Evolution of Community Supervision Practice: The Transformation From Case Manager to Change Agent

• NCJ Number: 240579
• Journal: Federal Probation Volume: 76 Issue: 2 Dated: September 2012 Pages: 27-35
• Author(s): Guy Bourgon; Leticia Gutierrez; Jennifer Ashton
• Date Published: September 2012
• Length: 9 pages
• Publication Format: Article
• Publication Type: Technical Assistance
• Language: English
• Country: United States of America

Annotation

After reviewing what works in offender rehabilitation and what is known about community supervision, this article develops the thesis that the work of community supervision officers is evolving from "case manager" to "change agent."

Abstract

Research on "what works" has demonstrated that rehabilitative efforts maximize their effectiveness by adhering to the principles of the risk-need-responsivity (RNR) model of correctional treatment (Andrews and Bonta, 2010). This model recommends matching the level of service to the offender's level of risk, providing intensive services to higher risk clients and minimal services to lower risk client. The "need" principle involves the identification of client needs related to the offending behavior, followed by treatment responses tailored to the abilities, motivation, and learning style of the offender. Cognitive-behavioral interventions are generally the most effective with offenders. Traditionally, community supervision has been dominated by a case-management approach in working with clients. This approach involves the management of clients and the services they receive. The case-management approach lacks attention to the responsivity principle, in that the probation officer does not focus on the use of cognitive-behavioral interventions and structuring skills in interaction with the clients. The therapeutic intervention or "change work" is the responsibility of the professionals providing the treatment and/or social services. In order for probation officers to become "change agents," one challenge involves increasing officers' understanding of cognitive behaviorism and the practical implications of this model for "change work." A second major challenge for probation officers in becoming change agents is the translation of traditional risk/need assessment information into a strategic therapeutic intervention plan. This plan guides the officer's daily "change work" in interaction with the client. This involves a focus on initiating and facilitating attitudinal and behavioral change through cognitive-behavioral therapeutic processes. 25 references and appended action plan