Note from the editor: This blog is a continuation of the EBP Practice Models blog series started by this blog’s author Evan C. Crist, Psy.D. and other industry leading authorities on practice models, Brad Bogue, Matt Moore and Tom O’Connor.

This blog has two parts.

Part I, The Changing Function of a Case Manager, paints a picture of how the role of community corrections practitioners is constantly changing as the field and its stakeholder’s expectations evolve and expand.

Part II, More Effective Treatment, explains the need for a coherent intervention strategy based on logic and research to help case managers do the treatment oriented work we are expecting more and more from them. We suggest Practice Models are the answer to our need for this intervention strategy. Although EBP has been viewed by some as a nuisance, adding more work to already overloaded case managers, read below to see how we think differently.

PART I – The Changing Function of a Case Manager

Case Manager or Psychologist? Or both?

As a participant of community corrections for the better part of two decades, I’ve noticed an interesting and predictable shift in the industry. Yes, it is becoming more treatment oriented, but the change that I find more interesting is the shift to teaching paraprofessionals to deliver specialized services generally allotted for master’s level or doctoral level therapists.

I’ve seen this happen throughout my psychologist career and I don’t think it is good or bad, rather a normal progression of a maturing industry that needs to provide more services to a larger population without the benefit of a significant increase in government funded resources.

But why?

This is the first installment of the blog series, Setting the Stage for EBP Practice Models with Brad Bogue, Evan C. Crist, Psy.D., Matt Moore and Tom O’Connor.

You may be wondering, “what the heck is a ‘Practice Model’?” 

 Or if you have been exposed to the term somewhere previously might be thinking, “Yeah, I’d like to see how all this works, or how it turns out to benefit me?”

And for those of you still struggling to make sense of even one evidence-based practice (e.g., cognitive skill-building, Motivational Interviewing, role clarification, relapse prevention, etc.), you probably have conflicted feelings about seriously committing to mastering that particular EBP, this thought piece may offer a key.

First, let’s define what a practice model is:

A practice model describes in detail the practices that line staff should follow to prevent more crime and promote the social and human capital (rehabilitation) of people under supervision.

A practice model is an integrated set of evidence-based practices and principles (EBP) that, when implemented with fidelity by the agency and its officers, will result in desirable public safety outcomes.

If this is new information to you, don’t be alarmed.

This is New 

Practice models (PMs) haven’t been around the fields of community supervision or corrections very long.

Getting to the Point

The top of a pyramid is what makes it identifiable as a pyramid. This apex is known as the capstone. On ancient pyramids, capstones were given special care and sometimes made of gold. Kings had their names etched in them. Pyramids are architectural marvels. While many mysteries and legends abound, experts agree that the building of the pyramids took hundreds of workers hundreds of years to complete.

While pyramids served many purposes (some were quite elaborate on the inside with bakeries, tombs and hallways aplenty) the outward symbol of success was to get to the point, the capstone. Once the builders completed the point of the pyramid, it was complete. Any shortcuts would certainly be noticed and mar the elegance of these ancient structures. If the work crews had rushed to get to the point, it is unlikely that these landmarks would still be standing. 

After more than 25 years in corrections leading teams through change, I can tell you – I’m sick and tired of struggling with it! And I know I’m not alone. I consult with agencies every day that are struggling through organizational change.

It doesn’t have to be this way.

There are two strategies that when used properly help us get out ahead of change and influence it in a way that makes leading through change much easier - even as much as 10 times easier!

“How?!” You say.

“Lay it on me!”