Reforming Social Services: The Institutional and Organizational Context of the HUSK Program

Abstract

In this article the author provides an analysis of: (a) the institutional context that gave rise to the HUSK program, (b) the character of the HUSK program, and (c) the consequences of the reform of the organizational context in which the HUSK program was implemented—the fundamental reorganization of the labor and welfare services which occurred as a result of the “NAV reform.” Local social insurance services, employment services, and social welfare services were merged into one joint NAV office. While the NAV reform was focused on organizational restructuring and integration of three formerly separate services, the HUSK program was focused on development of the professional competence of social workers only and on extensive service user involvement. While HUSK, based on the logic of professionalism, could bypass organization, the NAV reform placed the logic of organization at the forefront. The NAV reform and the HUSK program became parallel developmental processes with weak ties.

Keywords::

• Social welfare services
• labor and welfare services
• institutional logics
• professionalism
• reform

Notes

^1. St.prp.nr.46 (2004–2005) Ny arbeids-og velferdsforvaltning (new Labour and Welfare Administration).

^2. Actually, an interim “directorate” was initially set up to prepare for the reform, but the permanent NAV Directorate was established only after 6 months, with the same people holding the key management positions.