In late 1971 New York City's welfare operation seemed to be heading uncontrollably for fiscal disaster. To rectify the situation, Mayor Lindsay recruited a new organization and political backing. After eighteen months this temporary project-management staff had produced the following results: the agency's operation was streamlined; financial and program controls were implemented; the welfare rolls were greatly reduced; and employee productivity rose. An ailing bureaucracy can be revived, if the investment is made and the antidote administered.
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