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dc.creatorOstrower, Francie Dr.
dc.date.accessioned2017-09-22T15:13:23Z
dc.date.available2017-09-22T15:13:23Z
dc.date.issued2014-05
dc.identifierdoi:10.15781/T2FF3MG2D
dc.identifier.urihttp://hdl.handle.net/2152/61726
dc.description.abstractBoards are central to the system of nonprofit accountability, but their adequacy has been increasingly questioned by policymakers, media, researchers and others. There is good reason to be concerned about board performance, but to date but no preferable alternative mechanism has been proposed. Thus, understanding how boards function and identifying strategies for strengthening them remains key to enhancing nonprofit accountability. This paper examines board functioning in relation to both legal and broader conceptions of accountability, and empirical evidence from over 5,100 nonprofits in the Urban Institute National Survey of Nonprofit Governance. After discussing areas of board weakness, the paper considers various approaches to improving boards, including regulation, self-regulation, policy-oriented, and management-oriented strategies. The paper argues that as important as legal regulation and oversight may be, broader accountability and performance expectations must be addressed at the level of practice, within boards and organizations, and take nonprofit heterogeneity into account.en_US
dc.language.isoengen_US
dc.publisherUrban Instituteen_US
dc.relation.ispartofPublications by RGK Facultyen_US
dc.subjectnonprofiten_US
dc.subjectaccountabilityen_US
dc.subjectboardsen_US
dc.titleBoards as an Accountability Mechanismen_US
dc.typeArticleen_US
dc.description.departmentLBJ School of Public Affairsen_US
dc.rights.restrictionOpenen_US


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