ABSTRACT
Despite the optimism of the above motto, 1 adopted by the Boston As-
sociated Charities in 1879, a wide gulf separates the social work ideal of case management as the "friendly face" of an impersonal bureaucracy and the reality of case management practice in public welfare.2 Indeed, many within the social service sector consider welfare case management an oxymoron, its actuality precluded by incompatible objectives and intentionally scarce resources. Yet welfare programs have relied on case managers for over two decades, and the success of current welfare reform hinges on their effectiveness. This chapter explores the sources of these contradictions and their consequences for welfare workers and recipients.
