Private Probation Services

Debate between Ellie Reeves and Tonia Antoniazzi

Tuesday 27th February 2018 Westminster Hall

[Ellie Reeves]

I agree that there are companies with little accountability, in which good work is not carried out and offenders are not properly managed. Often contact is made by telephone and probation officers do not contact offenders for months on end. I will address those points in more detail later, but I agree that the situation is unacceptable.

Probation is turning into a tick-box exercise, but it is not a profession that should be driven by targets; it requires a well-rounded approach centred on individuals and their needs, not—as we see all too often—on offenders’ ability to provide profits to the CRC. In October 2016 and June 2017, joint inspections by Her Majesty’s inspectorates of probation and of prisons led to reports on Through the Gate resettlement services for short-term prisoners and for those serving 12 months or more. The picture was described as “bleak”, with inspectors noting that CRCs are making little difference to prisoners’ prospects on release. The latest annual report from Her Majesty’s chief inspector of prisons states that

“too many prisoners continued to receive a poor resettlement service”,

that resettlement services provided to prisoners before and on release were generally poor, and that they made little, if any, difference to the life chances of those who received them.

[Tonia Antoniazzi (Gower) (Lab)]

Some private companies, especially in Wales, are supervising low and medium-risk offenders with periodic phone contact, as my hon. Friend mentioned. That would never have happened before; it is obviously a cost-cutting exercise.

[Ellie Reeves]

I agree. If offenders are contacted only by telephone, if appointments are missed without any follow-up and if months pass before there is contact from the probation service, the system is not working; it is driven by profit, rather than by the need to rehabilitate and prevent reoffending. That is all too often overlooked.

The HMIP report stated that in almost every respect, the quality of probation work was noticeably better across the national probation service than in the body of CRCs. That highlights the point that outsourcing and privatising probation services is just not working. It is clear that the fragmentation of services has led to an overall decline in communication and co-operation between stakeholders. The report is clear in its criticisms of CRCs and their pitiful attempts at Through the Gate rehabilitation. The conclusion of the chief inspectors was damning:

“The gap between aspiration and reality is so great, that we wonder whether there is any prospect that these services will deliver the desired impact on rates of reoffending.”

They also noted:

“If Through the Gate services were removed tomorrow, in our view the impact on the resettlement of prisoners would be negligible.”

--- Later in debate ---

[Ellie Reeves]

That is absolutely the case. If ex-offenders are released from prison but have no contact, or only very sporadic contact, with the probation services, how can the public be assured that they are being kept safe? The chief inspector has made that point and other people made it when the reforms were going through, but still no action has been taken and these CRCs continue to operate, which puts people at risk.

“Panorama” went on to say that it has records from MTCnovo that reveal that 15,000 appointments were missed by offenders over a 16-month period, a problem that was compounded by probation officers failing to take any action over missed appointments. A whistleblower from MTCnovo said that CRCs are employing fewer staff, so individual members of staff have higher case loads. That probation officer says that he now only has 20 minutes a month with the offenders he has to deal with, which is simply not enough. He had inherited cases where 20 to 30 appointments had been missed by offenders, and in addition he said that staff were instructed by the CRC to alter records, so that missed appointments were wiped if they were more than two weeks old.

It seems that public protection is not at the heart of this programme, and the toxic climate created by this ill-judged privatisation has clearly had a detrimental impact on staff and services too. Following the creation of the National Probation Service and CRCs, existing staff were redistributed between the two organisations. From the start, CRCs had smaller case loads than predicted, which resulted in reduced levels of income, followed by restructuring with substantial job losses. Fewer staff can deal with fewer cases and the added focus on restructuring has often meant that the quality of core service delivery suffered. Low-risk offenders were often only supervised by telephone, as we have discussed, and work on safeguarding and domestic abuse was often substandard.

Three and a half years since the CRCs were created, it is clear that staff morale is low and individual case loads are too high. There are not enough staff, and many of them lack the experience and resources to do the job properly.

[Tonia Antoniazzi]

Does my hon. Friend agree that there are a large number of highly skilled and experienced probation officers who have been lost due to their being placed in the private side of the organisation, which is not always through their own choice?

[Ellie Reeves]

I agree with that assessment and there is now a situation where there have been substantial job losses, so that a lot of very experienced probation officers are no longer in post. The system is one where staff are overworked and do not necessarily have the skills and equipment that they need.

I will come on to some of the findings of a Unison survey. Unison has 3,500 members working across CRCs and the National Probation Service. It carried out a survey of members who work for CRCs and the 215 responses that it received make for really shocking reading. Twenty-five per cent. of staff said that they only occasionally had the equipment, resources or systems they needed to do their jobs properly; 41% said that they never experienced a manageable case load; 25% said that their CRC never or only occasionally completed community orders within the required time; and 43% said they never felt valued by their CRC.