The process of implementing programmes across the Scottish criminal justice system: lessons learned from the moving forward making changes programme

Vojt, Gabriele (2016) The process of implementing programmes across the Scottish criminal justice system: lessons learned from the moving forward making changes programme

Record type: Monograph (Project Report)

Abstract

Background. The successful translation of research into practice is a much debated topic across the criminal justice literature (Andrews & Bonta, 2010). Inherent to the FRAME policy, the Risk Management Authority (RMA) outline the need to implement correctional interventions with integrity and fidelity at organisational and individual levels to contribute to the reduction of reoffending. At a basic level, the term ‘implementation’ refers to the active and planned processes to mainstream an intervention such as a treatment programme within an organisation or system (Rabin, Haire-Joshu et al, 2008). Though frequently referred to in evaluations of treatment programmes or guidelines, a description of the implementation process, i.e. the ‘know how’, is rarely documented nor defined (e.g. McNair, Woodward & Mount, 2010). Aims. The present study aimed to document and evaluate the barriers and obstacles to the implementation of the Moving Forward Making Changes (MF:MC) programme across the criminal justice system in Scotland. Methods. Semi structured interviews were conducted with all key stakeholders (agencies) involved in the planning and the implementation of MF:MC. Data were analysed using Framework Analysis. This is a qualitative method, which is typically used to assess and review policies and procedures across organisations. Main findings. A number of interrelated emergent themes were identified, which were labelled with reference to the implementation and project management literature. In particular, interviewees identified a prevailing lack of:- clear project management, leadership and support, communication and documentation as well as clearly defined roles and responsibilities. Main conclusions. The implementation of MF:MC appeared to have commenced with limited reference to the key factors evidenced as necessary in the success of implementations. This said, despite challenges and shortcomings, interviewees identified positive aspects, perhaps most importantly a clear desire to make MF:MC work.

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