This article explores the changing nature of supervision in a Community Rehabilitation Company (CRC) following the Transforming Rehabilitation (TR) reforms to probation services in England and Wales. Based on an ethnographic study of an office within a privately owned CRC, it argues that TR has entrenched long-term trends towards ‘Taylorised’ probation practice. This is to say that qualitative and quantitative changes to the complexion of practitioners’ caseloads since TR reflect a decades-long devaluation of the probation service and its staff. The decision to allocate most qualified practitioners to the National Probation Service means that Case Managers (i.e. probation service officers) now supervise offenders who would historically have been supervised by Senior Case Managers (i.e. probation officers). This loss of expertise has been exacerbated by administrative staff redundancies at the office. The result is an increasingly standardised and fragmented mode of working within the CRC in which the majority of services are now delivered by the voluntary sector.

中文翻译：

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'如果帽子合适'？社区康复公司的缓刑人员和监督性质的变化

本文探讨了在英格兰和威尔士将康复 (TR) 改革转变为缓刑服务后社区康复公司 (CRC) 监管性质的变化。基于对私人拥有的 CRC 内办公室的人种学研究，它认为 TR 已经确立了“泰勒化”缓刑实践的长期趋势。这就是说，自 TR 以来，从业人员案件数量的质和量变化反映了缓刑服务及其工作人员长达数十年的贬值。将大多数合格的从业人员分配到国家缓刑服务处的决定意味着案件管理员（即缓刑服务官员）现在负责监督历来由高级案件管理员（即缓刑官员）监督的罪犯。办公室行政人员的裁员加剧了这种专业知识的流失。结果是 CRC 内的工作模式日益标准化和分散，其中大部分服务现在由志愿部门提供。