Resource scarcity has emerged in the 1980's as a dominant theme in the human services. Although we are acutely aware of the impact that funding cutbacks have had upon human service agencies and their programs, relatively scant attention has been given to the funding body itself as the focus of analysis. The ways in which the funding body addresses the issue of resource distribution under scarcity conditions is of critical concern to the social welfare field. This paper analyzes one model adopted by a large voluntary fundraising and funding organization-planned priorities-setting-to provide a strategic and rational framework for guiding allocations decisions.

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