Players in the Public Policy Process: Nonprofits as Social Capital and Agents

Players in the Public Policy Process: Nonprofits as Social Capital and Agents

by Herrington J. Bryce
     
 

"Insightful, innovative, and well-grounded; strongly recommended."
—Julian Wolpert, Henry G. Bryant Professor of Geography, Public Affairs, and Urban Planning; Chair, Program in Urban and Regional Planning, Woodrow Wilson School, Princeton University

"The increasing role of nonprofits as agents of public purpose creates both opportunities and risks. This

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Overview

"Insightful, innovative, and well-grounded; strongly recommended."
—Julian Wolpert, Henry G. Bryant Professor of Geography, Public Affairs, and Urban Planning; Chair, Program in Urban and Regional Planning, Woodrow Wilson School, Princeton University

"The increasing role of nonprofits as agents of public purpose creates both opportunities and risks. This book helps us better to understand both the sources of the opportunities and the nature of the risks."
—Steven Kelman, Weatherhead Professor of Public Management, John F. Kennedy School of Government, Harvard University

"Timely, fresh, and innately significant." — Clarence Stone, Author of Regime Politics

Product Details

ISBN-13:
9781403968296
Publisher:
Palgrave Macmillan
Publication date:
04/16/2005
Edition description:
Older Edition
Pages:
288
Product dimensions:
6.00(w) x 9.00(h) x 0.81(d)

Table of Contents

Ch. 1The significance of the principal-agent paradigm3
Ch. 2The policy significance of nonprofit organizations : beyond the limits of failure11
Ch. 3The nonprofits as social assets and agents of public policy33
Ch. 4Nonprofits as agents of public policy : a paradigm of principals and agents59
Ch. 5The choice of nonprofits as agents of public policy81
Ch. 6Housing and community development : a case study of an agency function121
Ch. 7The performance of agents : acute care hospitals and community benefits141
Ch. 8Policy formulation, nonprofit advocacy, and the principal-agent framework163
Ch. 9Regulating the finances of the agent183
Ch. 10The nonprofit as a self-regulator203
Ch. 11The implications for strategic planning and positioning219

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