What research tells us about how to organise and deliver case-management work with offenders DOMICE September 2011 Barcelona Beth Weaver elizabeth.fawcett@strath.ac.uk Fergus McNeill fergus.mcneill@glasgow.ac.uk 1

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. 2

Subjective Narratives, Attitudes and Motivation Life Transitions and Age and Maturity Subjective Narratives, Attitudes and Motivation Life Transitions and Social Bonds 3

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 co-constructed 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 Embedding (McNeill 2009: TEPiOS) www.sccjr.ac.uk/documents/McNeil_Towards.pdf See also Changing Lives - provided 7

Assess Plan Prepare Relate Engage Review and Evaluate What do we together see as the problems Which are the priorities Who are the people involved Complete assessment forms Plan 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 How far have the objectives been achieved Record evidence for these Highlight achievements Note items for new cycle Implement the plan Put plan into effect. Keep records Monitor that agreed steps are being taken at specified times Troubleshoot difficulties Highlight achievements See TEPiOS, Changing Lives and McNeill et al 2005 The ASPIRE process comes from the NOMS offender management model. The offender management process is captured by ASPIRE which sets out its cyclical format. McNeill points out that while this works well as an account of some of the key stages of practice, the relational aspect is a necessary PRE cursor. 8

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!!!