The paper will review Case management and the ACS’ statistics. The question of, How have these cases being in the media affected the public’s view of the ACS? will be examined. The organization is currently in the process of implementing innovative procedures that should optimistically show its effect on the organization’s work. Will this be sufficient to address the problem? How efficient will the organization be after all the changes? The paper will in detail confer the potential positive outcome of the restructured organization. The paper will also analyze the media’s effect on the expedited renovations to the system. In order to more fully understand the current status of the ACS, a brief synopsis of its history is necessary. On January 10, 1996, for the first time in New York City history, an agency devoted solely to serving children and their families was established.1 The ACS mission is to ensure the safety, permanency and well-being of the 1.8 million children in New York City and to strengthen families.2 In order to achieve this, several key areas of responsibility were established by Nicholas Scoppetta the agency’s first commissioner. These include: In order to achieve these aims the agency put several processes in place including reduced caseloads for workers, increased training and compensation packages, fostered improved interagency cooperation between various government agencies including Family court, the Department of Education and the various police agencies within the city and streamlined the record-keeping system and automated it into a streamlined mode using latest technology. Additionally, the ACS established in 2001 an intake facility solely dedicated to those children entering the foster care system, initiated a clinical consultation team to specifically work on cases involving physical abuse, substance abuse and mental health services and developed an intricate system to measurelevel and quality of services provided to children and their families.