Abstract
Social Capital is examined from the perspective of a large human services agency transitioning the last of its site-based facilities to community-based services. The article begins with an overview of the culture of the agency's remaining segregated workshops, outlines barriers to transition to community services and suggests the role social capital can play in overcoming these challenges. Social capital is discussed as a means to and a goal of future service delivery and emphasizes supported employment as a strategy to change community perception of disability.
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