Case management is used within a broad range of human services programs. The author examines case-management practice from a systems perspective, exploring interorganizational issues and case managers' fiscal authority. Case managers' potential to produce systems change has been underdeveloped because most case managers cannot influence the distribution, type, and supply of resources within their local delivery systems. Strategies designed to enhance case managers' system-level effectiveness are discussed. Program examples in mental health, community-based long-term care, and health care are analyzed.
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