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.

Policy Implementation Process and its Component on Tax Crime Investigation Boundary to Promote an Optimal Tax Revenue: A Literature Review

“…Theoretically, the policy implementation process based on the strategic action field (SAF) framework, as stated by Smith, Girth, and Hutzel, cites Sandfort and Moulton, who assert that "SAF incorporated the meso-level-an important missing piece in implementation research-to capture both agency structure and human agency which affect each other and do not act in isolation." 45 SAF includes the policy field, which entails the creation of policy or program objectives as well as the development of resources and an understanding of implementation goals; organizations are at the meso level, where they operationalize predetermined policy objectives and integrate their authority and competence into daily practice; and the front lines as the micro level entails policy targets interacting with lower level workers/bureaucrats. 46 Moreover, the central tenet of SAF or the logic of governance is "… each of these three levels produces and is the product of its context, rules, resources, and human agency."…”