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Examining case management models for community sentences Examining case management models for community sentences
This publication, from the Research Development and Statistics Directorate, identifies 3 case management models that can be applied to the work of community sentences. The research, conducted in 2001 across all probation areas via survey, also identifies several core principles which improve the ability to engage and motivate the offender.
Title: Examining case management models for community sentences
Author: Research Development
and Statistics Directorate
Series: On-line report 17/04
Date published: April 2004
Number of pages: 84
The models apply to the 6 'community sentences' used for offender punishment. These are:
Community rehabilitation order
Community punishment order
Community punishment and rehabilitation order
Curfew order
Attendance centre order
Supervision order
The models benefit different stakeholders – senior management, practitioners and offenders – highlighting the need to develop models which balance these different needs. The 3 case management models identified were:
specialist
generic
hybrid (combination of the two).
Key findings
Specialist models allow senior management to co-ordinate service delivery tightly and target resources at specific offenders and key supervision stages. However, offenders experienced a high degree of task separation, where the offender is exposed to higher levels of involvement and movement between different teams, with less supervision experience.
Generic models enhance staff motivation by allowing them to work with a mixed caseload of offenders and have continued contact with the same offenders, enabling them to see the impact of their work. They also provide a more coherent supervision experience for offenders.
Local differences (in the nature of the area, staff resources, skills and turnover) restrict the degree of specialisation within a model, and the possibility of designing one model to 'fit' all probation areas.
Whatever model is delivered, several core case management principles improve offender engagement. All models may therefore need to be refocused and redesigned taking these principles into account:
models need to acknowledge offenders' experiences and needs
continuity of contact with the same case manager and other staff is essential to building confidence and rapport with the offender, particularly during the initial stages of supervision
openness, flexibility and support are key motivating factors for offenders – illustrated by 3-way meetings between case managers, practitioners and offenders.
Recommendations for future practice
Whatever type of model is in operation, the research indicates several core principles which can improve the ability to engage and motivate the offender. These can be summarised as 'continuity of contact', carefully managing the transition points between teams at different stages of supervision to 'minimise a fragmented experience' for offenders.
The case management team approach
In case study areas where team working was taking place, it proved to be extremely beneficial for both staff and offenders. Small teams were typically made up of one or two Probation Officers, one or two Probation Service Officers, and a case administrator. The roles and responsibilities of all staff were fully developed, rather than the emphasis being on the Probation Officer as the person with sole responsibility for offender progress. Typically:
Probation Officers focused their efforts on high risk of harm offenders, and at key stages of an order such as the risk and need assessment
Probation Service Officers (PSOs) conducted day-to-day work with low and medium risk offenders, and commissioned interventions
administrative staff performed key functions by monitoring attendance, compliance and triggering reviews to help ensure National Standards were met
where team working was effectively developed and offenders had regular face-to-face contact with members of a small case management team, they were more open to talking to someone
Examining case management models for community sentences
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Last update: 28 April 2004