Market, Management and Profession. Social Business in the Polder

In a recent policy document of the organized employers in the care and welfare sector in The Netherlands (the MO Group), directors and board members of care and welfare institutions present themselves as "social entrepreneurs", managing their institutions as look-a like commercial companies. They are hardly criticized and there is not any countervailing power of significance. The workers are focusing on their own specialized professional fields and divided as a whole. Many government officials are in favour or do not bother. The relatively small number of intellectual workers in Dutch care and welfare are fragmented and pragmatic. From a democratic point of view this is a worrying situation. From a professional point of view the purpose and functions of professional care and welfare work are at stake. The penetration of market mechanisms and the take-over by commercially orientated managers result from unquestioned adaptation of Anglo-Saxon policy in The Netherlands in the 1990's, following the crisis of the Welfare State in the late 1980's. The polder country is now confronted fully with the pressure and negative effects of unbalanced powers in the institutions, i.e. Managerialism. After years of silence, the two principal authentic critics of Dutch care and welfare, Harry Kunneman and Andries Baart, are no longer voices crying in the wilderness, but are getting a response from a growing number of worried workers and intellectuals. Kunneman and Baart warn against the restriction of professional space and the loss of normative values and standards in the profession. They are right. It is high time to make room for criticism and to start a debate about the future of the social professions in The Netherlands, better: in Europe. Research, discussion and action have to prove how worrying the everyday situation of professional workers is, what goals have to be set and what strategy to be chosen.

Professionalism and Information Technology: Positioning and Mediation

The starting point of this paper is the assumption that - on the one hand - information technology (IT) is increasingly shaping the professional knowledge base and on the other the relation between organisation and profession. IT is changing the role, responsibilities and practices of social workers and therefore it is important to deal with the impact of IT on social work (representative for many: Harlow and Webb 2003; Burton and van den Broek 2008). Hence, the general aim of this paper is to stimulate a basic discussion on “IT application in social work“, or rather, in a more general way, on „technology and professions“. Secondly, it is about an analytical differentiation of the process of informatisation, respectively formalisation. Thirdly we want to discuss the assumption and overall combination of efficiency, effectiveness and IT. Therefore this paper is arranged as follows: After some opening remarks (chapter 1) we outline case management systems as research object (2). Further on, we confront the approach of reflexive professionalism (3) with the process of formalization (4). Subsequently, we touch on the debate of “technologies of care” (5) and conclude with some short remarks on a research program (6).

Edna Chamberlain (1921 -2005): A Leader through Times of Transition and Change

Professor Edna Chamberlain was an outstanding leader in Australian social work. She contributed extensively to social work education at the University of Queensland, the social work profession through her leadership of the Australian Association of Social Workers and to the community through advocacy for progressive social policies. Her life experiences were influential is shaping her career and her particular teaching and research interests. Early in her life, Chamberlain was exposed to individual deprivation as a result of the Great Depression. This provided the incentive for a career in social work. She worked as a social work practitioner for some years and entered the academic world until after the death of her husband. In the university and profession, she was confronted by conflict between traditionalists and those wanting immediate reform. In managing these tensions, she tried to find the common ground but these tensions also moderated and changed her views about the purpose and practice of social work. Her rich practice and later research and teaching background provided a strong basis for her professional leadership, research activities and curriculum initiatives. Whilst social casework methods were influential early in her career she sought in later years to integrate the private pain of individuals with social policy and community planning by focusing on the purpose of social work – demonstrating her commitment to the disadvantaged in the context of social justice.