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How nonprofits adapt to a stringent environment
Author(s) -
McMurtry Steven L.,
Netting F. Ellen,
Kettner Peter M.
Publication year - 1991
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.4130010305
Subject(s) - restructuring , agency (philosophy) , revenue , competition (biology) , business , human services , productivity , service (business) , scale (ratio) , marketing , public relations , finance , economics , economic growth , political science , sociology , ecology , social science , physics , quantum mechanics , biology
Results from a survey of nonprofit human service agencies in Arizona are presented. Most agencies reported steady or declining revenues, increased competition with other agencies, and rising demand for services from clients who cannot pay. The strategies used to adapt to these changes ranged from small‐scale productivity enhancements to responses involving a complete restructuring of the agency as well as cutbacks in client services. The discussion focuses on the implications of the results for the continued viability of these agencies and their ability to maintain their commitments to poor clients.