However, it does require clearly defined structures and systems in the form of temporary or matrix reporting relationships that support linkages, and performance indicators specifically tied to these initiatives. Some of the initiatives currently underway are consistent with this model, and those include the managed care group, the efforts to improve the budget process, and Administration's efforts to refine the fiscal note process. The current initiatives generally do not go far enough to be wholly consistent with this option because reporting relationship changes or performance indicators are not clearly defined during the early stages of the project. However, none of the initiatives underway should be interrupted or slowed to conform to this option. May have limited success within current structure.
Many tasks remain narrowly divided.
Buys time to build infrastructure and other foundational issues. Relationship driven system may impede success. May be perceived as not addressing the problems identified by staff and stakeholders. The three Divisions currently have many functions that are nearly common or common with some unique features based upon disability or funding issues. These common functions could be organized into a single, common service bureau that serves all three Divisions.