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Abstract

Welfare reform was implemented in Florida with the passage of WAGES. WAGES' emphasis on support services in preparation for employment portends to be a radical transformation of the "eligibility compliance" organizational culture that had developed under AFDC. Interviews with welfare staff focused on whether WAGES' offices were able to develop the organizational culture and methods of frontline practice needed to implement the goals of welfare reform legislation. The interviews indicate an emerging organizational culture in which case managers readily identify with the mantra of welfare reform. The interviews also indicate a discrepancy between the importance of the case manager role and the ability to perform all of their responsibilities in light of large caseloads and the desire to quickly involve clients in employment-seeking activities.

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