V. Getting to Implementation
Implementing the principles of behavior
management into the daily practice of community supervision involves
a commitment by both management and staff to re-engineer supervision
systems.
Shifts in policies, procedures, and
staff activities must occur in each of the operating parts of
supervision agencies. As discussed above, the new systems must
develop a risk and needs assessment process; a supervision plan
and behavioral contract process; develop communications, information,
sanctions and service tools, and provide staff training in their
use.
This evolution in philosophy and tactics
also requires new information management systems that allow staff
to track, organize and make sense out of the vast amounts of information
they collect. The systems also must allow staff to share information
with each other, and with other critical actors, such as judges
and treatment providers.
Behavior management is based on
accountability. New performance management systems are essential
to help staff and management stay on track and reach full implementation
of the model.
The goal of
supervision is clearly defined: recidivism reduction and to improve
public safety.
While staff workload may determine
the number of staff-offender contacts and other inputs, it is
important that we move to a process wherein performance assessment
criteria must measure the effectiveness of staff and agencies
in meeting the mandate to reduce recidivism.
The Guiding Principles in each section
identifies the operational components that agencies can use to
integrate these concepts into practice.