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Paternalistic or Participatory Governance? Examining Opportunities for Client Participation in Nonprofit Social Service Organizations
Author(s) -
LeRoux Kelly
Publication year - 2009
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/j.1540-6210.2009.01996.x
Subject(s) - agency (philosophy) , public relations , government (linguistics) , corporate governance , paternalism , business , citizen journalism , work (physics) , public administration , service (business) , political science , sociology , marketing , finance , engineering , mechanical engineering , social science , linguistics , philosophy , law
Nonprofits represent a substantial group of third‐party agents that deliver public services, yet little is known about the extent to which these organizations embrace participatory governance practices. Using survey data from nonprofit social service agencies in Michigan, the author examines how these organizations provide opportunities for client participation and identifies factors that contribute to these practices. Four methods of securing client involvement are examined: participation in agency work groups, client feedback surveys, advisory boards and committees, and client service on the agency board of directors. The results indicate that government funding plays a systematic role in promoting these activities within nonprofits. These findings carry important implications for the government–nonprofit contract relationship by demonstrating that government funding shapes the practices of nonprofits in ways that promote democratic governance.