Sunday 5 May 2024

Probation Held in Contempt

Just in case there is any doubt as to the contempt in which probation is held within HMPPS, the statement from Napo and published on Friday should clarify matters. Both the MoJ and HMPPS are completely dysfunctional and serve as powerful metaphors for an imploding fag end Tory government. Probation must break free of HM Prison Service and the stifling bureaucratic control of the civil service because to be frank, many feel in its present form it has become the problem not the solution. Wales is already well down this road of necessary and well-argued probation reform - England must make the case and follow.    

ECSL To Be Extended Again


Napo were informed by HMPPS senior managers this morning that the failed End of Custody Supervised Licence (ECSL) scheme was to be further extended to 70 days (therefore doubled) in 84 adult male prisons across England and Wales from Thursday the 23rd of May 2024 until further notice.

We have, in no uncertain terms, communicated the anger and frustration that our members will feel at this decision to the HMPPS senior managers we have been in contact with. HMPPS has once again, in our view, demonstrated by its actions that it views the prison overcrowding crisis as the overriding priority for this organisation, to the detriment of all others. Napo have been clear throughout our discussions with the employer on ECSL, and the joint unions wider ‘Operation Protect’ workloads campaign, that Probation has been treated disgracefully in comparison to the attention and money spent elsewhere in HMPPS, all while this employer demands our members take on huge amounts of additional work at the shortest of notice to help them sort out a prison overcrowding crisis a generation or more in the making.

Some in HMPPS have attempted to claim ECSL merely brings forward work that would be done by Probation staff anyway. Napo have consistently and vociferously argued against this position, which we do not believe for a second would be credibly adopted by anyone with any actual experience of this area of Probation practice. Members would seem justified to take the fact that such comments continue to be made by some in HMPPS as good evidence of the size of the chasm between their understanding of our work and reality.

As members will be aware of from previous communications on this issue (for instance ECSL – Napo’s position) in discussions with HMPPS senior managers Napo have stressed the huge range of practical issues with the ECSL scheme as it existed previously. This latest extension of ECSL only exacerbates these difficulties, especially in the weeks prior to and following this extension coming into force when the demands on us are at their height, but also brings additional concerns. For instance, and a point repeated to HMPPS senior managers when this extension was disclosed to us, was its apparent impact on the ability of some of our members to comply with their statutory responsibilities (and HMPPS’s own policies) under The Homelessness Reduction Act 2017 (e.g., the ‘Duty To Refer’). Also, HMPPS have discussed an extension to the notice period Probation staff in the community should receive that of a person on their caseload is being considered under the ECSL scheme, but this remains far short of what we have previously discussed as being the minimum required for staff to complete such work safely and effectively.

It is clear, and has been stressed to HMPPS in earlier talks, that any possible workload relief for some staff in ‘sentence management’ resulting from the ‘Probation Reset’ plans had already likely been wiped out by various ‘early release’ schemes introduced, and in ECSL’s case drastically extended, in recent months (ECSL, changes to Fixed Term Recalls and the extension of the Home Detention Curfew scheme) even before today’s news. Members should expect a further communication on ‘Probation Reset’ and the ongoing work by Napo and the other Probation trade unions under the ‘Operation Protect’ early next week.

It remains unclear whether this extension to ECSL will stand up to parliamentary scrutiny, given in the last ministerial statement on the matter in March 2024, the Lord Chancellor referred only to that the scheme being extended to “around 35-60 days”. Napo members can be assured that we are in discussions with our contacts in Parliament, including the cross-party Justice Unions Parliamentary Group, to attempt to bring publicity to, and accountability for, this decision. Similarly, Napo will continue its numerous contacts with various media outlets to attempt to publicise our significant concerns over this news.

As previously discussed in our earlier communication HMPPS continue to refuse the calls of Napo and others, including in parliament, for figures on the impact of ECSL to be publicly released. This relates not just to the impact on the workload of staff but also on the numbers of people released under the scheme who have been released without any accommodation, recalled, committed Serious Further Offences, or died while subject to ECSL. Given this, members will draw their own conclusions, based on the first-hand experience of themselves and their colleagues or the apparently unauthorised disclosures made occasionally by some senior regional figures to staff, on just how disastrous these figures must be.

Napo will continue to meet with HMPPS senior managers at every opportunity to repeat our concerns over ECSL and the make clear the strength of feeling of our members on this issue. In addition to this we will maintain our contacts with figures in Parliament and the media. For this reason, it is vital that members continue to keep us updated with their experiences of ECSL – without including confidential or sensitive information on the individuals released under the scheme – as we have used these in the work Napo have done to this point. Please contact your Link Officials and Officers or use the following email address if you want to share any of these with us as your trade union representatives info@napo.org.uk.

Finally, members will recall the mandate provided by Emergency Motions 3 and 4 passed at our last Annual General Meeting (AGM) in relation to pay and workloads. Napo would take this opportunity to remind all members of the importance of ensuring that your membership details – including those we should use to contact you – are up to date. Similarly, members should continue to check emails from both Napo HQ and your respective Branches in the coming weeks as further updates regarding these Emergency Motions, and possible next steps for us as a trade union, will be shared very soon.

48 comments:

  1. Ballot for strike action

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  2. And yet NAPO won't consider strike action!!!!!!!!!

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    1. It was the members who voted against strike action over the last pay deal. NAPO is only as strong as its members

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    2. … And as weak as its leaders.

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  3. I think the time has probably come for some sort of industrial action, including action short of strike. I’m still astonished that no media outlet has picked up on ECSL. It’ll take a tragedy for the scheme to get national attention, and I fear a poor overworked probation practitioner will be blamed by the powers that be.

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    1. There is no proper trade union recognition agreement. There is no process to lodge a dispute that anyone would agree is familiar. Napo do not have any strategic sense. There is a lack of rank and file communication. The membership have no underpinning role left hold a stand on. The overwork change of work is common in civil service. This approach has left our function parked while we deliver fads. Napo cannot mount an argument without co unions and none of them care. Unions only operate to collect revenue on the pretence of protecting jobs. That's it sadly.

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  4. I came across these two post from a few years back. Probation has fallen so far that HMPpS has rendered probation no longer functional or recognisable as the service it once was. To much meeting and speaking from Napo and not enough doing. A commenter wrote yesterday about the stand unions must take. Methinks a chance for the Probation Institute to stand up too!

    “They’d have to do that collectively in a very public way, with firm and irreversible objections to OneHMPps, Probation Reset, ECSL, OMiC, Prison Senior manager control of probation regions, civil service control, …”

    Monday 23 February 2015
    Guest Blog 26
    Advise, Assist and Befriend.

    http://probationmatters.blogspot.com/2015/02/guest-blog-26.html?m=1

    Tuesday 30 August 2022
    Carry On Advising, Assisting and Befriending

    http://probationmatters.blogspot.com/2022/08/carry-on-advising-assisting-and.html?m=1

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    1. Will we ever get back to this? It’s amazing what a decade or two has done to probation. If the government wants to reduce prison overcrowding and decent aftercare then find it proper. Access to housing, jobs, healthcare, the probation service can help with all of this but it must be properly funded. First and foremost, probation cannot be an arm of the prison service and MUST have an independent voice.

      We used to have the Probation Chiefs Association and the Probation Association to speak up.

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  5. May as well just open the gates and let them all walk out and fend for themselves. Haiti did this recently. Didn’t go too well.

    Pointless sending them to probation, we have no staff or resources. The Ministry of Injustice and The HM Prisons and probation Service made sure of that.

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  6. End of Custody Supervised Licence (ECSL) to be further extended to 70 days (therefore doubled). So now we know why they’re pushing through this Probation Reset crap. It’s not to help the probation service staffing problems, it’s so we can be made responsible for all the early releases. How long until it doubles again to 140 days?

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    1. Perhaps if we released prisoners in a boat they would be housed in hotels. Also they would benefit from support of protester to reinstate our public services. Alas the protester just kept refugees in hotels and the bibi Stockholm remains empty . Makes you wonder who is sane here.

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    2. https://hansard.parliament.uk/Commons/2024-01-09/debates/7F257305-3AAD-4E0C-AA42-493D83D63CD3/ProbationOfficerCaseLoad

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    3. 15. What assessment he has made of the sustainability of probation officer case loads. (900809)

      The Minister of State, Ministry of Justice
      (Edward Argar)

      We have increased funding for the probation service by £155 million a year to recruit more staff, bring down caseloads and deliver better supervision of offenders in the community. We have also accelerated recruitment of trainee probation officers, particularly in areas with the most significant staffing challenges. As a result, more than 4,000 trainees started on training courses between April 2020 and March of last year.

      Cat Smith

      Probation workloads are too high, which is having a terrible impact on both staff morale and retention as well as public safety. What consideration has the Minister given to the very reasonable proposal agreed between His Majesty’s Prison and Probation Service and the probation unions to free up staff time by abolishing the post-sentence supervision, which was brought in under privatisation and is seen as simply a waste of time by those probation officers and their employer?

      Edward Argar

      The hon. Lady raises an important point. Although, on partial data for this year, caseloads are going down, she is right to highlight that they are still high. She makes a good point about the post-sentence supervision requirement, which I am happy to reflect on carefully. I understand that the Lord Chancellor and Secretary of State for Justice, the right hon. and learned Member for Cheltenham (Alex Chalk) has met representatives to hear their views on the matter.

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    4. Inside Time mailbag.

      https://insidetime.org/mailbag/dealing-with-the-growing-prison-population-2/

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    5. I have made bad decisions a fair few times over the years, and have been unfortunate enough to end up in many HMP institutions up and down the country. Every time I’m away, I enjoy reading Inside Time. I’ve noticed many articles and letters about new jails being built, as well as new wings being constructed on existing jails. I would like to address this issue of the government using money to build new establishments for the growing numbers of new prisoners, instead of using funds to help prevent people already in the system from reoffending and returning to prison. If the government used these funds to help offenders and ex-offenders get housed in temporary or permanent premises, and used them to help with training courses or employment, reoffending numbers would, in my opinion, drop rapidly; and there would be less need to build new prisons and new wings on existing prisons. It really is not rocket science.

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  7. It appears as though we are being crippled by our ‘strong’ leaders buckling under the pressure from the top, in my small Northern town, we already have no available accommodation…..private rented ? Good luck in finding a guarantor for rents that have already rocketed…..many staff down……sick through the already unmanageable burden…..no wants to know……..and you can get a Cas 3 place in September if you are lucky……so despite the plastic assurances re the SFOs that will inevitably come….i would like the investigators to challenge Hoc and above for allowing this debacle…..and in future before I will agree to be interviewed I’d want the Mappa chair,the police, Head of Cluster , Head of risk, Head of god knows what all to be grilled before me……today I feel like the Peter Finch character from Network…..but perhaps that is why we allow this omnishambles in the first place…….

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    1. For info:-

      "The CAS3 project provides accommodation to People on Probation at risk of being homeless upon being released from prison or as part of their resettlement and moved-on from an Approved Premises (CAS1), or period at a Community Accommodation Service Tier 2 residence (CAS2)."

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    2. But the simple equation of a larger number of individuals applying for a reduced number of places equates to more homelessness whatever way it’s spun !

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  8. No strike will happen as the majority of officers now have no values and take out their own frustrations about being abused by hmpss on others here’s an example
    Man never been in trouble before , attends office twice officer not there third time she says she forgot hr was coming he then missed an appt he was not even aware of and gets a warning he rings the probation office 26 times no
    Answer rings the officer numerous times and she ignores all messages and texts this is the state of the probation service . Vile and he’s not lying before you say

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  9. I'm minded to think of today's probation service as being like today's Tory party.
    There's too many factions within that want it to travel in different directions. Too many factions with competing views of what the base concept of what probation should be about.
    To that extent, whatever the unions may seek from the employer will inevitably meet with resistance from within the service itself.
    As with the Tory party, it's those ideological conflicts within the service that are just as destructive as what the employer seeks to foist upon the service.
    Reunification didn't bring unity, and unity will only be achieved with a common consensus and everyone singing from the same hymn sheet.

    'Getafix

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    1. And it never will be unified while probation is controlled by prisons and answerable to the Civil Service. The campaign slogan is simple.

      “Get Prisons Out of Probation”

      What a fitting acronym too - GPOoP !!

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  10. As an outsider it appears that probation is being deliberately dismantled to leave just a state led compliance and enforcement role, whatever valid arguments are put forward. No rehabilitation. Very sad.

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    1. This was well stated officially in many places in 2017 made worse by po grade helping poa take our jobs now known as in custody po.

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  11. "Probation services have been under-funded for many years. We estimate real-term spending for each person on probation fell almost 40 per cent from around £5,900 in 2003-2004 to around £3,550 in 2018-2019 (figures adjusted for inflation using 2020 real terms base)."

    As opposed to over £50k per prisoner per annum to keep them locked up.
    Makes you wonder just how much of the early release scheme is about saving money.


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    1. Clearly not a coincidence to have 'probation reset' and then a week or so later, extend the ECSL to 70 days. With the 'reset' issues identified so we can't complain or push back on why the ESCL doesn't work or why we would object to being put upon even further. But still the workloads remain high but their zeal will not be interrupted: these offenders must be out of prisons as soon as possible, even though there is no obligation or expectation that any offence-addressing work has taken place or that the resettlement team inside prisons are supposed to do anything. It's a massive dump-on for community Probation and no-one is protecting us or speaking up for us. The prisons don't care either- they just hide behind the ECSL and get their admin to give us the bad news- appalling state of affairs.

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    2. Probation is probation. They want us to be divided by this lie of community probation and prison probation. OMUs are managers by prison governors. There is no prison probation. They’re part of the prison.

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  12. Sending out that 35 to 70 day extension for ESCL email just before a bank holiday is a cynical and sneaky way of delaying and conveying bad news.

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    1. Whenever they sent it, who in the probation service is going to oppose it?

      Amy Ree’s OneHMPpS and it’s Area Executive Directors controlling probation can do whatever they like. Probation Chief Officers, RPDs, Directors or whatever you want to call them won’t move a muscle if it’ll put their pensions at risk.

      There is nobody in probation speaking for probation.

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    2. Management always do this and shit news is Fridays favourite for these ppl.

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  13. Strike action my arse

    You need members to strike
    and there aren't enough, the powers that me know that and laugh out loud at us HAHAHARHARHAR,.....if you listen u can hear them....

    Not seen a union rep in our office for a very long time time . Think there are just three members now and a pquip last week said ... ''wots napo ''

    I have been a rep and highlighted the problem of membership numbers at the branch table many times and this is the reason I eventually walked away

    I agree with a post above from an outsider who says that probation is being deliberately put to sleep , its fairly obvious to me ( and the complicit unions ). There may always be something for the higher risk but for everyone else it will be a leaflet... need housing? go the council, need a job? go the JCP , need MH support ? go see your GP

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  14. I am the anon 09.55
    In fact ....fxck it..

    Message to our unions
    You have 72 hours to convince me to remain a member

    Yes it us an ultimatum
    Sorry if it upsets anyone
    but i can't afford to be part of this charade anymore and can't afford to quit my job 20years in

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    1. I support your sentiment and you are right the unions are a charade now. However this charade is enforced by the inept skill set of all the unions . HS legislation has always been the key yet none of the officials have any strategic capacity. Worse no branch motion to force actions dysfunctional NEC. The cliques of the central core has lost all direction of how a real union all of them manage staff relations negotiations. Napo says absolutely nothing about action or direction it should take instead we will meet them and put it in strong terms. Ok what does that mean . It means we are shouting knowing you will ignore us but in this charade we want our members to think we are strong. It time to leave Napo as they won't help anyone facing serious issues in work these days so why be a member ? Anyone tell me this is wrong.

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  15. With the idea of probation being held in contempt I stumbled across this great article by Paul Senior from 2016.
    I was particularly grabbed by the phase of "prisonisation" of probation and the distinction between "leadership" and "management ".
    I apologise if its been posted before, but I thought it to good areas to miss.

    https://mmuperu.co.uk/bjcj/articles/tragedy-and-farce-in-organisational-upheavals-for-probation-what-next/

    'Getafix

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    1. Excellent work 'Getafix as usual!

      Tragedy and Farce in Organisational Upheavals for Probation: What Next?

      Is this an unlikely scenario, circa 2011? Government hiring a consultant in organisational and personnel management and challenging them to:

      Map out a way of changing the entire organisational matrix of probation. This is your brief:

      Undo the governance arrangements completely and create a bifurcated and multiple ownership model using a range of companies with no experience of running probation services

      As it worked so badly in 2001 when 17 chiefs were retired at a stroke losing the leadership skills of a service at a time when a new national organisation was created, repeat this tragedy as farce in 2014 so aim at, at least, 13 CEOs leaving the Trusts as the new organisations are created thus decimating leadership

      Create new arrangements which will downgrade the skills of its workforce, create confusion over what is required to be a probation practitioner and then squeeze funds to the extent that redundancy, low morale and sickness escalates and the core of probation, its workers, are decimated, set against each other and disillusioned.”

      And yet this is just what has unfolded in the most farcical episode in probations’ rich, if turbulent, history of organisational change. The changes initiated by Transforming Rehabilitation (TR) are maybe more disruptive than previous changes but there have been plenty of changes since the steady state of 1970s and 1980s. For most of the last forty years, probation has been a local public service managed via a variety of Probation Committees (magistrates initially as the employers) and then Boards with a changing relationship with its courts, local authorities, the region and the centre. At one time the local authority also contributed to part of its budget, though the extent of local oversight was limited as direction has always come from the centre. This gathered pace when probation was projected ‘centre stage’ in the early 1990s and a more managed service was required. Boards became more diversified to include representatives from business and finance and the occasional academic. However, the funding requirements, controlled by the centre, ensured increasing compliance to central direction, ultimately increasing such control so that a National Probation Service was created in 2001. It was an opportunity for influence and recognition for the distinctive work of the probation service but which ultimately failed. A closer relationship with a more dominant partner, the prison service, a succession of lack lustre national leaderships plus a submissive attitude to the demands of government saw probation drift from its core ideals to a weak and divided organisational arrangement lacking rationale, connectedness and a sense of direction. The 2001 version of the NPS did not last and another organisational shift brought Probation Trusts, increased local engagement through Local Criminal Justice Boards and Community Safety Partnerships, regional bodies and enhanced working partnerships with the police and with the third sector. As we reached 2012 the Trusts were regarded, by the government’s own measures, as in good health and had become the first public organisation to be awarded the ultimate business kitemark, the British Quality Foundation’s 2011 Gold Medal for Excellence Award.

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    2. Now just four years later we have governance models which are predicated on survival and ensuring the new Community Rehabilitation Companies at least break even. Many of the CEOs who started the CRCs before ownership was transferred to a strange band of catering, workfare, cleaning and security companies have now gone or been superseded by senior managers from the owners. There is no continuity between the different providers and less and less organic links with the new National Probation Service despite originally sharing buildings and having a common IT language. Now many models prevail and communication has become difficult.

      Leadership is a difficult issue to get right. Too often the balance between management and leadership is blurred. In 2001 there was a strong move to centralise probation policy and practice and make all local areas dance to a new choreography (National Probation Service, 2001). For the new director faced with a brain drain of 17 Chiefs, amongst which were some of its most innovative thinkers and leaders, an administrative model prevailed and the new chiefs were managers working on behalf of a target-driven centre. This did not work well and as successive central leaders failed to resist the prisonisation of probation local leaders began to emerge. The new Trusts arrived with a younger, more female dominated leadership of the 35 Trusts which through its representative organ, the Probation Chiefs Association (PCA), began to drive forward a new agenda. Evidence showed it was performing well and innovating around such issues as Integrated Offender Management (IOM), domestic violence, sex offenders, accredited programmes, desistance agendas, the Offender Engagement Programme, etc. PCA as a fledging organisation, was beginning to assert itself and give a voice, often a female voice, to the views of its leadership in ways which approached the earlier more vocal ACOP in the recent past. Even if you took the ultimate government measure of success, reducing re offending, it was demonstrable on MoJ’s own statistics that being on probation in the Trusts did help reduce reoffending (MoJ Analytical Services, 2013). During the early TR debates, this leadership was visible and articulated its dismay at the dismantling of the successful Trust arrangements. However, the corporate silencing which was imposed by the MoJ quietened that voice to a whisper and it felt that at that moment the leadership lost its power to influence the changes. Indeed many faced with the uncomfortable job of making TR work either resigned or were quietly invited to do so. Once again the leadership was decimated and as the new arrangements emerged, it did so with a much less experienced set of individuals, nervous about their futures whether as a result of their civil servant status in the NPS or the insecurity of their future in the new CRCs. The voice of that new leadership has been largely silent.

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    3. Ironically the review of research initiated by the MoJ (MoJ Analytical Services, 2013) which drew on the good practice highlighted above suggested the following four characteristics should be at the centre of the new organisational arrangements:

      • Skilled, trained practitioners;
      • Well-sequenced, holistic approaches;
      • Services and interventions delivered in a joined-up, integrated manner;
      • Need for high quality services. (Senior, 2013)

      I posed this question rhetorically in a blog concerning these aspirations in 2013:

      ’High quality services? Where can we possibly find a public service with top quality kite mark awards, reductions of up to 10 per cent in reoffending from community orders, a highly trained and motivated staff group, delivering integrated holistic services in cooperation with voluntary and private providers? Is this why we are seeking new providers? Wait, these criteria are met by an organisation in existence – probation trusts. So it makes sense to rip them in two, give it to providers with aspirations but little track record.’ (Senior, 2013)

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    4. If the farce of diminishing the leadership was enough to impact on probation, it is a further tragedy that the organisational changes have wrought an existential crisis at the heart of the probation profession. This is discussed elsewhere in this volume (see Worrall et al.) which interrogates the impact on the occupational culture; here it is sufficient to note the warnings from voices rising above the parapet to reveal a sorry tale of the disestablishment of the Probation ideal. It can be summarised emotionally as confrontational, demoralising and divisive. In practical terms the status of probation officer has been diminished, particularly but not exclusively, in the CRCs; colleagues have been set against each other as they work for different organisations; communications have been made more complex and IT systems have proliferated without positive interconnected outcomes. At the time of writing, redundancies, sometimes as much as 40 per cent, are likely to be implemented! Training arrangements within the CRCs are undermined and practice is often being devolved to PSO equivalents in both NPS through E3 (NPS, 2016) and in the various models of the CRCs. There are, nevertheless, examples of good practice across the country, maybe in spite of rather than because of the arrangements. The future of probation as a profession is threatened by these changes yet skilled, trained practitioners were at the heart of the research evidence quoted above (MoJ Analytical Services, 2013). One voice picked at random from Twitter sums up the crisis:

      ‘#probation fast becoming a concept, not an institution/public service NPS enforcement and CRCs failed business.’ (@sadSPO, 5th March 2016)

      140 characters says it all. The profession is under threat.

      So, above are insights into the changes, below are some of the fears and hopes expressed at the conversation in Kendal.

      Fears
      • Commodification of emotional labour (see Knight et al. in this volume);
      • Individualist, oppressive, competitive environments;
      • Silos will be created with no common language to ease communication;
      • Individual CRCs will be amalgamated for the needs of efficiency thus breaking local links even more;
      • Loss of expertise/local community links following abolition of trusts. Where is the link with courts in CRCs?;
      • Management becomes procedural not professional;
      • Commercial imperatives are prioritised at the expense of best practice;
      • The mantra becomes low cost service for maximum profit;
      • Workforce no longer expects to stay in probation for life – short term work then move on;
      • New managerialism defines training, then practice, of managers.

      Hopes
      • Freed of National Standards this will release the creative potential of CRCs;
      • Mobilising the creativity of people to manage change; historically probation staff are resilient;
      • Will become more outward looking, the profession of probation expanding to include not just direct probation staff but all working in community rehabilitation and community justice including third tier organisations;
      • Creative new way of managing in the changed structure;
      • Strong confident leaders who can communicate the meaning and purpose of probation to the public and politicians;
      • Strong occupational cultures regardless of diverse organisational contexts buttressed by an independent voice for the profession, the Probation Institute.

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    5. The future of a recognisable probation institution is at risk given the organisational changes, arguably more invasive than previous attempts. Bifurcation of delivery means that integration of services for the individual service user is threatened. The deskilling of qualified Probation staff is a product of where an individual was placed in the reorganisation and not any assessment of their skills and knowledge. This threatens the professional confidence, independence and creative potential of probation staff, an integral part of delivering the always difficult role of probation. The need for effective leadership is compromised by the bifurcated arrangements. Perhaps it is prescient to speculate that when further organisational changes arrive, they may well seek to undo some of the consequences of this farcical and tragic organisational transformation.

      Paul Senior

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    6. We did cover this in 2016 and it generated 9 comments, but of course we didn't know then that it was to come true.
      https://probationmatters.blogspot.com/2016/06/fears-and-hopes.html

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    7. Effective leadership? For £114,000 - £118,000 per annum isn’t this this job of Kim Thornden-Edwards, Chief Probation Officer for England and Wales.

      “The CPO will be the Agency’s Head of Profession for probation, and principal adviser on probation services to the DG Operations and Chief Executive of HMPPS.”

      https://scsrecruitment.tal.net/vx/mobile-0/appcentre-1/brand-0/candidate/so/pm/1/pl/3/opp/178-178-Chief-Probation-Officer/en-GB

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  16. Probation ended as a service when it was forced under the control of NOMS, when it was merged with the prison service to become HMPPS and when it was placed under the dictatorship of the Civil Service.

    When addressing the House of Lords, Lord Ramsbotham stated, the “Probation Service has no senior probation official in the ‘ridiculous NOMS’. So an awful lot is being said and done about the Probation Service without there being any proper Probation Service advice at the heart of what is happening”.

    Now the control has increased with OneHMPpS, OMiC, AEDs. Until probation is released from this awful civil service and prison dominated culture it will never be more than the forgotten ‘P’ in HMPpS.

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    1. https://morningstaronline.co.uk/article/f/the-probation-service-must-not-be-subsumed

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    2. This article is two years old.

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  17. Leaving academics like Paul Senior and Rob Canton aside, I am convinced this was the last senior probation ‘leader’ to speak for probation and predict the future mess we’re now in. I never met her but the reason why I give her my upmost respect is because she was one of the few, if not only, non-probation-qualified chief officers too. This is when all the others were either scared silent or actively supporting privatisation, and when even the CPO London Probation Heather Munro was deleting her tweet condemning the MoJ’s claims that selling off community payback was successful as being “pure fantasy”.

    “It is clear that the government needs the leadership of the probation service to ensure changes are managed safely, business as usual is not compromised, and that the new market is vibrant, outcome-focused and successful. It would be helpful, therefore, if more thought were given to how best to support leaders over the next two years in their biggest challenge to date.

    Sarah Billiald is chief executive of Kent Probation and chair of the Kent Criminal Justice Board”

    https://amp.theguardian.com/society/2013/jan/22/probation-service-leaders-support-changes

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    1. Anon 19:50 Very interesting you should mention Sarah Billiald because as a former civil servant and accountant I recall being highly sceptical and critical of her in a number of posts during 2013. For those who read the blog on mobile phones, I'm guessing will be unaware of a search facility, but we covered the Guardian letter and much more on her back in 2013. What's clear now though is that probation no longer has any effective champion or authoritative spokesperson.

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    2. I did not know the history. If this is the best that can be found as a ‘probation champion’ amongst the so-called senior leaders then all was lost far long ago then I recall.

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  18. SSCL …..hmmm

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  19. I'm around halfway through my PQIP...already eying up supermarket graduate area manager jobs.hell of a lot More money, less sleepless nights(expensed company car) and while they work 48 hours a week I do that already!

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