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The double‐edged sword of social service contracting: Public accountability versus nonprofit autonomy
Author(s) -
Ferris James M.
Publication year - 1993
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.4130030404
Subject(s) - accountability , autonomy , government (linguistics) , sword , business , public administration , trustworthiness , nonprofit sector , public relations , political science , law , philosophy , linguistics , computer security , computer science , operating system
The increased role of government contracts in the funding of nonprofits has heightened tensions as governments seek accountability and nonprofits seek to preserve autonomy. Considering both sides of the contract market, this article suggests that the threat of government funding is exaggerated. Nonprofits are attractive contractor options because of their experience and trustworthiness. Governments should recognize that excessive intrusions limit the advantages of the nonprofit sector. At the same time, nonprofits should be conscious of the implications of public funding, just as they must be of other sources of funding.