Abstract
Ostensibly, demonstrations are undertaken to test innovations in service delivery. In the following case study, however, a private social agency manipulates the rhetoric and appearance of innovation to satisfy entrepreneurial ambitions. Obscure service coordination mechanisms, unmeasurable objectives, high coverage/low impact services, a strong cash-flow position, and control of information prove to be successful strategies for capturing demonstration grant funds. As a result, lower-quality services and exaggerated policy implications are exchanged for organizational expansion and new prestige. A greater public demand for straightforward program evaluations could restrain welfare entrepreneurialism. At issue is the control over social programming, therefore any alterations in existing arrangements will be complex and controversial.
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