Transcript What research tells us about how to organise and deliver case

What research tells us about how to
organise and deliver casemanagement work with offenders
DOMICE September 2011
Barcelona
Beth Weaver
[email protected]
Fergus McNeill
[email protected]
AIMS
 To scope out some of the implications of
desistance research for case management.
 Outline some key findings about what research
tells us about the process of desistance and
how to support it.
 Consider how desistance research informs the
role and purposes of case management.
 Discuss the potential implications of
desistance research for construction and
process of case management.
Age and Maturity
Subjective Narratives,
Attitudes and Motivation
Life Transitions and
Social Bonds
Supporting Desistance
 Hope is a critical factor in desistance and can
promote agency (Burnett and Maruna 2004; Farrall
and Calverly 2006; Lloyd and Serin 2011; LeBel et al
2008).
 Personal and professional relationships are
key to change.
 Desistance requires supportive relational
networks and the development of social
capital.
 Desistance requires not just opportunities to
acquire social capital but also to expend it generativity (Barry 2010; Maruna 2001; McNeill and
Maruna 2008).
A Relational Approach to Case
Management
 Case management processes and practices are coconstructed in relationships between practitioners
and offenders (Leibrich 1993; 1994; Rex 1999; Barry
2000; Burnett 2004; Holt 2000; Hopkinson and Rex 2003;
McNeill et al 2005).
 Case managers have a role in supporting
development / maintenance of relationships with
families and friends - and engaging those people in
change process (Shapiro and DiZerega 2010; Trotter
2010; Volvegang and Van Alphen 2010).
 Building collaborative relationships between
justice services, voluntary and faith-based
organisations and communities (O’Connor and Bogue
2010).
A Relational Approach to Case
Management
 Moving beyond the individual and
their perceived cognitive deficits.
 Looking beyond the interventions and
operations of service.
 Focussing on what individuals, their
families and volunteers may be able
to contribute (Clinks: www.clinks.org; Prison
Reform Trust 2010; Uggen 2004; Weaver 2011; Weaver
forthcoming).
Embedding (McNeill 2009:
TEPiOS)
www.sccjr.ac.uk/documents/McNeil_Towards.pdf
Programmes
Case Management
Desistance
Assess
Plan
What do we together see as
the problems
Which are the priorities
Who are the people involved
Complete assessment forms
How are we going to tackle
the problems
What are our shared,
realistic objectives
Who will do that, by when?
Prepare
Relate
Engage
Review and Evaluate
Implement the plan
How far have the objectives
been achieved
Record evidence for these
Highlight achievements
Note items for new cycle
Put plan into effect. Keep records
Monitor that agreed steps are
being taken at specified times
Troubleshoot difficulties
Highlight achievements
Core Case-management
principles, Partridge (2004)
 Acknowledge offender’s experiences
and needs
 Continuity of contact with case manager
 Cohesion between elements of
supervision
 Face-to-face contact with small case
management team
 Openness, flexibility and support
Four over-lapping features of
case-management, Holt (2000)




Consistency
Continuity
Consolidation
Commitment
 The management of compliance
(see
Robinson and McNeill 2008; McNeill and Robinson 2009)
Implication ands opportunities
for case-management processes
 One size fits all processes and
interventions will not work.
 Developing motivation and maintaining
hope are key tasks for case managers
 Desistance is a relational enterprise professional and personal
 Build on personal strengths and
resources and utilise strengths and
resources in social networks
Implication ands opportunities
for case-management processes
 Focus on process of change, not on
process of service delivery.
 Pursue an individualised but not
individualistic approach.
 The process of change occurs in the
interpersonal context of personal and
professional relationships
 Involve current / former service users in
co-producing a desistance-supportive
intervention process.
blogs.iriss.org.uk/discoveringdesistance/
 Fergus McNeill,
Shadd Maruna and
Stephen Farrall
 Discovering
desistance
 Join in the
conversation!!!