Can highly controlled management environments change sub-national federal grants management?
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Date
2009-10
Type of Work
Department
University of Baltimore. Yale Gordon College of Public Affairs
Program
University of Baltimore. Doctor of Public Administration
Citation of Original Publication
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This item may be protected under Title 17 of the U.S. Copyright Law. It is made available by the University of Baltimore for non-commercial research and educational purposes.
Abstract
This study examines grants management at the sub-national level. Specifically, the study sought to determine whether highly controlled management environments change sub-national federal grants management. Many previous studies have investigated the connection between policy implementation at the sub-national level and decision making, accountability, communications, risk taking, and transparency of information; however, there was limited research that connected these elements in the grantee's management environment to policy implementation. Overall, the study's findings underline prior theories that accountability, discretion, decision making, communication systems, and risk are key influences in policy implementation and program results. The results also offer evidence that the effective implementation of sub-national goals via grant awards is linked to the capacity of the sub-national grantees to manage, which is influenced by their management environment.