Showing posts with label ACO. Show all posts
Showing posts with label ACO. Show all posts

Sunday, 12 February 2023

Lets Find Someone To Blame

Here we have the first indication of how the MoJ intends to deal with the probation problem, helpfully outlined in this Telegraph article yesterday:-

Probation officers face annual spot checks after series of blunders

New checks on officers' abilities to protect public from violent offenders come after 'unacceptable' failings led to murder of Zara Aleena

Every probation officer in England and Wales faces an annual check on their ability to protect the public from violent offenders after blunders that led to the murders of two women and three children, the Telegraph can reveal. All 18,000 probation officers will undergo a spot check where at least one of their offenders’ cases chosen at random will be reviewed by watchdogs to check they have made an accurate assessment of the risk to the public, and that they have in place all the necessary safeguards.

Staff in London will face six-monthly checks after a series of devastating HM inspectorate reports found “shocking” standards of supervision across the capital and “unacceptable” failings that led to the sexual assault and murder of Zara Aleena, a 35-year old law graduate. She was killed by Jordan McSweeney in a random late night attack in Ilford, east London, just days following his release from prison after probation officers wrongly classed him as medium rather than high risk and failed to recall him to jail for breaches of his licence.

It was the second case in a month after inspectors found similar errors with triple child killer Damien Bendall, 32, who was also wrongly assessed as “medium risk” which meant he walked free from court on a suspended sentence before murdering his partner and three children with a claw hammer. The cases prompted Justin Russell, the chief inspector of probation, to warn it was “impossible to say” the probation service was keeping the public safe from released violent criminals because it was “not getting it right” in its “core function” to safeguard society.

Speaking to The Telegraph, Fara Naz, Zara’s aunt who has acted as the family’s spokesperson, said: “A lot of people will say that there are rare people who commit monstrosities and that Aleena was very unlucky. But, actually, her murder was facilitated by a state that wasn’t doing its job.” She said it was important “front line officers aren’t blamed”, but that their managers and the way competence is assessed throughout the system was scrutinised to prevent a repeat of the tragedy. “If I am a manager and my team is operating well, that’s down to me,” she said. “If I’m not doing a good job, then it’s down to the person supervising me. So ultimately, who is accountable? It’s very important that we don’t just blame the probation officers.”

She welcomed the spot checks announced by the Ministry of Justice (MoJ), but said they did not go far enough. She is backing a call by Sadiq Khan, the Mayor of London, for all released offenders rated as medium and high risk and being supervised by the city’s probation service to be reviewed to ensure the assessments are sound and safe.

In a letter to Dominic Raab, the Justice Secretary, and Suella Braverman, the Home Secretary - as seen by The Telegraph - Mr Khan urged an independent inquiry into McSweeney’s case to establish; what was known by prison, police and probation staff; what was done to mitigate the risk; and what more can be done. He also called for increased resources after HM inspectors warned in November that 500 vacancies in London were contributing to a staffing crisis that meant cases “could not be managed properly”, and that the “assessment and management of the risks of serious harm to the public are far from satisfactory”. They found nine out of 137 “medium risk” offenders in London had been wrongly categorised and should have been deemed as “high risk of serious harm”.

Under the new spot checks, any probation officers judged to have got it wrong will have their caseload reviewed, and receive extra training and support. The MoJ said a review of hundreds of “medium risk” cases in London had begun in November. It said urgent work was underway to improve the quality of risk assessments nationally through updated mandatory training for all new staff and strengthened quality checks of risk assessments, while an extra 2,500 probation officers had been recruited.

An MoJ spokesman said the murder of Zara Aleena was an “appalling” crime. “We apologise unreservedly to Zara Aleena’s family for the failings in this case,” he added.

--oo00oo--

Meanwhile, this is the reality as expressed by someone yesterday at 21:46:-

All I can say right now is it's exhausting. Not so long ago we were all accused of being risk averse! Now it's the opposite and we are threatened with exposure and SFO's if we don't tow the line, do everything perfectly, tick all the boxes, send people back to custody or breach them after two failures even though they are homeless and struggle to remember what day it is. 

We are supposed to pull rabbits out of hats and wave magic wands to get people housed when there is no housing, get their mental health back on track when that service is pretty broken, sort out their relationships, mend their broken lives and heal their trauma, we basically have to do it all whilst chained to the computer screen churning out endless reports and doing mindless e training to show we have covered our arses when the next SFO comes in. The task has become impossible and meanwhile the new PQiP's fill up the desks that the experienced staff have vacated when they implode and go off with stress. 

I have never felt so exhausted in the job, I was even hoping I might get thumped the other day by an angry 'pop', ridiculous term, as I could at least have taken a few weeks off. Can't see me lasting too much longer at this rate. Used to love the job and spent most of the day seeing the punters, doing home visits, proper prison visits, going to various meetings and a bit of computer time but now it's become a sedentary desk job interspersed with trying to pretend I can actually do RAR days and supervise people in the 10 to 20% time that's left over! How can that be right? The idea that some PO's can manage caseloads of 60 or 70 is frankly ridiculous. We have very little admin help and the time it takes to negotiate all the bureaucracy is ridiculous. 

Management solution to coping with the crisis is to pile even more pressure on us. It's frankly ridiculous. PO's need more status and far more support. Start respecting us, listen to us and do what we say will work, bottom up and not top down. I have no respect for the ACO's that hide away pumping out more bureaucracy. They should have a few cases allocated to them so they can see the reality and how much time supervision of just one case can take up. Give all the ACO's and SPO's a couple of token cases and watch the colour drain from their faces, especially the SPO's who moan that they are not earning much more than a PO! Do they think their job is any harder? 

This is a bloody tough job, you have to be incredibly resilient to cope, yet maintain compassion. Sadly that compassion is lacking in the service as a whole. We are treated like robots and when we crack we will be shoved out into the junk yard because the service thinks the new PQiP's will be more malleable. Sadly they will likely use the service as a stepping stone and move on when they realise the dream job they were sold was a lie.

Monday, 9 December 2019

The Probation Reality 2

Following on from Friday's extensive media coverage of the McCann case, many staff in NPS will be returning to work today with an understandable sense of dread and foreboding. Morale is at an all-time low and it is to be hoped that at the highest level it will be accepted that along with TR and drastic cuts, putting probation under the control of the prison service  as civil servants has been a disaster. 

The profession is crying out for effective leadership with the courage to speak up and call out what we all know to be wrong with the current HMPPS. For probation to be in any way effective it MUST regain its independence!

Not surprisingly, Friday's revelations has caused widespread discussion and comment amongst staff on various public platforms, including Facebook open groups, and I think the following edited exchanges help explain the background and tensions staff are facing on a daily basis:- 

Of four probation staff in the South East and Eastern division who were directly involved in McCann's supervision, one was demoted, according to PA sources. An earlier investigation resulted in one member of staff involved with McCann being dismissed and an agency worker's contract being terminated for "poor performance", although it was not understood to be directly related to the case.


******
I assume this is from the SFO report? And we can assume the “demotion” was a manager. And that’s a selection of serious consequences. But if (just) four POs looked at this case & no-one clocked that an IPP case should be recalled, something is seriously off. What about prison staff? Court staff? ANYONE?


******
I was just thinking the same thing. Usual practice of scapegoat the Probation service

I mean, clearly there are huge failings here. But the amount & volume is more than the responsibility of just one person or organisation here.

******
How does an entire system stay quiet to allow an IPP to be released automatically?
Stinks.


******
The entire system is so woefully underfunded, disconnected & looked at with such disdain & scorn by government and public. It’s shocking.


******
There’s more here than Probation that needs looking at.

******
There is now a policy of alternatives to recall. It's very difficult in the North West to get anyone recalled including IPP.

******
 "Joseph McCann was released from prison after an error by the probation service, sources have said". Since when did we start releasing prisoners?

******
We didn't recall him on his IPP so when he got a further determinate sentence he was released.

******
Except at any point people from all over could’ve called out that lack-of-recall error. Instead of blindly writing out a licence.

******
How did the prison miss it, the court missed it and only probation staff take full responsibility? 

******
It's amazing to think this was missed by court staff, managing PO, OS in prison. How bad must things have been at that office at the time?

******
Hung out to dry again. How come nobody realised he was on licence when he was sentenced to the new offence? And did he have a previous history of sex offences? There are so many unknowns yet again but we are the only professionals ever to be held to account. If we're that important, treat us as such and give us the resources and the wages we need!

******
How did the court miss it when Sentencing him?

******
In my experience the Court relies on information from the Probation Court Officer - an important role which has changed so much!

******
They didn't the judge even mentioned recall in his comments.

******
Typical. The PO gets made the scapegoat.

******
The article says he wasn't recalled against the IPP but instead given 3 years custody and automatically released.

******
Yes. The point is that he wasn’t recalled. That’s the problem.

******
Yes, if he was recalled he would have had to be released again by the Parole Board, not automatically released halfway through the new sentence.


******
I'm a PO and that was a big mistake to miss that recall. It's automatic that if someone commits another serious offence they are recalled immediately. It certainly is in our office, regardless of the new sentence. Especially when it's an IPP sentence. I hate any of my offenders offending on licence. I take it personally if they commit any offence on licence. I have high standards for the people I supervise. I know they can change and expect it of them. I believe in their change and have a lot time for them to help them but if they don't want to change then they go back to prison. I take my public protection responsibilities seriously as do the majority of my colleagues. We have huge successes all the time but someone changing their lives is not news worthy. We only focus on the few that go wrong and the problem with this job is when it goes wrong it goes wrong big time with huge consequences. But we create change everyday in people.

******
I love this and totally agree with the concept of taking it personally. That’s exactly how I feel. This is an excellent post. Focusing on process and the values underpinning a valuable profession. I would have thought that MAPPA would have been involved at release by Parole Board and at the point of offending when on the IPP licence. The court team also have a responsibility. Finally the SPO. Ongoing supervision and reviewing of cases?

******
Feels like a big systems error and there should be an enquiry.

******
That's how our work should be. We need to care. Really care for our offenders and the communities we serve. The offender will know as soon as they meet you if you care or not. If you don't care then why should they.

*****
I work as a police offender manager and I’m constantly battling with probation officers to get offenders recalled because they are reoffending and their risk is increasing. The latest one was recalled only after being charged with 5 burglaries. 5 more unnecessary victims of crime after his ‘divert from custody’. It’s a joke!


*****
Recalling without a new charge isn't that straight forward. NOMS will often overide the decision to recall. Rather than blame OM's in different bits of the service we should try to gain a better understanding of the limitations of each others roles and responsibilities.

*****
Part of his licence says be of good behaviour among a number of others such as drug testing, driving a stolen car, no insurance, no licence etc. positive drug tests. Oh but his index offence isn’t burglary they said. Yep the car was stolen from a burglary?! No recall, divert from custody. Like I said it’s a joke.

*****
To be fair, there are often times the PO holding the case WILL want to recall but will be blocked by people higher up the chain.

*****
I agree but we have monthly meetings and we spell it out to them SPO’s that this particular person is going down hill and will reoffend guaranteed hundred percent. They could recall purely on the fact they haven’t kept appointments. But no, we need a charge sheet so basically they are saying reoffend then recall. Prevention is better than cure surely not?Sorry but it’s broken it’s become a joke.

*****
Please don't blame the front line Probation staff - blame the system and the upper decision makers. I worked in IOM for a number of years and would have recalled more than I did if allowed but I was prevented from doing so due to policy and governmental directives.

*****
I certainly understand your frustration. I think after recent events the pendulum is going to swing firmly back into the enforcement sphere and we will likely see recalls increase.

*****
It's not an SPO that signs off a recall it's an ACO and even with 3 people in Probation agreeing, NOMS can reject it. Which is why l said rather than playing the blame game we should try to get better today of the limitations of our roles. I've recalled a HROSH client for behaviour and had the Police ask me why? This Police against Probation just creates division not unity.

*****
I don’t blame front line staff generally but I have come across, let’s be honest here, lazy and indifferent officers who are treading water. Other probation officers have pointed this out to SPO’s who have took no action. I’ve witnessed one playing candy crush during a consultation!

*****
The thing is the prisons are at bursting point and not fit for purpose.

*****
Again, in the interests of fairness there are also some Police OM’s who don’t quite make the grade, are slow at providing intel, don’t attend shared meetings as promised and so forth - and I say that as someone who is a big supporter of the Police. I agree completely with Xxxxx above. We are all on the same side! We are all facing the same challenges and difficulties and one of the ways to change this is a fundamental shift in the way we work together.

*****
Every point you raise is valid but just goes to illustrate that this problem is bigger than either of our respective agencies.

*****
I have never said we are perfect, far from it, but if an offender commits an offence whilst on licence it’s not the police’s fault. We did our job in securing a conviction in the first place for the original offence job done. It’s down to the probation and prison service to protect the public from that offender till end of licence. It really is as simple as that.

*****
Usually I would guess the police would want every one to be returned to prison for suspected behaviours, but clearly we know our justice system does not allow for suspicion-based convictions. I'm guessing this would also be for return to custody, and that would have it's own criteria to be met?


*****
It's unprofessional for you to criticise your partner agency in open forum.

*****
I’ll criticise in open or closed forums. I often do and it’s about time people got from behind their computers, got a grip of offenders who openly laugh at and play the ‘system’ and do what their job description says and protect the public,instead of pandering to faceless bureaucrats.

*****
It’s rarely the case with IPPs though.

*****
I’ve seen IPPs get recalled for intentionally being late for their curfew. No change in risk. But all they know is prison & probation were so tight in IPP issues. So for an IPP to *not* be recalled, especially on a similar offence, is what’s so drastically wrong.

*****
People not being recalled on standard licences is another matter. Especially given the state of prisons. However I can see why a multi burglary offender not being recalled would be worrying/frustrating. Equally as a police officer, you’re not at the point of conviction.


*****
And no, prevention isn’t better than the cure in this case. We know prison doesn’t work.

******
There would be a lot less victims of crime had a number of offenders been recalled to prison to serve their sentence instead of being let out half way through to be supposedly managed in the community. A community full of drugs fellow offenders and broken families just ripe for them to re offend.

******
Yes let’s just lock them all away & throw away the key.

******
Not at all, create proper prisons with great facilities and learning possibilities I’ve worked with offenders whom the last thing they need is a custodial sentence. However I’ve also worked with a number of offenders who regardless of what you do to them (you could give them an all-inclusive holiday in the Maldives for six months) they will still continue to re offend as their social environment is broken. I’ve worked with these people for over 30 years now.

******
So if people don’t have a “proper” social environment we throw away the key? For every offender who chooses to burgle someone’s house or rob an innocent person going about their business or who decides it’s ok to drive a car with no licence insurance and on drugs (all whilst on licence) there are so many people who don’t? And strangely enough they also live in this very same social environment.

******
Perhaps you need to also remember it is the perpetrator who holds ultimate responsibility for their actions. Placing blame on professionals trying to do an extremely difficult job, in impossible circumstances, is unhelpful and unfair.

******
If it was that simple we wouldn't be having this discussion and when you say 'well the Police have done our bit by securing the conviction' again it creates division and is actually not true. The CPS secure the conviction the Police investigate and provide the evidence. We all are responsible for a different element of crime prevention. When l was an IOM PO l often had Police colleagues complain about the lack of recalls. One day my colleague and l worked with our Police colleagues to support them understand the process and evidence threshold we have to meet to get a recall agreed when we recall for behaviour. No surprise they stopped complaining once they had a better understanding of the complexity of a recall. The other issue that the Police often aren't aware of is if we recall purely on behaviour or they are on Police Bail awaiting charge, that client can lodge a case in High Court for a Judicial Review to challenge us, the individual PO. Not CRC not NPS us the individual. I've had that threat twice and it's not a walk in the park to have your professionalism pulled apart in court because you've made a decision based on information from a partner agency who incidentally often isn't called to give evidence during the Judicial Review or if they are they hide behind their agency. Greater understanding is needed all around.

*****
I’m sorry but SPO’s and probation officers who have an offenders risk of re offending clearly pointed out to them evidence based who fail to act should be held to account especially by victims of crime who sadly get overlooked.

******
Why should it be PO and SPO's when I've told you it's an ACO who has to authorise a recall not a PO and SPO and again this comment shows how little you actually know about Probation Practice. Thanks to the Parole Board going against Probation and Prison recommendations not to release the Black Cab rapist, in the event of an SFO an ACO will share the findings of an SFO Review with the victim. And victims are not overlooked. There's a whole section on the Recall Report that focuses just on the victims. Maybe you should offer to actually work alongside a PO who is considering a recall, like the Police Officers l worked with did to increase your understanding.

******
I've often had Police wanting recall on information that isn't going to lead to a charge, without considering the implications of this legally. If there is enough evidence to recall because they have done it then there should be enough evidence to charge for the new offence.

******
I’m sorry but a licence says you should be of good behaviour and if you're not then you are in breach of it and should receive a warning then another then one more then recall. What part of testing positive for class A drugs driving around in a stolen car without a licence no insurance constitutes good behaviour? It clearly doesn’t. You wouldn’t, I wouldn’t do it and neither would a most people I know. So how the hell can someone half way through a prison term get away with it and not be recalled? It’s madness.

******
There is dodgy practices and people on all professions. Don't judge us all by some bad practice. If you're on licence and you offend then there should be a sanction of some some sort. If your offence is a risk to public, then there should be a recall. If this doesn't happen then I'd speak to the SPO, or Head of Service or Divisional Director. But we may be taking action such as increase in frequency of reporting, warnings, direction to agencies etc. A recall is important but often only a temporary measure. We look at the longer term change that is needed and a 14 or 28 day recall may not have any impact and make them more angry have more hatred to agencies and ultimately more risky. Probation Officers walk a very delicate line, we have to get alongside people to help them change but also manage their risks and protect the public. All these issues are very complex and we all do very difficult jobs so we must work together rather than point the finger. I have a story where I can point the finger. Someone committed a further offence, no one told me, not the police, not the court. Mistakes happen on all sides.

******
Thankfully for me it was an IOM Police Officer who got her Police colleagues to understand what was happening to me and no surprise the 17 open robbery investigations were dropped one by one and he was released from the recall. I made it clear if l had been called I'd have told the High Court who exactly in the CID had provided the information about the alleged Robberies and let that person be scrutinised in open Court.

******
I have attended many oral hearings and I think the Parole Board are rigorous in their assessment of risk of harm to the public. There needs to be a body independent of probation. We all have different agendas and beliefs. The police want to lock them up and keep them locked up, probation's job is to manage that risk and also to rehabilitate, we believe people can change. But I also know we need an independent arbiter for the public to assess risk that they pose. I think the Parole Board actually do a great job and play a vital role. We need checks and balances in the criminal justice system.

******
I was involved in a case where the offender constantly breached his licence but his PSO refused to recall to prison. Two weeks later the offender bludgeoned someone to death.
I'm sorry to hear this. We do have to justify our recall. There is also government guidance pressure they we have considered alternatives to recall, ie warnings, increase in reporting, direction to agencies such as drug /alcohol. So although we may not recall we have to consider other options. It may look like we are not doing anything but we are. Obviously your example was very sad and it must feel frustrating for you. But I know we take public protection very seriously. I take guidance from the police very seriously in my decisions. I'm shocked that others may not.

******
I am very aware of the guidelines. The offender constantly breached his licence and was a dangerous person. When I constantly reported it I got told I was stupid and couldn't assess risk.

******
That was shit. I remember how we were told not to recall.

*****
That's the thing though, we could of recalled him.

******
That's dangerous practice. We should all be respecting each other and listening to concerns from the police. I'd raise it with their SPO and if not satisfied the Head of Service and if still not satisfied the divisional director. There is no excuse for that.

******
Just read the article and noticed it was a CRC that was managing the case you mentioned. I work for the NPS. The public owned part of the service. The Tories privatised 70% of the service when they created the CRC companies to fit their ideology. Each company is different. I worked for a CRC for four years and they were quite arrogant when they came in not humbly wanting to learn from us but quite brash and looking at Probation and all we did previously as wrong. They cut staff and the service to the bone. They created tiers of people that you know would not know what they did. All monitoring what you did and analysing data. They de-professionalised the service completely. They believed that we were all lazy and didn't understand what we did. It was like working for Top Shop, there was us on the shop floor and those at head office, a huge divide. They brought in dangerous structural changes that failed and within a year it was all changed back to the public sector model following a disastrous inspection. Many SFOs, more created victims from a failed policy. I left because if felt like I was working for a sales company rather than a public service. Complete focus on targets. I never heard managing risk mentioned. It was all about the targets they needed to meet not to lose money. When I started back in the NPS it was breath of fresh air focusing on risk and managing it.

Wednesday, 1 March 2017

Latest From Napo 138

Thanks go to the reader for forwarding the following from London Branch:-

JNCC Report Back 17th February 2017

Introduction

Since the last branch meeting on the 18th November there have been several scheduled JNCC meetings with LondonCRC (LCRC) although one was cancelled on 3rd January. The frequency of meetings reflects the rapid pace of change and reorganisation within London CRC as well as a willingness on MTCnovo’s part to recognise consultation with the unions at a local level as a high priority. All meetings apart from the last one were Chaired by Helga Swidenbank with the last one being chaired by John Biggin who is a newly appointed Director.

Estates Moves and associated developments

One thing you can rely on in LCRC is constant change with offices closing and staff relocating whilst trying to get the work done. Napo was active, for instance, in intervening in the case of the Hackney office closure and the then proposed move to St John Street (this has happened and we are monitoring progress) to try to minimise the impact on staff, for instance by suggesting that some staff could have been relocated to Cambridge Heath Road, and highlighting ongoing concerns and unanticipated issues.

The LCRC SMT recently visited Birmingham for a model office workshop with a company called Kinnarps who’s tagline is ‘We believe in making life better at work’ Napo has no issue with that particular aspiration. Feel free to check them out at 


http://www.kinnarps.com/en/uk/InteriorSolutions/KinnarpsBenefits/ 

The SMT were inspired to do something similar in London and the unions were invited to a presentation Kinnarps. The initial idea is to create a model office at Huntingdon House and then use the learning from this throughout LCRC – watch this space. Early plans include a café style reception with free Wi-Fi and modern interviewing facilities. The plans for office space looks modern and of a good standard with different areas to work, meet, have a break and a chat, and even facilities to make a private phone call. We will of course be keen to promote staff welfare and ensure the planned good facilities do not suddenly decrease or mysteriously drop off the plans. Fingers crossed.

Equality and Diversity

Concerns were raised regarding the restructuring of the E&D team that appeared to disappear overnight. The SMT assured unions that they are taking E&D seriously and a new Inclusion Manager is being recruited with union input into the JD – appointment imminent at time of writing.

Napo have continued to work with senior managers in the PDL department regarding the Reasonable Adjustment Policy. SMT recognised in response to concerns raised by Napo and other unions that reassessment of all RA is needed and acknowledged this is a large piece of work involving HR and H&S. LCRC H&S department despite having few administrative resources has somehow managed to complete the Herculean task of completing all the online DSE assessments that identified many staff who require new RAPs. The publication of the new policy is now overdue but we are hope to have this shortly.

HMIP Inspection

Clearly the big news for LCRC was the anticipated critical inspection report from HMI. The themes of concern were caseloads, unseen cases, leadership and management. No real surprises.

To an extent LCRC has already begun to address these concerns by bringing in outside help and listening to employee representatives regarding modifying their operating model and taking other actions as part of a comprehensive Change Plan to try to form an organisation that is more likely to succeed in reducing reoffending (or at the very least capable of carrying out our core work well) in London. Dealing with the aftermath of critical inspections can be difficult for staff who may feel unfairly blamed for faults that might be traced to the decisions of others further up the line.

Change Plan

Whilst there have been concerns about how performance management has been managed other changes such as the return to a more geographical based organisation with local managers, caseload smoothing, staff training, and clearer lines of management and accountability have broadly been welcomed across LCRC. Local and national Napo and other union colleagues have been working with Paul McDowell and his team in respect of what is considered necessary reorganisation and change to advise them and hopefully help ease the impact, on those at the frontline. We welcome the recruitment of more frontline staff.

Concerns were raised at our last branch meeting, regarding both the execution and the perceived transparency of the performance and talent management process, and Napo requested information and an explanation of process. We will continue to pursue the promised information regarding this that was apparently circulated to middle managers but for some reason no one appears to be able to find it or access it. IT glitch? As always, Napo continues to keep the dialogue going, hold senior managers to account for their decisions, and we are seeing some evidence that those in positions to improve matters are now listening and even, in some unexpected cases, showing signs of being positively influenced by probation culture.

Consultations regarding ACOs and Coordinators are concluding with several ACOs opting for early retirement and some failing to get through the process. Therefore, fewer ACO colleagues are left at the end of the process than was anticipated i.e. 7 out of 15 as opposed to an anticipated 10. This potentially leaves 3 vacancies that need to be filled to populate the new structure. Missing information and JD confusion a legacy from LPT did delay matters but has now been resolved. It is anticipated that middle managers are next to experience change as part of the plan. We have been informed that Investors in People has been approved for 2018 as part of LCRCs drive to improve and be the best at reducing reoffending. Another consultation regarding receptionists is ongoing.

Policies

Substantial work was done in respect of a new whistle blowing policy was undertaken only for this policy to be abandoned at the last JNCC and replaced by an MTCnovo policy that was presented at the meeting for comment. This was also the case regarding an acceptable usage policy though this is perhaps less controversial. Napo reminded LCRC SMT that whilst we understand that it suits MTCnovo to have a policy that covers all three of its businesses local consultation should still take place with the recognised trade unions. We would like to see an improvement from LCRC in this regard in future particularly if time and effort has been expended to produce a local policy only for this to be abandoned at the 11th hour on advice from MTCnovo. On the other hand, the policies have not benefited from our involvement -that would normally include consideration from experience of practical matters such as how policies might function in real world use. This is of course a lesson the MoJ, and others who have decided not to consult with staff representatives, have sometimes ultimately found costly.

MTCnovo proposed future framework

Last year members attending the Napo’s national AGM voted for a motion to attempt to preserve the agreement made with all employers to continue with collective bargaining arrangements made for a National Negotiating Council post TR. As far as can be gathered most interested parties have now served notice and withdrawn from this national framework agreement (for commercial and other reasons) rendering it effectively obsolete. It is perhaps regrettably indicative of the times that we are in that there appeared to be little appetite for action, other than by a minority of Napo activists. These activists subsequently campaigned for an AGM resolution to preserve the NNC at all costs whilst Napo’s own negotiating committee, National Co- chair, and others campaigned for another motion that had to be withdrawn when the other motion was passed - in accordance with Napo’s national constitution. 


Unfortunately, this motion was not heard by those attending the AGM. It recognised that there was little or no commitment from employers to continue with the NNC arrangements and effectively proposed a distributed model of collective bargaining that was apparently acceptable to most employers. To attempt to reverse the direction of travel of most employers was a highly principled course of action by Napo activists - whose motives were undoubtedly honourable. However, as anticipated employers decided to leave the NNC including the NPS, who had previously walked out, and the other two recognised unions and all parties have now effectively abandoned national negotiations under the NNC in favour of local arrangements.

MTCnovo the owners of our employing company LCRC and Thames Valley CRC (TVCRC) have decided to withdraw from the NNC and this will be effective before their next joint meeting with unions. The JNCC on 07/02/17 was therefore the last under the national agreement and as Napo London Branch has yet to sign a draft local partnership agreement we are effectively in a state of limbo regarding consultation and negotiation with our employers. This means that we are now potentially at risk of being excluded from a position of influence regarding ongoing consultation and negotiation on behalf of members. LCRC/ MTCnovo have made it clear to us that they will not return to the NNC or similar but would prefer to continue to consult with Napo on local matters and are also willing to negotiate matters such as leave, pay, terms and conditions across CRC’s with both Napo London Branch and Thames Valley Branch including the involvement of our national reps with matters that they would normally expect to be involved in negotiating under the previous NNC arrangements - in accordance with a new partnership agreement.

IT Issues

Napo continues to actively engage with employers in respect of IT issues particularly issues with the supply of new kit (a two-week delay!!) and the prompt return of used kit (including AT equipment) when staff leave that can help others. The SMT have taken steps to improve rebuild turnaround and do appear to be making some headway towards improving matters generally by focussing on the bottle necks. The recent phone upgrade seems to have been a smoother process than previous upgrades.

AT Users

Napo continues to highlight the plight of AT users and voice concerns regarding this group who have suffered additional IT hardship and lack of support on top of that suffered by all. Getting AT users recognised/registered is ongoing.

Long service awards

We are hopeful that employers will continue with the policy of recognising those who have stuck with it over the years dedicated to the work we do through thick and thin as part of the new staff engagement plan. Every little bit of recognition counts and more experienced staff can often feel that they are like invisible glue holding things together because that is what you do but receiving little recognition from the organisation for doing so.

Probation Training

London CRC made a shock decision not to continue to participate in the professional training of new and existing probation staff under PQIP. Although we fully understand that LCRC is under pressure because of recent events many staff saw the possibility of training as a probation officer as evidence that working for a CRC offered similar opportunities for career development and enhancement as working in the NPS. After all, at the time leading up to the split CRC staff were told that if anything the CRC would potentially offer increased opportunities for advancement and assured us that we would not be at all disadvantaged regarding training and career development. We were therefore disappointed to see the CRC effectively cancel PQIP training without something tangible in place to replace it. Now, there is no pathway that existing staff in the CRC can take to train as probation officers without leaving LCRC and working for another organisation such as the NPS. Napo believes that LCRC should have persisted with the PQIP until such time that they are able to reassure staff that there was a suitable equivalent training pathway available to them. Discussion is ongoing.

Facility Time

Discussions are ongoing and we are hopeful that a suitable arrangement can be agreed shortly that suits all parties.

David Raho Co-Chair London Branch (CRC)
Karen Malan Vice Chair London Branch (CRC)

Wednesday, 4 March 2015

Latest MoJ Nonsense

Headline

Workforce Planning Committee 11th February 2015

New Business Case Template

Following the determination of the North East staffing establishment the Workforce Planning Committee (WPC) agreed a Business Case Template which will be piloted over the coming months.

A Business Case will be required by the WPC prior to any discussion on changing the agreed and devolved establishment for each Cluster. ACOs will be responsible for managing their Cluster within the given establishment, should they wish to change the staff/skill mix or exceed the given establishment they will need the prior approval of the WPC.

New NE Expression of Interest  Form

Following the use of Expressions of Interest (EoI) to rebalance Divisional staffing resources the WPC have agreed to pilot the use of an agreed template which mirrors the use of competencies from the Civil Service recruitment processes but also requires the support and approval of both the local line manager and ACO to ensure the wider Cluster overview and stability is maintained.

EoI will be used in the first instance to allow existing staff to move within the Division prior to to advertisement on Civil Service Jobs website. EoI can only be used for level transfers and acting up arrangements and it will be at the discretion of the ACO as to how widely within the Division they are advertised (where surplus situations exists an ACO may decide to extend the EoI only to those Clusters to protect staff and minimise the use of mobility procedures).

New Workload Management Tools

The National Probation Service are in the process of launching a suite of tools to support Divisions in the determination of establishments and caseload levels. These tools will in time replace the North East Resource Model and tools and include a Workload Measurement Tool (WMT) to support the management of staffing caseloads, a Workforce Planning Tool (WPT) to track vacancies as well as the resource model Mat-Area Capacity Model (MACD) which determines the staffing establishment for OM and Court works.

PO Recruitment Campaign - Stage 4

Following the recent recruitment to CA and PO posts across the Division the WPC agreed to extend the PO recruitment exercise to Stage 4 (open competition). The advert will appear on Civil Service Jobs shortly and all CRC employees can apply.  

(More examples of MoJ management speak crap always welcome - Ed)

PS - The results of the Probation Institute elections are in and amongst the successful are Paul Senior, Mike McClelland, Keith Stokeld and Neil Maloney.

Tuesday, 11 November 2014

Resistance is Growing!

I have never posted anything in my life or used Twitter, texted, been on Facebook or indeed any form of social media. But now I am in my 60's & with over 30 years of practice I am beginning to feel I should say something; perhaps we that are older can afford to be the most radical as perhaps we have less to lose? I would therefore like to salute you for your sterling efforts & to recall, without being too morbid, the words of Dylan Thomas:

"Do not go gentle into that good night,
Old age should burn and rave at close of day;
Rage, rage against the dying of the light".

Is there anyone else out there of an older vintage who feels the same? We should not just retire and walk away but fight TR and the 'dying of the light' in Probation with patience, determination and precision?


In our office the resistance is being run by the older hands on behalf of those with 30 years to go-it was the old stagers that stood on the picket lines and the old stagers that challenge the nonsense of the diktats that are emanating from Gestapo HQ.....like every good resistance movement, slow to start but difficult to stop.....

One thing this blog has done for me is highlight that, as a 30+ years in, I am not so alone as I had come to feel. Perhaps we ought to get together somehow?

Speaking as another old stager: I think those of us who have been in the biz for thirty odd years get a real visceral sense of how distinguished the history of probation is, how great the threat, and how deep the damage being done.

I have been in the service for 30 years, not quite into my 60's only just into the 50's, but I fight on a daily basis. I let everyone in the office know exactly what I think and that I will never accept TR. I contribute to this blog on a daily basis and I continue to "rage against the dying light", and carry on fighting, and when it's time to retire we can walk away knowing that we gave it our best shot.

What really concerns me is the amount of experience, the skills underpinning genuinely effective practice, the knowledge of law, objectivity, anti discriminatory practice, innovation arising from concern to improve. So much has already disappeared, those in training cannot train/pass on what they don't know/or have no interest in finding out.

"Luckily in our area we are taking a collective stance and have passed a vote of no confidence on our chief in the hope she will pass this up mainly and get something done". 

How do we go about this? I think a lot of those in senior positions would pull their socks up if they thought this could happen to them.


Relatively simple. We compiled a letter to her and all signed it telling her she was not doing anything that we could see to ease staff stress. Asked her to give clear guidance at how to do our work and what to cut corners with as all on 200 per cent mark or roundabout.

Itemised a number of suggestions to her to ease the pressures and asked why has she not thought of any of them thus far? Overtime for one, and basically threatened a collective grievance. She swept into action with a number of tokenistic gestures after the union went to see her but the view was, too little to late. 

Collective grievance next up, followed up by individuals all e-mailing managers with much the same. Also look up the term vicarious liability as well. We found this useful. They cannot go on threatening you with SFO 'what ifs' as they are as responsible, if not more so, if one occurs.

This has been rumbling around our office for some time too and something needs to happen. Planning to take legal advice re the failure to fulfil the duty of care which, from just a brief conversation, has evidently been neglected on several fronts.

Has anyone thought of reporting this to the Health and Safety Executive? That would really cause huge problems for the employer. So, I suggest having done your letter to your Chief Exec, you write again and say nothing has changed and all of the same signatories then write to the HSE expressing concern about stress levels. I know they got involved with one organisation to great effect (believe it was an NHS trust but not certain). Please check out their website, you will see probation work now hits all of the stress factors. Good Luck!

A very sensible approach and one I can see a lot of officers utilising. How helpful were/are your local Union reps during this? Also, can you keep us updated as to any outcome as it might be of some use?

Yes of course, I will keep you posted. Interesting our ACO has now offered us stress management interviews. What is the point if they won't or can't do anything about it? Back covering exercise and yet another token. She has said can revert toil as a one off to overtime so at least we get paid for any extra hours, but this does not ease things for the future. Good luck to all colleagues. Collective seems to work better so up and at 'em. At the end of the day, not gonna sack you, they need you, now more than ever!!

Union reps pretty good actually. I urge everyone to do the same as us. It has them on their uppers believe me!!

Man in the pub says that many staff in Manchester are talking about having a vote of no confidence in the CEO of the NPS. Anyone from this area heard anything about this? Could start a trend....

As I currently work in Manchester I feel qualified to comment. There will be NO vote of no confidence in our CEO simply due to the fact that we are too fecking busy just trying to get the day job done. If, and it's a big if, we have a spare five minutes, we normally use it to go and lie down in a very dark room. It's getting crowded in there though and our ACE has moved their pillows in.

I too work in Manchester and although I am also spending most my working day in the dark room, I would still like to slip a piece of paper under the door voting for a vote of no confidence. Our CEO has been an utter disgrace and looked after herself, she has not once showed that she cares about the staff, a vote of no confidence would fit well.

I would urge you to do it via a collective letter. It has ours thinking believe me. Check out Vicarious Liability and chuck this into the mix.

Far too much fear in Manchester to do this.....we are living under a shadow.

I reiterate my earlier comment. Do it collectively. They cannot sack you all. In our area all it took was a discussion at a water cooler. An e-mail sent to all operating staff and that's all that was needed. We have our ACO on the uppers and heard about other area's getting somewhere too. Stick together, they need you more than you need them!!!

I appreciate that all staff from higher management and below are in a very difficult position. The vast majority of people have mortgages, children, debts etc and need a job. They are not going to risk that by speaking out and being critical, even when inside they probably know what a crock of s**t it all is. 

What I take exception to is them spouting on to us that everything is ok, bang on about performance, tell us about it being a time for opportunities when we know from looking at other sectors that jobs are the first to go to maximise profits. Be honest, be real; don't say anything at all if you can't say how it really is and certainly don't get on people's backs when you haven't done the coal face in ages and when you did, it wasn't with the crap systems/processes/volume of work that we have now.

Speaking as an ACO who is as fed up with all this nonsense, I would welcome a vote of no confidence and of course I would pass this up to my own seniors. The fact is I am stifled completely by new guidelines and what I could do six months ago is now out of my jurisdiction. This is very frustrating for me but it will at least show our own seniors that what is going on is dangerous and destructive. I began my life in the wonderful probation service as admin and I have worked my way up slowly, not for the money, but because I really do care about the service and the people who work for it, believe it or not.

Postscript

Just received an email in a Manchester office stating all NPS staff who have written more than 2 PSR's per month since Sept to be paid for overtime for the extra reports. Naturally I asked if CRC staff who have been writing reports up to 1/11/2014 would be treated the same. As usual no one knows. Is this happening in other areas?

Do you think this is a cynical attempt to buy you off? This blog seems to have a lot of negative comments from Manchester. Just wondering what the motive for this is?

Saturday, 5 July 2014

TR Week Five

I must admit I didn't think that the 'names out of the hat' story would have legs, because unlike Chris Grayling, most of us knew there was provision for 'random' selection under certain specified circumstances during the sifting process. But this story really does seem to be taking off and Grayling has very definitely backed himself into a corner.

I notice that yesterday's blog by Ian Lawrence claimed responsibility for getting the ball rolling:-
No, it is more likely that it will be his propensity to be consistently economical with the truth and bore everyone half to death at the same time that will do for him; and if so he will have been helped on his way by the direct contributions that you are feeding in to the campaigns@napo.org.uk inbox, which is providing fuel for some testing Parliamentary Questions, such as the one which asked him whether staff names had been ‘pulled out of the hat’ as part of the dreadful assignment process which was used to determine the staff split.
The story has been picked up by a number of blogs such as the Huffington Post:-
Justice secretary Chris Grayling has been accused of ignoring warnings that probation officers have been forced out of the public sector Probation Service and into the private sector entirely at random. The government has outsourced large sections of the service to companies such as G4S. Labour MP Toby Perkins has complained that the decision as to which employees have to now work for the private companies is apparently being decided by names literally being "drawn out of a hat".
Grayling has dismissed the allegation as "absolute nonsense". However a letter chain between South Yorkshire Probation Trust and one probation officer seen by The Huffington Post UK reveals staff are being told the opposite.
"There was a random selection process and employee numbers were used to select between NPS and CRC. The details of this process were shared with the Trades Union," the trust told one probation worker who questioned why their job had been privatised.
"Employee numbers were drawn out of a hat by a panel of 3 including an ACO, a board member and an HR representative. No names were used in this process and this gave an order or what was pulled out 1st, 2nd, 3rd etc. The ranking was subsequently used to fill in the NPS posts unto establishment."
On Tuesday Grayling told the Commons "names were not drawn from a hat" and that "there was a carefully constructed process of selection".
There's no doubt that Toby Perkins MP has absolutely skewered Chris Grayling and has handily published not only the South Yorkshire Probation Trust email trail, but also a photo of his note to the minister offering him the opportunity of correcting his answer, together with Grayling's terse response. Naturally, given the evidence, Toby Perkins has written to him demanding an apology and we all await the response with interest. As with most bullies, it won't be easily forthcoming and it certainly won't be gracious.

Meanwhile, the following comments from the frontline are dedicated to all outgoing chairs of Probation Trusts who might be as deluded as this guy quoted in the Swindon Advertiser:-
Paul Aviss, chairman of Wiltshire Probation Trust, said the initial buck against the plans has now subsided after the Wiltshire Probation Trust officially disappeared at the start of the month. “Locally in the Wiltshire Probation Trust most people are saying they know what is going to be happening, we have some issues but let’s get on with it,” he said.
I left my role as a probation officer back in February. My decision was two fold, family circumstances along with the uncertainty the changes brought. I visited my IOM team (with cakes) this week and saw first hand the strain my colleagues were under. Today as I read about the mess in pay I can honestly say I'm so thankful I was n a position to leave. My thoughts are with you all.

*******
Im a Probation Officer in the CRC. One of our CSOs got a PSO job and has left - this only leaves one CSO for our LDU and the vacancy is not being advertised. So now we have been told that we have to take standalone UPW. It's a nightmare - each day before I do any of my bread and butter job I have to trawl through to see who did or did not turn up for UPW the day before. Also it is taking the best part of an hour to induct people on ICM cases - half an hour for a regular probation order plus another 20mins on top for UPW. We're all fed up - oh and the dedicated UPW CA is also being trained on the probation side of things so she can cover and vice versa - they are just spreading us too thin.

******
Hi I just want to say, I work within the Unpaid work bit of CRC - have been informed that they are trying to get us to take on the Supervision of Offenders in light of the shortage of staff within CRC and their caseloads. Please note we are also understaffed - has only been 2 of us running our Unit since the SERCO takeover. I have not been trained to do or take on Probation cases or work. 

The higher body who is trying to do this, is only interested in targets, rather than the repercussions this will create on the mental and physical health of the staff members in question. I used to love my job, but this has sent my anxiety and stress levels through the roof. We struggle with the Unpaid work as it is which has escalated since the 1st June and now this, one really doesn't know what to do anymore.

******
I am a PO in the CRC with a completely new caseload of 75 and rising (on a 4 day week) My two PO colleagues are in the same boat with a PSO colleague carrying nearer 100. I haven't been near oasys since the split and don't anticipate accessing it any time soon - no time. If the client's file has arrived on my desk (and many haven't to date), and if I'm lucky, I'll manage a quick skim of the PSR, read the last couple of delius log entries and that's it prep wise. 

My Manager is aware of this. I've still got a copy of the enquiry report following Sonnex, and I know what I am walking into. However, I am also very clear that, should there be an SFO on my watch I will not be taking responsibility for it. I seem to remember post Sonnex that some colleagues in LPT were described as 'bad eggs' or 'bad apples' or something as the blame game started. Management had better not try that with me.....

******

True, true, true. One CRC office in our area has a major staffing crisis with no replacements for 4 PSOs who have left/are leaving, 2 PO vacancies and no current local manager in post. Caseloads have escalated by almost 100% in 8 weeks, i.e 30 mixed bag pre-split has become 50+ med risk post-split for POs; up to 75+ for PSOs, with programme duties in addition. 

Caseloads will continue to climb as 90+% of new cases are allocated to CRC. Current estimate is 30% of oasys incomplete, especially since NPS were excused risk management plan duties. Although not necessarily the highest risk by definition, it is a widely held view that the most volatile cases, the most likely to be involved in SFOs, are within CRC, e.g. DV, PPO, IOM, new entrants to the adult CJ system.

Bidder Beware. The Perfect Storm is brewing.

******

I am aware our area NPS - ACO (Assistant Chief Officer) had been doing the rounds, supposedly to show support for staff. I am so glad I was on leave. I hear the individual made a series of unhelpful and in my opinion, inappropriate comments in response to real concerns being raised by staff....things like, now is a good time to make a mistake, as nobody will be held accountable...for me, this is a dereliction of duty. This senior manager, all managers, should be offering helpful advice, sharing information in order to generate some stability. An insincere 'don't worry, do what you can' attitude, is not what staff need and it is, quite frankly, insulting to think staff want to hear such clap trap. I would appreciate it if the ACO just earned their your inflated salary, did something constructive to manage the chaos, and challenge the MoJ. It is shameful.

*******

Want to hear something funny - the most helpful people I've come across in past week are the Serco community payback team. Used to think there wasn't many of them but they now have better staffing levels that CRC and they're really helping us out with Delius and sorting out our cases. That's not their job but they realise what a mess we are in. How did we get screwed over more than the private sector staff before we even work for private sector?

*******

Serco staff also have dual access to delius so they have NPS access plus CRC access to whole of London. Why are they getting special treatment and none of the rest of us?

*******

Looked on NOMS jobs today and saw PO grade officers required for NPS - Liverpool and Tees Valley.....CRC can only apply as a secondment! How does that work then???? Shafted ....you bet

*******

More news of staff hemorrhaging today - one NPS & one CRC ( both POs) have baled for bigger salaries and less hassle. One said: "... Probation used to be easy money but its started to get hard now. If I have to work hard I may as well get paid properly."

I'm not sad to see that person go, but it will be tough. That's nine staff (po & pso) in six months, with not a single replacement.

*******

I have been analysing offender data this week and have spent the last three days wrestling with nDelius and eOASys. I spoke to two IT people locally who are tearing their hair out because these news systems are poorly designed and do not talk to each other in the way the previous systems did. In shoot, they said that the introduction of nDelius has, in effect, bombed them back into the IT stone age

Worse still, I have just found out that two of my colleagues, both highly competent and one a Butler Trust award winner, are leaving to take up new jobs outside of Probation. Neither wants to leave but each fears for the service and its professionalism. Tragic waste of decades of experience and training.

*******
"Treating the future of dedicated and experienced probation staff as if they’re no more than balls in a game of bingo" 

There in black and white. Precisely what our Lords and Masters think of us. I left early today, told my manager I was at my GP's but had a job interview :) Whilst I think my job is somewhat secure, I no longer enjoy doing what I'm doing and the constant stress of one report after another is just doing my head in.


*******
It's shocking to know that my 31 years in the service went down at a pick of a ball from a hat. This has got to be rectified.

*******
I'm only seven years in but I still think the taxpayers have been short changed by training me to work with High Risk people, sex offenders, to write pre-sentence reports and appear at Oral Hearings etc, etc. All gone at the pick of a name from a hat. Meanwhile they are trying to recruit new people to do what I can already do. It's a nightmare that I can't wake up from.

*******
Every comment that Grayling makes sounds sooo childish, I don't know why those asking him question about this omnishambles don't just dismiss him. How can he continue to get away with it and now names out of a hat fucking shyte. What next?, All I can say is that I have never felt so low as I do now working for the Probation Service and I really don't know what I am doing anymore battling with delius and oasys everyday along with all the LIES.

******
25 years' service/experience/sentence - goodness knows how much spent on training - plaudits from high court judges and others about quality of work with high risk and highly complex cases - now CRC, no explanation beyond the "11/11" response. Having to endure being managed by young thrusting ambitious eager people with blinkers fixed and eyes on the £££s.

Would rather shove a barbed implement into my genitalia than go back to work next week. However, a direct debit of blood, piss and pain don't impress HSBC. Thanks, Chris. Now, given you've been creaming your pants about bidders, why don't you have the good grace to tell us who has bid for where? It won't affect their final sealed bids, but it might help staff decide whether to fuck off sharpish.


*******
Anon 20.30, I felt the same fighting the process with both managers, colleagues and ACEs, no one gave a shit. I'm still the same will never bow down to the disseminating of our service, but just like you I did not get heard especially by those picked out of the hat to be in NPS. I am waiting to be made redundant I hate what has happened to the service and to some of the people whom I thought I could rely on after years of working with them. The British colonial way of divide and rule has worked for centuries but I didn't think the people who work in Probation would fall for it, I thought we all knew better and fought against it, but it continues to be good tool.

*******
Our NPS teams are in tatters. We are in survival mode - not even managing to do the bare minimum. Court processes are a disaster. Allocations are all over the place. Many staff have gone off with long sick notes, others have decided it's a good time to have babies (and probably won't come back). It is unsafe. People's personal resources are running out. It's an unbelievable shambles, so news that names were drawn out of a hat is not a surprise. I can't see CG lasting much longer, he's an idiot for all to see, but the damage is done.

*******
My grievances are ongoing and I'm in touch with a solicitor. I haven't given up just yet.

*******
Signed off with work related stress, I went to GP today. Locum, so I had to start the whole sorry story again. Mid account, she asked where I worked. "Probation Service" I said. Her face fell. "Stay away" she said, scribbling.