ABSTRACT
In this chapter, the author applies a Rawlsian social justice framework to the administration of non-profit agencies. The late 1950s and early 1960s in social service organizations were bullish years for innovators. The mid-1960s to the end of the decade saw “problem solvers” come into their own. Administrators have always been there, minding the store in social service agencies. An important characteristic of social service organizations is their monopoly over the type of resource they offer their clientele. A client seeking social service help more often than not chooses an agency, not a particular worker. Thus, trusting the agency is a major requisite for instilling trust in the worker-client relationship. A third characteristic of the social service organization is that it must respect the privacy of the client, while distinguishing privacy from anonymity. To develop trust, opportunity must be provided to demonstrate its presence.
