Results revealed that many of the management structures and referral processes needed to deliver the PPO strategy were already in place, yet there were concerns regarding communication and clarity of roles. Better working relationships among the agencies need to be forged and a system of effective identification and tracking of prolific offenders throughout the system is necessary. Other concerns included access to suitable housing, equality of access to rehabilitative and other services for all PPOs, improved performance monitoring, and the need for a clear exit strategy for offenders. The authors suggest that careful management will be necessary to ensure that the funding limitations associated with the PPO strategy will not hinder program improvements. In-depth, semi-structured interviews were conducted with key personnel from the 18 agencies and organizations in Birmingham responsible for implementing the new PPO strategy as well as with 6 of the prolific offenders targeted by the strategy. The qualitative analysis focused on the existing community supervision and rehabilitative structures in Birmingham and the gaps in service provision that may impede the seamless case management called for by the PPO strategy. Future research should focus on whether vulnerable offenders benefit from continued contact with their case manager beyond the official end of the PPO scheme. Notes, references