All Your Questions Answered

This is a long read from NPS, but we all know the devil is always in the detail:-    

Frequently Asked Questions 

Last Updated: 30th June 2020 

What investment is the NPS promising for Unpaid Work and Interventions now that the Probation Delivery Partner competition has been cancelled? 

The ambition for investment in these services remains unchanged – the anticipated overall level of funding, desire to learn from current operating models, build good practice into the new operating model and encourage innovation will be the same. 

What will happen to Through The Gate staff and services? 

Delivery of Through the Gate services will transfer to the NPS and providers who are awarded contracts through the Dynamic Framework competition. The majority of CRC staff currently delivering Through the Gate in prisons will transfer to the NPS, and some will transfer to Dynamic Framework providers based on the specific type of work they do. If you work in Through The Gate services, your current employer will assess where you are assigned in the future delivery model by using the definitions of the future services provided by the Probation Reform Programme. 

Will Community Payback managers be expected to supervise more staff as the blueprint mentions standalone orders being held in the UPW team? 

The Probation Reform Programme is currently designing the delivery model for Unpaid Work, working with the Workforce Programme on staff requirements. Further detail will be shared once the design work is complete. 

Staff are concerned roles will be re-banded after moving into the NPS. Will any changes to job roles/bands follow a consultation process with individuals consulted? 

Staff and Trade Unions will be kept informed of post-transfer change proposals and we will consult as appropriate. 

Will there be an appeals process after staff have been told they are moving to the NPS or Dynamic Framework providers? 

As part of conversations due to start soon with current employers, we hope to agree timescales for the ‘assignment process’ which we envisage will have an appeals process. 

What will happen to staff on fixed term contracts in CRCs and their supply chains? 

The decision to extend or terminate fixed term contracts is one for your current employer to make. Please contact your relevant manager/HR department to discuss this. 

Will staff who are ex-service users and/or have previous convictions be able to retain their employment and transfer to the NPS and Dynamic Framework providers? 

We are currently looking at our vetting policies and how they might apply to all transferring staff including those who are ex-service users. Our focus is to ensure consistent and appropriate policies are applied to all transferring staff and meet the needs of the NPS under the unified model. More information will be made available to transferring staff in due course. 

Where will restorative justice staff be transferred to? Will RJ be viewed as a structured intervention regarding attitudes thinking and behaviour and hence moved into the NPS?  

Current employers will consider where staff are assigned, and more information will be made available to transferring staff in due course. 

What are the rules on non-UK status employees in CRCs transferring into the NPS? 

The Civil Service Nationality rules apply to all staff working in the Civil Service. The rules include details about which individuals can work in the Civil Service if they do not have UK status. For more information, including accepted countries of origin please see the Nationality Rules page on gov.uk. All individuals who work in the UK must demonstrate that they have the right to do so. This is separate from the Nationality rules and the right to work in the UK which ordinarily will have been checked already by the current employer. As a future employer we have the right to check this information to ensure the NPS complies with current employment law.

DASAs (Domestic Abuse Support Workers DASAs (Domestic Abuse Support Workers whose work includes Partner Link work) are currently Band 4. Will that role change under the NPS as it has not previously had DASAs? 

There are no plans to change the Partner Link Worker role. 

Following the announcement that the Probation Delivery Partner contracts will not be progressed, what impact will this have on the role of the HMPPS Contract Management Teams? Also, will the bandings/Grading structures remain the same? 

The Probation Reform Programme is currently designing the future contract management model. The design work is taking account of PDP contracts not being progressed. There remains a need for central and regional contract management teams to manage Dynamic Framework contracts and support the use of the Regional Outcomes and Innovation Fund. Once this work has been completed, we will be able to provide more detail. 

What is the plan for CRC support staff who have roles that do not currently appear to fit within the NPS divisional structure? And how will this information be captured before June 2021? 

We are currently working through design elements of the plan. As this work progresses and following the staff assignment process, we will reach a position to clarify plans and share them with you. Any changes impacting staff will be discussed with key stakeholders, including current employers and trade union colleagues, and will also be explained in the forthcoming ‘measures statement’. 

Will the programmes timescales be affected by the COVID-19 outbreak? 

Reforming probation remains one of our top strategic priorities for the Criminal Justice System and the outbreak does not take away the need for us to stabilise and improve probation services. We would like to thank all our dedicated probation staff for their ongoing professionalism and commitment. The benefit of these reforms is that it gives us more control of probation services and allows us to streamline transition while giving us a critical measure of control over core services as we begin to recover from COVID-19. 

What are the probation reforms? 

Under the future model, all offender management services in England and Wales will sit within the NPS. We will develop a professional register, underpinned by ethical and training standards, and probation practitioners will receive the training, qualifications and professional recognition they need and deserve for a long and effective career. For more information, see the Draft Target Operating Model. 

Why are we reforming the probation system? 

We are changing the system to ensure that probation services are effective, the public is protected, and we can more easily respond to local demands. Under the reforms, each sector will play to its own strengths. The system will respond to the requirements of those it serves, informed by market and stakeholder engagement. 

What are the new probation regions?

There will be 12 probation regions across England and Wales. There are no changes in Wales but there will be 11 new regions in England. Each region will be led by a Regional Probation Director in England, and a HMPPS Director in Wales. These senior leaders will report into the wider HMPPS structures, reporting directly to Sonia Flynn, the Chief Probation Officer. 

Who are the leaders of the new probation regions? 

The Regional Probation Directors are: 

• Nic Davies (interim) for Wales 

• Andrea Bennett for North West 

• Chris Edwards for Greater Manchester 

• Bronwen Elphick for North East 

• Lynda Marginson for Yorkshire and The Humber 

• Sarah Chand for West Midlands 

• Martin Davies for East Midlands 

• Steve Johnson-Proctor for East of England 

• Kilvinder Vigurs for London 

• Angela Cossins for South West 

• Gabriel Amahwe for South Central 

• Mary Pilgrim for Kent, Surrey and Sussex. 

Will the model be the same in England and Wales? 

We are building on the new Wales model which creates a structure that adapts well to local needs. 

What will the regional structures look like? 

Each regional senior leadership team will consist of a: 

• Head of Operations 

• Head of Community Integration, Commissioning and Contract Management, 

• Head of Performance and Quality, and a Head of Corporate Services. 

This will ensure that Regional Probation Directors have the right capabilities and functions to fulfil their responsibilities across their regions. 

How will sentence management change? 

Sentence management in both England and Wales will be the responsibility of the NPS, along with accredited programmes, unpaid work, and structured interventions. Other interventions will be available to the NPS to meet rehabilitative and resettlement needs, delivered by providers through the Dynamic Framework. Cases will be managed according to the risk, need and sentence type. 

How will resettlement change? 

We have created an enhanced pre-release system. A community responsible officer will lead on all the pre-release activities, undertaking a comprehensive assessment and developing a sentence plan aligned to need, risk, and victim issues. This will increase to individuals prior to release during the final phase of prison, through to transition, and post-release. 

How will these reforms enhance public protection?

These changes will deliver a stronger, more stable probation system that will reduce reoffending, support victims of crime, and keep the public safe. With better continuity of supervision, we will improve offender monitoring, and our ability to react to sudden increases in risk, keep victims informed, and enforce licence conditions. Closer partnership such as working with police and crime commissioners and other partners will help us respond to local and regional problems. 

When will practical guidance setting out the purpose and expectations of post sentence supervision be provided by the programme? 

We anticipate being able to provide further detail on the approach to post sentence supervision in the final TOM and further detail will be set out in revised National Standards. 

Regarding the Target Operating Model consultation process, how will CRC staff be kept involved? Do they receive similar communications to the NPS? 

Following the formal programme consultation and initial draft Operating Blueprint, HMPPS has engaged with CRC chiefs and parent companies via the Probation Programme Consultative Forum, the PLG, CRC-focussed Design Authority sessions and various webinar events and regional transition deep dive sessions. In March, the ‘Probation Week’ tested staff confidence in the proposed model. As the design of the final target operating model continues, engagement with staff across the probation system will continue. 

How will accredited programmes change? 

Accredited programmes will be the intervention of choice with improved targeting and information sharing at Court stage. The NPS will identify all eligible cases and ensure the right suite of accredited programmes will be available. The NPS will still run the sex offending and extremism programmes and all other accredited programmes. 

How will unpaid work change? 

Unpaid work will start within 20 business days of sentence and be completed within 12 months, and individuals should not have to travel further than 90 minutes each way to their placements. If an order is unlikely to be completed within 12 months, the case will be returned to court for revocation and re-sentence, or for extension. The new model also allows for increased learning opportunities, with up to 20% of an order being allocated to education or training. 

What do we mean by structured interventions? 

Structured Interventions are non-accredited interventions delivered as part of a Rehabilitation Activity Requirement, Release on Temporary Licence, Post Release Licence, or Post Sentence Supervision. They will address emotional management, attitudes, thinking and behaviour and domestic abuse, where individuals are not eligible or suitable to undertake Accredited Programmes. They will be based on the Correctional Services Advice and Accreditation Panel (CSAAP) principles for effective interventions, and approved by an HMPPS Effective Interventions Panel. 

How will treatment requirements change?

We have worked with the Department of Health and Social Care, NHS England, and Public Health England to develop a protocol, promoting greater use of community sentence treatment requirements. There have been pilots on five sites and we are working with stakeholders to ensure proposals can be aimed at treatment requirements which facilitate reduced reoffending. 

How will rehabilitative interventions change? 

More structured interventions will be delivered by the NPS, and more individually tailored interventions will be delivered by Dynamic Framework suppliers. We want interventions which meet the key needs of the probation caseload including to those living in rural areas, with clear outcomes appropriate for the individual. 

How will IT systems work in this model? 

We will invest in digital services, collecting the right data to effectively inform decisions. Services will be developed in accordance with the Government’s service standard, using newer digital technologies that better reflect the evolving needs of users and provide appropriate protection of personal data. We will ensure services always meet the minimum viable needs of users and seek to drive efficiencies and improvements across probation. 

Will there be disruption to IT? 

When delivering necessary changes and improvements, we will prioritise protecting business continuity and minimising disruption. We are deciding on the changes needed to support the future operating model and we are planning how to deliver them safely. 

Will staff and user data be protected during the changes? 

Security and data protection are paramount and will advise and govern the approach we take in the development and operation of our probation systems. We will use best practice and ensure compliance with legislation. 

Will these changes happen within the agreed timeframe? 

We have a dedicated transition planning team and will look closely at how we can de-risk the move over to the new model so that we avoid delays and disruption to service continuity. 

How will you protect staff and services during the transition? 

We are making these changes so that we can improve probation services and make sure there are enough staff to deliver a quality service. Maintaining business continuity is vital and we are working closely with trade unions and current employers to minimise disruption. 

What are the plans to renew and renovate probation buildings? 

The Probation Reform Programme’s National Estates Strategy aims to ensure all buildings meet the needs of our staff and service users, including refurbishments and some new buildings for our staff to work from. The strategy is due to be published soon.

When will staff know where they will be moving? 

The Probation Reform Programme will be discussing with current employers the time frame for staff moves. Current employers will assess where staff are assigned in the future model and staff will be advised accordingly. 

Will the NPS adopt some of the advances that have been made in CRCs in terms of assessment? 

The programme is keen to investigate the possibility of incorporating some of the CRC digital developments into the assessments and planning tools. 

Will we still be using Oasys? 

The intention is to continue using the Oasys platform. 

Having announced that you are ending CRC contracts early, why did you then extend them? 

When we announced plans for the new probation model in May 2019, we said that transition would occur in Spring 2021 and we have now settled on a specific date. Management of low and medium-risk offenders will pass from CRCs to HM Prison and Probation Service in June 2021, allowing time to implement these complex changes safely. 

Can CRC owners bid for the services we are outsourcing? 

In line with the Public Contracts Regulations (2015), all services can be bid for by any organisation, including CRC parent companies. 

How will quality be measured? 

The performance framework for the NPS will focus on quality and outcomes rather than processes. We are developing new quality measures for case management and for the delivery of accredited programmes, unpaid work and other interventions. Her Majesty’s Inspectorate of Probation (HMIP) will continue to oversee the quality of probation services and will set and review inspection standards. 

Will these changes level out pay between NPS and CRCs? 

Upon transfer (Staff Transfer Scheme or TUPE), contractual terms and conditions are protected, including pay. However, HMPPS is in ongoing negotiation and dialogue with National Trade Union colleagues about a potential National Agreement, which includes aligning terms and conditions for all CRC staff transferring to HMPPS (NPS). 

When will staff transfer from their current employers to the NPS? 

We anticipate a transfer of sentence management, senior attendance centre services and some interventions, including accredited programmes, unpaid work, and structured interventions, to HMPPS (the NPS) in June 2021. 

Will staff be made redundant in the NPS? 

Retaining skilled staff is a key priority. While we do not expect to make staff redundant, more work is needed before we can be clear either way. We will carefully review the current and future delivery models and consider where the system and process changes affect roles. We want to minimise any impact and would seek to avoid the need for redundancy wherever possible. If staff are displaced, we plan to pursue all redeployment options. We will continue to remain in regular conversation with your trade union representatives. 

Does the transition to a unified model affect pay and conditions for NPS staff? 

Pay and other terms and conditions for existing NPS staff will not change. 

Will I need to reapply for my job? 

It is too early to say what changes may be needed to deliver the outcomes of the consultation. Existing NPS staff will be impacted to a greater or lesser degree by the transfer of staff from current providers in 2021. We will not progress with any restructure until we have a clear understanding of future delivery arrangements. We will keep staff and trade unions informed as plans develop and we will consult on any proposed changes. 

Will I move workplace? 

All NPS staff are contracted to work from locations that are suited to their work. We do not envisage the majority of staff will need to move work location. We are currently analysing data and options to assess if current work locations can be maintained upon transfer and developing solutions for these situations. 

Will there be opportunities for voluntary early departure? 

There are no plans to run a centralised voluntary exit scheme at this time. 

What about my pension? 

There will be no changes to pension arrangements for current NPS staff. For staff transferring into the NPS, you will be able to join the Local Government Pension Scheme or the Civil Service Pension Scheme or other as appropriate depending on eligibility. 

Will qualified social workers keep their current roles when moved over to the NPS? If so, will there be any limitations or expectations? And if not, what will happen? 

The reform programme is currently finalising certain design aspects of the unified model and our approach to aligning current provider roles to the new model upon transfer. The Probation Workforce Programme is aware that some staff are likely to require additional training and qualifications to meet the requirements of statutory guidance for roles that require the PO qualification in the NPS. We will consult on the proposed plan in due course. 

How will staff in corporate function-type roles transfer into the NPS and into which grades/roles? 

The reform programme is still finalising the target operating model and the design. If staff in corporate service roles are assessed to be assigned to the transferring services, they will transfer to HMPPS (NPS). 

How will these changes impact my workload? 

We want to make workloads more manageable and to prevent overloading on any one part of the organisation. Future projections are now clearer and we will plan delivery designs that are more resilient to fluctuations in caseload volume. There will be many opportunities for staff, unions and stakeholders in England and Wales to take part in engagement and consultation events and to shape how it will operate and how it will affect staff. 

How will you improve staff workload and recruitment? 

We know that the workload for many probation officers is simply too high and the 800+ new probation officers currently in training will make a real difference. Along with successful recruitment campaigns, the probation reforms will make workloads across the service more manageable. 

There has been mention of how officers will be working, but what about changes to Admin functions? 

The programme has yet to finalise the future Target Operating Model and design. Once this work has been completed, we will be in a position to engage with you about the future design and any impact on administrative staff that are assigned to transfer to HMPPS (NPS). 

Will there be any changes to the way I work now? 

We want to continue improving probation services so we are seeking ideas on how to improve/change processes, such as improvements to IT and estates. But we are not planning any immediate changes to ways of working. The NPS is suffering from low morale. There are recruitment problems. 

Will more change exacerbate this? 

The professionalism and commitment of probation staff is critical to the effectiveness of probation services. We carried out a full consultation process, and those responses have influenced the proposed future model. An important part of our plans is to make sure that probation professionals receive greater recognition for their vital work. We see the proposed changes as positive for staff. 

What are you doing to improve NPS retention rates? 

We want probation practitioners to receive the enhanced training and recognition that will support a long and rewarding career. The planned package includes continual professional development, qualifications and professional recognition. We have also invested in clinical supervision for probation practitioners, to help deal with the mental and emotional stress of working closely with service users who have committed terrible crimes. 

Will there be development opportunities for PSOs? 

We are keen to explore how we support more of our excellent PSOs succeed in becoming Probation Officers and plan to pilot an internal progression route. 

What will the future of probation officer training be? 

We know that the Professional Qualification in Probation (PQiP) can be improved further and will be looking to develop apprenticeships as an alternative route to qualifying as a Probation Officer. 

How will I be able to develop my career within the NPS? 

We want to make it easier for you to move jobs within HMPPS and provide career pathways that enable us to both retain staff and encourage those who move across the justice system to return to the service with broader experience. 

What will change in terms of learning and development? 

We are transforming our model for learning and development for probation. This will enable us to comply with statutory requirements and to meet the significant additional learning demand created by our transition to a Unified Model and additional recruitment. It will provide a sustainable, modernised approach to learning and development - transitioning from a traditional approach that is overly reliant on face-to-face delivery by frontline staff and towards a more flexible approach that takes full advantage of available technology. Staff will have easy access to high quality, practical learning resources that address their concerns and support day-to-day tasks and there will be a clear route for commissioning learning and development. We will be seeking input from staff on how we design and deliver learning to meets their needs and the needs of the business in an efficient and dynamic way. 

Will you encourage BAME, LGBTQ+ and Disabled staff to join the staff networks and get the relevant support? 

All staff will be activity encouraged to join our existing staff networks and the induction will cover who these are and how you can get involved and make a difference.