The concept of social need plays an important part in social policy, social work practice, and social research. Yet it is used in different ways by policymakers, practitioners, and researchers. First published in 1980, Social Need examines these varying interpretations and how they relate to the administrative and organizational structures of welfare services.
The author presents an empirical study of how Social Work Departments handle reception, intake, and case allocation. This is set against a critical review of ‘needs research’ literature and the policy debates surrounding the Kilbrandon and Seebohm reports. Drawing on interviews, case records, and direct observation of professional practice, the research has three main implications.
First, it casts serious doubt upon the conceptual soundness and empirical validity of a core assumption behind the reorganization of social work following the Social Work (Scotland) Act 1968 and the Local Authority Social Services Act 1970. Second, it demonstrates that assessments of client need are administrative constructs in ways which are not always acknowledged. Third, it argues that a failure to take seriously the different ways in which the concept of need is used by different groups in different contexts and for different purposes has led to a good deal of confusion.
The author calls for a radical reformulation of the concept of social need, drawing on related sociological research to suggest new directions.