Dear WFN Community,
As Board Chair, I’ve spent the past two years thinking about what makes organizations endure. The answer isn’t complicated: strong foundations built intentionally, before you need them. It’s work that often happens behind the scenes, but it matters deeply.
Demystifying Board Work
People often ask what a board actually does. Here’s the truth: we don’t run programs or make daily decisions—that’s the work of our talented CEO and staff. Our job is stewardship. We ensure WFN has the governance, financial systems, and strategic clarity to support feminist philanthropy for decades to come. We hold fiduciary responsibility—making sure resources are used wisely, and the organization remains financially healthy.
What We’ve Built
The past two years have focused on creating infrastructure that doesn’t always make headlines but makes everything else possible. We’ve formalized how we support and evaluate our CEO. We’ve built succession plans for leadership and board roles—not because change is imminent, but because preparedness is responsible governance. We’ve adopted investment and finance policies that align our resources with our values. A significant part of our work has been risk management: anticipating challenges and creating safeguards so WFN can navigate uncertainty with confidence.
We’ve also thought carefully about who serves on this board. We created a Board Development Committee, established a clear nominations pipeline, and decided that board members must also be WFN members—putting our own resources where our mission is.
We’ve strengthened security and efficiency by moving to a digital governance platform. We’ve reviewed our legal protections. We’ve even scheduled board meetings through 2027, signaling our commitment to consistent, long-term engagement.
How We Work With WFN
The board-staff relationship works best as partnership. We ask hard questions and provide strategic guidance while trusting staff expertise. We engage deeply—from participating in conference planning to active committee work—but our role is strategic oversight, not operational control.
A strong board governs well, which often means knowing when to step back. When our network mobilizes emergency response, launches new data tools, or convenes global leaders, that’s not us. That’s the power of our members and staff doing what they do best.
The Work Ahead
As I reflect on these past two years, I’m struck by how much the board’s work mirrors the values we see across our network. We’ve practiced feminist leadership ourselves—building collaboratively, planning for succession, creating space for new voices, and ensuring our governance reflects our commitment to equity and transparency.
The board doesn’t make WFN powerful. You do—our members, donors, partners, and the communities you serve. Our work ensures that WFN has the governance, infrastructure, and strategic foundation you can count on for the next 40 years and beyond.
Now and in the future, we want our network leaders to reach out to each other with confidence, knowing the organization connecting them is built to last.
As we close out 2025, I hope you’re able to spend time with those you love and find space for the rest and renewal we all need. Thank you for being part of this movement.
With gratitude,
Rashmi Yadav Marya
Women’s Funding Network
Chair, Board of Directors