Darren Tierney appointed Probation System Review SRO
Darren Tierney has joined the NOMS Agency Board as the Probation System Review Senior Responsible Owner (SRO).
CRC contracts became operational in February 2015 and the Probation System Review has been set up to assess progress against the objectives set out in the Transforming Rehabilitation Programme. The initial phase of the review has been undertaken by a small team led by Andrea Torode working to David Hood.
This has found that while overall CRC performance has been steadily improving against the measures in the contract, actual case volumes are different to those which had been anticipated; there is variation in quality of delivery; and progress in some areas (such as Through the Gate support) is less than expected.
The next phase of the review involves detailed engagement with CRC Providers to improve current arrangements.
Michael Spurr said: “Ministers have made this a key priority for the Department and to take the work forward we are strengthening arrangements by appointing a dedicated SRO at Director level. I’m really pleased that Darren Tierney has agreed to take the role. He brings excellent programme management and policy experience to the Agency which will significantly enhance Board capability.
Andrea and her team will work to Darren who will take overall responsibility for the review receiving dedicated support from Commercial and Finance colleagues across the Department. David Hood will concentrate on managing day to day service delivery across both the CRCs and other NOMS Contracts.”
Darren Tierney said: “I am delighted to be joining NOMS as SRO for the Probation System Review. The services provided by CRCs are vitally important and Ministers and the NOMS Board are rightly focussed on ensuring those services are being delivered effectively. It is great to be joining the team here, and I look forward to building on the great work done to date by Andrea Torode and David Hood and their teams.”
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Linkedin Summary:-
I have 15 years policy, strategic and corporate experience in the UK Civil Service across several departments. I have worked or led 4 high profile pieces of legislation, managed transformation programmes, and acted as principal adviser to 3 Cabinet Ministers.
Director General (interim) Ministry of Justice UK
May 2016 – Present (7 months) London, United Kingdom
Interim DG for prison reform.
Director - Civil Service Strategy and Efficiency Cabinet Office
August 2015 – Present (1 year 4 months)
Policy Director UK Ministry of Justice
May 2013 – August 2015 (2 years 4 months) London, United Kingdom
Policy Director in the Criminal Justice Group responsible for youth justice, including the Transforming Youth Custody programme, and Foreign National Offender policy.
Director of Transforming Justice Strategy UK Ministry of Justice
May 2012 – May 2013 (1 year 1 month) London, United Kingdom
Senior Civil Servant UK Civil Service
May 2011 – July 2012 (1 year 3 months) London, United Kingdom
Deputy Director - in charge of policy and handling for the Legal Aid, Sentencing and Punishment of Offenders Bill.
Principal Private Secretary to the Lord Chancellor UK Ministry of Justice
May 2010 – May 2011 (1 year 1 month) London, United Kingdom
I was the PPS to the Justice Secretary/Lord Chancellor from the General Election until the folowing May.
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Ever wonder what happened to Antonia Romeo? This from Linkedin:-
Ahead of the Curve: UK Motorsport Driving Innovation for Over 50 Years
Formula One™ is a truly global sport, with races across five continents. Like many others, I’ve been thrilled by the close race at the top of this year’s championship and am delighted to be in Austin, Texas, to experience some of the race weekend. As a Brit and as Director-General Economic and Commercial Affairs USA, it's especially exciting to see Button, Hamilton, and Palmer in action — as well as great British innovation in action across the board.
Austin, itself a renowned hub of technical innovation, is the perfect location to showcase British technology. To do this, the GREAT Britain Campaign has partnered with McLaren, the British-based global technology brand which designs everything from Formula One™ race cars that will line up for this weekend’s race, to high-performance road cars, medical technology and business performance products.
McLaren-Honda, the Formula One™ team, is one of the oldest active teams (second only to Ferrari). It’s also one of the most successful teams in the championship's history. They nabbed their first victory in 1968, then went on to win 182 races, 12 drivers' championships and eight constructors' championships.
Great British innovators like McLaren have helped the UK become a world leader in global motorsport – dominant in Formula One™ and the leading international supplier to racing series from China to the USA. We have a rich history in motorsport, with our success in the modern era dating back to hosting the first Formula One™ World Championship Race in 1950, when the Silverstone course was marked out by straw bales and oil drums!
Today, the UK’s Motorsport Valley® is to innovation what Hollywood is to moviemaking. The area is home to headquarters and major bases of 9 of the 11 current F1™ teams. It generates over £10 billion ($13 billion) in worldwide sales from more than 4,300 businesses which account for 45,000 jobs in the UK, including 25,000 highly skilled engineers. Motorsport Valley® is the world’s biggest cluster of competition-oriented engineering organizations, with their close proximity allowing ideas, components, and people to move quicker than anywhere else – essential for a sport where the most precious commodity is time. Teams in every leading motorsport series in the world rely on UK suppliers for success, and for over 50 years the UK has been responsible for more motorsport innovations than any other country. If you enjoy the Olympics or America’s Cup series then you are also witnessing Motorsport Valley®’s performance-boosting technology in action – from powerboats, yachts and superyachts to motorcycles, bicycles, air races and even bobsleighs.
But it’s not just about sport. Other industries including aerospace, defence, marine and healthcare are taking advantage of UK motorsport’s unique ability to find rapid solutions to complex challenges. It is a great example of a successful public-private partnership, with central and local government working hard with industry associations to continue the successful formula. This includes billions in funding for technology projects, new factories, and R&D facilities; launch-pad competitions to accelerate the development of innovative technologies and their application into other industries; streamlined processes for inward investors; and strong support for British exporters.
McLaren is a great example of a company that has taken its Formula One™ insights and applied it beyond the racetrack.
McLaren Applied Technologies is working with hospitals on a variety of projects, ranging from the remote monitoring of patients to the application of pit-stop techniques to reduce times and increase operating theatre efficiency. In collaboration with GlaxoSmithKline, they reduced changeover times on production lines, resulting in an increase in production of 6.7 million tubes of toothpaste every year. Through a strategic alliance with KPMG, they are now taking their capabilities to create high performance in the world of business to help solve real-world challenges.
We are rightly proud of British innovators like McLaren, innovators who are using their technology to transform our lives. The UK is a hub for innovation across all industries and British technology and know-how can help your business grow, too.
Antonia Romeo
If you're more than happy to shit on someone else's pension fund and if your minister encourages it then the rewards are manifold! And so to Director-General Economic and Commercial Affairs USA.
ReplyDeleteDarren Tierney seems to have had a finger in a number of TR related pies. And we can expect more of the same. Tedious and predictable. But yes there are so many willing and able helpers in the employ of our elected representatives, and right now it could make you feel a tad oppressed. We can only hope and pray that somehow the people helping to instigate and promote systems designed to oppress the poor and deny them justice wil eventually be caught up in their own snares and schemes
ReplyDeleteThe seeds of "Me! Me! Me!" as sown by the Milk Snatcher are now coming into full blossom. Everyone's feeling it, it seems.
ReplyDeleteI sat in a major youth orchestra performance rcently (no-one I know involved, just an interesting way to spend an evening) and was horrified by the selfish focus of the parents in the auditorium. All were overtly well-off (or giving a fair impression) yet they were only interested in their little darling, talking through the performance, waving, getting up & walking in front of the audience. It wasn't a cheap or family only night, it was full commercial ticket price in a prestigious venue.
In a car park yesterday I witnessed an unpleasant 3-way battle for a parking space. It wasn't the only space but it was nearest the lift. The threats & comments were vile & nasty.
In a shop I was talking about care of a product with a female sales person when someone came up, grabbed her arm & asked if she had a different size of a shirt. She said she was serving, to which the interruptor replied: "I just want to know if you have another size. So do you?"
Walking children to school I noticed three feral kids bouncing off the parked cars. Adult female (mum? childminder? family?) was in front of me talking loudly on a mobile: "... Course I know you're back in, Cos I was told on Friday by Brian. When? End of January? Thank fuck for that, I thought it was going to be longer. How much do you want me to send? Okay, I'll sell that other shit & pay Mick off before he gets arsey. Hang on, some c**t's parking on the pavement (shouts) Oi!! Its a fucking footpath not a car park, twat!!..."
What is the point of this made up story?
Delete"This has found that while overall CRC performance has been steadily improving against the measures in the contract, actual case volumes are different to those which had been anticipated; there is variation in quality of delivery; and progress in some areas (such as Through the Gate support) is less than expected."
ReplyDeleteFailure on through the gate will no doubt be attributed to the prison crisis, that's your fault boss not ours.
But the bit I've never really understood with CRCs as a business model (and they're whinging already about the lower then expected volumes in the 'supply chain',is that their measurement of success (and ultimately their renumeration) depends on how effective they are at reducing their own supply chain even further??
Surely a successful business is one that's designed to grow and increase demand rather then looking to reduce its number of 'customers'?
' Getafix '
Surely Probation staff have always relied on a steady flow of criminality to keep them in a job? Surely less crime has always meant there would be less of you?
DeleteThat's true getafix. And the other thing I find paradoxical is that though CRCs are not getting as many cases as they thought they would we in the CRCs are incredibly overworked.
ReplyDeletei think over worked is due to getting rid of a load of staff and bring in mad systems and changes that dont work.
Deletehttp://www.barnet-today.co.uk/article.cfm?id=115023&headline=Meet%20the%20crime%20reduction%20team%20which%20has%20saved%20society%20millions§ionIs=news&searchyear=2016
DeleteTOGETHER they’ve saved society an estimated £6.3 million through their efforts to reduce crime over the past two years. And members of a multi-agency team, which includes police and probation officers working in close partnership, have each been recognised for their achievements with a special award from Barnet’s borough commander.
DeleteThe Barnet Integrated Offender Management Team, which also includes drugs and mental health workers and staff from Jobcentre Plus, has worked with 180 of the borough’s most prolific property criminals and helped some of them to "get back on the straight and narrow."
Presenting the award at Bushey Sports Club, Detective Chief Inspector Owain Richards said the team had worked “tirelessly and innovatively.” He said: "The team has been recognised within London Probation as being the most successful team in London.
"Using the Home Office cost calculations their work over the last two years has resulted in a saving of more than £6.3 million to society.”
Some of the team’s innovations have included staging an annual awards ceremony for offenders who have reduced reoffending, and running a food back stocked from their own pockets. The team’s "job club" received a visit from former Work and Pensions secretary Ian Duncan Smith who recognised their efforts in helping offenders make claims for benefits as soon as they’re released from prison, as well as allowing them to "sign on" at the probation office. The club also upskills former offenders to enable them to apply for jobs in the digital age, and it helped 30 people find jobs in less than nine months between 2015 and 2016.
Other London boroughs have now adopted a computer monitoring system designed by the team which assesses the likelihood of someone re-offending based on their social indicators such as housing, violent behaviour and drug usage. The team also includes workers from the Westminster Drug Project and Together mental health charity.
I used to do all of that, as a PO, now I'm run off my feet producing assessments of assessments, cold oasys's - cos court don't bother with reports anymore, and parom 1+'s every 6 months as the hearings are never within the timescales set. Oh and cos they are all high risk, constant requests for target driven mappa stuff. As put rather well the other day - hitting the targets but missing the point.
DeleteGood luck to Daz and always good to hear from Antonia - "from powerboats, yachts and superyachts to motorcycles, bicycles, air races and even bobsleighs" to "6.7 million tubes of toothpaste" makes me feel so proud! Sanctimonious jobsworth.
ReplyDeleteEfficient business model?
ReplyDeleteTime was when you could send a letter first class to one of your cases & as long as you made the office post-time you were confident your case would get it the next day.
Not so now in Derby (perhaps many other CRC offices). All letters were supposed to be done by the new contact centre which was set up in Nottingham (partly staffed by ex-Derbyshire probation staff) However they have decided only to do official fail letters.
If you want to send eg a next appt letter you do it yourself of the system & send it to the contact centre ie the other one in Birmingham not the one in Nottingham (because no stamps are allowed in the Derby office). You are not really sure when it will get sent but you do know it will only go 2nd class so you have no real idea when your case will receive it.....so you probably have to allow at least a week before the next appt even if you wanted to see someone quickly. ....efficient?
Bobbyjoe, thankfully retired but still in touch with CRC staff.
Once upon a time, a job history where you were constantly moving on after not more than a year in any one place, would have been viewed as flighty, unreliable, not a sticker, someone who can't knuckle down to the 'tedium' that most work eventually entails, but that provides EXPERIENCE. Now it appears to be paraded as go getting, forward thinking etc etc.
ReplyDeleteAll part of the shiny new world where a short attention span seems to have become become some sort of attribute.
ReplyDeleteOh look, a squirrel!
DeleteSquirrels are OK. It's them poxy badgers that keep out smarting the government.
DeleteI catch myself wishing sometimes that I had the Higher Management Knack of climbing, surviving and retiring on huge payoff. (Still spouting self-justifying bullshit) But I value my soul more. Now struggling with how to have an effect that makes a change as otherwise will be an embittered old bag lady muttering and cursing. I pray I get a good probation officer
ReplyDeleteThis week's faux olive branch from the Nasties (courtrsy Telegraph):
ReplyDelete"Measures to curb excessive corporate pay awards will be set out by ministers this week, with workers set to be given a say on the earnings of bosses. Theresa May promised to tackle corporate greed when she entered Number 10 amid concerns about soaring pay packages for top executives.
Pay for the CEOs of FTSE100 companies has risen from an average of £1 million in 1998 to £4.3 million in 2015, far outstripping the growth in average pay. A green paper published this week will include proposals to 'Force companies to publish pay ratios that show the difference in earning between the chief executive and average employee'."