NCJ Number
196270
Journal
Punishment & Society Volume: 4 Issue: 3 Dated: July 2002 Pages: 345-368
Editor(s)
Alison Liebling,
Richard Sparks
Date Published
July 2002
Length
24 pages
Annotation
This article studies the operations of nonprofit privatization providers doing business with the State of Massachusetts Division of Youth Services.
Abstract
The author reviews the impact and perception of not-for-profit social services providers on juvenile justice services specifically using the Sate of Massachusetts as a case study. The history of Massachusetts' deinstitutionalization program, implemented by Jerry Miller in 1969, is discussed. The Miller approach is described as one of regionalization, privatization, and community integration. The early implementation of the approach including the advantages and disadvantages of hundreds of service provider contractors is discussed as is the eventual consolidation to the use of a few nonprofit contractors. Examples of the different types of nonprofit organizations are presented. The concept of community, the positive image associated with non-profits, and the ways in which the organizational characteristics of non-profit service providers are influenced by exposure to both traditions of entrepreneurialism and bureaucracy are explored. The author concludes that nonprofit actors tend to develop a character of "entrepreneurial bureaucracy." 14 notes, 29 references