Clients who maintain innocence have always posed a particular challenge, and the following from InsideTime highlights some of the issues involved, particularly around 'risk':-
I was on probation from 2018 until 2026. My main conclusion is that the experience you have in this bizarre process is entirely dependent on your probation officer (henceforth PO). Sadly, I had 10 different POs over these years. The focus of this female-dominated workforce is now entirely on ‘risk’, a long way from the ‘hand to hold on release’ which probation was originally set up for over 100 years ago. This ‘risk’ is monitored by something called an OASys report, which is updated after meetings.
Two of my 10 POs were men, the other eight women, and the ‘churn’ was unbelievable to witness. In prison the POs generally monitor progress and how the prisoner is doing; on the out, they are there to make sure the person they are supervising keeps on the straight and narrow. Many people on probation appreciate this oversight, recognising there is something in them that needs this kind of support. But many don’t, including those like me who maintain their innocence and don’t see the requirement for ‘rehabilitation’ or such intense scrutiny.
It is counterintuitive for POs to endlessly monitor their charges according to a risk criteria based on police or court records, when those records may have been fabricated or otherwise manipulated. This is the Probation Service ‘cleaning up’ after the individual has been put through the wringer of a broken justice system. When this purgatorial waste of time is put to the PO, their training is to say ‘We need to treat you based on the findings of the courts’ – which is the victory of Starmer-era bureaucracy over the humanistic founding principles of probation in Britain.
While nine of my POs may have been objective, care-focused professionals of the old school, I felt that one or two had a specific animus against the crime of which I had been convicted. This suspicion was confirmed when I made a Subject Access Request (SAR) for all notes about me and my case. It made for illuminating reading. While all the POs were reasonably polite to my face, any complaints I made about the system were minimised and even ridiculed in notes going back years.
Early on in my time on licence, I was offered a job as a magazine editor. The employer didn’t ask about convictions. But when I told my PO, she said I had to disclose them voluntarily. When I did, the offer was withdrawn. Just before this happened, in another early probation meeting I reported that I had been in contact with a well-known justice reform campaigner, and had done some media interviews and podcasts about my own case. The next week I had two new, extra conditions added to my licence – not to be in contact with people with certain criminal convictions (how would I be able to know that?), and not to talk in the media about my case. The reason given was that complaints had been received, but I could find no evidence of these complaints in the SAR response.
A year or so into my time on probation in the community I made a new friend via social media, who came to visit me once, staying overnight. She was splitting up with her partner at the time, and he accessed her phone while she was sleeping after she got home, investigated who I was, and reported it to probation. Without being asked, I was given another licence condition requiring me to take polygraph tests, even though I had disclosed to the friend as a matter of course (and we weren’t ‘romantic’ anyway).
I complained about this, and was then in a months-long struggle session with probation about the legality of polygraph tests – which don’t measure ‘lies’, just emotional responses. Still, other POs were excellent, professional and understanding. My time eventually came to a more peaceful, less scrutinised end.
As a result of these sanity-testing, counter-intuitive experiences, I am determined to push that people consistently maintaining innocence be released with NO licence conditions, only having them added if, after proper investigations, it can be proved that there is a real ‘risk’ factor. Because as it stands, while there are good people within probation, it suffers from a victory of bureaucracy over humanity. While people like former Prisons Minister Lord Timpson – who replied to none of my emails – may say that all cases are judged on an individual basis, probation is very much failing to ‘hold the hand’ of the released prisoner.
Whilst I appreciate the experience of the author, it has given me cause to reflect on my own management, I do have to question the changes they’re campaigning for.
ReplyDeleteFirstly they suggest that conditions should only be imposed “after proper investigations”. How would they define this? Who would do these investigations? If they’re suggesting the police have failed to investigate and find the true culprit, which I acknowledge does happen, who would they have doing this.
Additionally they make the point of saying it needs to be “proved that there is a real ‘risk’ factor”. If we’re saying that being found guilty in Court, beyond a reasonable doubt, is not seemingly the threshold for identifying risk, then what is? Who makes that assessment? Is it retained by the PO managing the case, how do they go about investigating it if the court documents aren’t sufficient for ascertaining risk? The effective claim is that a conviction (following a police investigation) is not sufficient, so do we ignore police callout information too?
It’s some food for thought, at least, for the campaigner.
Yeah, I mean why would anyone ever admit to anything ever if maintaining innocence meant you just got released without any license conditions and could just go on your merry way 🤔
ReplyDeleteIt's food for thought all round. I've often wondered how officers deal with cases where there are miscarriages of justice? I have in mind the Post Office scandal all the tragic consequences for many former sub post office contractors who were jailed.
ReplyDeleteAbsolutely Jim, it’s made me realise how beholden we are to the rest of the justice system doing their job correctly.
DeleteI’ve been fortunate enough not to have worked with someone who has been subject to a miscarriage of justice (to my knowledge so far) but I can’t begin to imagine how much this would weigh on my conscience if I did.
Work in probation long enough you’ll come across several that win appeals, overturn sentences, or it being very apparent there has been a miscarriage of justice. Maintained innocence does not stop us helping them through the sentence.
DeleteYes but in prison 99% are innocent, until they’re not!
ReplyDeleteThe line "when those records may have been fabricated or otherwise manipulated" made me chuckle.
DeleteThe idea that we should release people who maintain their innocence without conditions is laughable. In 10 years I'm yet to meet a punter who coughed to their offence. They always "went guilty because my solicitor said I'd get a lesser sentence' or something along those lines.
I'd not deny that there are occasional miscarriages off justice, but the numbers we are talking about are infinitesimally small and can't be used to make what would amount to (further) dangerous changes.
"In 10 years I'm yet to meet a punter who coughed to their offence. They always 'went guilty because my solicitor said I'd get a lesser sentence' or something along those lines."
DeleteReally? Is this what post-tr probation training has produced? Caricatures penned by mcgovern?
Really really. Can't assume that someone who maintains their innocence is innocent because a tiny, tiny fraction of people are incorrectly sentenced.
DeleteIt's important to note that I wouldn't treat someone more harshly for maintaining their innocence and assign unnecessary conditions etc.
DeleteI have never met the author of the piece but have conversed with him a lot on X and various blogs. All he is asking is that you use your discretion to make rehabilitation more effective, even for sex offenders because most of you hate them and I mean proper full on hate.
ReplyDeleteThe mere fact that SO's are rarely habitual criminals ought to give you pause for thought, look at the evidence in front of you. My offence was decades old and I had decades of good character which was simply ignored and dismissed. I am sorry so many of you are blinded by your prejudice and too scared to use your judgement lest a box be left unticked. I don't blame you for the last bit so would I.
sox
A question for the Napo conference and its notable union exec and justice speakers: Is the pending Probation Reorganisation Without Direction?
ReplyDeleteProbation is being restructured again, we’ve been told today. Six area executive director roles are to be replaced by three larger regional groupings, while the proposed title Head of Probation and Transformation raises an uncomfortable question: is probation still a distinct professional service, or being subsumed into an increasingly centralised HMPPS management structure?
Transformation sounds progressive. But transformation into what, and at what cost?
Probation is not a change programme. It is a public service responsible for rehabilitation, public protection, risk management and reducing reoffending. That requires strong professional leadership, clear accountability and a focus on practice.
Combining probation leadership with transformation risks confusing organisational change with the purpose of the service. Efficiency and performance targets are no substitute for effective supervision, professional judgement and rehabilitation. A service can be transformed organisationally while deteriorating professionally.
There are nine fundamental concerns:
1. The status of probation. Does the move from Director General Probation to Head of Probation and Transformation signal reduced seniority, influence or decision-making authority? If probation loses influence over resources and policy, its position within HMPPS is further weakened.
2. Professional leadership. If the Chief Probation Officer’s Head of Profession responsibilities are absorbed into a wider director role, will professional standards and the ability to challenge poor decisions retain sufficient authority?
3. Accountability. Who will ultimately be responsible for probation practice, rehabilitation, risk management and public protection? New reporting lines are no substitute for clear accountability.
4. Local knowledge. Replacing six area executive director roles with three larger regional groupings may simplify the hierarchy, but could reduce capacity to understand local problems, support managers and intervene when services struggle.
5. Resources. The intention is to realign leadership within existing budgets rather than reduce overall headcount. But maintaining headcount does not guarantee adequate frontline staffing or management support. Will efficiencies benefit frontline probation or simply create a leaner management structure?
6. Outcomes. What improvements will the restructure deliver in casework, staff retention, supervision, training, rehabilitation and public protection? Without clear targets and independent evaluation, efficiency claims remain assertions.
7. Change fatigue. Probation has experienced repeated structural reforms. Each consumes leadership time and creates uncertainty. How much more upheaval can the service withstand before change itself obstructs improvement?
8. Professional identity. Closer working between prisons and probation is necessary, but their responsibilities differ. If probation becomes subordinate to the wider HMPPS agenda, its contribution to community supervision, rehabilitation and desistance may become less visible. Integration should strengthen probation’s voice, not diminish it.
9. The evidence. What evidence shows this model will address probation’s underlying problems? Independent inspection has identified serious weaknesses in delivery and national leadership. Another organisational chart is not, in itself, an answer.
These concerns are connected. Reduced senior authority, fewer regional leaders and unclear accountability could undermine management support, practitioner confidence and consistent standards.
The danger is that organisational simplicity becomes the objective while frontline staff are left to manage the complexity.
Norris isn’t taking questions but we’ll see what we can put to him and the others. We cannot avoid the questions that Probation needs experienced staff, manageable workloads, good supervision, professional training strong local partnerships and leaders who understand what it is all about. We shouldn’t have to battle for a decent pay rise every single year. At some point, we have to stop treating every reorganisation as progress. The real question isn’t whether we cut senior posts, simplify reporting lines or give people new titles. It’s whether probation is actually better equipped to do its job. If not, are we transforming probation to make it better, or just making it easier to manage or package up? As has been said in previous posts, we need to realign, rehabilitate, refocus and renew probation. There are already plenty of voices discussing this, including these that were posted and well worth a read.
ReplyDelete“Probation as social work”
https://doi.org/10.1177/02645505241241588
“Rehabilitating Probation”
https://doi.org/10.54006/WRDW8386
“Renewing Probation”
https://doi.org/10.1177/02645505261478012
“Refocusing Probation”
https://www.andrewbridgesprobation.com/_files/ugd/b9d8fa_2b53833874cd48fd97e1c219a86babea.pdf
There are plenty more voices out there so don’t stop at these. Just take a look back at this blog over the past few weeks and above all, please, “Listen to the Practitioners”:
https://probationmatters.blogspot.com/2026/09/listen-to-practitioners.html?m=1
Have heard Jim Brown is in the High Castle
ReplyDeleteThe legend is in the building !
DeleteJim Brown is now out of town.
ReplyDeleteMany thanks to those who came along last night - it's always great to meet colleagues, readers and contributors and I did not miss the train.
DeleteDear Anon 14:28 and Anon 14:40,
ReplyDeleteI was trying to read both your comments as the conference opened, and I have to say there’s a lot in them. Probation Reorganisation Without Direction? is a rather uncomfortable question, particularly when some of us are still trying to work out the direction of the last reorganisation.
I agree with all nine of your concerns, Anon 14:28. Professional leadership, accountability, local knowledge, resources, outcomes, change fatigue and professional identity. You’ve pretty much covered the lot. I would have put all nine questions to Alex Norris, but unfortunately he’d already spoken and left the building. Perhaps questions about what probation actually is, who should lead it and what all this transformation is supposed to achieve were a bit ambitious for a novice Justice Minister in the time available. We don’t want to scare him off. He’s already the third Justice Minister since 2024, and we can’t keep putting them off probation before they’ve barely got started.
Let’s face it, nobody really knows what probation is anymore. I get paid around £120,000 a year to represent the interests of probation staff, and even I sometimes struggle to explain it convincingly when Channel 4 puts me on the spot. Imagine how difficult it must be for the people redesigning the service.
Still, we mustn’t be too negative. We’ve got HMIP’s Martin Jones speaking on Friday, and he knows a fair bit about probation because he inspects it. Then there’s Jake Phillips from Probation Journal, who knows a fair bit about it because he writes about it. Surely, between inspection and academic research, we’ll get some answers that have so far eluded both me and the people busy decimating the service.
While we’re on the subject, I’ve sent Martin a quick text asking whether he agrees with Andrew Bridges’ arguments about refocusing probation. Andrew was Chief Inspector of Probation, so I imagine his views on professional leadership, accountability and the direction of the service might be worth hearing. He knows a thing or two about inspecting probation and rating things as “requires improvement”. Does the proposed structure address the concerns raised by those who have inspected the service, or are we simply hoping a different arrangement of boxes will produce different results? I’ll give that some thought over a nightcap. Non-alcoholic, of course.
Then there’s Jake. Perhaps I’ll ask him to help us with the professional identity question. There’s a substantial debate about what probation is for, what good practice looks like and the professional values that should underpin it. The articles you’ve linked on probation as social work and renewing probation are published in Probation Journal — and Jake’s the editor! Surely that’s a conversation worth having. How do those arguments about probation’s purpose and professional identity sit alongside a structure increasingly concerned with transformation, performance and the wider HMPPS agenda? Do we want probation to have a stronger professional identity, or are we gradually making that identity harder to distinguish? These are important questions. Perhaps we can squeeze them into Friday’s fringe meetings.
As for the new structure James McEwan has produced, I haven’t actually seen it yet. Its release coincided rather conveniently with us all being up in Newcastle. We’ve received nothing from UNISON or GMB either, as we’re a bit persona non grata with them at the moment. We’re objecting to that piss-poor 5% pay offer, while they’re not. Funny how these things work.
Cont …
From what we know, the new structure does rather sound as though it’s been designed on the same fag packet Chris Grayling used for Transforming Rehabilitation a little over a decade ago. That went well, didn’t it? We spent years trying to repair the damage, and now we’re back for another grand exercise in transformation. Apparently, this time the answer is to replace six area executive director roles with three larger regional groupings and give the national job a new title. Nothing says professional renewal quite like fewer regional leaders and another change to the letterhead.
DeleteI’ve still got a bit of Grayling’s TR cake left in a cupboard somewhere. Perhaps we should send James a slice as a reminder of what happens when grand plans get ahead of professional reality.
We do need all the things you’ve mentioned. Experienced staff, manageable workloads, proper supervision, professional training, strong local partnerships and leaders who understand community supervision. It’s not helpful to be told that the service is undergoing yet another exciting transformation when frontline staff are still dealing with the same old problems. A new reporting line won’t reduce a probation officer’s caseload, create more time for supervision or magically improve rehabilitation.
And Anon 14:40, of course, we need to realign, rehabilitate, refocus and renew probation. I’ve made plenty of notes from the articles and reports mentioned above. There’s a wealth of material there, and it would be a shame if we didn’t engage with it properly. Whether I’ll have time to cover all of that in my Friday address is another matter. We don’t want to get too heavy with members before the evening entertainment. Gary from Rock Warehouse is doing the music, after all. A too detailed discussion about the bleak future could put a bit of a downer on the disco.
We’ll be back on Saturday morning, hangovers permitting, with Jim Barton, Director of Probation. At least we can ask Jim (Barton, that is, not Brown, whom I missed at the Mile Castle this evening) what adding Transformation to his title actually means. Is there a clear professional vision behind it? Where’s the evidence base? What does the new structure mean for localism, professional leadership, accountability and the balance of power between prisons and probation? How many actual frontline Probation Officers were consulted?
I agree that we’ve had enough transformation, reorganisation and change to last a lifetime. We even sold Napo HQ in the name of cutting costs, so we know a thing or two about restructuring. Whether all this organisational upheaval actually makes probation better, though, is apparently still an open question.
I’m sure members will have plenty of questions, and I hope they get the opportunity to ask them — and receive some proper answers. After all, if we can’t discuss the future of probation at a Napo AGM, with all our friend as guest speakers, where exactly are we supposed to do it?
I hope you’re awake at the conference. Remember to vote.
Kind regards,
Ian
https://www.napo.org.uk/agm
Deleteian who?
DeleteLooks like IL satire!
DeleteIan T Loper, I suspect
DeleteThe reference to the Subject Access Request is particularly interesting, especially now we’re using Justice Transcribe.
ReplyDeleteGood luck making sense of those records when every interaction can be transformed into a huge, beautifully constructed narrative under the CRISSA model, complete with impressive terminology, flowers and sparkles, but potentially bearing little resemblance to the conversation that actually took place!
There’s a serious issue here about accuracy and accountability. A professionally worded record isn’t necessarily an accurate one, and AI-generated narratives can give an impression of analysis, intervention and meaningful engagement that may not reflect the reality of the appointment.
Of course, PPs remain responsible for checking and correcting what is recorded, but that requires proper scrutiny rather than simply accepting something because it reads well.
These records can be disclosed through a SAR, relied upon by future practitioners and used to inform assessments and significant decisions about people’s lives.
Surely the priority should be an honest, proportionate account of what was actually discussed, not how impressively we can describe it.
A lengthy record doesn’t necessarily demonstrate good probation practice, any more than a beautifully written account of an intervention proves that the intervention actually happened.
Probation practitioners have to work within the findings of the court. We cant reinvestigate every conviction or disregard it just because someone disputes the outcome. That would be neither realistic nor consistent with our responsibilities.
ReplyDeleteBut neither should maintaining innocence prevent somebody from being treated fairly, making progress or benefiting from meaningful supervision.
There's a distinction between accepting the legal basis on which we're required to supervise someone and assuming that their continued denial tells us everything we need to know about them.
We can work with people on relationships, boundaries, behaviour, decision making, stability and the circumstances that may contribute to future harm without necessarily requiring an admission of guilt. We can (and should) also recognise positive changes without pretending that risk has disappeared.
Equally, an admission of responsibility doesn't automatically demonstrate reduced risk.
What concerns me about this account is the number of practitioners involved. 10 probation officers over 8 years is a huge amount of disruption. How does someone establish trust or experience consistent supervision when the person responsible for their case changes so frequently?
And how does each new practitioner develop an independent understanding of the individual rather than becoming increasingly reliant on the interpretations recorded by those who came before (including the time to wade through an AI generated contact log to try and determine what's been said or done!)
That makes the author’s experience of reading their probation records particularly revealing. When practitioners change so frequently, the written record can become the dominant account of who someone is, rather than simply a record of what has happened.
We should be able to justify what we record about people. There's an important difference between documenting behaviour that gives rise to legitimate concern and allowing frustration with someone’s attitude, complaints or continued denial to colour professional assessments.
Someone can be difficult to engage, challenge our decisions or disagree with the system without those things necessarily constituting evidence of increased risk.
Of course, there will be circumstances where particular behaviour genuinely is concerning. The point is that we should be able to explain why, rather than simply label it. And surely that's what professional judgement is supposed to involve - examining the evidence, considering alternative explanations, recognising uncertainty and making proportionate decisions that can withstand scrutiny.
The current emphasis on risk assessment and prescribed supervision packages makes this especially relevant.
Risk assessment is necessary, but it's not an exact science. Nor should an individual’s progress be reduced to whether they acknowledge an offence or produce the responses we expect to hear.
We need to be able to recognise meaningful change, identify emerging concerns and distinguish between the two. That requires continuity, professional curiosity and sufficient time to understand the person being supervised.
I also find some of the dismissive responses to this account disappointing. We don’t have to accept the author’s interpretation of every event to recognise that their experience raises legitimate questions about consistency, proportionality and the way professional decisions are communicated.
Protecting the public and treating people fairly are not competing responsibilities. Both depend upon sound, evidence-informed professional judgement.
And perhaps the real question is whether our increasingly prescriptive approach to supervision gives practitioners enough opportunity to exercise that judgement, particularly when somebody’s circumstances don’t fit neatly into the categories we use to assess them.
“10 probation officers over 8 years is a huge amount of disruption.”
DeleteIs one probation officer meant to stay in the same place for 8 years? Does the salary support that?
I don't think the author is blaming the individuals involved for their decisions to move on, rather that the system itself promotes the churn. I happily worked for 10 years in the same office...arguably my workload became more stable and less demanding because my caseload was stable and I didn't have to constantly read past case records to understand the person. I loved the continuity...writing their PSR, supervising the order, seeing them through custody and then through their licenses.
DeleteI then saw a change...I was prevented from seeing people in custody, cases only allocated just before release, a tendency to assume video links served the purpose of a prison visit, cases constantly being reallocated to PSOs as they were no longer "risky enough" for me to continue holding them, constant recalls, not being able to write PSRs even for people I'd worked with before, increasing my workload again due to the necessity to speak to the court PSR writer to inform the report, inappropriate proposals in PSR, people being massively over-risked and over scrutinised...people would come to me from other officers who had left suspicious, unhappy with decisions that i often also disagreed with but couldn't openly admit to.
So yes, I moved on too from a job i had previously been very happy in. I contributed to the churn...but I blamed the system for creating my employment dissatisfaction
Back in the day, I wrote a PSR on an RSO……he got ten years, I managed him throughout the ten years in custody and then on a further six years in the community………he accepted some guilt some he didn’t, we had a number of discussions related to guilt and responsibility……..we knew each other well enough to challenge when necessary……..I accepted when I was wrong and didn’t adapt the I know best attitude…….apart from holidays I was the only PO that he saw throughout that time……for me, that level of contact and engagement worked.
ReplyDeleteBack in the day there was also no internet, smartphones or equality act!
DeleteNo there was definitely internet,smartphones and the equality act in 2005,
DeleteSome progress is good, some is bad, as it always has been. We used to have more stability in our caseloads, recalls were much rarer and we used to write PSR's on our own cases, which obviously made sense. Cases now get moved around so much more now officer's move locations, get (very quickly) promoted, longterm sickness, housing instability means offenders are moved because they've moved postcodes, then we get reset, final 3rd, now many cases that were under PSO supervision can now only be managed by PO's due to the new Tiering. Change, change, change, change, I'm so very bored of everything changing...
Deletehttps://www.theguardian.com/commentisfree/2026/oct/16/britain-addicted-prisons-crumbling-probation-service
ReplyDelete'Getafix
Britain is addicted to prisons. Our crumbling probation service proves they don’t work
DeleteThe current system is unable to quench the public thirst for locking people up – and certainly doesn’t ensure proper care once they are released
Public services need more investment across the board. Every day, another wretched story. Look at the Institute for Government’s (IFG) Public Services Performance Tracker for a plain assessment of A&E corridor care, councils struggling to meet the demands of social care and the Send system, the courts backlog, GP caseloads or families lost in temporary accommodation. A chancellor approaching a budget is besieged by need. It’s easy for us journalists to pick out shock stories and claim each one is an absolute priority, but how should a chancellor choose?
Today it’s the probation officers, whose conference in Newcastle is launching a ballot for industrial action. Their caseloads overflowed long ago, but now thousands of prisoners released early – 2,000 this month – have been thrust upon them. The responsibility is overwhelming, with officers blamed for crimes their clients commit.
The probation story is told in scores of reports: the National Audit Office found the service running on half the staff needed to cover released prisoners. It also reported failures in electronic tagging, echoed by the IFG reporting only 55% of tags were fitted in time. Napo, the probation officers’ union, blames the problems on awarding contracts to the lowest bidders at prices that mean the job isn’t done properly.
The number of offenders charged with serious further offences while on probation has increased, with the public accounts committee blaming staff shortages. Vacancies leave probation services 25%-30% below target levels. The government is training another 1,300, but that’s not enough, says Napo, considering the high dropout rate once recruits discover the abuse, threats and stress of the work, alongside the fact that the most common cause of staff sickness is mental ill health.
The sheer impossibility of their caseloads caused the government to abandon any attempt to say what their caseload should be, so the “workload measurement tool” was abruptly ditched in September just before the October raft of new prisoner releases. There is no point in stating an official workload standard that can’t be met.
Eleven hostels and seven halfway houses, places that help probation officers supervise released prisoners, have just closed for repairs and because of a lack of staff. Drug addiction and mental health problems untreated in prisons, coupled with cuts to education, training and rehabilitation, make prisoners even less prepared for release.
The probation system was broken by a disastrous privatisation when Chris Grayling (who banned the sending of books to prisoners) split it apart into 21 private companies, with the workforce organisationally divided in two. Private companies only handled offenders judged low to medium risk, while the most serious offenders remained under the control of the state. Companies under-invested, experienced staff left, and none of the innovation promised was delivered. After this ideological privatisation was abandoned in 2021, the probation service never recovered.
The lord chancellor is set to address the probation officer’s conference. “But please,” says Napo chair Ben Cockburn, “no bullshit. Don’t tell us how well we do an exceptionally difficult job. We know that.”. Napo rejected a 5% pay offer on the grounds it falls far behind equivalent offers to workers in local government, police and social work. Under planned industrial action, Cockburn says probation officers will work to contract and refuse unpaid overtime. That, he says, will cause collapse.
What probation officers need immediately is reduced workloads, pruned to the riskiest cases, leaving less serious cases unallocated. “Put the service into special measures,” Cockburn says. He also wants the courts to stop piling on more cases until there are enough staff to cope. “We are firefighting from one emergency to another,” he says – or called away to someone in a police cell, or to a paedophile found dating a woman with a child, or a domestic violence case.
DeleteCutting workloads for probation officers is only a short-term solution, one that avoids the real question. Why is there an ever-rising prison population, despite the sustained, multi-decade fall in crime rates?
“We are addicted to prison,” Cockburn says. In his view, probation works when officers have time for long-term working relationships with offenders. “It’s the best job in the world,” he says, recalling the journey of one prisoner who had committed a terrible crime as a young man. “I saw him in prison, knew him for 15 years, with time for therapeutic work.” But, these days, that’s so rare. “Someone now might see eight different officers, retelling their story over and over, creating no trust.”
Why build more prison cells? An inspection of a brand new private prison, HMP Millsike in East Yorkshire, found it unsafe due to a lack of experienced staff, as well as chronic staff shortages. Even at its opening, it was “chaotic”, lacking basic processes for important things like locking doors and counting prisoners. Hundreds of cells are still empty because of a lack of officers.
Polly Toynbee
I’m not convinced that calling for probation to be put into special measures is the right strategy. It focuses on framing probation as a failing service that needs hope, help and government intervention and restructuring, rather than exposing the consequences of years of underinvestment, excessive workloads, poor pay and difficulties retaining and recruiting experienced staff.
DeleteThe priority should be a sustained campaign for better pay and conditions, manageable workloads and the resources needed to deliver an effective service. These are the measures that would help retain experienced staff, attract new recruits and improve outcomes.
Calling for special measures risks handing the government the justification to restructure the service on its own terms, potentially with union consent, as happened in the past, rather than forcing it to address the issues that have brought probation to this point.
Let’s not allow union failure to hand over defeat. Probation needs investment, not a declaration of surrender. The unions should be using their collective strength to demand the conditions necessary for the service to succeed, not inadvertently strengthening the case for further government intervention.
Reading Anonymous, 15 October 2026, 23:04 — satire or not — while the AGM sabre-waves and applauds, this is the reality. The question is whether union leadership is prepared to fight for the future of probation and the people who deliver it, or whether it is helping to pave the way for another government-led restructuring.
Napo = support government restructure 💯
DeleteI feel like NAPO pushing for industrial action is what the government want to shift things in the direction they want to but can't do under current conditions/legislation. The pay has been crap for years and caseloads have been through the roof for years as well so why now? I don't recall any probation union ever calling for industrial action. I also find it interesting that the higher ups who obviously aren't affected are making it known that they are going to union meetings and seem to be part of this government agenda to push staff to industrial action..
ReplyDeleteAn excellent opportunity to have the yard-sale the political classes have been hankering after for decades ; update the staff complement with a lower paid army of tech-savvy keyboard warriors who are more than prepared to tag & breach without losing sleep while rewarding the upper echelons of lickspittles & 'yes, ministers' with fancy titles & bonuses for "solving the probation problem" ... aka finally dismantling & dismembering what remained of the once-noble probation service.
DeleteUnfortunately I fear it ain't too far from the truth while napo falls into yet another bear trap. Any political currency &/or tactical leverage napo might have had in the bank was squandered years back when they capitulated over the tr debacle & signed those worthless staff transfer agreements, throwing hundreds under the wheels of so-called "progress".
innocence & risk takes a new turn & is now being weaponised by alleged perpetrators:
ReplyDeletehttps://www.bbc.co.uk/news/articles/c674pz3l0e73o
"An individual described as "well-known" has asked London's High Court to prevent two media organisations from publishing "serious allegations", including of a sexual nature, against him... The court heard he had submitted medical evidence saying that if the allegations were made public this would "almost certainly" lead to him "attempting to take his own life", and that the prospect of publication had already led to two suicide attempts.... As well as denying the allegations, the individual responded with medical reports stating that there was a risk to his life if the information was published."
Many *not very* 'well known' people suffer these kinds of indignities & pressures across the justice system on a regular basis but no-one gives a flying fuck about 'protecting' them.
I recall a care worker being sentenced for drink-driving & asking the court (through their lawyer) not to be named as it would mean the loss of their job, a job they could make arrangements to continue despite not having a driving licence. The spiteful local reporter made it a front-page story, the care worker immediately lost their job & a few weeks later was found unresponsive in a local park. They died two days later. The person they were the regular carer for was so distressed by events that they took an overdose &, whilst not dying, suffered significant consequences.
Two-tier justice, m'lud?
If probation is failing it’s because it has been designed to fail so that it can totally restructured into UK Corrections Agency……
ReplyDeleteI agree. Nothing is ever by accident! It's been a slow kill for years testing the water with different agencies/approaches getting all their data back. CRC was just another data collection exercise and got rid of a lot of staff they didn't want! They definitely want a much tinier service with less staff dealing with only the riskiest people. Now they are ready for the big restructure!
DeleteSpecial measures and industrial action that’s the way ahead! Mr Smith your PO is on strike meet your temporary PO Sgt Major Jones! The offenders would get a nice surprise discipline, punctuality, focus, appropriately reasonable objectives and they would certainly know who is in charge. In the woke service of today the offenders just sit back and laugh knowing there is limited pay back for non compliance and solicitors use the overwhelming caseloads to defend their clients using every trick in the book for the magistrates to dismiss the breach.
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