Abstract
Having discussed why the principal-agent paradigm is useful, having established its profile, and having demonstrated how it relates to the nonprofit as a social capital asset and agent of public policy, this chapter and the next are about perspectives gained in implementing the principal-agent paradigm. This chapter begins with a review of what is known about community development corporations and how they fit into the public policy picture as agents. It then presents a specific case in New York City, shows how the concepts of the previous chapters apply to performance, and then takes some of the same concepts and applies them to public authorities. These authorities lay the foundations for community development by providing the required infrastructure. This is illustrated by the New York-New Jersey Port Authority (a nonprofit organization). The chapter ends with a discussion of faith-based organizations and the applicability of the principal-agent paradigm to them in implementing community development policies.
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Bryce, H.J. (2012). Housing and Community Development. In: Players in the Public Policy Process. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137273925_6
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DOI: https://doi.org/10.1057/9781137273925_6
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