In the turbulent and competitive environment of contemporary social
service, government may seek to transfer important program func
tions to nonprofit organizations. Subjected to management control
mechanisms, such as caps, and expectations of self-sufficiency,
nonprofits often seek to establish an institutional entitlement for
continuing support. Aspects of the complex relationship between
government and nonprofits are explored in a case study of New York
state's Neighborhood Preservation Program.
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