Report to the Governor And the Human Services Subcabinet On Ways to Improve Child And Family Services in Montana And to Strengthen the Department of Family Services 1990
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That accountability has been accomplished and to a large extent may be part of the reason for the increased scrutiny the department is currently receiving. Unfortunately, the department was also created without adequate staff and/or resources to accomplish its mission. Cost and service accountability has been further attempted through the regional administrative structure and the establishment of local and state advisory councils. The decentralized method of management has received considerable... criticism as being too weak, too strong, confusing, contributing to inconsistent service provision and policy interpretation, and creating a sense of competition rather than team approach to meeting the needs of Montana's troubled children and their families. It is apparent from the letters received (over 50) addressing the department's organizational structure that considerable controversy exists over whether the regional administrative management structure has been successful. A concern over the roles and responsibilities of the regional administrators and whether those positions are viable and cost effective is frequently linked with the debate over the decentralized resource allocation and management structure.
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