Administrative capacity and welfare reform in North Carolina: does administration matter?

Abstract

This study examines the administrative role played by the state of North Carolina in the provision of welfare. A survey of county professionals was conducted in April 2000 assessing perceptions of how well the state was performing its administrative functions. Fifty-three survey items composed ten indices that were grouped into three categories of resources, leadership and accountability. Logistic regression analyses examined perceptions of the state's Resources, Leadership, and Accountability administrative capacity in relationship to the four Work First Report Card measures of (1) putting people to work, (2) having them stay off of welfare, (3) reducing the number on welfare, and (4) collecting child support. Findings indicate that the state's efforts are not perceived as contributing to the success of welfare reform. Administrative capacity perceptions account for little of the variation explained by the logistic regressions. The state is not perceived as contributing to putting people to work or helping them to stay off of welfare subsequently. It actually is seen as slightly hindering efforts at reducing the welfare rolls. Only in the area of child support collection does state administrative capacity (in leadership and budgeting) improve the odds for success.