Background
Given the developmental vulnerability of justice-involved youth, providing a safe environment in secure facilities is a paramount, yet challenging task. Within this complexity, a sound security framework is key. Existing knowledge points at the importance of a shift in focus on physical- and procedural security towards relational security as the core of the security framework, facilitated by other security measures. At the same time there is a dearth of knowledge on relational security, particularly in the context of youth justice. This paper explores relational security and its working mechanisms in practice.
Methods
This paper draws on findings of a comprehensive three-year evaluation of three small-scaled, community-embedded facilities that are grounded in relational security. The approach of the evaluation was derived from action research, involving a cyclic process alternating between action, research and critical reflection, while engaging all stakeholders in the research process. The action research cycle involved qualitative research (a total of 61 semi-structured interviews) incorporating the perspective of staff, youth and parents.
Results
Relational security is grounded in three distinct, but interrelated, elements – staff’s basic attitude, a constructive alliance between staff and youth, staff presence – and promotes a safe and therapeutic environment through several mechanisms.
Conclusions
Relational security can be defined in a practical framework; outlining a way of working that guides staff in how to establish a safe and therapeutic environment in residential forensic youth care. This framework finds support in the well-established literature on the therapeutic alliance and can be substantiated by two aligning theories concerning youth justice strategies: social-ecological theory and self-determination theory. Relational security is not only a way of working, but also a way of being. It encompasses a vision about security and mentality towards justice-involved youth that sees them not merely as ‘risks to be managed’, but as ‘resources to be developed’.