Correctional case management grew during the 1970s as greater need arose for strategies to manage and treat justice-involved populations in local communities. Since then, strategies and programs have emerged to provide evidence-based training for supervision officers as well as to improve the structure of case plans. Despite these developments, case planning continues to fall short of integrating core correctional practices. This article provides a content analysis of halfway house case plans to explore prevalent trends that may inhibit maximal effectiveness. To do so, this paper pulls from literature across various fields to contextualize these patterns and develop recommendations. Results highlight five themes among case plans objectives, including deviations from criminogenic needs, implementing non-evidence-based solutions, writing non-measurable objectives, underutilizing service referrals, and overutilization of shorthand for terminology. Several implications for these findings and recommendations are discussed. Broadly, results highlight the need for modified case plan structures and ongoing case manager training. The development of an agency guide for referrals would also aid case managers in managing the variety of internal and external resources. Lastly, case plans should prioritize transparency by avoiding broad, non-measurable, or jargon-filled objectives.
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