Criminal Justice Social Work in the 21st Century: Policy and Practice Bill Whyte 2006

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Criminal Justice Social Work in the 21st
CenturyPolicy and Practice Bill Whyte 2006
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the current way we manage offenders is failing
our communities in its inability to make a
significant impact on re-offending rates. be
brought together in a smarter, more strategic and
co-ordinated way. (para 5.39) These services
must be Robustly and clearly accountable,
locally and nationally and Fit to deliver the
service improvements necessary to Address the
service weaknesses identified in the
consultation Provide a clear focus on public
safety and reducing re-offending and Be
seamless in the management of individual
sentenced offenders (Scottish Executive 2005
para 5.21) introduce changes at national level
which make it clear that the role of the Minister
is to Set direction . Seek effective
performance and Hold service deliverers to
account.
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• Community Justice Authorities
• National Advisory Board
• National Practice Development (Champions)
• National Offender Accreditation Panel
• Risk Management Authority
• VISOR violent and sex offenders registration
• MAPPA Multi disciplinary Public Protection
  Arrangements
• RM 2000
• C-SOGP
• CONSTRUCTS

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• Public Protection Arrangements (MAPPA)
• Level 1 where a single agency can manage the
  risk at a local level most offenders will be
  managed by social work
• Level 2 where there is need for involvement of
  other agencies through regular multi agency
  meetings
• Level 3 the critical few often require
  specialist resources to manage the risk with
  multi-agency meetings twice monthly

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Improved quality and targeting of community
disposals on those most at risk of custody
adult repeat offenders and medium to serious non
violent offenders Enable offenders to address
offending behaviour and make successful
adjustment to law abiding life Reduction of
custody by increased availability of community
disposals, alternatives to custody and
through-care Scottish Office 1998
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How well does probation perform in comparison
with other disposals in preventing or reducing
offending and risk of harm to others? Evidence
that attitudes, behaviours, circumstances of
offenders change for the better as a
consequence? Can probation positively affect the
custody rate? What proportion of probations are
completed satisfactorily How cost effective is
probation compared to other options?
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• Custody and reducing offending
• Average cost 15000 for 6 months custody
• for 6 months probation 1059
• for 6 months of community service 1393

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• Average cost 15000 for 6 months custody
• for 6 months probation 1059
• for 6 months of community service 1393

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Walmsley, R (2006) World Population list, London
ICPS
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• OUTCOMES
• 60 released from prison - reconvicted.
• 58 who received a probation order - reconvicted.
• 42 who began a Community Service Order -
  reconvicted
• 40 who received fines - reconvicted
• 53 under 21 years - reconvicted.
• 67 of individuals convicted at least once of
  common assault or breach of the peace had at
  least one such previous conviction between 1993
  and 2002.
• (Scottish Executive 2004)

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Almost 30,000 individuals convicted of a crime or
an offence in 2002, two thirds of all
convictions, had at least one previous
conviction. Much re-offending is driven by
addictions that fuel violence or the demand for
money Av. age of adult conviction 18 (SE 2005)
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SCOTTISH POLICY there are many good reasons for
wishing to ensure that, as a society, we use
prisons as sparingly as possible the use of
imprisonment may be inescapable when dealing with
violent offenders and those who commit the most
serious crimes question to what extent short
sentences ...and ...custody for fine default are
appropriate prisons are expensive .. and do not
provide the ideal environment in which to teach
an offender how to live a normal and law abiding
life, to work at a job or to maintain a family if
offenders can remain in the community... they
should be able to maintain their family ties,
opportunities for work or training and ... may
... make some reparation for their
offence (Rifkind, 1989) National Standards 1991,
2004
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NATIONAL OBJECTIVES reduce custody where used for
lack of a suitable community-based social work
disposal develop range and quality of community
based social work disposals which have confidence
of the court, police and public help offenders
tackle their offending behaviour services for
prisoners, and their families, to help them
prepare for release from custody, and to assist
them to resettle in the community support
families, friends, and other resources in their
community assist the families of offenders where
family life suffers as a consequence of offending
behaviour promote, provide, and facilitate the
development of schemes for diverting from
prosecution promote and assist the development of
services to the victims of crime promote and
assist action to reduce crime para 13.1 - 13.11
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TWIN TRACK all non-violent offenders, except the
most serious should be dealt with, as far as
possible, in the community all violent offenders
except the least serious may face custody as a
means of protecting the public, unless
appropriate alternatives are available Strategy Di
version Effective community disposals Effective
throughcare and after care
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TARGETS offenders who receive short
sentences offenders who commit crimes against
property and non violent offences young adult
offenders
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BEST VALUE GETTING BEST RESULTS effectiveness mo
dels of good practice effective management
systems clear lines of accountability skills in
multi-disciplinary provision collaboration with
other agencies tailored packages intensive
programmes for young offenders reparation and
compensation Audit Commission, 1990
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Effectiveness Principles
Risk-need Criminogenic Responsivity -- Service
Modality Community based Programme Integrity
Listening Communication Relationship Recording
Assessment Planning Evaluation
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Effectiveness Framework ( Chapman and Hough
1998) Approved assessment tools Case management
systems levels of risk/need Medium to high
risk/need intensive group or 11 Programmes,
specialist Low risk/need - NOS contact,
co-ordinate, community resources Supervision
Plans - SMARTER, planned change,
intensity Supervision evidence need/risk led,
induction, core elements/modulesaccredited
programmes, CB and skills based, integrated
Community Re-integration - maintenance,
integration In-built Evaluation and Monitoring,
- internal and external
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• Quality Fit for purpose
• SMART objectives
• specific, measurable, achievable, relevant, and
  time limited
• SMARTER objectives
• specific, measurable, achievable, relevant, time
  limited, evaluated, recorded

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• Effective Supervision
• Practice based on evidence
• Use design methods
• Commitment to learn and develop practice
• Work for quality and consistency
• Commit to evaluate
• Use cognitive and behavioural perspectives
• Engage offenders in a change process
• Develop personal and social responsibility
• Work for community integration
• Emphasise staffs personal impact.

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• Characteristics of Effective Intervention
• structured programmes
• a focus on the nature and consequences of the
  offending behaviour
• an emphasis on problem solving and behaviour
  change, cognitive development, personal or social
  skills
• diversity of methods of intervention
• use of positive authority
• an emphasis on community integration

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• Model of Change

Cognitive Behavioural
action
maintenance
contemplation
relapse
Person Centred
Pre-contemplation
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• DATA STANDARDS
• HIGH, MEDIUM, LOW RISK
• Anti-social attitudes and feelings
• Anti-social associates
• Identification with pro-social models
• Poor decision making, problem solving
• Personal controls, self management skills
• Rehearsed plan for risky situations
• Belief in legitimacy of law
• Unemployment
• Accommodation
• No income
• Social isolation
• Mental health problems
• Family factors

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• Defensible Decisions
• The issue of risk assessment, prediction and
  management is complex and has to recognise
  limitations in any defensible decision that are
  taken.
• All reasonable steps taken, reliable methods
  used, evaluated thoroughly, recorded, policy and
  procedures, communication (Scottish Office 1998)

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• LS/CMI
• Planning Action
• Part I Assessment of Risk and Needs
• Part II Summary of Risk/Need Factors
• Part III Assessment of Other Needs/Special
  Considerations
• Part IV Your Assessment of the Clients General
  Risk/Need Level
• Part V Contact Level
• Part VI Case Management Plan

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• RESPONSIVITY
• matching style and methods
• positive relationship
• positive authority
• anti criminal modelling,
• differential reinforcement and effective
  disapproval
• structured learning skills
• cognitive restructuring
• advocacy/brokerage Andrews, 2000

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• Community Based
• Wash out effects
• Maintenance

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• Programme Integrity principle
• clear and stated aims and objectives
• carried out by trained and skilled staff
• adequately resourced and managed
• evaluated

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• PROGRAMME ACCREDITATION
• clear model of change
• targeting participants dynamic risk
• effective methods
• motivation and engagement
• assessment, programme delivery, staff,
  community
• skills oriented
• intensity, sequencing, duration
• continuity of Service
• monitoring and evaluation

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• DELIVERY ACCREDITATION
• IMPLEMENTATION
• staff support and management
• staff recruitment and training
• delivery process internal verification, QA
  system
• case management
• monitoring and evaluation

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• Emerging themes
• Resettlement - combination of facilitating access
  to social resources relevant to needs alongside
  steps to address their thinking and motivation
• We are unlikely to see a major impact on
  re-offending rates, as promised by the What
  Works? literature, from accredited programmes
  alone.
• Good targeting for programmes does appear to be
  linked to successful results

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• Relational principle
• practitioner-client relationship
• matching style and methods
• engagement and motivation
• active participatory methods
• warm, optimistic and enthusiastic, creative and
  imaginative
• use personal influence through quality
  interaction
• modelling, positive reinforcement and authority
• effective disapproval
• structured learning in a suitable environment
• problem solving skills
• opportunities for restoration
  
• (Trotter 1999 Rex 2004)

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• Case management Tasks
• Pre-Programme Work
• Liaise with the Treatment Manager
• Be familiar with the Programme
• Re-enforce the expectations of the Programme
• Use the Workpack to increase motivation,
• Life Timeline exercise sent to the Group
  Facilitators
• screen for any literacy difficulties
• support the completion of homework tasks

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• Case management Tasks
• Tasks during the Programme
• weekly feedback
• liaise re acceptable absences
• reporting requirements
• information disclosure
• observed changes
• compliance with supervision
• supervision plan
• reviews

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• Case management Tasks
• Tasks after the Programme
• review relapse prevention strategies
• final programme report
• behaviour deterioration
• relapse prevention

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• Case management and Desistence
• Human Agency the active participation of
  individuals in structuring their own lives.
• (Laub and Sampson, 2004)
• Building Capacity - productive investment
• Human capital personal change
• Social Capital changes in social relations
• Cultural Capital change social opportunities
• Hope -successful personal agency related to
• goals
• Snyder et al., 1991 570

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• Multi-level, Desistance-focused Practice

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• Case -Manager
• the referrer and the enforcer
• the motivator and the re-inforcer and the person
  who holds onto the longer-term aims of social
  re-integration and reducing re-offending (p.
  23).
• Knott 2004

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• Core Practice
• effective use of authority
• modeling and reinforcing anti-criminal attitudes
  and behaviours
• concrete problem-solving skills
• effective use of community resources
• relationship factors
• Andrews and Kiessling (1980)

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• Core Practice
• Relationship factors
• Skill factors
• Effective reinforcement
• Effective disapproval
• Problem solving
• Structured learning
• Effective modeling
• Effective use of authority
• Advocacy/brokerage
• Dowden et al 2004

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• Core Practice
• Quality of interpersonal relationships (5)
• Effective use of community resources (4)
• a. Evidence of advocacy
• b. Skills factors
• Appropriate modelling and reinforcement (2).
• Effective use of authority (1)
• a. Effective reinforcement
• b. Effective disapproval
• c. Structured learning procedures
• Problem solving (3).
• Dowden et al 2004

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• Compliance
• incentive-based compliance - education,
  employability , early revocation, the relaxation
  of conditions.
• trust-based compliance - sense of obligation,
  working alliance
• threat-based compliance - fear of future
  consequences
• surveillance-based compliance - awareness of
  immediate, here-and-now regulation
• incapacitation-based compliance the actual
  deprivation not just the restriction, of
  liberty
• (adapted from Nellis 2004 239-240)

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• Effective Case Management
• What Works?
• Networking facilitating collaboration
• Information sharing and resources
• Establishing clear roles and responsibilities
• Having time and appropriate venue to meet
• Good facilitator
• Contracts, procedures and protocols

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• Effective Case Management
• Barriers
• Lack of Time
• Practitioners overburdened with work or caseload
  too heavy
• Lack of resources and services themselves
• Lack of commitment on part of partners to
  contribute despite protocols if they exist
• Differences in philosophical stances or ways of
  working with offenders
• Egos, attitudes, and turf issues.

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• Models of Case Management
• Generic
• Specialist
• Hybrid
• (Partridge 2004)

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• Models of Case Management
• Generic
• continued contact .. enabling them to see the
  impact of their work
• avoiding fears about deskilling associated with
  carrying out one set of tasks
• ensuring practitioners retain a knowledge and
  overview of the various supervision stages and
  processes of working with offenders
• avoiding the stress associated with the intensive
  demands of working solely with high-risk-of harm
  offenders
• allowing practitioners to work with a mixed
  caseload of offenders

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• Models of Case Management
• Specialist
• target scarce staff resources on high- risk-of
  -harm offenders at certain stages of the
  supervision
• focus resources on priorities (short-and
  long-term)
• monitor delivery of priorities and National
  Standards,
• create efficiency gains by allowing practitioners
  to concentrate on specific case management
  functions

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• Drawbacks
• create resource intensive boundary management
  issues
• territorial about their specific functions,
  reducing the flexible
• boundaries .. create communication barriers
• offender confusion

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• Models of Case Management
• Hybrid
• balance between generic and specialist elements
• integrated team approach,
• one team member knew what was happening to an
  offender at each stage and was able to update
  other team members.
• regular contact with a small team of people
• alleviate some of the effects of staff turnover,
  shortages and sick absences

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• Principles of Effective Case Management
• need to acknowledge offenders experiences and
  needs
• continuity of contact with the same case manager
  and other staff essential to building confidence
  and rapport
• the greater the level of task separation, the
  more offenders were confused
• face-to-face contact with a small case management
  team was beneficial for both staff and offenders
  
• openness, flexibility and support were key
  motivating factors for offenders

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• Effective Case Management
• Human Service Approach
• Single Concept of Implementation
• Differentiated Approaches
• One plan one manager baseline
• Variable concept of team
• Whole System Approach

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Consistency
Continuity
Commitment
Consolidation
Assess
Maintain
Assess
Service Plan
Implement
Review
Evaluate
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• BEHAVIOUR OF INDIVIDUAL

CRIME RELATED (CRIMINOGENIC) NEEDS
HIGH
OFFENDING BEHAVIOUR
BEHAVIOUR LINKED TO OFFENDING
MEDIUM
SPECIFIC PROBLEM FOCUS
SOCIAL NEEDS
LOW
REINTEGRATION INTO COMMUNITY
USE OF COMMUNITY RESOURCES
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Summary Plan Priorities reducing risk to others
reducing re-offending
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Consistency
Continuity
Commitment
Consolidation
Commence
Terminate
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Consistency
Continuity
Commitment
Consolidation
Commence
Terminate
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End to End Case Management Manage - Supervise
- Administer
ENGAGE
MOTIVATE
LEARN
SHARE
Offender interacts with sequence of interventions
Face to face work

Interventions 1..23 Maintain Change
Teamwork
Partnerships
Terminate
Commence
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• Practice management
• Practice what you preach!
• personal/professional efficacy
• plan for change,
• provide learning opportunities
• develop well structured service pathways
• effective supervision and compliance.
• opportunities to apply learning
• outcome oriented
• power and authority
• providing rewards

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Continuous Improvement Cycle Repeated Process

Year 3
Year 2
Year 1
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