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Public sector welfare caseworkers confront shifts in U.S. welfare policy internally, facing changes in their own workplaces, and extemally, in relation to their clients. This paper looks at an activist AFSCME caseworker local in Chicago to see how it responded to these internal and external challenges. It compares the strategies of two campaigns, in terms of their timelines, goals, educational needs, and strategic concerns, including relationships with other parts of the union. The paper then draws lessons about alliances with other organizations, the need for a program of maximum mobilization, and development of strong and educated secondary leadership.welfare reform, as part of a broad political agenda, impacts the humay service workforce as well as welfare clients. &dquo;Reform&dquo; of the workforce takes the shape of downsizing or consolidating human services agencies, discouraging hiring, increasing workload, creating incentives to privatize, weakening union protections, and encouraging the development of a multi-tier workforce. &dquo;Reform,&dquo; with regard to clients, takes the shape of withdrawing essential cash assistance support, increasing the difficulty of applying for support, discouraging applicants for benefits (see Figure 1 ), promoting the illusory promise of self-sufficiency through lowwage work, while making it easier for states to use funds intended for support to &dquo;supplant&dquo; funds raised for other purposes. Implementation of welfare reform squeezes the welfare workforce between management and the unemployed clientele that it is supposed to serve.