A detailed case analysis of the Maine Housing Rehabilitation Project provides an exploratory observation of the innovative use of human resources at the federal, state and regional levels through an evolutionary development process of housing rehabilitation technicians. Functioning largely as advocate planners and human service delivery administrators through self-expanded roles, these individuals were able to promote change in the context of this intergovernmental environment. The analysis presented here reveals findings of intrastate regional differences between the urban and rural areas. Low income citizens appear to be the main beneficiaries of a proactive style of leadership that was performed by the most productive rehab techs. The autonomy of their roles afforded all technicians a degree of freedom to produce different results through experimentation.

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