scholarly journals Probation and Parole Officers’ Compliance With Case Management Tools: Professional Discretion and Override

2018 ◽  
Vol 62 (14) ◽  
pp. 4565-4584 ◽  
Author(s):  
Lacey Schaefer ◽  
Harley Williamson
Keyword(s):  
Case Management ◽  
Data Entry ◽  
Case Managers ◽  
Management Tools ◽  
Actuarial Assessment ◽  
Probation And Parole ◽  
Professional Discretion ◽  
Reduction Strategies ◽  
Offender Assessment ◽  
Probation And Parole Officers

Actuarial assessment has become an integral component of offender management, helping to structure the decision-making of correctional staff about offenders’ case plans. Despite research validating instruments and documenting best practices in offender assessment, fewer studies explore how practitioners use these diagnostic and case management tools. Using survey data from a sample of probation and parole staff, the current study examines the influence of professional characteristics, job burnout and stress, and supervision strategy preferences on noncompliance with assessment data entry and deviations from the tools’ risk and needs recommendations. Results indicate various forms of noncompliance with case management tools are fairly common. Staff with greater tenure and heightened depersonalization and emotional exhaustion exhibit greater odds of assessment noncompliance. Case managers who adopt surveillance and rehabilitation supervisory tactics are less likely to deviate from the tools’ processes and results, while staff who prefer opportunity-reduction strategies have increased odds of assessment noncompliance.

The Need for Professional Education in Probation and Parole

1976 ◽  
Vol 22 (1) ◽  
pp. 67-74 ◽  
Author(s):  
Joseph J. Senna
Keyword(s):  
Staff Development ◽  
Professional Education ◽  
Professional Staff ◽  
Academic Programs ◽  
Professional Status ◽  
Parole Officers ◽  
Probation And Parole ◽  
University Level ◽  
Probation And Parole Officers ◽  
The University

While we know a great deal about the practice of probation and parole and about their place in the correctional process, we know virtually nothing about the kind of professional education that is best suited for probation and parole work and we have little information on the extent to which graduate-level opportunities are available. This article re- examines the tasks of probation and parole officers and relates them to the differing academic programs used by such personnel. Data from a na tional survey are used to demonstrate that probation and parole agencies have not supported Professional staff development. A number of ap proaches to improve graduate study for probation and parole officers, at both the agency and the university level, are described. Implementing these suggestions would help to attain the objectives of effective rehabili tation and higher professional status for community correction.

Case Management in Occupational Rehabilitation: Would the Real Case Manager Please Stand Up?

1995 ◽  
Vol 1 (2) ◽  
pp. 104-117 ◽  
Author(s):  
Dianna T. Kenny
Keyword(s):  
Case Management ◽  
Case Manager ◽  
Occupational Rehabilitation ◽  
Case Managers ◽  
Injured Workers ◽  
Policy And Practice ◽  
Post Injury ◽  
Proper Role ◽  
Key Stakeholders ◽  
Successful Case

Key stakeholders (injured workers, rehabilitation co-ordinators, rehabilitation providers, treating doctors and insurers) in the occupational rehabilitation process were interviewed to gain their perspective concerning the degree to which case management was viewed as the organising principle of post-injury management and to whom this role was most frequently assigned. Findings indicated that there were differences in stakeholder perceptions about who should fill this role for the injured worker, with the majority of each group claiming case management as their proper role. In contrast, 35% of the injured workers interviewed stated that they either did not have a case manager or that they case managed themselves. Although it was argued that rehabilitation co-ordinators are suitably placed to act as case managers, they were nominated least by injured workers. Three vignettes of successful case management were presented and recommendations for policy and practice were made.

Women in Probation and Parole, 1974

1975 ◽  
Vol 21 (2) ◽  
pp. 109-115 ◽  
Author(s):  
Meyressa H. Schoonmaker ◽  
Jennifer S. Brooks
Keyword(s):  
Civil Rights ◽  
Probation Officers ◽  
State Agency ◽  
Title Vii ◽  
State Agencies ◽  
Civil Rights Act ◽  
Probation And Parole ◽  
Change In Practice ◽  
Opposite Sex ◽  
Probation And Parole Officers

A 1970 survey of women in probation and parole showed that only 20 states mixed caseloads of parole and probation officers. A survey of state agencies by means of a questionnaire directed. to the director of each state agency in January 1974 showed dramatic changes. The number of states allowing probation and parole officers to supervise clients of the opposite sex jumped to 46, with only four states holding out. The questionnaire results also show, not surprisingly, the low ratio of women employed in probation and parole. Title VII of the Civil Rights Act of 1964, the need for more qualified employees, and the inefficiency of caseload segrega tion have influenced changes in use of personnel. Although the change in practice to integrated caseloads is selective in some states and made with reservations in others, the response of one director of parole operations seems to capture the mood of inevitable change in practice and attitude: Civil Service says that his agency cannot discriminate against women and that a woman can do a "man's job" in all respects.

Community Physician's Role in Case Management of Children With Chronic Illnesses

PEDIATRICS ◽  
1989 ◽  
Vol 84 (3) ◽  
pp. 465-471
Author(s):  
Gregory S. Liptak ◽  
Gail M. Revell
Keyword(s):  
Primary Care ◽  
Case Management ◽  
Primary Care Physicians ◽  
Current System ◽  
Care Physician ◽  
Case Managers ◽  
Chronic Illnesses ◽  
Rural Physicians ◽  
Children With Chronic Illnesses ◽  
Time Required

There is general agreement that case management should be provided to children with chronic illnesses, yet it is not clear who should provide this service. A survey of physicians and parents of children with chronic illnesses was conducted to evaluate the practice and views of pediatricians and compare their assessments with those of parents. Surveys were mailed to 360 physicians and 519 families with response rates of 39% and 63%, respectively. The majority of physicians (74%) thought that the primary care physician should provide case management. When compared with parents, physicians underestimated the parental need for information about the child's diagnosis (8% vs 52%, P < .001), treatments (3% vs 54%, P < .01), and prognosis (30% vs 78%, P < .01). They also overestimated parental needs for information regarding financial aid (70% vs 58%, P < .01), vocations (78% vs 54%, P < .01), and insurance (62% vs 51%, P < .05). Four services ranked by need by parents in the top 10 were not ranked in the top 10 by physicians. Rural physicians noted that services were more difficult to obtain than did those in nonrural areas. The physicians surveyed made several recommendations for steps that could be implemented to facilitate their role as case manageers. If primary care physicians are to be effective case managers, alterations in the current system of care will be required including continuing education related to chronic illness, information about community resources, reimbursement for the time required to perform case management, and better communication between physician and parents.

scholarly journals Motivational Interviewing Case Management (MICM) for Persons on Probation or Parole Entering Sober Living Houses

2018 ◽  
Vol 45 (11) ◽  
pp. 1634-1659 ◽  
Author(s):  
Douglas L. Polcin ◽  
Rachael Korcha ◽  
Jane Witbrodt ◽  
Amy A. Mericle ◽  
Elizabeth Mahoney
Keyword(s):  
Criminal Justice ◽  
Case Management ◽  
Motivational Interviewing ◽  
Community Based ◽  
Probation And Parole ◽  
New Policies ◽  
To Receive ◽  
Housing Options ◽  
Drug Free

The failure of incarceration as a response to drug offenses has resulted in new policies supporting community-based alternatives. One challenge has been finding appropriate housing for persons on probation and parole. Sober living houses (SLHs) are alcohol- and drug-free living environments that are increasingly being used as housing options for these individuals. The current study examined 6- and 12-month outcomes for 330 persons on probation or parole who entered 49 SLHs. Residents in 22 houses ( n = 149 individuals) were randomly assigned to receive a “Motivational Interviewing Case Management” (MICM) intervention and residents in the other 27 houses ( n = 181 individuals) received SLH residency as usual. At 6- and 12-month follow-up, both study conditions showed significant improvement relative to baseline on substance abuse, criminal justice, HIV risk, and employment outcomes. For persons who attended at least one MICM session, there were better criminal justice outcomes compared with the SLH as usual group.

Barriers in Case Managers’ Roles: A Qualitative Systematic Review

2017 ◽  
Vol 40 (10) ◽  
pp. 1522-1542 ◽  
Author(s):  
Jee Young Joo ◽  
Diane L. Huber
Keyword(s):  
Systematic Review ◽  
Health Care ◽  
Case Management ◽  
Health Care Providers ◽  
Management Practices ◽  
Case Managers ◽  
Qualitative Studies ◽  
Complex Case ◽  
Bibliographic Databases ◽  
Care Providers

The challenges faced by case managers when implementing case management have received little focus. Several qualitative studies have been published that may be able to shed light on those challenges. This study is a systematic review of qualitative literature to identify barriers case managers have when implementing case management. Five electronic bibliographic databases were systematically searched, and 10 qualitative studies were identified for inclusion in the review which were published from 2007 to 2016. Through thematic synthesis of findings, five themes were identified as barriers to case management implementation: unclear scope of practice, diverse and complex case management activities, insufficient training, poor collaboration with other health-care providers, and client relationship challenges. This review study suggested that standardized evidence-based practical protocols and certification programs may help overcome case managers’ barriers and improve case management practices. Health policymakers, case management associations, and health-care management researchers should develop educational and practical supports for case managers.

Case Management and Outreach: Similarities and Differences in Worker Tasks

2008 ◽  
Vol 9 (2) ◽  
pp. 51-62 ◽  
Author(s):  
Therese Macan ◽  
Jennifer Cunningham ◽  
Matthew R. Lemming ◽  
Robert J. Calsyn
Keyword(s):  
Case Management ◽  
Performance Appraisal ◽  
Selection Criteria ◽  
Case Managers ◽  
Client Outcomes ◽  
Work Activities ◽  
Outreach Programs ◽  
Outreach Work ◽  
Outreach Workers ◽  
The Many

Case management and outreach are two important services provided to many individuals, particularly people with multiple problems. Unfortunately, no taxonomy or measuring instrument has been developed that captures the many dimensions of the jobs performed by both case managers and outreach workers. This study conducted a job analysis that led to the development of an instrument that has a variety of potential uses. It can be (a) a method for classifying both case management and outreach programs on a number of dimensions that can be used in comparing different models of case management and outreach, (b) a means to identify specific case management and outreach activities that might be correlated with client outcomes, and (c) a tool for developing selection criteria as well as performance appraisal dimensions to assess case management and outreach work activities.

“It’s Pure Chaos Every Day”: COVID-19 and the work of Canadian federal institutional parole officers

2021 ◽  
pp. 206622032110564
Author(s):  
Mark Norman ◽  
Rosemary Ricciardelli
Keyword(s):  
Case Management ◽  
Service Providers ◽  
Management Team ◽  
Risk And Uncertainty ◽  
Structured Interviews ◽  
Parole Officers ◽  
Probation And Parole ◽  
Correctional System ◽  
Essential Service

As the Canadian federal correctional system grappled with the onset of the COVID-19 pandemic, institutional parole officers, who play a central role in prisoners’ case management team, remained essential service providers. Working in uncertain circumstances, these correctional workers navigated new and rapidly changing protocols and risks, while attempting to continue to provide support to those on their caseloads. Based on semi-structured interviews with 96 institutional parole officers, conducted after Canada’s “first wave” of COVID-19 infections, we analyze three ways in which their work was impacted by the pandemic: shifting workloads, routines, and responsibilities; increased workloads due to decarceration (i.e., efforts to reduce the number of incarcerated individuals); and the navigation of new forms of risk and uncertainty. This study advances the understanding of stress and risk in probation and parole work and presents recommendations to ameliorate the occupational stresses experienced by correctional workers during and beyond COVID-19.

Sign in / Sign up

Export Citation Format

Share Document