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The Role of the Board and Strategic Governance in Third Sector Organizations

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Applying an Implementation Lens
Balanced Scorecard as a Strategy for Performance Improvement
Building Coalitions
Bureaucratic Politics, Organizational Design and Decision-Making
Cognitive Biases
Defining Policy Problems and Policy Making Under Pressure
Developing Networks for Improvement
Efficiency, Effectiveness, and Instrument Choice
Financing and Fundraising in the Third Sector
Implementation and Policy
Implementation and Policy
Implementation and Risk
Implementation and the Budget Context
Implementation Environment
Implementing through Markets
Implementing with Partners
Improving Organizational Performance Through Competition
Learning as a Performance Strategy
Leveraging Diversity
Managing a Global Team
Managing Conflict
Managing Partnerships: Multi-Party Arrangements
Managing Risk: The “New” Way Forward in Managing?
Mission and Strategy
Models of Policy Making
Modernization of Public Sector Organizations
Multi-Level Governance
Network Assessment and Analysis
Operations and Marketing Strategy
Organizational Alignment
Organizational Behaviour
Organizational Culture
Organizational Performance and Management Reform
Organizing for Collaboration and Partnership
Organizing for Performance
Overview of Recent Trends in Public Administration
Performance Information as a Management Tool
Policy Analysis and Contemporary Governance
Policy Design and Instrument Choice
Policy Evaluation
Public Services in the Age of Restraint - new public service delivery models and the quest to do better with less
Public-Private Partnerships
Recent Trends from Comparative Public Administration
Rules vs. Discretion
The Crisis of “Governability” (1970s) and its Effects
The Meaning of Strategy in Public Management
The Role of Leadership in Strategy and Implementation
The Role of the Board and Strategic Governance in Third Sector Organizations
The Shift to Public Governance
Theories of Human Motivation and Decision Making: Rational Choice
Working in Teams


A Teaching Topic in Strategy and Structure

The Role of the Board and Strategic Governance in Third Sector Organizations

This topic discusses different approaches to the successful strategic governance of third party organizations, and the role played by the Board of Directors in the work of these organizations. Students learn about specific challenges that some third sector organizations encounter at particular points in their development including “founder’s syndrome.” Students also learn about the importance of succession planning in third sector organizations. Finally, this topic examines different approaches to assessing board performance.  

Recommended Reading (Carleton University PADM 5423): 

Patricia Bradshaw, “A Contingency Approach to Nonprofit Governance,” Nonprofit Management & Leadership, 20, 1, Fall 2009.

David O. Renz, “Nonprofit Governance and the Work of the Board,” 2007.

New Philanthropy Capital. Stories from the Boardroom. London: NPC, June 2011.

Leona English and Nancy Peters, “Founders’ Syndrome in Women’s Nonprofit Organizations Implications for Practice and Organizational Life,” Nonprofit Management & Leadership, 22, 2, 2011: 159-171.

Source: PADM 5423 Syllabus, 2013

Page Created By: Matthew Seddon, 06 July 2013

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School of Public Policy and Governance