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NCJRS Abstract

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NCJ Number: 98646 Find in a Library
Title: Case Management Systems in Probation
Author(s): K Benoit; T R Clear
Corporate Author: Carter Ctr
United States of America
Date Published: Unknown
Page Count: 16
Sponsoring Agency: Carter Ctr
Atlanta, GA 30307
National Institute of Corrections
Washington, DC 20534
National Institute of Justice/
Rockville, MD 20849
NCJRS Photocopy Services
Rockville, MD 20849-6000
Grant Number: AW-6
Sale Source: National Institute of Justice/
NCJRS paper reproduction
Box 6000, Dept F
Rockville, MD 20849
United States of America

NCJRS Photocopy Services
Box 6000
Rockville, MD 20849-6000
United States of America
Document: PDF
Language: English
Country: United States of America
Annotation: This paper examines the purpose and structure of a probation case management system and four probation case management models -the traditional caseload model, the program model, the advocacy model, and the broker model.
Abstract: In the traditional caseload model, which focuses on internal resources, staff structure is hierarchical, staff tend to be isolated from each other, leadership tends to be bureaucratic, and the chief activity is counseling. While this model is easy to administer, its lack of complexity may interfere with goal attainment. The program model has a specialist-internal orientation, and clients are usually differentiated into caseloads on the basis of agency criteria. Although administration and reward structure are similar to those in the traditional model, workers usually are less isolated and client-differentiation permits the use of group counseling techniques. However, it is difficult for any one probation officer to respond adequately to the client's diverse needs. The advocacy model employs a generalist staff and relies heavily on external resources and human service agencies. Administration is hierarchical, and the major focus is on resource development and surveillance. In the broker model, emphasis is on specialized staff and the use of external resources. The officer's task is to provide the prescreening necessary for appropriate referral. As a strategy for meeting client needs, it is the most complex and can handle the widest array of clients, although the potential for intrinsic reward for staff is less than in other models. Because no single approach is free from problems the paper concludes that most managers will want to design a case management system that combines certain aspects from each of the four models. Included are 15 references.
Index Term(s): Caseload management; Correctional organization; Correctional staff management; Correctional staff orientation; Probation casework; Probation or parole services; Staff client relations; Treatment intervention model
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