The politics of case management and social work

A case study analysing the introduction of case management into British social services supports the argument that social work is constructed through political processes. In such processes, the interaction among the interests of stakeholders within service innovations influences the construction of the role of social work. Case management was introduced to Britain, but developed in three different forms: social care entrepreneurship, brokerage and multiprofessional case management, including assertive outreach. The forms adopted were affected by the political interaction of stakeholders rather than the professional possibilities offered by case management itself. Evidence for the politics of case management is drawn from analysis of professional literature, the texts of official documents and empirical research outcomes. The introduction of case management led to a debate about how the nature of social work was affected by the innovation. Three alternative views were that social work was improved, or attacked by case management, or made a valid contribution to case management as a different form of practice. It is proposed that to understand the impact of a service innovation on social work, four factors must be considered: the character of the innovation itself; the economic, political and social contexts in which it is introduced; the political and social interests of the stakeholders themselves; and the political and social processes that take place during the introduction of the innovation.