Full text via link. In September 2015, a four year project on the working alliance with mandated clients started. The project was facilitated by a RAAK-PRO grant of the Dutch Organisation of Scientific Research (NWO) and carried out by researchers of the University of Applied Sciences Utrecht. The project has been set up throughout several areas of the forensic social field: probation, labor reintegration, debt counseling, social care and youth services. The idea came as a response to the ambivalent feelings professionals in mandated contexts express regarding the combination of controlling and coaching tasks they need to employ. They sometimes struggle with ‘hybrid working’ in one-to-one supervision with clients. Professionals claim they need theory-based knowledge on how to build a working alliance with mandated clients on which they can build their daily practice.
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The body of evidence that the working alliance is associated with positive outcomes for mandated clients is growing. The aim of this research was to investigate the influence of several characteristics of probation officers (POs) and offenders on the course of the working alliance during probation supervision. This study examined the patterns on the four alliance subscales: Trust, Bond, Goals-Restrictions, and Reactance of the Working Alliance With Mandated Clients Inventory (WAMCI) in 201 offenders and their 137 POs. Three patterns on each alliance subscale were found: deteriorating, improving, and stable. Multinomial logistic analysis revealed that change of POs and the preference of the PO to maintain rules were associated with a deteriorating Trust pattern. From the perspective of the offenders, being motivated to take part in supervision was associated with a stable pattern on every alliance subscale, but having problems with substance use increased the likelihood of a deteriorating pattern on every alliance subscale.
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.
Denim Democracy from the Alliance for Responsible Denim (ARD) is an interactive exhibition that celebrates the journey and learning of ARD members, educates visitors about sustainable denim and highlights how companies collaborate together to achieve results. Through sight, sound and tactile sensations, the visitor experiences and fully engages sustainable denim production. The exhibition launches in October 2018 in Amsterdam and travels to key venues and locations in the Netherlands until April 2019. As consumers, we love denim but the denim industry, like other sub-sectors in the textile, apparel and footwear industries, faces many complex sustainability challenges and has been criticized for its polluting and hazardous production practices. The Alliance for Responsible Denim project brought leading denim brands, suppliers and stakeholders together to collectively address these issues and take initial steps towards improving the ecological sustainability impact of denim production. Sustainability challenges are considered very complex and economically undesirable for individual companies to address alone. In denim, small and medium sized denim firms face specific challenges, such as lower economies of scale and lower buying power to affect change in practices. There is great benefit in combining denim companies' resources and knowledge so that collective experimentation and learning can lift the sustainability standards of the industry and lead to the development of common standards and benchmarks on a scale that matters. If meaningful, transformative industrial change is to be made, then it calls for collaboration between denim industry stakeholders that goes beyond supplier-buyer relations and includes horizontal value chain collaboration of competing large and small denim brands. However collaboration between organizations, and especially between competitors, is highly complex and prone to failure. The research behind the Alliance for Responsible Denim project asked a central research question: how do competitors effectively collaborate together to create common, industry standards on resource use and benchmarks for improved ecological sustainability? To answer this question, we used a mixed-method, action research approach. The Alliance for Responsible Denim project mobilized and facilitated denim brands to collectively identify ways to reduce the use of water and chemicals in denim production and then aided them to implement these practices individually in their respective firms.
The denim industry faces many complex sustainability challenges and has been especially criticized for its polluting and hazardous production practices. Reducing resource use of water, chemicals and energy and changing denim production practices calls for collaboration between various stakeholders, including competing denim brands. There is great benefit in combining denim brands’ resources and knowledge so that commonly defined standards and benchmarks are developed and realized on a scale that matters. Collaboration however, and especially between competitors, is highly complex and prone to fail. This project brings leading denim brands together to collectively take initial steps towards improving the ecological sustainability impact of denim production, particularly by establishing measurements, benchmarks and standards for resource use (e.g. chemicals, water, energy) and creating best practices for effective collaboration. The central research question of our project is: How do denim brands effectively collaborate together to create common, industry standards on resource use and benchmarks for improved ecological sustainability in denim production? To answer this question, we will use a mixed-method, action research approach. The project’s research setting is the Amsterdam Metropolitan Area (MRA), which has a strong denim cluster and is home to many international denim brands and start-ups.
