Policies encompass the constitutional principles of guidance taken by both private and public organizations for decision-making and the attainment of rational outcomes. They are adaptive in the governance of organizations to assist both subjective and objective decision-making. These policies aim at addressing citizen’s needs through definite actions by judicial interpretations and the constitution. One of the policies in non-profit organizations is “the formation of partnerships with lead organizations through public funding for the creation of a community-based network for service providers (Chen & Graddy, 2010, p.410)." In this policy, the public agency hires the lead organization of interest to manage the network, especially non-profit social service providers to create community-based service network delivery. As such, this paper seeks to discuss the effectiveness of non-profit lead-organization networks for social service delivery.
The Non-profits
Non-profits are regarded as non-business entities governed by state and federal laws with policies that handle specific social issues (Butler & Wilson, 2015). They are responsible for the provision of services to improve the quality of life for a particular community, local state, or even globally (World Health Organization, 2015). Typically, non-profits provide services based on their scientific, educational, and religious or charitable perspectives. Notably, they are private organizations, which are self-governed and mandated to respond to particular social issues through donations, funding, and volunteering. To achieve their responsibilities, non-profits have policies, which act as directives to ensure effective service delivery. The policy about the formation of partnerships with lead organizations through public funding for the creation of a community-based network for service providers creates accountability for non-profits. The policy calls the partners to be sponsors, funders, and donors for the performance of their duties (Zhan, & Tang, 2016).
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Formation Partnerships with Lead Organizations through Public Funding as a Human Resources Policy
The formation of partnerships with lead organizations through public funding for the creation of a community-based network for service providers is a human resource policy. This is because the human resource is responsible for the formation of principles, rules, or guidelines of an organization designed to manage people. The partnership policy is intended to perform functionalities with the inclusion of hiring, training, assessing, and rewarding. For example, the identification of the public organization for funding and assessing the process of the network to service providers in the community (Wright, 2018).
Moreover, human resource policies are set to preempt misunderstandings among non-profits and public organizations over the fundamental rights and obligations that govern them. The policy aims at managing workforces through the provision of guidelines for hiring, employment, assessment among other operations of lead organizations, which form a partnership with non-profits to ensure service delivery (Bratton & Gold, 2017). Similarly, non-profits are entitled to the workforce for service, management of resources, and hiring. Therefore, the policy fits in the non-profits’ mission statement through the collective management of personnel and resources for effective non-profit service delivery.
Ineffectiveness of the Policy
First, the policy to formulate a partnership with lead organizations is limited to the relationships that exist between public organizations and non-profits. Notably, non-profit organizations are private entities with definite roles, objectives, and missions (Valente, Dredge, & Lohman, 2015). Similarly, lead organizations consist of policies, which are not related to the policies of non-profits. For instance, lead organizations provide services for gains whereas non-profits are not-for-profit. They stand to support and improve lives through the donation of basic requirements or services. However, lead organizations are independent and they do not rely on financing from any particular organization.
Therefore, the formation of a partnership with public organizations is ineffective since it fails to define the mission and goals of the non-profit organization (Chen & Graddy, 2010, P.411). For example, if lead organizations form partnerships through public funding and expect motivation from the profit, it may fail to meet its demands due to the non-profit policy. Another example of the ineffectiveness of the policy is the instance when the civic organization has a function, which can be performed by the non-profit organization in the local region or state. Nonetheless, the partnership will be limited due to governing laws of both organizations making the policy ineffective.
Conclusion
The effectiveness of non-profit lead-organization networks for social service delivery is attained through set policies. Policies form the organizations’ directives, which govern their operability. Policies should be competent not to suppress the organizations’ goals. However, the policies that have been formed and implemented have numerous limitations that ought to attain a long term solution. The non-profit policy on the formation of partnerships with lead organizations through public funding for the creation of a community-based network for service providers seeks to bridge the gap between the non-profit and other lead public organizations. Moreover, the policy aims to join efforts for the community-based network providers. As such, it intends to yield cohesion among companies with resources to provide services regardless of being independent in their operations. Also, the partnership enables change in the structure of the independent operation of the non-profit and public organizations.
References
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Butler, R., & Wilson, D. C. (2015). Managing voluntary and non-profit organizations: Strategy and structure. Routledge.
Chen, B., & Graddy, E. A. (2010). The effectiveness of non-profit lead‐organization networks for social service delivery. Non-profit Management and Leadership, 20(4), 405-422.
Valente, F., Dredge, D., & Lohmann, G. (2015). Leadership and governance in regional tourism. Journal of Destination Marketing & Management, 4(2), 127-136.
World Health Organization. (2015). WHO global strategy on people-centered and integrated health services: interim report (No. WHO/HIS/SDS/2015.6). World Health Organization.
Wright, P. (2018). Fundamentals of human resource management. Management, 5(27).
Zhan, X., & Tang, S. Y. (2016). Understanding the implications of government ties for non-profit operations and functions. Public administration review, 76(4), 589-600.
