Engaging the Next Generation: Key Takeaways from Our Junior Board Conversation with Wintrust
Recently, Latz & Company partnered with Wintrust to host a conversation focused on a topic we hear frequently from nonprofit leaders: how to attract, engage, and retain the next generation of supporters.
Derek McPhatter moderated the discussion alongside a thoughtful group of panelists who brought both member and staff perspectives to the room:
Amelia D., Chief Advancement and Development Officer at Big Shoulders Fund
Audrey (Leech) Tapling, Vice President of the Chicago Public Library Foundation Associate Board
Julia Nehf, Wintrust Bank and Junior Board Member with several local nonprofits
Taka Buranda, CFEI®, Vice President of the After School Matters Associate Board.
Together, they offered a helpful cross-section of what it takes to build an Associate
Board experience that is meaningful for members and strategically valuable for the
organization.
While the focus of the session was on junior and associate boards, the discussion quickly expanded. The real question was not simply how to structure these groups, but how organizations can more intentionally cultivate future volunteers, donors, and advocates.
This is increasingly important. Individual giving continues to represent the majority of charitable contributions, accounting for 66% of total giving in 2024, and the next generation of donors will play a critical role in sustaining that momentum.
We convened a panel of practitioners and board members to share perspectives from across the field. While there is no single model for success, several themes emerged.
Engagement Starts with Clarity
One of the strongest takeaways from the conversation was simple: engagement begins with clear expectations.
Organizations that see the most success are those that clearly define the purpose of the board, the expectations for members, and how the group connects to the broader mission. Recruitment and onboarding are especially important moments to set that tone. When members understand what they are committing to, they are more likely to stay engaged.
Clarity also extends to structure and accountability. Non-governing boards are most effective when they are treated as part of a leadership pipeline rather than as an informal volunteer group. When expectations are upheld, participation feels meaningful and connected to impact.
Even language plays a role. Several panelists noted that “Associate Board” can feel more substantive than “Junior Board,” reinforcing the idea that these groups are contributors to the organization’s future.
Interest is often Broader Than Mission Alone
Understanding personal and professional motives was another important theme.
Mission matters, but it is not the only driver. Younger professionals are also seeking community, networking, and opportunities for leadership development. Acknowledging these motivations allows organizations to design more effective experiences.
Research on generational giving reinforces this point. Younger donors often engage through a mix of volunteering, peer networks, and digital channels, reflecting a broader definition of participation.
Successful organizations create structured opportunities that connect these motivations back to mission. This might include small-group conversations with leadership, peer-driven events, or clearly defined roles tied to specific outcomes. When done well, networking becomes a pathway to deeper engagement rather than a separate goal.
Define Success—and Support It
The conversation also highlighted that there is no single model for success. What matters most is alignment.
Organizations benefit from defining a clear purpose for their board. Whether the focus is fundraising, ambassadorship, or engagement, a specific goal helps members understand their role and allows staff to measure progress.
Several practical ideas surfaced, including engaging members in stewardship outreach, activating boards around Giving Tuesday, and using peer-driven fundraising strategies to build momentum.
Across all examples, one point stood out. Strong staff support is essential. These groups require coordination, communication, and consistent attention. Without that investment, even well-designed boards can struggle to sustain engagement.
A Strategic Investment in the Future
Associate and junior boards are best understood as long-term investments in both leadership and philanthropy.
At a time when the sector is preparing for a significant transfer of wealth and influence across generations, organizations have an opportunity to build meaningful pathways for engagement early.
When expectations are clear, motivations are understood, and the right support is in place, these groups can become powerful engines for future growth.
We are grateful to Wintrust and our panelists for a thoughtful and energizing discussion and encouraged by the range of approaches organizations across Chicago are taking to invest in what comes next.