Authors: Peter Frumkin
Spring 2002
Ash Institute for Democratic Governance and Innovation, John F. Kennedy School of Government.

In the first section, differences in the operational and cultural characteristics of for profit and nonprofit organizations are detailed with an eye to highlighting why many believe business firms have certain important advantages over nonprofits when it comes to competing for large human service contracts. The second section explores why public managers may need to structure service contracts in a way that not only maximizes short-term results, but that also affirms the importance of preserving a mixed organizational ecology. In a third and concluding section, some thoughts are offered on policy remedies that might supplement a more nuanced managerial approach to service contracting with nonprofit and for-profit providers.



Related Documents