Thursday 25 July 2024

Probation Staff Leaving

The plight of probation continues to get good media coverage. This from the Independent yesterday:-

Probation staffing crisis laid bare in damning reports as alarm sounded over public safety

Inspectors warn of ‘unsustainable and counterproductive’ situation as one local probation unit found to be 55 per cent short of officers

A string of new probation watchdog investigations have laid bare the staffing crisis blighting the service’s ability to supervise offenders in the community and keep the public safe. With prisons already dangerously full, justice secretary Shabana Mahmood announced this month that some 5,500 prisoners will be freed 40 per cent of the way into their sentence, starting from September.

But questions have been raised over how the probation service will be able to cope with this new influx of offenders who will pass into their care, amid warnings that the early release scheme enacted by the Tories – which saw 10,000 inmates freed in nine months – had caused “absolute mayhem” for the service.

Each of the four reports published by HM Inspectorate of Probation in the week following Ms Mahmood’s announcement highlighted understaffing as an issue which is already undermining probation workers’ efforts to keep the public safe.

In Essex South, the watchdog found just 45 per cent of the required number of probation officers in post – something inspectors said was understandably hampering the probation unit’s ability to supervise offenders.

As a result, the delivery of probation services in Essex South were judged to be to a level sufficient to effectively support public safety in as little as 23 per cent of cases examined by inspectors. Improvements were also needed in assessments to assess and manage the risks offenders posed in the community.

Similarly, in Northamptonshire, the probation officer vacancy rate was 40 per cent and workloads were too high as a result, with a situation further exacerbated by staff absences. Staff spoke of feeling overwhelmed and uncertain about what to prioritise – which had a detrimental effect on risk management, inspectors said.

In Cambridgeshire and Peterborough, inspectors warned that “almost all the assessments we inspected were insufficient in relation to keeping people safe”, with senior supervising officers forced to handle cases themselves because of staff shortages and “very high” sickness rates, which further reduced capacity.

“The situation was unsustainable and counterproductive,” inspectors warned.
Inspectors in Hertfordshire warned that the probation unit’s staffing levels meant workloads too high across all grades. They said managers were signing off risk assessments which too often did not incorporate key information related to domestic abuse and child safeguarding.
The findings came as HM chief inspector Martin Jones reiterated the stark reality that 30 out of the 31 local probation units inspected across England and Wales in 2022-23 were judged to be either “inadequate” or “requiring improvement”.

While the government has pledged to have 1,000 extra trainee probation officers in place by next spring to help the service cope with the emergency prisoner early release scheme, Mr Jones warned it would take time for new recruits to “bed down” and gain the experience needed to supervise offenders.

Thousands of probation staff have left the service over the past two years, with almost two-thirds of the 359 officers who quit in the year to March 2023 taking with them five or more years of experience. As of March, 5,113 full-time probation officers were in post – 25 per cent below the required staffing level of 6,794.

One officer who joined the probation service as a “job for life” in 2018 told The Independent last year that she now reluctantly planned to quit, saying: “We are completely overwhelmed, morale is low, and we have multiple people in our offices on long-term sick leave – so six months or more – because it is so stressful.”

Responding to the four new inspection reports, Tania Bassett of the probation union Napo told The Independent: “The staffing crisis in probation is not going to go away anytime soon. Too few staff and dangerously high workloads lead to increased sickness of staff which only compounds the issue.”

Ms Bassett added: “As we enter the summer holidays, staffing will be at a critical state with many regions seeing their workforce reduce by 50 per cent as many people take annual leave.”

The timing of the government’s new prisoner early release scheme in September means that the pre-release work required for cases will need to be completed over this period – which “will only exacerbate already high workloads and cause additional stress to staff”, Ms Bassett warned.

A Ministry of Justice spokesperson said: “The prison system is in crisis which is putting significant pressure on the whole justice system. 
We are gripping the situation and supporting our hardworking staff by improving training and recruiting 1,000 more probation officers nationally to deliver robust supervision and protect the public."

67 comments:

  1. Q4 stats 2010/11:

    fte POs = 5,223
    fte PSOs = 4,801

    fte total: 10,024

    Number supervised by Probation at end of Q4 2010:

    246,347 (community, sso & licences)
    ________________________

    March 2024:

    5,139 Band 4 practitioners in post
    5,857 Band 3 practitioners in post

    Tot: 10,996

    Probation caseload per govt stats 2024:

    239,015 offenders under probation supervision 31/3/24
    _______________________________________________________

    So what happened to grayling's 150,000 extra cases?

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    1. Its 2024 & there are 900 more fte staff to supervise 7,000 fewer cases than in 2010??????

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    2. These figures only go to support the argument that its not the work per se, its the increasingly abusive working conditions, the widespread pisspoor treatment of staff & total mismanagement of the probation service at every level by its "excellent leaders"... And still they remain in post, draining the public purse & bullying staff with impunity.

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    3. The tories' great probation lie is now being exposed... CRCs got money for nothing & were useless; they walked away with bulging bank balances & dumped an utterly deskilled workforce back onto the public purse. The 150,000 extra cases was a lie; it was all just another tory profiteering scam, with the added benefit of destroying the 'woke' probation service as-was.

      If the stats above are correct then, as we already knew, probation's been fucked every which way & hung out to dry.

      So who's going to shout about it?

      https://assets.publishing.service.gov.uk/media/5a7c3ce8e5274a1b0042269b/quarterly-probation-brief-q1-2010.pdf

      https://data.justice.gov.uk/probation/offender-management/caseload-total

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    4. grayling, 18 march 2014: "We are making good progress with our transforming rehabilitation reforms, which will realign current probation structures to address the gap that sees 50,000 short-sentenced prisoners released on to the streets each year with little support. The new structures will come into effect on 1 June. The process of reallocating staff to those new structures is now complete."

      It was 50,000, *not* 150,000 - mea culpa.

      Delete
  2. The MOJ always seems to respond with they are supporting hardworking staff, improving training and recruiting 1000 more PO's.

    How are they supporting us? Pay is still crap, SPO's, Heads etc just harass you to hit targets, there is no support unless you count the occasional wellbeing rubbish they spout. Every task they give us has a 1000 forms, spreadsheets to fill in before we can get on with actual 'stuff'

    Training?? We are threatened with training, but we have no time to actually do it, even if it was useful or of a high standard

    These 1000 new officers won't qualify for a year or two, how on earth does that help with the here and now!? And if 1000 current PO's leave or retire between now and then where does that leave us.....


    The MOJ needs a new spokesperson, maybe one that isn't a parrot

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  3. https://journals.sagepub.com/doi/10.1177/02645505231200125

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    1. Should I stay or should I go? What to do about the probation staffing crisis

      After the turbulence of years of reforms and in the wake of the COVID-19 pandemic, the Probation Service for England and Wales, in common with other public sectors faces a staffing crisis. The latest workforce data released by HMPPS, and the MoJ in August 2023 shows that there has been an increase in staff working within the Probation Service over the past year (13.2%). This is largely due to the recruitment drive for new trainees and the expansion of the PQiP training programme, which has seen new providers come onstream. However, despite the opening up of the recruitment pipeline, the workforce statistics point to a continued shortfall in staffing numbers and a concerning trend of more experienced staff departing the service. The workforce data reports that the number of Probation Service Officers (PSOs) have increased by almost a fifth in the past year (19%), largely due to PQiP recruitment. However, the number of Probation Officers working in the service has decreased over the past year and follows a longer-term trend of the departure of more experienced staff. PQiP trainees work as PSOs during their training, so a proportion of the existing PSO cohort will transition to Probation Officer roles, but the issue of staff retention remains a concern. While the number of Senior Probation Officers (SPOs) has increased, there have been rising rates of PSO resignations over the past year and there is still a substantial shortfall in the number of Probation Officers required:

      Within the Probation Service, there were 4390 FTE Probation Officers in post, a shortfall of 2390 FTE against the required staffing level of 6780 FTE. (HMPPS and MoJ, 2023)

      Moreover, the number of people leaving the service has ‘increased considerably’ since June 2021 (i.e. the point of probation unification), a trend that the workforce analysis states ‘is likely attributable to competition in the labour market’. Perhaps so, but it is imperative to develop a more granular understanding of why people are deciding to leave probation work, particularly as new trainees embark on the PQiP programme with a view to starting a career in probation.

      Some of the initial findings of research exploring staff experiences of working in the Probation Service post-unification point to some of the factors that may be relevant (Millings et al., 2023). Staff working on the frontline have reported experiences of exhaustion due to high workloads which are of course exacerbated by staffing shortages. High workloads and stress contribute to higher sickness levels which further accentuate pressures on remaining staff thereby perpetuating a negative cycle. The workload statistics show sharp rises in overall sickness levels amongst staff working in the Probation Service in recent years. The most commonly reported reason for sickness absence was for ‘mental and behavioural disorders’. In the case of probation officers, this category accounted for 57.4% of working days lost (HMPPS and MoJ, 2023).

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    2. Concerns around a staffing crisis are not unique to the Probation Services. The National Health Service (NHS) is currently experiencing what has been described as the ‘greatest workforce crisis in their history’ (Care Quality Commission, 2022), with national average vacancy rates of almost 10%. In health and social care services, the additional stressor of the pandemic has been highlighted as a precipitating factor in staff's decision to exit, alongside the prospects of better pay and less stressful conditions in other forms of employment. The number of ‘voluntary resignations’ from police forces in England and Wales has risen to their highest levels ever, with higher rates of resignations amongst Black and Minority Ethnic and female staff (Charman and Bennett, 2022). Meanwhile, research on staff turnover in social work departments identifies, high caseloads, ‘burn-out’ and a lack of organisational support as key factors in people's decisions to leave (McFadden et al., 2023).

      While the Probation workforce crisis should therefore be seen within a wider context, there are also specific contextual factors in the Probation Service that merit attention. As readers of this journal will be acutely aware, the Probation Service in England and Wales has been through years of ceaseless reforms that have left an impact on staff motivation and morale (Walker et al., 2019). In Millings et al.'s (2023) research, staff described a feeling of relentless pressure associated with the demands of the job. Those with longer careers in probation spoke about how much the job had changed over time, with an even greater amount of time spent on paperwork and in front of a computer screen. Staff also spoke about a sense in which they were constantly wary of missing something and in particular the spectre of a Serious Further Offence occurring on their caseloads. It is perhaps unsurprising that in the context of these demands, and in a job which is relatively poorly remunerated for the levels of responsibility involved, people are motivated to seek employment elsewhere.

      The expansion of the PQiP provision and a concentrated recruitment drive is welcome. However, the issue of staff retention which necessitates a focus on why people stay as well as why they leave the service is imperative. This requires urgent exploration of the nature of the work that people do and indeed attention to be paid towards the overall purposes of probation.

      Delete
  4. It’s all ok we’re getting “1000 new probation officers”. AGAIN!

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  5. “We are gripping the situation and supporting our hardworking staff by improving training and recruiting”

    Oh please! These HMIP Probation reports said these areas had such good managers and leaders. I really want to know how they are so good if all the probation officers LEFT NEVER TO RETURN?

    https://www.justiceinspectorates.gov.uk/hmiprobation/inspections/

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    1. Exactly! It beggars belief that the HMIP reports conclude every probation PDU inspected ( with one exception) requires improvement and yet the leadership / senior management are all excellent. It is simply not possible and we on the front line know it is simply not true. Emperors new clothes !

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    2. It’s simple. HMIP Probation are not telling the truth about these probation leaders and management teams. They show the HMIP inspection reports to probation senior managers in advance so they can remove everything damning about their behaviour and failure as managers.

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    3. How can senior managers be assessed as excellent when the Probation Service just degrades year on year? What quality standards can they possibly be assessed by? Just what on earth is HMIP doing?

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  6. You can bring in as many trainees as you want, but quite a few leave either before or just after they qualify. Experienced Qualified Probation Officers are leaving, there are no professional development qualifications available unless they pay themselves. Recruitment of the supervisory grade does not take into consideration knowledge and experience. Don’t get me started on how there is a two tier pay scale for main grade staff with large caseloads and apparently ‘specialist practitioners’ with reduced caseloads getting band 5 payments. The unions have just let the senior management teams do what they want with no challenge swanning around on their facility time and reduced caseloads also.

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    1. They don’t care. Probation Reset is reducing the existing probation caseload. All probation officers are needed for is to receive thousand of early prison releases.

      Prison officers get overtime and pay incentives for recalculating release dates and walking extra prisoners to the gate. Probation officers get a pat on the head and told to wait for 1000 new probation officers to qualify in 21 months time.

      Hey ho - Starmer & Timpson will save us! Not!

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  7. People tend not to leave places where they feel valued and that their own work is S.M.A.R.T: Specific, Measurable, Achievable, Relevant, and Time-Bound and if their workplace is conducive to being a nurturing environment that is managed well. No gaslighting. No favouritism.

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  8. SDS 40. Also know as the Oppenheimer Option.....with likely similar consequences!

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  9. keir "my dad was a toolmaker" wants you to team up with the crown estate to utilise the uk coastline, giving king charles £billions in receipts.

    you ok with that?

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    1. I am totally ok with making our country less reliant on fossil fuels and more able to resist Putin.

      Delete
  10. With all the crisis after crisis in prisons and probation and the early release mess Why is no one looking at ppcs and the parole board around recall reviews or considerations for release on EDS etc? I’ve got oral hearings booked months down the line before they’ve even had my report. Surely the report should be requested, considered and a decision made, why the need for a hearing if broadly they agree? Can’t they just book a VL to interview the person like we do? I get if there are areas of disagreement then go to OH? It’s ridiculous

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    1. Yep, it's like having two bosses. Your SPO and the passive/aggressive/gentle reminder of case workers from PPCS and The Parole Board. Why do caseworkers at The Parole Board direct you to complete work that has nothing to do with you as well? I have one boss and it's not The Parole Board. Mind you, given the amount of early release cases, i have a new boss: it's the case admin in the prison. Again, I'm not answerable to you either. Community Probation really is in a state and its not helped by who is entitled to request, not direct, or instruct. It should only be your immediate line manager.

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    2. SDS 40 sounds like adhesive glue. A more riskier option can only be around the corner, SDS 25. Buy it from your local community probation officer. But only sold in prisons.

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    3. Given that all we say in an oral hearing is exactly what we write in a Parom means that if they cross examine us they are just hearing everything they already know,what a waste of time !

      Delete
  11. From Twitter:-

    "I did ask about CPD as I’m aware there is a variety within social work. Nope, nothing in Probation, so I paid for an MSc through Portsmouth uni. No recognition within the service at all of personal development."

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    1. Several managers have had Masters ( and higher) paid for, Cambridge Masters no less. And yes, the competitive application process? Not one PO or PSO applicant was successful.

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    2. They are only open to band 5 and above.

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  12. https://www.churchtimes.co.uk/articles/2024/2-august/news/uk/the-criminal-justice-system-needs-an-overhaul-bishops-tell-lords

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  13. COURAGE to overhaul the criminal justice system is needed, to deal with the UK’s overcrowded prisons, bishops told the House of Lords on Wednesday.

    Opening the penultimate day of debate on the King’s Speech, the new Minister for Prisons, Lord Timpson, said that prisons were necessary “as a punishment and a deterrent”, but currently were not fit for their purpose: “They create better criminals, not better citizens.”

    Employing ex-offenders was a “win-win” for the country, he said: it boosted the economy and lowered reoffending rates. Lord Timpson formerly chaired the Prison Reform Trust, and, until his appointment to the House of Lords, was chief executive of the Timpson retail chain.

    In the first days of the new Government, the Justice Secretary, Shabana Mahmood, announced that, to release overcrowding, about 5500 prisoners would be released early.

    “If we fail to act now, we face the prospect of a total breakdown of law and order,” she said, and, on Wednesday, Lord Timpson repeated a statement that Ms Mahmood had made in the House of Commons, in which she described the situation as a “ticking time bomb”.

    The Bishop of Gloucester, the Rt Revd Rachel Treweek, who is the Bishop to Prisons, asked Lord Timpson about ambitions to change the public narrative about incarceration, and suggested that a “whole-systems approach” was needed rather than a narrow focus on increasing prison places.

    “New prison places are important, and we will build more prisons — prisons we are proud of,” Lord Timpson said in reply.

    Changing the narrative took time, but was possible, he suggested: 20 years ago, when he had started recruiting ex-offenders, “no one thought it was a good idea,” he but now it was widely accepted as good business practice.

    In the debate on the King’s Speech, Bishop Treweek addressed the question of culture and system change. “The narrative that our streets will be safer if we lock more people up and for longer is not supported by the evidence, and simply leads to doing more of the same thing,” she said; and blaming the previous government for not building more prisons was “missing the point”.

    She continued: “We need a whole-community approach, and the issue of relationship is key. We need to look at the big picture, including upstream. We need that long-overdue review of sentencing.

    “We need courage to establish alternatives to the revolving prison door and the repeated pattern of fractured relationship, and this must include community-based alternatives as well as the presumption against short sentences, not least with their disproportionate impact on women.”

    The former Archbishop of York, Lord Sentamu, called for fundamental change. Recalling his work as a prison chaplain in the 1980s, he said: “Building new prisons must go hand in hand with increased funding for the courts system; legal aid; the rehabilitation and education of offenders; a fully funded and renewed Probation Service; a regular training review of all prison officers; a rigorous refreshing of the workings of the Crown Prosecution Service; and the renewal of restorative justice.”

    The Bishop of Manchester, Dr David Walker, began his speech with an invitation to Lord Timpson, to dine with him at the Clink restaurant at HM Prison Styal. The restaurant is staffed by inmates.

    Dr Walker welcomed the Government’s pledge to introduce a “duty of candour” for public officials, fulfilling a recommendation from the former Bishop of Liverpool, the Rt Revd James Jones, in his report on the Hillsborough disaster (News, 2 November 2017).

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    1. Dr Walker also “applauded” the ending of the Rwanda scheme, both on moral grounds, and because the previous government could not confirm that it was fully compliant with international law.

      He urged the new Government to consider allowing those waiting for asylum decisions to take paid employment, and signalled his support for a ban on conversion therapy. “I and others stand ready to help frame a law that will outlaw these disgraceful practices while not criminalising medical practitioners and registered therapists, or private non-coercive prayer,” he said.

      The only ordained member of the new Government also spoke on Wednesday. Baroness Sherlock, a Minister in the Department for Work and Pensions and an Anglican priest (Back Page Interview, 24 June), answered questions on the Household Support Fund.

      Dr Walker asked about use of the fund for providing food for children during school holidays. “Can we have any hope that the Government will look at a more strategic way of helping children cope with hunger during the school holidays?” he asked.

      Baroness Sherlock said that this would be considered by the newly created Child Poverty Taskforce.

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    2. https://insidetime.org/newsround/ombudsman-warns-on-homeless-release-deaths/

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  14. This letter to the Guardian makes perfect sense to me.

    https://amp.theguardian.com/society/article/2024/jul/26/what-needs-to-be-done-on-probation

    'Getafix

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    1. Having just read Rajeev Syal’s article (Cut ‘unsustainable’ probation workload in England and Wales, urges watchdog, 22 July), I’m shaking my head in disbelief – again! All sensible commentators agree that the probation service is under severe workload pressures. Of course this must be addressed because of the implications this has for public protection, victims and the rehabilitation of offenders. Martin Jones, the chief inspector of probation, floats the idea of youth justice services soaking up some of the work. Has he uncovered a part of the public sector that is underworked and/or over resourced? No, he is simply passing the buck.

      A brief review of the problem’s origins should help in looking forward. Chris Grayling decided that with all 35 probation areas marked “good” or better by his government’s system, privatising 70% of probation (later reduced to 50%) and allowing a small group of chancers to make a profit was a great idea. David Cameron and George Osborne allowed this flight of fancy to play out. And while probation did eventually get remodelled as a national service in 2021 (after the Tories reluctantly accepted the “plan” had not worked), it is now a cumbersome amalgam of 12 regions in England and Wales.

      Probation was always best delivered as a local service, albeit with national oversight of standards and procedures. That’s what it needs to return to, with an increased input from local communities and appropriate resourcing – in which regard Shabana Mahmood’s recent announcement about training extra staff was very welcome.

      Probation needs nurturing – it doesn’t need some of its work hived off elsewhere. All of us stand to benefit from a properly funded and trained national probation service delivered locally. No more half-baked solutions, please.
      Mick Gough
      Stoke-on-Trent

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    2. "All sensible commentators agree that the probation service is under severe workload pressures."

      See also:

      https://www.crimeandjustice.org.uk/sites/crimeandjustice.org.uk/files/Probation%20Resources%2C%20Staffing%20and%20Workloads%202001-2008%20revised%20edition.pdf

      Since the creation of the NPS, senior posts have increased by 70 per cent.

      1997-2007: The number of senior probation officers has increased by 68 per cent.

      1997-2007: the number of qualified probation officers increased by 2%

      The exponential rise of PSOs can be seen in the increase in such staff from 1,919 in 1997 to 6,262 in 2007 – an increase of 226 per cent.

      1997 159,200 - 7,128 frontline staff
      1998 175,500 - 7,336
      1999 175,100 - 8,089
      2000 175,600 - 8,457
      2001 177,600 - 9,594
      2002 191,400 - 10,515
      2003 199,200 - 13,017
      2004 209,500 - 13,322
      2005 224,100 - 14,470
      2006 235,000 - 14,654
      2007 242,700 - 12,806

      2010 - 10,000 POs/PSOs supervising 246,000 cases

      2024 - 11,000 POs/PSOs supervising 239,000 cases

      Ms Mahmood - Can we please have some honest & meaningful statistics about caseloads & staffing?

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    3. https://www.russellwebster.com/the-latest-prison-and-probation-trends-spring-2024/

      "there were 238,765 offenders under probation supervision as at 31 December 2023, down 1% on the previous year."

      So what is the ***real*** issue for probation?

      Why are staff "massively overloaded" in 2024? Too many senior managers? Too much admin to meet targets?

      The caseload/staffing ratios don't seem to have changed significantly over the years, yet the service appears to be in perpetual crisis since trust status was imposed in 2007/8.

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    4. This really got me thinking about my practice over the years. I think that it is definitely administrative tasks that are holding us back. Delius takes far too many steps to do a simple task, forms have information on them that internal teams have access to ( approved premises referrals spring to mind) and Oasys is far too long . If we need these doing at all, surely it would be cheaper to employ more administrative staff? I am an SPO too and spend most of my time on HR and other non risk related tasks too. Again I think it is because we have things loaded on us to save the expense of employing HR staff,

      Delete
    5. HMI Probation's take on caseloads vs staffing:

      https://www.justiceinspectorates.gov.uk/hmiprobation/wp-content/uploads/sites/5/2021/03/Caseloads-and-Workloads-RAB-LL-designed-RM-amends-Mar-21.pdf

      "Offender management statistics (Ministry of Justice, 2019a) reveal that probation caseload fell year on year from 2010 until 2014"

      "Caseloads began rising again in 2015 following the Transforming Rehabilitation reforms, including the introduction of ORA, which brought almost all those leaving custody into post-release supervision. Overall, the number of service users receiving pre- and post-release supervision has risen by 39 per cent since 2010."

      *** If the caseload in 2010 was 240,000, a 30% increase would put the 2019 caseload at over 330,000 - clearly untrue ***

      NPS frontline staff in post 2015 to 2019... the data reveals that:

      • The number of qualified POs increased by 4 per cent to 3,332.
      • The number of PSOs increased by 42 per cent to 2,682.
      • The number of SPOs increased by 71 per cent to 743.

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    6. I think research needs to be done on the change in ratio of low, med, high etc I can only go on my own experience but it seems staff at all grades are encouraged to over risk people to 'cover' everyone's back in light of all the negative press over the last 2 years. The higher the risk the more work, often pointless and time consuming, is needed to be done on each case. I don't think our caseloads have become necessarily riskier but we have become, via higher management much more risk averse in all aspects of the job. In the not so old days, if I needed to do a home visit I'd do one, I'd let my team know and do it, i knew my cases, knew if i needed a colleague or not etc, now the faff of LWD, forms bla bla puts me off doing them!

      Nick

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    7. I’ve been randomly picked by hmip along with others ( as being a member of staff for over 5 years ) to a meeting re retention of staff ( or the lack of). They mustn’t have realised I’m
      Also a union rep.

      Delete
  15. https://www.bbc.co.uk/news/articles/cx7211l549zo.amp

    Another idiot

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    1. A prison officer who shared a "prolific" number of texts with an inmate has been convicted of misconduct in a public office.

      Dawn MacCormack, 42, was working at HMP The Mount prison near Hemel Hempstead, Hertfordshire, when she began having contact with prisoner Josh Moore.

      She shared more than 4,000 messages and more than 90 calls with him.

      MacCormack had denied misconduct in a public office but admitted two charges of unauthorised transmission of calls or texts.

      She is due to be sentenced on 13 September.

      'I am only human'
      Prosecutor Mark Seymour said the prisoner had access to two illicit phones inside the prison in 2019.

      On the first phone, over the course of 25 days there was “prolific” contact with 85 calls and 4,100 texts between the pair.

      “They spanned every single day and were distributed for all hours of the day,” Mr Seymour said.

      After the first phone was discovered, Moore obtained a second mobile. In less than 48 hours, there were seven calls and 272 texts.

      When MacCormack was arrested in 2019, police found the texts on her phone had been deleted.

      However, she had sent a message to a friend speaking about the relationship and said: “I am only human. It boils down to human feelings. I just had human emotions and feelings.”

      'Brain fog'
      The prosecutor said: “The defendant’s behaviour was inappropriate. It involved a breach of her duties as a prison officer."

      MacCormack told the court she had been in extreme distress at the time due to her mother dying from cancer and the breakdown of her marriage.

      She also said that she had depression at various stages and had "brain fog" about much of the time she was in contact with Moore.

      Moore plead guilty to having two mobile phones in 2020.

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    2. It is quite strange that people say depression makes them do such stupid self destructive things. You must know that a prisoner might not be an ideal partner ! This sort of behaviour puts colleagues at risk. I doubt very much that the prisoner would have thought about “human feelings “ when thinking about the advantage he would have .

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    3. This has nothing to do with 'being human', there are boundaries. I text, as many colleagues do, POPs for next appointments and short texts around appointments, support or a kick up the backside if the behaviour is falling below par, but once you cross that boundary, you know what you're doing. To me she's played the depression card and the bereavement card to hopefully licit a lighter sentence. Try owning your behaviour, be consequentially minded and don't do it again. Be very careful what interaction you have with your POP. If it's getting blurred then speak to a colleague or a manager and ask to be removed from working with that POP or inmate. If you have depression, seek help. This has clearly affected this prison officer's judgement.

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  16. From InsideTime 25th July:-

    The Prisons and Probation Ombudsman has warned that prisoners being released to homelessness are dying within days.

    In a new report, Adrian Usher exposes a situation which he says requires “more work to prevent further deaths”.

    The Ombudsman is charged with carrying out investigations into the deaths of prisoners, young people in detention, residents in Approved Premises, and individuals detained under immigration powers. He also investigates any death where the individual dies within 14 days of release from prison into the community, unless they are a murder victim. This is the second report he has published on post-release deaths.

    The first, issued in January 2023, highlighted the vulnerability of those being released from prison. The second stresses that more needs to be done to ensure prisoners are released with suitable accommodation and support. It concludes that homelessness on release is a significant challenge, and where accommodation is not arranged, the consequences can be tragic.

    His team started investigations into 137 deaths of people newly released between 6 September 2021 and 31 December 2023, and were able to fully analyse 105 of these cases. They found 32 per cent of those who died were released homeless and had passed away within two weeks of release, and among those, half actually died within four days of being freed. From the 137 total deaths, 83 were drug-related, 20 being within one day after getting out of prison, two on the actual day of freedom. 20 other fatalities were self-inflicted.

    The PPO highlights that many of those released homeless suffer with mental health and substance misuse, and homelessness can increase the likelihood of committing further offences or seeking shelter in harmful places.

    “We know prison leavers often have multiple risk factors,” said Mr Usher. “However, more must be done by HM Prison and Probation Services and community service providers to ensure vulnerable prisoners have the right support in place, so they are released with suitable accommodation. Also to protect them from substance misuse on release.” The report suggests the issuing of Naloxone on release to those with a substance misuse history, a medicine that rapidly reverses opioid overdosing, could help save lives.

    Mr Usher adds “We cannot stress enough the importance of release planning. We know prison leavers have complex needs which makes it harder to house them, however more must be done to prevent further deaths.”

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  17. I agree more needs to be done but with regards to people being released from prison homeless you can plan all you want but if the resources aren’t available in the community how is this prison/probation fault? As a country we are in crisis

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    1. Homeless prisoners on release from prison is nothing to do with probation officers. We can only complete referrals, we cannot house them. There is a clause in the housing act for housing authority’s to house homeless prisoners on release so go and speak to housing departments. The government should have thought of this before planning to release thousands of prisoners early.

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    2. Then you delay release until resources, such as housing are available- as housing is often linked to risk (not that the cases targeted for ECSL have any risk assessments made- that's 'delegated' to the COM.) COMs fill in 100s of Duty to Refers but prisoners are not told in prison what the limitations or probation in the community's role is with housing. Risk management is all our business, including resettlement teams, not effectively utilised in prisons. Whilst we should be speaking to housing departments, well, prisons should be, first and foremost, and with such a large inconsistency across most councils for housing, especially as prisoners are not deemed a priority with competing pressures and slashed budgets, it's not always clear what kind of service you're going to get. There is a large cohort of POPs who have an entitlement attitude around housing. Many won't take up employment until it's been sorted. This needs to change and it starts in prison. Rewarding bad behaviour with housing is not a good answer to reducing offending. POPs are also under the misapprehension that as COMs make housing referrals and those referrals are informed by a risk assessment (often the OASYs ROSH summary) they believe it's on us to sort it. There are also POPs that have no time for probation but for us to get them housing and many whine about their CAS-3. Sorry, we can't put you up in the Ritz Hotel at £1,400 a night.

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    3. "Homeless prisoners on release from prison is nothing to do with probation officers."

      Would you feel the same if one of your caseloads that was released homeless committed the next SFO?

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    4. It doesn’t change that HOUSING Homeless prisoners on release from prison is nothing to do with probation officers. If statutory housing providers will not provide housing that is an issue to be taken up with housing.

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  18. From Twitter:-

    "It was circulated in our community office that prison admin teams were the ones who received the bonuses - not POMs. This was raised in the EoE all staff call and as always carefully ignored by Chief, instead pushing overtime (which our HoS has already refused)"

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    1. That makes sense as they were 'instructing' POs what to do, which isn't in their remit or related to their pay grade. Again, POMs and OMUs prioritising who communicates with the COM by giving it to administrators to do. Another example of how COMs are seen by prisons.

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    2. It wasn’t ignored. The question was answered by Martin Lucas East of England Head of Operations who was on the call. They’re paying these payments to prison staff doing overtime or extra work to recalculate release dates. Not a care for all the Probation staff doing all that excess work on ECSL, Probation Reset and now adding preparing for all the early releases from prison on 10th September. Utter joke!

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    3. Why has overtime been refused? Surely you're not expected to do all this extra work in normal hours?

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    4. It’s not just overtime, they are being paid additional payments for the “higher volume of work” completed in normal hours.

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    5. It was ignored. He addressed overtime payments, not the one off bonus that went to prison staff, and if staff in the community can expect a similar payment. Even the people on the call expressed frustration with this, but it was ignored.

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    6. He answered the question. He answered it with bs and insult

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  19. Wasting money on Band 4 Business Managers. Needed in sentence management but do you really need one for CP and H&S. Also having a band 4 P&Q officer just to pass on work for admin to do, really skilled that!

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    1. Most band 4 business managers do not have probation qualifications. They are mainly trumped up admin managers who were crap at being admin to. Some Band 4 P&Q officers don’t not have probation qualifications either so no surprise performance and quality is crap too.

      The moment they started making all these useless support roles band 4 really undermined Probation Officers who are band 4.

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    2. *too *do not. ffs if you are going to be nasty at least get your grammar right!

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  20. I post the following only because I found it a really good read.
    I feel it may be of interest and thought provoking to others that are interested in significant changes to our criminal justice system.

    https://insidetime.org/ray-says/a-history-lesson-for-our-times/

    'Getafix

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    1. Thanks for posting that link, I would have missed it otherwise, a really good read.

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  21. From Twitter:-

    "Sadly the strategy and leadership in resolving the prisons and probation crisis is one dimensional. Senior leaders don’t recognise the distorted value base which staff struggle to buy into and quite frankly don’t care in my opinion."

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  22. Honestly our senior leaders are so divorced from practice and so used to JFDI that probation does not stand a chance. They have completely lost the hearts and minds of front line staff.

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  23. So public sector workers will be getting above inflation average 5.5% pay rise this year and so they should .But what about our pay deal ? I fear we will be ignored again due to having “agreed” the terrible 3 year deal . I voted yes to taking strike action but doubt even if it does go to ballot that we will get the numbers to get go ahead for strike. We need to be taking a stand- work your contracted hours only - no to TOIL . We all know accruing TOIL is often meaningless as we don’t end up getting time back

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  24. I’m Off. Coming up to 20 years and I have had enough. I have just booked an appointment with a financial advisor and will be looking to leave either the end of the year, or end of the financial year. … I might not ever get rich, but let me tell you it’s better than being a HMPPS Bit£# ….. I’m off to work at a Car Wash.

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  25. I think the challenge is the heart and soul of probation feels like it has been totally lost under the loss of experienced staff and the disaster of TR and the aftermath. Probation has never been without its challenges but right now it feels like the focus is on ticking boxes and doing the bare minimum to get through instead… how is that satisfying for anyone… !? Also with lots of new staff being recruited in the past year or so their expectations and messages around work quality are based current practice which does not help at all. When areas may come out of amber and red measures in the future how will staff cope that have only known the stripping back in amber and red?

    Instead of ticking those boxes to make it look like work is being done on the surface, why isn’t the focus on quality and making sure the work that is done is done well.. the actual assessment and it’s actual implementation. Inspection after inspection they are consistently an abysmal read. How can nearly every area of the country either be inadequate or requires improvement and yet it’s getting very little media coverage despite the imminent releasing of extra prisoners?

    I have come across so many poor ISPs over they years but not like it is now…. but hey they say let’s just get that done, sign it off and hope there isn’t an SFO … oh and if there is one it’s ok because we are all understaffed so the “I didn’t have time and so overworked” applies… it’s just not good enough where is the integrity! Get it done and oooo it looks good in the stats in the monthly performance meeting… wrong answer … equally what’s the point of writing a gold standard one if the subsequent RMP is not actually delivered or utilised…. We are we told to write we will do x,y,z interventions in court reports when we know in reality it won’t get delivered….it’s dishonest to courts and false expectations given to POPs. If the pop gets through their order without breaches it’s terminated as a success… wrong answer…. We need to stop focusing on stats and start getting the dialogue going around what drives us to do our work… why did we get into this work in the first place… what is our purpose and what is our individual and collective WHY. If we can get the pre TR culture, energy and passion back then quality will naturally improve.

    There are so many amazing Officers in the service more needs to be done to keep hold of them as experience is just so so so important within teams to build the confidence, knowledge and foundations in others. I learnt so much training in a team full of officers many many years ago that had been in the service for years - it was invaluable!

    Why can’t the service be more transparent about what is actually going on… or not. We shouldn’t need inspections to call it out but the messages from it can’t be much clearer.

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  26. Look familiar? AEDs office… https://www.gazettelive.co.uk/news/teesside-news/suspended-prison-officer-accused-having-19634512.amp

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