several years, the board has strengthened its focus on long-term planning, community-centered leadership, financial stewardship, and creating pathways for diverse voices, including alumni, to help shape the organization’s direction. Being recognized as a finalist validates that work and reinforces the importance of thoughtful, values-driven leadership in the nonprofit sector.
For New Futures, this recognition also belongs to the broader community that has supported our mission for the past 25 years. It reflects the trust our partners, donors, volunteers, and Scholars place in our organization and inspires us to continue building a board culture rooted in accountability, learning, innovation, and equity.
What have you learned through the application process for the Board Leadership Award?
As organizations move quickly to respond to community needs and operational demands, there are not always enough moments to step back and fully assess how leadership practices have developed over time. This process reminded us that strong board leadership is a journey, and ours has been one built on a strong foundation whose approach to governance, leadership, and culture has evolved alongside the organization’s growth.
Over the years, our organization and board have been shaped by major moments and challenges, from transitioning to professional management to navigating COVID-19 and the social reckoning following the murder of George Floyd, to addressing the economic and social uncertainties organizations are facing today. Each one required us to listen differently, engage in hard conversations, make difficult decisions, and remain grounded in our values and purpose.
Going through this application allowed us to reflect on not only what we experienced but also how we responded. During COVID-19 and the broader social reckoning around racial equity, our organization and board were challenged. While we entered that moment with strong intentions, we also had our own internal questions and difficult conversations about how to navigate such a complex and emotional time. There were moments of discomfort, vulnerability, grace, and deep reflection and accountability.
The application process gave us the hindsight to recognize that these challenges served as opportunities for growth that ultimately strengthened our values and organizational practices. We learned the value of alignment and the importance of creating intentional space for engagement, reflection, and shared understanding to establish the norms, expectations, and relationships needed to work effectively towards collective goals. We invested in board development, created clear pathways for participation among various stakeholders, and ensured leadership reflects the communities being served. Through continuous work between the board and staff leadership, we developed a Race, Equity, Diversity, and Inclusion model that later evolved into our IDEA framework. Today, that commitment is embedded into our governance practices. Our Board Norms and IDEA framework are included in every board packet, board members acknowledge their ongoing commitment to those principles annually, and equity considerations are intentionally woven into leadership and governance discussions.
What we have learned is that strong board leadership is a work in progress. Currently, the board’s leadership role is to ensure that governance structures, strategic priorities, organizational culture, and values work together cohesively with strong alignment between the management and governance of the organization. And while we are proud of how our board has evolved, we also recognize that sustaining growth and deepening impact to deliver on our mission for the scholars and communities we serve will require a continued willingness to learn, adapt, and evolve alongside the organization.
What advice would you offer for other organizations/board members striving for excellence in board leadership?
Excellence in board leadership begins with clarity of purpose and a commitment to growth. Boards are most effective when they see themselves not only as fiduciaries, but as ambassadors, thought partners, and champions for the mission.
Prioritize intentional culture-building within the board itself. Strong governance is built on trust, transparency, accountability, and meaningful relationships. Investing time in board development, onboarding, and shared learning creates a stronger foundation for decision-making and collaboration.
This work is not a sprint, it is a marathon. There is no fast-forward button. You may have a road map, but expect detours. As much as organizations may want to jump to the visible outcomes – and increasing those outcomes – there is critical foundational work that must happen. That means asking difficult questions, leaning into uncomfortable conversations, and developing areas where growth is needed. We became a more effective board by our willingness to engage honestly, celebrate wins along the way, and recognize that meaningful progress takes time, commitment, and intentionality.
It is also important for board members to remember that they are one part of the organization. Staff leadership and the CEO play critical roles, and everyone shares a responsibility in advancing the organization’s work.. The best outcomes happen when there is mutual respect, trust, and alignment between governance and management.
Organizations are better equipped to address complex challenges when board leadership reflects a diversity of perspectives, experiences, and lived realities – including voices connected to the communities being served.
Finally, board service is a serious commitment to community. These are volunteer roles, but they carry real responsibility and can be incredibly demanding and deeply rewarding. When you join a board, you are making a commitment to help change the lives of the people and communities your organization serves. That responsibility has to remain centered in every aspect of the work, whether it is finance, fundraising, governance, strategy, or advocacy. Every role matters, and each plays a part in advancing the organization’s impact.
At New Futures, we have learned that board leadership is most powerful when it stays deeply connected to the mission and to the people whose lives are impacted by the work every day.