Abstract
This paper argues that policymakers in designing federal social service programs do not sufficiently consider the task of administering the program at the community level. Specifically, it draws attention to the dysfunctional consequences of emphasizing vertical integration and quantitative measures of performance within federal social service delivery systems. Data are presented on the role conflict experienced by heads of manpower agencies stemming from incompatible expectations from staff members, local community leaders, and hierarchical program administrators. The effects of these conflicts on the task of administering these agencies are also explored, and their implications for program design are considered.
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