Probation Service

Jim Cunningham Excerpts

Tuesday 13th January 2015 Westminster Hall

[Kate Green]

My hon. Friend is right. It is highly regrettable that the expertise and commitment that we all see in our probation service was not taken advantage of and that probation staff were not given the opportunity to deliver these new programmes of post-release supervision.

Indeed, in Greater Manchester we had piloted such a programme—the Choose Change programme—and learned many valuable lessons about the challenges of working with this particular group. Since Greater Manchester Probation Trust obviously no longer exists, and so cannot take forward the lessons from Choose Change, perhaps the Minister will say how that learning will be transferred across to the new structures, so that what we now know after that experiment is not lost.

[Mr Jim Cunningham (Coventry South) (Lab)]

I congratulate my hon. Friend on securing this debate. I hope that she agrees that we had a perfectly good service before the Government tinkered with it. For ideological reasons, the Government made changes and used a private sector model. However, everyone knows that in the private sector—I know, because I worked in it—before any changes are made, a pilot scheme is introduced so that companies learn from their mistakes. Does she agree?

[Kate Green]

I agree with every word that my hon. Friend said. Indeed, it is surprising to me that one of the first acts of the Lord Chancellor and Secretary of State for Justice was to cancel some of the pilots in relation to these new structures, rather than adopting the sensible approach of continuing with them and evaluating the lessons learned before proceeding with the new model—if there was evidence that it was the right model to follow.

In the aftermath of the changeover, probation officers have talked to me about an overwhelming work load, about IT systems that do not speak to each other and require the same information to be inputted over and over, and about random allocation of staff to the new community rehabilitation companies or the new NPS. Morale has suffered, staff are stressed and the human resources support in the new NPS in particular has been inadequate throughout this period of major change, given that the MoJ closed down the shared support service and that communication to staff has been haphazard and often delayed.

Offenders have also noticed problems. I met offenders in my constituency late last summer and they told me that they were constantly finding themselves seeing different offender managers who did not know anything about them or their circumstances. Now the chief inspector of probation has produced a highly critical report of the early implementation of the changes and the problems that have been experienced, and it bears out much of what I and other MPs have been told.

The report specifically recognises that the speed of the implementation caused problems that could have been avoided or mitigated. It makes a number of suggestions about how those problems can be addressed. The Minister may argue that these problems are teething problems and that the recommendations in the report will be followed, but in fact the problems run deeper. They are a reflection of a model that fragments the management of offenders, adding bureaucracy, damaging effective communication and increasing risk. I have genuine concerns about the implications of Transforming Rehabilitation for public safety, and indeed for the safety of officers supervising offenders.

My first concern is that there are clearly issues about access to the full and timely information necessary for the initial risk assessment to be made. It was worrying to read in the chief inspector’s report of delays in obtaining information about an offender after they had been sentenced, because that information is needed to enable a full risk assessment to be carried out.

The MoJ claims that that situation is not different from what happened previously, when an offender could be allocated to an offender manager who would not necessarily have the full information at the first appointment. I appreciate that Ministers want the allocation process to be speedier, with an expectation that cases will be assessed on the Offender Assessment System, or OASys, within two working days of sentencing, rather than five weeks, as can be the case now. However, that would represent a huge step change in service standards. How confident is the Minister that such an improvement can be achieved?

Moreover, even if the assessment can be done speedily, there is increased risk from the fragmentation that arises from having two entirely separate services. If the initial risk assessment and allocation are wrong, there will inevitably be a delay in getting the offender to the right place and therefore a delay in the offender’s building a relationship with his or her supervisor, as well as in beginning the appropriate programme of support to address their offending behaviour.

It also seems that the information for forming an assessment, even if timely, may not be sufficient. I was pretty shocked that the inspector identified a failure to address diversity issues in the assessment and allocation process. Ethnic, religious and cultural background may have a bearing, for example, on the language needs of an offender or on appropriate sentence planning, such as what unpaid work might be suitable.

There is a high prevalence of mental health problems and learning disability among offenders, and those need to be identified at the outset; the offender manager must be made aware, so that tailor-made sentence planning and effective communication with the offender takes place. Understanding the offender’s family circumstances is relevant. Child care responsibilities may impact on sentence planning and information about family members and relationships is especially important in relation to risk and safeguarding.

Clearly, these all-important matters go to the heart of successful intervention to address offending behaviours and to protect the public. What steps will the Minister take to address the concerns raised by the inspector in relation to reflecting diverse circumstances in reports and in the allocation process?

The Minister may not be surprised to hear that I am particularly concerned about the need for specific, tailor-made approaches for women offenders. The weaknesses in preparing assessment reports, identified by the inspector, are of real concern in this context, but there is also concern about the nature of the interventions that women will receive. As far as I can see, none of the community rehabilitation companies or the organisations that they are working with appear to be specialists in managing women offenders.

In recent years, there has been some good learning and recognition of the specific needs of women offenders and of what works. Specialist women’s centres are effective and positively regarded by offenders. I recently met a group of female offenders in Manchester—Women Moving Forward—who told me how important the support they received from the women’s centre was and who expressed anxiety about future provision, as well they might when women’s centres lack any certainty about their funding after March.