Abstract
This article presents a case study of an urban job training program, with particular focus on the choices social service providers must make in designing client-centered, social change oriented programs. Drawing on the work of Michael Fabricant and Steve Burghardt (1992), I outline four major principles: all social work is political, programs can promote political education, the necessity for demystification of services provided to clients, and the lack of adequate resources for addressing human needs. The choices made in designing and delivering services are critical in defining both staff and client satisfaction. Examples from the Boston Worker Assistance Center are provided to illustrate all of the above.
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