The application of frontline management training in the community and health services (CS&H) industry in Victoria, Australia, was examined through interviews with managers of 11 user and 11 provider organizations in the public and private sectors. The study focused on the following topics: (1) the appropriateness of the Frontline Management Initiative (FMI) to the CS&H industry; (2) how widely the FMI has been taken up in Victoria's CS&H industry; (3) which providers and users are involved; and (4) how management training for frontline managers in the CS&H industry can be improved. Considerable variations in the FMI programs provided and undertaken by the study organizations were discovered. Two broad models of provision were identified. The first viewed FMI as being conceptually similar to past management development programs, whereas the second model placed more reliance on workplace assessment and identification of gaps in experience or management competencies. Issues were raised in the following areas: (1) the level of general management theory required for FMI participants; (2) the extensive contextualization occurring in FMI; and (3) the question of whether participants moving to other organizations would be able demonstrate competence in the areas required by their new organizations. Organizational change proved to be a major driver of uptake of the FMI. (Contains 85 references.) (MN)