ABSTRACT
The German term ‘Übergangsmanagement’ (lit. transition management) has often been used, defined and explained over the past ten years (Cornel 2012). 1 Even if it deals partly with case management, the general procedure is more comprehensive and covers several institutions contributing to a complex process. It also describes a systematic re-entry policy realised through continuous supervision. Previously confined to vocational training schools and responding to the difficulty of transferring theoretical skills into placements in the labour market, Übergangsmanagement has been spreading around the criminal system and is now implemented in various ways in all 16 German Länder (or regions). According to Matt and Hentschel (2010: 161), there are several dimensions of Übergangsmanagement to take into account: the one-case orientation, networking and cooperation of the institutions involved; the importance of motivation of staff and of people under supervision; the technological information flow, and the guidance that comes from sharing common objectives.
