upervision of client progress through the maze of treatment and court-ordered sanctions (Healey, 1999).
             Since there are several people engaged to supervise an offender's probation and progress through treatment, philosophical differences could have a negative impact on the client's progress (Solomon & Draine, 1995). Nurturing partnerships between Department of Corrections (DOC) personnel (whose primary functions are monitoring and restriction), human service providers (whose functions are support and reintegration), and case managers (whose primary functions are brokering and advocacy) is difficult. Each may have different ideologies about their work, the consumers they serve, and the organizations and systems within which they operate.
             In corrections, case managers are brokers and advocates for clients who have been stigmatized by a criminal history. The ability to broker and advocate, presumes the existence of an array of available, appropriate services. For clients who are not easily accepted into community services, the field of resources is narrowed. Ironically, a service that was once thought to be uniquely beneficial for these clients - intensive case management - may facilitate re-incarceration of these clients (Taxman, 1998). The client is in the middle of three interested parties-the parole or probation officer, the treatment provider, and the case manager. Because there are often conflicting goals and expectations, this may result in the client trying to resolve the conflict. In this scenario, each agency continues to function as if it is the only system, instead of an integrated part of a total system of care for the individual client (Taxman, 1998).
             Criminal justice case management requires the case manager to take on additional tasks that go beyond the traditional service broker model. One of the primary roles is advocacy. Advocacy is built upon the case managers' belief in the client's ability to su...