Citation

Johnson RW. Eval. Program Plann. 1978; 1(4): 259-264.

Copyright

(Copyright © 1978, Elsevier Publishing)

DOI

10.1016/0149-7189(78)90049-6

PMID

unavailable

Abstract

Current social welfare policy planning reflects an inadequate sense of the problems to be solved and an incentive structure which discourages responsible decision making. Proceeding from overly simple cause and effect models, social welfare policies are designed with detailed administrative regulations to insure uniformity and regularity of behavior across the states. When problems are not solved, policy makers focus on the failures of personnel to follow all the detailed regulations. This leads to additional efforts to enforce compliance. There is evidence that implementation personnel consistently and purposively do stretch or ignore regulations in order to service clients. An alternative to further detailed regulations then is to use the autonomy of state units in the federal structure by eliminating negative incentives to innovation and creating incentives to experiment with alternative programs. As a social learning strategy this would encourage innovation and make it possible to learn from the experience of personnel who daily confront the realities of welfare problems and the large array of administrative details.