Since the start of the COVID-19 pandemic, online supervision has increased markedly, including within the Dutch probation services. In the present research, we systematically collected and analysed both clients and probation officers’ experiences of working online in the prior year. Although the clients were generally positive about remote supervision, some expressed that they missed the personal contact. According to most of the probation officers, remote working is flexible (efficient, saves time, travel costs), appropriate for certain phases of the probation process (especially at a later stage when a working alliance has been established) and particularly suitable for probationers with mild problems and low risk profiles. The general experience was that conversations are both more pragmatic and business-like, which, in turn, can produce both strengths and limitations. Once a foundation has been established, it appears to be possible to continue working remotely with clients, albeit the probation officers stressed that this depended on the type of client, type of offence and risk level.
Conference paper of the Third North American Correctional and CriminalJustice Psychology Conference (NACCJPC Since some time now, working alliance has been recognized in psychotherapy as a main factor conducive to positive outcomes (Norcross, 2012). In mandated supervisory context, relevance and manifestation of this factor is far less studied. In the last decade progress was made in this respect. Ross, Polaschek & Ward (2007) published a theoretical framework and Skeem, Eno Louden, Polaschek and Camp (2007) introduced the Dual Role Relationship Inventory, assessing corresponding thoughts of professional and client relating to mutual supervision issues in mandated context. Steps were also made by Tatman & Love who came up with an offender version of Horvath’s Working Alliance Inventory. Building on these steps, a longitudinal study was designed in order to get insight into the development, the specifics and the relevance of working alliance over two years of offender supervision by probation. Two years supervision is the most common penal punishment in The Netherlands. This presentation focuses on the main results for the first two measurement waves (start and after 6-9 months), including constructs deduced by factor analysis on a large set of items including the questionnaires mentionned above and group analyses on different patterns of working alliance development.
Probation and after-care service is of great social importance and you want to do a proper job. ‘Doing a proper job’ tends to revolve around effective interventions or instruments. Which is important, but doing a proper and effective job involves more than that. We distinguish three forms of effectiveness: -Effective methods: what works? For example, working according to the principles of Risk, Needs and Responsivity6. Or structured behavioural training according to the cognitive-behavioural model. Or working according to the Good Lives Model7. Or the network approach. Methods are referred to as ‘effective’ if there is scientific evidence that they increase the chances of achieving the probation objectives. The risk of recidivism decreases if you work according to these methods. Proper coordination of the working method with specific clients is always part of an effective methodology. -Effective professionals: who works? Methodologies do not lead a life of their own, they only become effective in the hands of professionals8. Effective professionals are rooted in professional values, work with theoretically consistent methods, stand behind their working methods, are able to interact with different types of people (also with people who find this difficult) and systematically provide specific feedback on their actions and results. The importance of effective and open client feedback is important in this. Furthermore, an effective professional attempts to connect his own experiential knowledge to scientific knowledge to the best of his ability. A professional who meets these characteristics is in a better position than other professionals to ‘ensure the effectiveness’ of the method. -Effective interactions: the working alliance (how does it work?) Methodologies and professionals gain meaning in proper interaction with clients and other stakeholders (for example, social network and volunteers). A proper quality of the working alliance increases the chance of successful completion of a probation programme. The risk of problems within the process is reduced and the risk of dropout (no-show or a negative report) decreases.
Client: Foundation Innovation Alliance (SIA - Stichting Innovatie Alliantie) with funding from the ministry of Education, Culture and Science (OCW) Funder: RAAK (Regional Attention and Action for Knowledge circulation) The RAAK scheme is managed by the Foundation Innovation Alliance (SIA - Stichting Innovatie Alliantie) with funding from the ministry of Education, Culture and Science (OCW). Early 2013 the Centre for Sustainable Tourism and Transport started work on the RAAK-MKB project ‘Carbon management for tour operators’ (CARMATOP). Besides NHTV, eleven Dutch SME tour operators, ANVR, HZ University of Applied Sciences, Climate Neutral Group and ECEAT initially joined this 2-year project. The consortium was later extended with IT-partner iBuildings and five more tour operators. The project goal of CARMATOP was to develop and test new knowledge about the measurement of tour package carbon footprints and translate this into a simple application which allows tour operators to integrate carbon management into their daily operations. By doing this Dutch tour operators are international frontrunners.Why address the carbon footprint of tour packages?Global tourism contribution to man-made CO2 emissions is around 5%, and all scenarios point towards rapid growth of tourism emissions, whereas a reverse development is required in order to prevent climate change exceeding ‘acceptable’ boundaries. Tour packages have a high long-haul and aviation content, and the increase of this type of travel is a major factor in tourism emission growth. Dutch tour operators recognise their responsibility, and feel the need to engage in carbon management.What is Carbon management?Carbon management is the strategic management of emissions in one’s business. This is becoming more important for businesses, also in tourism, because of several economical, societal and political developments. For tour operators some of the most important factors asking for action are increasing energy costs, international aviation policy, pressure from society to become greener, increasing demand for green trips, and the wish to obtain a green image and become a frontrunner among consumers and colleagues in doing so.NetworkProject management was in the hands of the Centre for Sustainable Tourism and Transport (CSTT) of NHTV Breda University of Applied Sciences. CSTT has 10 years’ experience in measuring tourism emissions and developing strategies to mitigate emissions, and enjoys an international reputation in this field. The ICT Associate Professorship of HZ University of Applied Sciences has longstanding expertise in linking varying databases of different organisations. Its key role in CARMATOP was to create the semantic wiki for the carbon calculator, which links touroperator input with all necessary databases on carbon emissions. Web developer ibuildings created the Graphical User Interface; the front end of the semantic wiki. ANVR, the Dutch Association of Travel Agents and Tour operators, represents 180 tour operators and 1500 retail agencies in the Netherlands, and requires all its members to meet a minimum of sustainable practices through a number of criteria. ANVR’s role was in dissemination, networking and ensuring CARMATOP products will last. Climate Neutral Group’s experience with sustainable entrepreneurship and knowledge about carbon footprint (mitigation), and ECEAT’s broad sustainable tourism network, provided further essential inputs for CARMATOP. Finally, most of the eleven tour operators are sustainable tourism frontrunners in the Netherlands, and are the driving forces behind this project.
The eleven Universities forming the KreativEU consortium agreed to the common goal of establishing a fully European University, that places the creative potential derived from Europe’s cultural heritage at the heart of its teaching, research and knowledge transfer activities. Committing to a long-term institutional, structural and strategic cooperation the partners will jointly implement an ambitious yet inclusive vision for transforming the study of culture, identity, memory and heritage for the benefit of society. Building upon this strong foundation, KreativEU will provide innovative concepts, methods, and solutions to address both current and future challenges, contributing to a sustainable and harmonious future for communities and the environment alike. KreativEU recognizes the inseparable interconnection of tangible and intangible cultural heritage, as well as the interwoven nature of local and national traditions, crafts, cultural practices, and folklore. The alliance is dedicated to formulating cutting-edge educational and research programmes that reevaluate these elements and their associated ecological surroundings, the lived environment, especially in the context of the digital age. This ecocultural vision serves as the foundational principle guiding KreativEU's efforts, ensuring that a new generation of EU citizens working together across cultures, borders, languages, sectors and disciplines will be educated. Students from the KreativEU are expected to be leaders of change and enablers of societal transformation.To reach this vision, the KreativEU Alliance will work towards the completion of 8 work packages (WP1 - Governance and Management; WP2 - KreativEU Education; WP3 - KreativEU Research; WP4 - KreativEU Culture with and for society; WP5 - KreativEU Knowledge-creation and design network on Smart Sustainability WP6 - KreativEU Heritage European campus; WP7 - KreativEU Mobility; WP8 - Communication and Dissemination).Collaborative partners:Instituto Politécnico de Tomar, Escola Superior de Gestão de Tomar, D.A. Tsenov Academy of Economics, Johoceska Univerzita V Ceskych Budejovicich, Universita Degli Studi di Camerino, Universitaet Greifswald, Pilitechnika Opolska, Universitatae Valahia Targoviste, Trnavska Univerzita V Trnave, Sodestorns Hogskola, Adana Alparslan Turkes Bilim VE Teknoloji University
