Why government contracting Renz (2010) said the followingT

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Why government contracting? Renz (2010) said the following: The widespread interest in the United States and other countries in contracting with non-profit organizations reflects many factors: pressure to reduce the costs of public service; broad interest in voluntarism, social innovation, and citizen and community engagement; and the influence of the New Public Management and “reinventing government” movements which seek to improve the efficiency and effectiveness of public services through privatization, more competition, individual choice, and decentralization. (p. 553) Governmental contracting is viewed by many international non-governmental organizations as a very positive practice. There are additional attractive benefits than what Renz has shared, although some are more significant than others. Although there are many attractive benefits, challenges do occur. As a leader, you should be aware of these challenges, too, in order to overcome them. In addition, you should know how to leverage the pros. To prepare for this Discussion, review the Zadi, et al., article in preparation for the Discussion. By Day 4 Post the significant pros and cons of such government contracting discussed by Zadi, et al. Further explain the fundamental concerns that a nonprofit should examine if it is considering engaging in governmental contracting and why. ...

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Developing a Progressive Advocacy Program Within a Human Services Agency Linda Plitt Donaldson, PhD ABSTRACT. This paper brings together knowledge from research and practice to suggest a set of building blocks on which a progressive advocacy program could be developed within a human services agency. Pro- gressive advocacy is defined as advocacy motivated primarily by a desire for social change that addresses underlying structural and power inequities that includes methods to meaningfully engage agency clients or con- stituents in all aspects ofthe advocacy process. The paper concludes with a case study showing the development of an advocacy program within a nonprofit homeless services agency and discusses the constraints on its development. Implications for research, education, and practice are also discussed. doi:10.1300/J147v32n02_03 [Article copies available for a fee from The Haworth Document Delivery Service: l-800-HAWORTH. E-mail address: <[email protected]> Website: <http://www.HaworthPress.com> © 2008 by the Haworth Press. All rights reserved.] KEYWORDS. Advocacy, nonprofit, human services, leadership, em- powerment, social change INTRODUCTION Since the emergence of the charity organization societies in the late 1800s, nonprofit human service agencies have been the cornerstone of the U.S. response to community needs. The common image of nonprofit Linda Plitt Donaldson is Assistant Professor, Catholic University of America, National Catholic School of Social Service, 620 Michigan Avenue, NE, Washington, DC 20064. Administration in Social Work, Vol. 32(2) 2008 Available online at http://asw.haworthpress.com © 2008 by The Haworth Press. Ail rights reserved. doi:l0.1300/J147v32n02_03 25 26 ADMINISTRA TION ¡N SOCIAL WORK human service agencies as providers of shelter, food, clothing, and other forms of treatment for the symptoms of intractable social problems over- shadows their important history as social change agents. For example, the poverty movement, battered women's movement, and gay rights movement were enabled by the participation of nonprofit agencies that served the needs of those groups. This skewed view of nonprofits as purveyors of charity but not justice may lead important agency stakeholders like do- nors. Boards, Executive Directors, and staff, to the conclusion that advocacy practice is neither worthwhile nor appropriate as a core function for human service agencies. The purpose of this paper is to stimulate a greater understanding of the role and purpose of advocacy as a distinct program within a human service agency and to lay out a framework for developing one. Advo- cacy is defined as "any attempt to influence the decisions of any institu- tional elite on behalf of a collective interest" (Jenkins, 1987, p. 197). The term progressive advocacy practice refers to advocacy that (1) seeks to address underlying structural and power inequities as distinct from advocacy motivated by organizational inter ...

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Chapter 9 Many businesses have utilized the services of the American Legislative Exchange Council (ALEC), well known for its role in shaping conservative legislation and lobbying influence. It has advocated against health care reform, to reduce state taxes on businesses, and to limit the political influence of labor unions. ALEC also was instrumental in many states in the creation of “stand your ground” laws, under which citizens were given the right to use guns or other weapons to protect themselves against assailants. After the public back- lash in the Treyvon Martin case in 2012—in which a black teenager was shot to death in Florida and his assailant defended his actions by claiming protection under Florida’s “stand your ground” law—many businesses began to distance themselves from ALEC. In 2012 Walmart joined other firms, such as Amazon.com, Coca-Cola, Kraft Foods, McDonald’s, General Electric, Sprint Nextel, and a dozen more, bending to pressure from civil rights groups. Walmart was the largest seller of firearms in the country and the largest employer of black workers and thus particularly vulnerable to protests surrounding the Treyvon Martin case. Walmart’s public affairs vice president explained the company’s action by saying, “ALEC had strayed from its core mission to advance the Jeffersonian principles of free markets.” One industry that has been active in the political arena is solar power. Because solar energy has historically been more expensive to produce than fossil fuel energy, the industry has relied heavily on government incentives and subsidies to level the playing field. Although some major energy companies have entered the solar business, most of the 3,400 solar companies in the United States are small, such as Namasté Solar, a Boulder, Colorado, firm of 60 employees that installs solar energy systems for commercial and residential customers. The solar industry’s trade association, the Solar Energy Industries Association, has been very active in government affairs and advocacy, winning a number of policy victories. The federal stimulus bills of 2008 and 2009 provided tax credits, grants, and loans for solar installations and companies that made solar equipment (one of which, Solyndra, later failed). States—such as Hawaii, which required all new construc- tion to have solar water heaters by 2010—and cities—such as Berkeley, California, which loans money to residents to install solar panels—have also helped the industry with friendly policies.1 As the examples above demonstrate, many businesses—big and small—have become active participants in the political process to promote a variety of goals, from supporting organizations charged with developing legislation to support economic development and job growth to lobbying government regulators through a trade association to receive tax credits and grants. They are not always successful, however, as seen in the political partnership of businesses with ALEC, which took on a ...

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Despite the vast amount of work done by many organizations worldwide, particularly in Third World countries like Zimbabwe, the effectiveness of their partnerships in programming is still marginal. The major focus of this study was to evaluate the partnership that exists between International Non Governmental Organizations {INGOs} and their local implementing Partner Non-Governmental Originations in order to establish areas that need improvement and strengthening. This study revealed that some of the partnerships that exist between these agencies are marred by challenges such as funding, implementing strategy, capacity building/training, strategic networking, consultative and joint initiatives. An analysis of interviews established that most partnerships existed in the area of implementation where local organizations are funded and this accounted for 30%. This is an area where NGOs obtain financial assistance to implement programmes. The other areas; capacity building/training shows 25% while strategic networking and consultative show 15%. The area showing the least was joint initiatives which had only 10% of the existing partnerships. This reflects the situation in most African countries where joint partnerships with NGOs are new phenomena and that the founding members of such NGOs embark on the programmes/projects for philanthropic reasons with very little knowledge of professional expertise needed to carry out these projects jointly. They outsource/consult or apply for people to help them beef up their expertise or train their staff to do so. The paper concludes by determining areas that need strengthening and proposes relevant policy recommendations which will contribute to future research on the effectiveness of partnerships. The need for partnerships to strengthen projects and programmes that are sustainable and which do not reinforce dependence was observed. The study further observed that conflict and misunderstandings within the partnering groups as another barrier which led to local organizations being reluctant to assume equal part in partnerships and to share information about the programme preferring to maintain confidentiality or protect their sovereignty. The study adds knowledge to our understanding of partnerships that exist between International Organizations and Local Organizations in Zimbabwe

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