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What is high quality offender management?

Explore the concept of quality in offender management and learn from the results of the Payment by Results system. Understand practitioner and service user perspectives, barriers to high-quality management, and strategies for improvement.

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What is high quality offender management?

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  1. Department of Criminology What is high quality offender management? Dr Sam King – sk532@le.ac.uk Transforming Rehabilitation: Learning from the PbR results Tuesday 28 November Kings Cross, London

  2. What do mean by ‘quality’ in offender management? • Measures of the extent to which offender management achieves a particular purpose or outcome • Quality in relation to official data (i.e. reconviction rates) and inspections (protecting the public; reducing reoffending; abiding by the sentence (HMIP, 2017)) • Integrated Probation Performance Framework – 20% targets focused on timeliness; 18% on the number of requirement completions; lack of focus on measuring quality of offender management (National Audit Office, 2008)

  3. Practitioner views on quality Relatively little research explicitly addressing practitioner perspectives on quality in offender management Practitioners value: • Good working relationships; • (Rex, 1999; King, 2014; Wood et al, 2015) • Resources; • (Robinson et al, 2014) • Individualization and flexibility • (Mawby and Worrall, 2013; Robinson, Burke and Millings, 2016) When someone comes along and says, “what you’re doing is wrong, you need to change this, this and this”, they tend to be a bit stand-offish (Offender Manager)

  4. Service user views on quality • Good working relationships, characterised by: trust; honesty; respect; listening (Rex, 1999; McCulloch, 2005; Barry, 2007; Healy, 2010; King, 2014; King, Hopkins and Cornish, 2015) • Practical help: problem-solving; talking/ listening; motivation and encouragement; service user involvement (Farrall, 2002; Barry, 2007; Healy and O’Donnell, 2008; King, 2014) • Co-production, personalisation and relationality (Weaver, 2011, 2012, 2015)

  5. Barriers to high quality offender management • Pains of desistance (Nugent and Schinkel, 2016) • Isolation • Goal failure • Hopelessness • Systemic barriers (Halsey and Deegan, 2015) • Inter-agency working (King, 2014; King, Hopkins and Cornish, 2015) You’re getting pushed from one side to another… And going from place to place requires quite a bit of effort. And, like I say, I haven’t had much joy with them, so I’ve tended to say, “alright, I’ll do this on my own” (Service user)

  6. Improving quality in offender management READY TO CHANGE MOTIVATION YES NO OPPORTUNITY SENTENCE PLAN BASED ON DESISTANCE SENTENCE PLAN BASED ON MOTIVATION CAPACITY

  7. What can be done? • Does delivery model offer opportunity to develop genuine relationships? • Are service users engaged in sentence planning? • Are interactions with service users rooted in desistance principles? • Can systemic barriers be challenged? • Do practitioners have local knowledge, and is there third sector (equal) involvement?

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