By Susan Bernstein
via interviews carried out with nonprofit organisation managers within the big apple urban metropolitan quarter, Susan Bernstein vividly describes their stories with "contracting out," the valuable means that the "reluctant" American welfare nation has of offering public prone throughout the deepest region. The supplier directors glance upon this as a nightmarish online game and their tales remove darkness from how welfare nation mechanisms paintings in perform in addition to the tangled nature of bureaucracies Bernstein illustrates and analyzes those directors’ thoughts for coping with the executive, moral, and political problems with reduced in size prone. Managing gotten smaller Services is among the first books to ascertain how directors deal with gotten smaller prone in a bureaucratic and political environment.
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Additional resources for Managing Contracted Services in the Nonprofit Agency: Administrative, Ethical, and Political Issues
Because government contracts are where the money is. If that's what the government's demanding, that's what we do. If they want us to stand on our heads, we stand on our heads. I almost believe we don't have the energy, and maybe we don' t feel we have the power. 3 What keeps them so involved despite all the Copyrighted Material Game of Contracted Services • 33 craziness? "4 A description of the experience of flow when playing chess is strikingly similar to what administrators say about managing contracted services.
A GFO's computerized system to keep track of which foster children are in whose care is used to determine GFO funds owed NPAs. However, according to the compliance coordinator in a large agency, this system is "so inaccurate" that it is Ita tremendous pain" to prepare her NPA's monthly bill to the GFO. For every single difference [in whom the GFO says we are serving and whom we are actually serving] , we have to make out a form . It's absolutely horrendous . The whole billing system now is very time consuming and very frustrating.
She describes what happened when the GFO reorganized. They lost all the good people who were in there . What happened to , a wonderful person, with wonderful ideas? He quit in frustration after less than two years. He couldn't do with them what he knew needed to be done. And that makes me sick. It sets everything back. They waste a lot of money. Public money's going down the drain-and they're telling us we can have a 1 percent salary increase! Finally, GFOs' inability to be effective is reflected in their inability to make changes expeditiously.
Managing Contracted Services in the Nonprofit Agency: Administrative, Ethical, and Political Issues by Susan Bernstein