Assessing Organizational Role and Perceptions of Programmatic Success in Policy Implementation

Abstract

This study utilizes the Strategic Action Field (SAF) framework as a lens to study implementation effectiveness of Ohio START, a multiactor and multilevel implementation process. We examine the extent to which perceptions of successes and challenges vary across organizational roles in county-level child welfare agencies during Ohio START implementation. Preliminary findings reveal that perceptions of implementation effectiveness differ based on organizational role.

Keywords

human service organizations implementation strategic action fields

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