This qualitative study explores factors affecting the implementation of the NOMS Offender Management Model. The Offender Management staff interviewed generally supported the model, and report successful delivery as far as possible. Positive offender outcomes, arising from end-to-end management were reported to have increased job satisfaction.
However perceived resources pressures of staff-sickness, high staff turnover and demanding caseloads had lead to some breaks in the continuity of relationships. Increased Probation Officer caseloads were felt to have led to shorter supervision sessions and an increased transfer of certain tasks to Probation Service Officers. Action to stabilise an offender, such as tackling serious alcohol misuse, was felt to be vitally important in the sequencing of order requirements.