Twenty-seven social service agencies in Anchorage, Alaska were examined for purposes of determining the: (1) organizational structure of Anchorage social service systems, (2) impact of agency structures on Alaska Native clients, and (3) extent to which agency organizational structures reflect the interests and values of bureaucrats and professionals. Thirty-three administrators, 46 staff members, and 50 clients from agencies most closely associated with Alaska Natives were interviewed. In addition, four community planning groups were studied. The Anchorage social service system was found to have destructive consequences for its clients due to: (1) fragmented services, (2) underfunded services, (3) irresponsible referral practices, (4) lack of knowledge about Natives, (5) lack of expectations for evaluating agency effectiveness, and (6) a ritualization of interagency planning. Among the sample clients, it was found that one-third had had beneficial agency experiences (those least dependent on the agencies); one-third could not be clearly categorized in terms of agency outcomes; and one-third had had destructive agency experiences (those most dependent on the agencies). Moreover, it was found that agencies were organized in ways that promoted and protected white interests. It was proposed that Native organizations be given the financial resources to operate social service systems for Natives. (JC)