Embargo Period


Degree Name

MA in Sustainable Development

First Advisor

Teresa Healy

Second Advisor

Karen Blanchard


This paper, as a reflective practice, will explore organizational models and frameworks commonly found in non-profit organizations, as per the Leading and Managing Social Sector Organizations course at SIT.

This paper attempts to draw on my experiences at the national non-profit, Reading Partners, and coursework from SIT to suggest the best decision making models for a mission driven, non-profit organization. The findings and reflections largely surround the methodologies of strategic thinking and planning for large, complex, federated organizations.

The paper first explains Reading Partners organizational structure, program model, and culture, as per the different organizational frames in Boleman and Deal in order to provide context to the reader. The paper goes on to highlight the author’s experiences and observed challenges and changes as a Program Manager at Reading Partners over the course of the last three years. At the end of these reflections I analyze the effect of strategic planning on these events and the national organization as well as the affiliated sub-regions.

The question to be addressed in this capstone is, “Which decision-making model might best sustain a mission-driven, federated organization”? Over the course of the reflective practice period, the best answer comes from an analysis of strategic thinking and planning best-practices. In the analysis this paper will explore strategic thinking as a surrogate to decision-making models in organizations.


Nonprofit Administration and Management | Public Administration | Strategic Management Policy