Ethics-Driven vs. Institutionalized Self-Discipline: A Study of Project Hope's Public Accountability and Supervision Mechanisms

Abstract

Public accountability is a key theme but also a weak link in the study of the third sector in China. Taking Project Hope as a case study, this paper tries to shed light on public accountability and supervision mechanisms for nonprofit organizations in China during the period of economic transition. Project Hope is widely regarded as a huge success in terms of public accountability, despited an unfavorable external environment. An interesting question thus emerges: What is the secret of Project Hope's success? This article argues the following: 1) The key to Project Hope's success is self-discipline or self-restraint; 2) External supervision has played an important role, but it is to a large extent the result of skillful mobilization by the China Youth Foundation, a by-product of self-discipline; 3) The self-discipline exercised by Project Hope's organizers is based on altruistic morality, a sense of mission and social responsibility, rather than a result of a "rational choice" in the face of strong external constraints. Therefor, Project Hope's success should not be taken as an ideal model for other nonprofits in their pursuit of public accountability. The fundamental means of securing public accountability is a transformation from ethics-driven self-discipline to institutionalized self-discipline.