Regular readers will be well aware that this blog has had its highs and lows over the years. We've gone down many wonderful and varied avenues, pretty much dictated by you the reader and contributor. Despite my best endeavours as editor, I'm never quite sure what the direction of travel will be each day, but of course that's the very nature of probation isn't it? There will be ups and downs; joy and disappointment; success and failure, because every person is unique both in character and circumstance.
So it is that during what I hope might be a discussion on how probation might be saved under a new government, regular reader 'Getafix throws in what might appear to be an innocuous and idle question:-
How exactly does anyone "manage" someone else's offending behaviour?"A misnomer to perpetuate a charade. I suspect it’s used to offer an assurance to the public that Probation has the necessary wherewithal to combat offending. When, as we know that is just an illusion. I suspect it sounds better than stumbling in the dark and generally hoping for the best. All staff really manage is trying to get home at a reasonable time and not whittling about the next SFO. The rest is just pseudo science and management flimflam."
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"According to Chatgpt posted on X managing offending behaviour involves imprisonment of more people and increasing the salaries of senior leaders when they fail. Mischief managed."
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"One doesn't...well this one doesn't. Manage your managers (good luck with that one), your own expectations, and endeavour to get some love and practical help in through the cracks."
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"This is the delusional thread currently running through probation work. It’s dangerous and conceited that probation officers are made to believe they risk assess and risk manage to “protect the public”. Signing up to this nonsense means we are laying ourselves wide open to be blamed for every person on probation that reoffends. Trying to “manage” every person means every failure is a failure of that “management”. Probation work is about helping people to change for the better. People change when they feel ready, not because a probation officer demanded it, not because of an accredited programme, not because of what’s written in case records. When they do change it’s because of what they did, not what we did. People change because they receive support, consistency and access to opportunities, everything an understaffed and crumbling probation enforcement agency cannot provide."
"I know it goes against the grain, but if prisoners were treated better in prison and by society upon release, would the level of repeat offending be as high?"
As the current government gleefully runs up the flagpole the callous notion of removing all benefits from claimants who remain unemployed for more than 18 months for any reason, doesn't that mournful enquiry say so much about the society we've become......
https://insidetime.org/cut-staffing-in-prison-service-headquarters-says-think-tank/
ReplyDeleteA think-tank with close links to the Conservative party has called the Prison Service “a bloated and stifling bureaucracy” and called for staff to be transferred from its headquarters to jails.
DeleteA report published by Policy Exchange called for an urgent review of HM Prison and Probation Service (HMPPS), and the Ministry of Justice, in order to shift funding towards front line posts.
The report pointed to figures by the Ministry of Justice which show that in March 2018 there were 2,090 staff at HMPPS headquarters and 32,161 staff in Prison Service establishments. By March 2023, the number of headquarters staff had risen to 3,749, and increase of 79 per cent, whilst the number of staff in establishments had risen to 35,190, an increase of only 9 per cent.
Among the recommendations in the report were: “An urgent review of all non-operational Ministry of Justice and His Majesty’s Prison and Probation Service posts should commence immediately. The number of non-operational posts must be reduced to 2018 levels, with the budget shifting to investment in senior operational roles.”
The report added: “While there are many hard working and committed public servants working in our prison system, the Prison Service has a prevailing leadership culture of low accountability and low standards. The administrative and bureaucratic leadership of the Ministry of Justice and His Majesty’s Prison and Probation Service has ballooned, while the number of those on the operational frontline has barely experienced any growth at all.
“Governors often have insufficient autonomy to make decisions which would lead to better and more efficiently run prisons, considerable improvements for prisoners and reduced risks to the public once prisoners are released. In particular, the centrally mandated system of procurement and contracting is Byzantine and ineffective. When even the most egregious failings are identified, it is rare that anyone is genuinely held to account.”
The author of the report, David Spencer, is head of crime and justice at Policy Exchange and a former Detective Chief Inspector in the Metropolitan Police.
The irony is that the Probation Service cannot manage itself!
ReplyDeleteFor this we should give credit to whom credit is due, to probation managers, senior managers, regional directors, Napo, NOMS, HMPPS, Sonia Flynn, Kim Thornden-Edwards, Amy Rees and government ministers.
“Only one out of 31 Probation Delivery Units (PDUs) inspected across England and Wales was rated as “good” between June 2021 and July 2023 – with 15 given the lowest rating of “inadequate”, Chief Inspector of Probation Justin Russell’s final annual report said.”
https://www.independent.co.uk/news/uk/probation-damien-bendall-england-wales-b2413932.html
A useful reminder from 19th September:-
DeleteAn independent review should be carried out into the “struggling” Probation Service as it faces “chronic staff shortages”, “unmanageable workloads” and is “consistently weak” in protecting the public, inspectors have said.
Only one out of 31 Probation Delivery Units (PDUs) inspected across England and Wales was rated as “good” between June 2021 and July 2023 – with 15 given the lowest rating of “inadequate”, Chief Inspector of Probation Justin Russell’s final annual report said.
Mr Russell, who is due to stand down from the role on September 29, said the “time has come” for an independent review of whether probation should “move back to a more local form of governance and control” – despite the unification of the service in June 2021.
It was interesting to hear Jeremy Hunt on interview this morning bemoan the amount of bureaucracy in our public services complaining that far too much of a police officers time is taken up with repetitive form filling and data input! It's the same for the NHS he claimed!
DeleteSurely all public services would function far better, be more productive, and serve the people they're designed to serve far better if the public servants were all unshackled from the computer and repetitive data input and afforded the autonomy to deal with the people they see as individuals, and not have to operate within the restrictive parameters of a 'monkey see, monkey do" model imposed from a far away ivory tower?
'Getafix
It just gets exhausting with politicians, building managerialism and bean counting “we must have metrics for evidence” then building data retrieval into every process until the very essence of what they want to measure is destroyed and all that can be delivered is feeding the data. Recognise HMPpS anyone ? They never really understood the probation bit did they?
DeleteAllow Probation to be a stand-alone entity not wagging the tail of the beleaguered and not much cop prison system might help. Bu as far as Blue Labour making much difference: they won't. Tony Blair created the model for Labour to be Diet Conservative; it died with the death of John Smith. Having someone who is literate about the criminal justice system might be helpful, but it won't be Starmer's priority, besides he'll play the baying blood public gallery that want life to mean life and hanging to be brought back. Whole Life Orders, a defacto death sentence, isn't enough for these emotive morons who all should be in hospital having their knees reset from the jerking whenever they don't get the sentence their version of frontier (lynching) justice wants. Cummings is Mandelson remixed; his smell still lingers. The blame for not having an effective or distinct opposition resides with Mandelson, Campbell and Anthony Blair. Nothing will change, apart from yet another head of the MOJ.
ReplyDeletehttps://www.bbc.co.uk/news/uk-67429316
DeleteThe impact of short prison sentences on women and their families is a central theme of the latest BBC One prison drama Time. One woman - jailed for stealing in her early 30s - says the four months she spent behind bars "totally derailed" her life.
Delete"I often think about how life might have been different without going to prison," says Martha, who is using a pseudonym.
"I don't think purely punishing someone and re-traumatising them helps them to move on with their lives."
Martha was jailed in 2016 after committing "petty and pathetic crimes" to fund her heroin use - stealing a car jack from a garage, some artificial flowers from a front garden and a purse containing £3 - close to her home in County Durham. She had previously received a few cautions for shoplifting but had no convictions for violence.
She acknowledges that all crimes have a negative impact on victims. "It was awful to walk into someone's house like that, I don't want to take away from the severity of doing that," she says.
But with scant focus on rehabilitation and very little support, Martha says life after prison was even more isolating and unmanageable than it had been before.
"I ended up in another toxic, damaging relationship, lost hope of gainful employment and life got exponentially worse," she says. "Prison left me feeling really awful about myself. I told myself I was just a scummy junkie who didn't deserve good things."
While of course I can't disagree with anything here, I do often wish such discussions would acknowledge the trauma existing in men, and the impact of short sentences onto them....for some reason (and controversially I would argue its because women run and dominate the probation workforce) trauma in probation service clientele is usually presented as a protected characteristic linked to women....women need trauma informed women specific services, men apparently need thinking skills and attitudinal change...
DeleteFrom Twitter:-
ReplyDelete"What if when a person went into prison that they were given help and skills? What if when they came back into society that it was acknowledged that they paid their debt. Our society must do better. Teach skills. Give them tools so that they can succeed! Give them a chance."
From Twitter:-
ReplyDelete""When the man's punishment is over, it leaves him to himself; that is to say, it abandons him at the very moment when its highest duty towards him begins. It is really ashamed of its own actions, and shuns those whom it has punished,". O. Wilde."
The comments from Twitter pose serious questions. The continuation of stigmatisation, sanction and discrimination of people post punishment is something rarely discussed if it's ever really thought about at all.
DeleteThe following essay explores the issue very well I think.
https://www.crimeandjustice.org.uk/publications/cjm/article/abolishing-stigma-punishments-served
'Getafix
Andrew Henley argues that those who have been punished should be free from future discrimination
DeleteThe Benthamite workhouse principle of ‘less eligibility’ dates back to the Poor Law Amendment Act 1834 and, since its application to the sphere of criminal justice, has long dictated that prisoners and other lawbreakers should always be last in the queue for access to scant welfare resources because of the moral censure attached to their behaviour. This continues to be problematic for those advocating penal reform with debates about imprisonment often descending into objections to any material improvement in conditions on the basis that they would be unfair to ‘hard-working taxpayers’ or the supposedly ‘law-abiding majority’. An allied but lesser known principle is that of ‘non-superiority’ which Mannheim (1939) described as ‘the requirement that the condition of the criminal when he has paid the penalty for his crime should be at least not superior to that of the lowest classes of the non-criminal population’.
For the most part, abolitionist critiques of criminal justice have tended to focus on the institutions in which punishment occurs or the practices associated with them, rather than on the stigmatising effects which follow punishment. In this essay I argue that, due to the ubiquity of criminal background checks and an ever-present preoccupation with ‘risk’, the persistence of the ‘non-superiority’ principle results in many people who have already been punished by the criminal justice system being unfairly discriminated against. But, given that the Police National Database contains the details of 15 million UK citizens - including 9.2 million people with criminal records (Hall, 2011), it is necessary to conceive of practical ‘abolitionist alternatives’.
See link for rest of article.
Well it’s never over because criminal records remain until you’re aged 99. As much as they may want to write off some convictions as filtered or spent, unless the UK seals convictions the far-reaching consequences and stigma remains until the day you die.
DeleteCorrect ex juvenile offender worker in probation they never let you forget it . Discrimination on the covert downslope never ended . Glad to be away from that insincere bunch all unable to believe in real rehabilitation.
DeleteWell I’m a probation officer with a criminal record (imprisoned as a juvenile). I’m still working with “that bunch”. The discrimination is overt not covert. A handful do believe in real rehabilitation. Even less are able to offer anything real to make it happen. There are a few gems floating about though, amongst both newer and older Probation officers alike.
DeleteThat is probably what I could have said. Also an incarcerated juvenile offender it's always know amongst colleagues but they shouldn't know. Promotions are not possible nor is much development. Others are always assisted because they share an interest in wine labels but that is just a smokescreen as they get pissed up too much. Always chatting about up themselves in expectation or abilities. They have no idea in many respects. There a few bright colleagues that's true and few not dissimilar in our look but they have a clever sense of how to make do amongst the pole climbers and finger pointing idiots. The old po risk taking assesments long gone the new staff are not up to that.
DeleteFrom Twitter:-
ReplyDelete"As you know, I “managed” RSO’s for a long time, it’s a misnomer in some ways. Management is at its best when everyone recognises risk, and proactively engages to reduce it particularly the offender through supportive methods.
It’s about consistent support and expectations, on all sides.
If some form of preventative measure is imposed, both why that’s being done, and the consequence of non-engagement needs to be explained - and if necessary acted upon.
Many of my offenders worked with (and that is the right word) me for over 10yrs, my re-offending rate was very, very low.
Something I (and they) were proud of.
Oh, and most importantly. If an offender did re-offend, then I was always comfortable that I’d done my best, and never saw it as my failure. Offender managers try not to be, but they’re always one step behind."
From Twitter:-
ReplyDelete"Feel obliged to repeat my observations from many years ago, namely that the "risk assessment" industry was very good to some; the facade of security & importance it gave to utter fuckwits in senior Home Office/Probation mgmt positions was astounding. That sense of superiority...
... over others was drip-fed down the managerial ranks until it became 'normalised' within the Probation sphere. It marked the beginning of an era where "high risk" cases became a badge of honour, a panty-wetting thrill for managers & officers alike, & it encouraged others...
... to bully their caseloads, to prove they were worthy of managing 'high risk' cases, to show they could 'hold boundaries' & 'enforce conditions'. The whole managing risk/protecting the public rhetoric was utter bullshit born out of fear & a need to control, driven by ignorance."
Sounds familiar. I was responsible for supervision in the community (for some considerable time) of a particularly challenging case convicted of serious offences, until a change in local management meant a "young, fresh, thrusting team" arrived. They quickly reallocated all community-based "high risk" cases to their chums, got those chums regraded to senior practitioner pay, used bullying & coercion to model the efficacy of this "new paradigm", to persuade staff to "buy-in" & explained that the return to custody of almost all cases within months "demonstrated good practice at last"; it was "appropriate & prompt enforcement as compared to making excuses..."
DeleteIn reality it was a raft of new Trust management who had little post-qualified experience, who were terrified of being exposed by others' knowledge & skills, and who wanted to emasculate a team of highly skilled professionals to protect their own ambition. In the process they were more than happy to sacrifice anyone & everyone who they felt to be a threat.
MP Feltham - HMP/YOI Feltham, Bedfont Rd, Feltham TW13 4NP
ReplyDeleteStarting salary: £38,530 (for a 39 hour week inc 20% unsocial)
City/Town: Feltham/Twickenham/Slough/London
Region: London
Vacancy type: Merit
Even prison officers earn more than you now
“How exactly does anyone "manage" someone else's offending behaviour?”
ReplyDeleteThis is a question for Patrick Carter and Martin Narey.
“To implement these wide ranging reforms significant changes will need to be made. The Report calls for a new National Offender Management Service (NOMS) responsible for reducing re-offending. It separates the case management of offenders from the provision of prison places, treatment services or community programmes (whether they are in the public, private or voluntary sectors).” Patrick Carter 2003
“I am delighted to have been asked to take forward the establishment of the new single offender management service. I am also excited at the prospect of working with the real expertise that there is within the existing Prison Service and National Probation Service in order to transform our correctional services. I believe that we now have a real chance, through the effective targeting of resources and with dedicated offender managers providing a seamless management of offenders to make very significant progress in reducing re-offending”. Martin Narey 2004