Reconsidering the Implementation Strategy in Faith-Based Policy Initiatives

Abstract

Despite their hypothesized potential to change lives and promote social policy goals, the track record of faith-based public policies is less than stellar. Using survey, administrative, and organizational case study data from a California faith-based initiative, we find that the commonly used implementation strategy—featuring a top-down, short-term approach that funds isolated local organizations—demonstrates little power to nurture enduring programs and partnerships at the community level. Our analysis of why this is so suggests the possible viability of an alternative implementation strategy that takes community social service networks as the unit of action and analysis. A next step for policy and research might be carefully monitored local demonstrations that foster government partnerships with a broad cross-section of community and faith-related organizations within a single locale, seeking to develop a coordinated continuum of community care by patiently building network capacity for the long haul.