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Practice Guidelines for Community Supervision

Search Appropriateness Statement Package

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Introduction

  • Introduction
  • How to Use This Guide to Benefit Your Agency
  • Section I: How to Use the Appropriateness Statements to Develop Practice Guidelines
  • Appropriateness Statement Outline
  • Section II: Implementing Practice Guidelines
  • Section III: Building the Working Alliance
  • Section IV: Appropriateness Statements

Contacts

  • Contacts
  • Contacts: Implementation Considerations
  • Types of Contacts
  • Frequency of Contact

Compliance-Based Practices

  • Compliance-Based Practices
  • Overall Compliance-Based Practice Implementation Considerations
  • Collateral and Employer Contacts
  • Drug Testing
  • Electronic Monitoring
  • Financial Restrictions
  • House Arrest
  • Phone-Based Monitoring
  • Restraining Orders

Treatments

  • Treatments
  • Treatment Implementation Considerations
  • Anger Management
  • In-Patient & Out-Patient Treatment
  • Mental Health Screening and Evaluation
  • Substance Use Screening and Evaluation
  • Alcohol and Drug Use Education
  • Cognitive Behavioral Techniques

Motivation Techniques

  • Motivation Techniques
  • Motivational Techniques Implementation Considerations
  • Incentives
  • Prosocial Modeling
  • Sanctions

Additional Components

  • Additional Components
  • Additional Components Implementation Considerations
  • Environmental Restructuring
  • Transportation Resources

Additional Resources

  • Additional Resources
  • Additional Information on Practices
  • References

Glossary

  • Glossary
  • ACE!
  • Appropriateness Statement Package
  • Motivation Techniques

Sanctions

Sanctions – Not an evidence-based practice and may be harmful

Summary of the Evidence

  • Sanctions are widely used in community supervision and can include legal pressure, legal mandates, and involuntary requirements, often considered coercive. Sanctioning is not monitoring, but it is how the monitoring is delivered.
  • Sanctions are not an evidence-based practice due to insufficient studies that demonstrate how to use the authority of supervision officers.
  • While probation and parole officers must often balance compliance/monitoring (law enforcement) and care (social work/treatment), evidence suggests that sanctioning has less impact on long-term behavior change than incentives.
  • Sanctions may damage the PO-client relationship. This can undermine efforts to foster engagement in change-producing services and efforts, as well as reduce long-term behavior change in clients.
  • Since sanctions may involve the threats of punishment (e.g., incarceration), it can incur high costs if those sanctions are used in response to noncompliant behavior.

 

What Are Sanctions?

  • Sanctions rely on coercion.
    • Coercion is defined as the “act or process of persuading someone forcefully to do something that they do not want to do” (Collins Dictionary). It often involves threats or intimidation.
    • In the context of probation and parole, coercion can appear as POs presenting clients with an ultimatum: either they change their behavior, or they will receive a sanction. In this case, the threat of the sanction is used to motivate the client to change their behavior.
  • While similar, coercion and accountability mechanisms are different.
    • Coercion is done for the purpose of inducing behavior change in clients. Accountability mechanisms ensure that the client has changed their behavior; if the client has not changed, sanctions (often involving incapacitation to keep the client from harming others) may be applied.
  • There is little evidence of coercion’s effectiveness in changing client behavior in probation and parole settings.
    • Some evaluations have found that sanctions can be effective in changing behavior when they are applied swiftly and certainly in response to noncompliant behavior.
      • These studies have not been replicated widely, and there is evidence that programs using this approach are not more effective than traditional probation.
      • Evidence indicates that incentives to reinforce legal mandates/requirements are more effective than coercion.
    • Open, honest, and respectful relationships between POs and clients are more effective drivers of behavior change than sanctions.
      • To the extent that coercion damages such a relationship (e.g., by making the client resentful toward or distrustful of the PO), it may not create behavior change.
  •  

How Are They Used?

  • Sanctions are used to induce behavior change through threats of punishment for noncompliant behavior.
  • A variety of potential sanctions exist in community supervision. These can be jail time, fines, house arrest, electronic monitoring, or verbal reprimand from the PO.
    • POs may be able to use verbal reprimand or other forms of expressing disapproval and disappointment as a sanction.
    • For this to be effective, the PO-client relationship must be strong enough for the client to be invested in the PO’s opinion of them.
      • This may require that the PO refrain from using sanctions too much since this can damage the PO-client relationship (see below).

 

How Can They Be Used to Monitor Compliance?

  • Sanctions should not be used to monitor compliance. It undermines the efforts to engage individuals in behavior change.
  • Sanctioning is not the same as boundary setting, where the PO clearly articulates what is considered appropriate behavior. Boundary setting, including informing the individual of what constitutes compliant and noncompliant behavior, is important.

 

How Can They Be Used as a Supervision Tool?

  • While there is little evidence of their effectiveness, sanctions are often used as a supervision tool to change client behavior.
    • Very limited evidence suggests that the threat of swift and certain sanctions in response to noncompliant behavior may be effective in some contexts.
    • Incentives are more effective.

 

What Are the Costs of Sanctions?

  • POs may sometimes need to follow through with threats of sanctions in order to maintain the validity of the threat. In these cases, sanctions cost both the legal system (through costs associated with incarceration, electronic monitoring, etc.) and the client (through fines, time missed at work, etc.)

What Do Supervision Staff Think About Sanctions?

  • Supervision staff report that sanctions are
    • sometimes appropriate for clients classified as medium- to high-risk using a standardized risk assessment tool,
    • never appropriate for low-risk clients who are gang-involved, convicted of general violence offenses, or struggling with substance use disorder, and
    • sometimes appropriate for clients convicted of intimate partner violence or those with serious mental illness.

What Should You Expect When Using Sanctions?

Client Outcomes

  • There is little evidence that sanctions change client behavior.
  • Sanctions can contribute to more technical violations.
  • In some cases, sanctions may damage the PO-client relationship. This relationship has been found to be a more effective means of changing client behavior.

 

Is Sanctioning an Evidence-Based Practice?

  • No. While studies have found certain sanction-based models of supervision to be effective, wide-scale replication of these studies has not found them to be any more effective than traditional probation.

 

What Do People Formerly Involved in the Criminal Legal System Think About Sanctions?

  • People formerly involved in the criminal legal system (the “criminal justice” or “legal” system will be referred to as the criminal legal system in this document) generally find coercion to be inappropriate for clients classified as low risk using a standardized risk assessment tool.
  • People formerly involved in the criminal legal system report that coercion is sometimes appropriate for clients classified as medium- to high-risk, except for those convicted of general violence offenses, for whom coercion is never appropriate.

 

Communication That Reinforces Officers’ Role as Change Agent

  • If sanctions are used, it is important that the officer explain that they are being used to encourage the client to change their behavior, not to continuously punish them.
    • But, in general, coercive relationships undermine any attempts by the officer to portray themself as a change agent.
    • Officers should explain at the beginning of supervision and throughout what is considered compliant and noncompliant behavior. Recognizing that the person is in compliance throughout supervision can be an effective tool in managing individuals.

Special Considerations When Using Sanctions With Subpopulations

Gang-Involved

Same as the general population

General Violence

Sanctions may reinforce patterns of thinking that normalize using unpleasant consequences (like violence) to resolve conflict. This can be counterproductive to trying to get clients who have used violence to move towards more positive ways to resolve conflict.

Intimate Partner Violence

While sanctions to remove people who have committed intimate partner violence from their victims are sometimes appropriate, overuse of sanctions can reinforce patterns of thinking that normalize using unpleasant consequences (like violence) to resolve conflict. This can be counterproductive to trying to get clients who have used violence to move towards more positive ways to resolve conflict.

Serious Mental Illness

Clients with serious mental illness may not understand why they are being sanctioned or what is involved in the sanction (e.g., house arrest). Some sanctions (e.g., house arrest) may be more harmful to the mental health of a client with serious mental illness than a client without it.

Substance Use Disorder

Clients with SUD may not understand why they are being sanctioned or what is involved in the sanction (e.g., house arrest). They may consider it punitive for their health condition.

 

Similar Topics

Motivational Techniques Implementation Considerations

Prosocial Modeling

Incentives

How do you feel about this topic?
Prosocial Modeling

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