Performance management targets and audit have exerted a powerful influence over probation practice for some time. This article traces their development and critically evaluates their effectiveness. Drawing on the findings of a study of the views of experienced probation practitioners it is argued that, whilst the monitoring and evaluation of practice is critical, audit and the measurement of organizational outputs alone are inadequate tools. Furthermore, they set in motion a train of unintended consequences which tend to undermine the effectiveness of practice. The distinction between audit and evaluation is explored and recommendations are made regarding approaches to the evaluation of probation practice.
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