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The American Review of Public Administration
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Do Government Tools Influence Organizational Performance?

Examining Their Implementation in Early Childhood Education

Jodi Sandfort

University of Minnesota, Minneapolis

Sally Coleman Selden

Lynchburg College, School of Business, Virginia

Jessica E. Sowa

Cleveland State University, Ohio

This article explores whether the multiple tools used by government to implement social policy influence organizational performance. This analysis focuses on three tools—grants, contracts, and vouchers—and their use in the field of early childhood care and education. Through analysis of a field-based study of 22 organizations, the authors explore qualitative evidence and examine the relative consequences of each tool using multivariate modeling. The authors conceptualize organizational performance along four dimensions—management capacity, management outcomes, program capacity, and program outcomes—to better explore how government tools influence organizations delivering publicly funded services. Findings reveal that the different tools the government uses to implement early childhood programs have distinct consequences; grants have the most significant, positive consequences on a variety of desirable outcomes.

Key Words: government tools • implementation • performance • policy tools • nonprofits

This version was published on December 1, 2008

The American Review of Public Administration, Vol. 38, No. 4, 412-438 (2008)
DOI: 10.1177/0275074007310488
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