Does Government Funding Alter Nonprofit Governance? Evidence from New York City Nonprofit Contractors
Katherine M. O'Regan
New York University (NYU) - Robert F. Wagner Graduate School of Public Service
Sharon M. Oster
Yale School of Management
Yale SOM Working Paper No. PM-03
This paper explores the relationship between nonprofit board governance practices and government contracting. Monitoring by a board is one way a governmental agency can help to insure quality performance by its contractors. Agencies could thus use both their selection process and their post-contracting power to influence board practice. Using a new, rich data set on the nonprofit contractors of New York City, we test a series of hypotheses on the effects of government funding on board practices. We find that significant differences exist in board practices as a function of government funding levels, differences that mark a shift of focus or energy away from some activities, towards others. Trustees of nonprofits which receive high government funding are significantly less likely to engage in the traditional board functions, such as fund raising, while more likely to engage in financial monitoring and advocacy.
Number of Pages in PDF File: 31
Keywords: governance, government contracting, nonprofits, public management
JEL Classification: L3
Date posted: August 13, 2001
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