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Chapter 6 Organizational configurations

affecting the administration of rehab. Services


This chapter attempts to explain what happened in the field
of administration and the avenues taken by the Federal and
State to get more services by combining contradicting values
and professions.
The Council of State Governments (CSG) divided umbrella
agencies into three types:

1. Coordinated Agencies allow autonomous


program units to retain most of their administrative
and program authority while establishing an
umbrella agency that functions to coordinate
overall activities and programs.
2. Consolidated Agencies transfer all or most
administrative and program authority of previous
autonomous programs to the umbrella agency.
3. Integrated Agencies are also created by transferring all
or most administrative and program authority of
previously autonomous programs into a new agency. They
differ from a consolidated agency in that program
development and service delivery are in discrete
organizational units.
Two common misconceptions about categorical programs
(need based)
Program categorization is the real problem in that it
contributes to unnecessary duplication and fragmentation
of services and is wasteful and inefficient.
The multi problem client with interrelated needs for
services which can only be responded to in a fragmented
manner.

Five elements integral to the ability of umbrella agencies to


be effectively administered in human resources
configurations.
Uniqueness of the mission
Program accountability
Optimization of program control
Consumer input
Politics of reorganization (constant threat)

What is the Rehabilitation Services Administration


(RSA)?
An organization which main purpose is to maintain
vocational rehabilitation as an integral, categorical
program, not to be merged with human or social
services organizations or submerged with reduced
scope or effectiveness.
Delusion of Effectiveness In the seventies there was an
effort to combine services and make accessibility to
services for individuals with disabilities was implemented.
These efforts were to combine agencies. This was
considered to be the start of the delusion of effectiveness.
An influx of severe and misdiagnosed cases were the
results of this effort.

5 Implications for Rehabilitation Administration


1. Uniqueness of the mission Basic purpose has not
changed since the 1920s. It has been ingrained
into its practitioners. Its emphasis is on program
outcomes.

2. Program Accountability Degree to which an organization


has utlized its allotted resources to achieve its goals and
objectives.
3. Optimization of program control ability to deliver
individualized services to disabled individuals which
enables them to engage in employment and have greater
control over their lives.
4. Consumer input Participation by individuals with
disabilities is crucial to the development and
implementation of a successful individual work plan.
5. Politics of reorganization Despite rhetoric to the
contrary, we have all seen how reorganization affects more
than the desire to achieve program effectiveness and
efficiency. Reorganizations have political motives and
political consequences.