Various levels of government contract-out the provision of public services such as health and education to community organizations, which have traditionally received core funding for these services. In recent years, however, with the adoption of neoliberal policies and New Public Management ideals, Canadian federal and provincial governments have increasingly off-loaded the provision of social services to community organizations through a project-funding regime. Community organizations and their workers now find themselves facing new challenges created by this new funding regime. This article explores the ways in which the daily lives of these workers have been organized and influenced by project-funding regime procedures and rules, which benefit the state but create hardships for workers. This analysis draws on staff interviews and focus group data collected from three community organizations in three provinces across Canada. The qualitative analytic approach includes both a thematic analysis and the identification of practices that benefit the institution but complicate worker activities, as identified by the Psycho-Social Ethnography of the Common-Place method, which borrows from Institutional Ethnography. Through the analysis of procedures of increased accountability, short-term funding, hiring on contract, use of information and communication technologies, and forced partnerships, the authors delineate the ways in which a neoliberalized ruling system benefits and manages staff activities while complicating the lives of the workers. Recommendations and responses to this situation are discussed.