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Implementation of the Welfare‐to‐Work Program in Arkansas
Author(s) -
Reese Catherine C.,
Harding David
Publication year - 2007
Publication title -
politics and policy
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.259
H-Index - 23
eISSN - 1747-1346
pISSN - 1555-5623
DOI - 10.1111/j.1747-1346.2007.00074.x
Subject(s) - welfare , agency (philosophy) , work (physics) , human services , business , public relations , public administration , political science , economics , engineering , sociology , economic growth , mechanical engineering , social science , law
How is success for Welfare‐to‐Work (WtW) programs defined, and is that definition adequate? This article assesses a snapshot of interagency communication in the 2000 Arkansas WtW program and its potential effects on the state's progress toward real welfare reform. Three key areas deemed necessary for successful implementation are explored: case management, inter‐agency communication, and goal congruence. Data for the evaluation were generated via surveys of agency personnel and program participants. The data reveal that interagency staff frequently disagree on responsibility for client assessment, that interagency staff do not always communicate effectively and seldom share data, and that staff from service providers and the Department of Human Services cite differing goals for the program they are charged with implementing. The authors reassess the adequacy of Arkansas' WtW program and suggest that in an era marked by systemic work‐related program reform, it is imperative that administrative linkages between state labor‐related agencies and personal welfare‐related agencies operate effectively.