This report examines organizational aspects of agencies working to support people with developmental disabilities in supported living arrangements that provide individualized help to enable individuals to live in homes of their choice. The report is based on meetings and interviews with agency directors and staff throughout the country. Part I looks at struggles in shaping an organizational culture that can provide such support. It identifies various levels of relationships and possible tensions, examines ways of shifting thinking to a more open benefit-focused mindset, and outlines the role of written products. Part II focuses on issues of structure and power in supported living agencies and covers assistive relationships, the team, the management team, the director, important environments, forms of power, occasions of power, negotiating resources from the service system, building effective teams, maintaining balance between the organization as a whole and its teams, setting and maintaining direction, maintaining integrity, and the director's responsibility. Part III describes various ways that organizations develop and relates these to their effectiveness as supportive living agencies. It proposes that new images of organizations fit supported living programs better than views of organizations as machines. (DB)