PROGRAM MANAGEMENT - MAGICAL EXPECTATIONS AND HARSH REALITIES (FROM HANDBOOK ON DRUG ABUSE, 1979 BY ROBERT DUPONT AND AVRAM GOLDSTEIN - SEE NCJ-57805)

• NCJ Number: 57830
• Author(s): D A DEITCH
• Date Published: 1979
• Length: 6 pages
• Corporate Author: US Dept of Health, Education, and Welfare
• Publication Format: Document
• Publication Type: Program/Project Evaluation
• Language: English
• Country: United States of America

Annotation

THE IMPACT OF TIME, SOCIAL CIRCUMSTANCES, AND GOVERNMENT DEMANDS ON DRUG ABUSE TREATMENT PROGRAM MANAGEMENT IS EXAMINED.

Abstract

WHEN TREATMENT PROGRAMS FAIL TO PRODUCE DESIRED GOALS, THEY ARE LABELED MANAGEMENT INEFFICIENT. ALTHOUGH THERE ARE BENEFITS TO GOOD PROGRAM MANAGEMENT, PERHAPS THE RELATIONSHIP BETWEEN APPARENTLY GOOD MANAGEMENT AND EFFECTIVENESS OF THE PROGRAM IS OVEREMPHASIZED. THE MEDICAL MODEL OF TREATMENT PROGRAMS HAS EVOLVED FROM THE HOSPITAL ENVIRONMENT OF THE 1950S TO THE STOREFRONTS OF THE 1960S TO THE 'CHAINSTORE' OF THE 1970S. THIS EVOLUTION HAS RESULTED IN AN EXPENDITURE OF TIME ON ISSUES ONLY TANGENTIALLY RELATED TO CLIENT CARE AND OFTEN CRITICAL CONFLICTS BETWEEN PROGRAMS AND GOVERNMENTS. SEVERAL OF THE PROBLEMS FACED BY PROGRAM MANAGERS INCLUDE (1) EXCESSIVE GOALS--TREATMENT AGENCIES ARE EXPECTED TO PROVIDE SOCIAL ACTUALIZATION, FAMILY REUNIFICATION, AND ABSTINENCE FROM DRUGS; (2) LACK OF AGENCY COORDINATION, REQUIRING ACCOUNTABILITY AND EVALUATION DEMANDS FROM CITY, COUNTY, STATE, AND FEDERAL AGENCIES, MANY OF WHICH OVERLAP; (3) REDUCED SOCIETAL INTEREST BY THOSE ENTERING THE PROFESSION, CREATING GREATER PROFESSIONALISM, BUT LESS PASSIONATE CONCERN FOR CLIENTS; AND (4) INFLATIONARY CUTBACKS IN FUNDING. PROGRAM MANAGERS ARE OBLIGATED TO CREATE AN EFFECTIVE TREATMENT ENVIRONMENT, TO KEEP THAT ENVIRONMENT ACCOUNTABLE, AND TO PROTECT THAT ENVIRONMENT. THE QUESTION IS WHETHER THE CHANGING DEMANDS OF GOVERNMENT (I.E., AWAY FROM THE INNOVATIVE SPIRIT OF THE 1960S TOWARDS ESTABLISHED STRUCTURES OF MAINTENANCE) WILL FACILITATE FULFILLMENT OF THESE OBLIGATIONS. A NEW LOOK AT ROLE AND TASK DISTINCTIONS COULD RESULT IN BOTH A REORGANIZATION AND A REDISTRIBUTION OF RESPONSIBILITY. FOR EXAMPLE, A REGIONAL CENTRAL AUTHORITY AND RESOURCE ENTITY COULD BE CREATED TO PERFORM ALL INTAKE, CLIENT NEED ASSESSMENT, AND PROGRAM ACCOUNTING. THIS WOULD ENABLE THE PROGRAM STAFF TO DO WHAT THEY DO BEST--TREAT PEOPLE. BIBLIOGRAPHY, REFERENCES, AND FOOTNOTES ARE INCLUDED. (LWM)