{"id":1441,"date":"2016-03-15T15:58:09","date_gmt":"2016-03-15T15:58:09","guid":{"rendered":"https:\/\/mmuperu.co.uk\/bjcj\/?p=1441"},"modified":"2022-12-19T11:34:48","modified_gmt":"2022-12-19T11:34:48","slug":"tragedy-and-farce-in-organisational-upheavals-for-probation-what-next","status":"publish","type":"post","link":"https:\/\/mmuperu.co.uk\/bjcj\/articles\/tragedy-and-farce-in-organisational-upheavals-for-probation-what-next\/","title":{"rendered":"Tragedy and Farce in Organisational Upheavals for Probation: What Next?"},"content":{"rendered":"

[vc_row row_height_percent=”0″ override_padding=”yes” h_padding=”2″ top_padding=”3″ bottom_padding=”2″ overlay_alpha=”50″ equal_height=”yes” gutter_size=”3″ column_width_use_pixel=”yes” shift_y=”0″ z_index=”0″ column_width_pixel=”1000″][vc_column column_width_percent=”100″ position_horizontal=”left” gutter_size=”2″ override_padding=”yes” column_padding=”0″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ align_mobile=”align_left_mobile” mobile_width=”0″ width=”2\/3″][vc_custom_heading text_font=”font-128611″ text_size=”h3″ text_weight=”500″ text_color=”color-210407″]Articles[\/vc_custom_heading][vc_separator sep_color=”color-210407″ el_height=”1px”][vc_custom_heading auto_text=”yes” text_font=”font-128611″ text_size=”h1″ text_weight=”500″ text_color=”accent”]This is a custom heading element.[\/vc_custom_heading][vc_column_text]<\/p>\n\n\n\n\n\n\n\n\n
Published<\/span><\/td>\n15\/03\/2016<\/td>\n<\/tr>\n
Type<\/td>\nArticle<\/td>\n<\/tr>\n
Author(s)<\/td>\nPaul Senior<\/td>\n<\/tr>\n
Corresponding Authors<\/td>\nPaul Senior, Professor of Probation Studies, Sheffield Hallam University<\/td>\n<\/tr>\n
DOA<\/td>\n<\/td>\n<\/tr>\n
DOI<\/td>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

[\/vc_column_text][vc_column_text]<\/p>\n

[\/vc_column_text][vc_row_inner][vc_column_inner column_width_percent=”100″ gutter_size=”3″ overlay_alpha=”50″ shift_x=”0″ shift_y=”0″ shift_y_down=”0″ z_index=”0″ medium_width=”0″ align_mobile=”align_center_mobile” mobile_width=”0″ width=”1\/1″][uncode_share layout=”multiple” bigger=”yes” separator=”yes”][\/vc_column_inner][\/vc_row_inner][vc_column_text]Is this an unlikely scenario, circa 2011? Government hiring a consultant in organisational and personnel management and challenging them to:<\/p>\n

    \n
  • Map out a way of changing the entire organisational matrix of probation. This is your brief:<\/li>\n
  • Undo the governance arrangements completely and create a bifurcated and multiple ownership model using a range of companies with no experience of running probation services<\/li>\n
  • As it worked so badly in 2001 when 17 chiefs were retired at a stroke losing the leadership skills of a service at a time when a new national organisation was created, repeat this tragedy as farce in 2014 so aim at, at least, 13 CEOs leaving the Trusts as the new organisations are created thus decimating leadership<\/li>\n
  • Create new arrangements which will downgrade the skills of its workforce, create confusion over what is required to be a probation practitioner and then squeeze funds to the extent that redundancy, low morale and sickness escalates and the core of probation, its workers, are decimated, set against each other and disillusioned.\u201d<\/li>\n<\/ul>\n

    And yet this is just what has unfolded in the most farcical episode in probations’ rich, if turbulent, history of organisational change. The changes initiated by Transforming Rehabilitation (TR) are maybe more disruptive than previous changes but there have been plenty of changes since the steady state of 1970s and 1980s. For most of the last forty years, probation has been a local public service managed via a variety of Probation Committees (magistrates initially as the employers) and then Boards with a changing relationship with its courts, local authorities, the region and the centre. At one time the local authority also contributed to part of its budget, though the extent of local oversight was limited as direction has always come from the centre. This gathered pace when probation was projected \u2018centre stage\u2019 in the early 1990s and a more managed service was required. Boards became more diversified to include representatives from business and finance and the occasional academic. However, the funding requirements, controlled by the centre, ensured increasing compliance to central direction, ultimately increasing such control so that a National Probation Service was created in 2001. It was an opportunity for influence and recognition for the distinctive work of the probation service but which ultimately failed. A closer relationship with a more dominant partner, the prison service, a succession of lack lustre national leaderships plus a submissive attitude to the demands of\u00a0 government saw probation drift from its core ideals to a weak and divided organisational arrangement lacking rationale, connectedness and a sense of direction. The 2001 version of the NPS did not last and another organisational shift brought Probation Trusts, increased local engagement through Local Criminal Justice Boards and Community Safety Partnerships, regional bodies and enhanced working partnerships with the police and with the third sector. As we reached 2012 the Trusts were regarded, by the government’s own measures, as in good health and had become the first public organisation to be awarded the ultimate business kitemark, the British Quality Foundation\u2019s 2011 Gold Medal for Excellence Award.<\/p>\n

    Now just four years later we have governance models which are predicated on survival\u00a0and ensuring the new Community Rehabilitation Companies at least break even. Many of\u00a0the CEOs who started the CRCs before ownership was transferred to a strange band of\u00a0catering, workfare, cleaning and security companies have now gone or been superseded\u00a0by senior managers from the owners. There is no continuity between the different\u00a0providers and less and less organic links with the new National Probation Service despite\u00a0originally sharing buildings and having a common IT language. Now many models prevail\u00a0and communication has become difficult.<\/p>\n

    Leadership is a difficult issue to get right. Too often the balance between management\u00a0and leadership is blurred. In 2001 there was a strong move to centralise probation policy\u00a0and practice and make all local areas dance to a new choreography (National Probation\u00a0Service, 2001). For the new director faced with a brain drain of 17 Chiefs, amongst which\u00a0were some of its most innovative thinkers and leaders, an administrative model prevailed\u00a0and the new chiefs were managers working on behalf of a target-driven centre. This did\u00a0not work well and as successive central leaders failed to resist the prisonisation of\u00a0probation local leaders began to emerge. The new Trusts arrived with a younger, more\u00a0female dominated leadership of the 35 Trusts which through its representative organ, the\u00a0Probation Chiefs Association (PCA), began to drive forward a new agenda. Evidence\u00a0showed it was performing well and innovating around such issues as Integrated Offender\u00a0Management (IOM), domestic violence, sex offenders, accredited programmes, desistance\u00a0agendas, the Offender Engagement Programme, etc. PCA as a fledging organisation, was\u00a0beginning to assert itself and give a voice, often a female voice, to the views of its\u00a0leadership in ways which approached the earlier more vocal ACOP in the recent past. Even\u00a0if you took the ultimate government measure of success, reducing re offending, it was\u00a0demonstrable on MoJ’s own statistics that being on probation in the Trusts did help\u00a0reduce reoffending (MoJ Analytical Services, 2013). During the early TR debates, this\u00a0leadership was visible and articulated its dismay at the dismantling of the successful Trust\u00a0arrangements. However, the corporate silencing which was imposed by the MoJ\u00a0quietened that voice to a whisper and it felt that at that moment the leadership lost its\u00a0power to influence the changes. Indeed many faced with the uncomfortable job of making\u00a0TR work either resigned or were quietly invited to do so. Once again the leadership was\u00a0decimated and as the new arrangements emerged, it did so with a much less experienced\u00a0set of individuals, nervous about their futures whether as a result of their civil servant\u00a0status in the NPS or the insecurity of their future in the new CRCs. The voice of that new\u00a0leadership has been largely silent.<\/p>\n

    Ironically the review of research initiated by the MoJ (MoJ Analytical Services, 2013) which\u00a0drew on the good practice highlighted above suggested the following four characteristics\u00a0should be at the centre of the new organisational arrangements:<\/p>\n

    \u2022 Skilled, trained practitioners;
    \n\u2022 Well-sequenced, holistic approaches;
    \n\u2022 Services and interventions delivered in a joined-up, integrated manner;
    \n\u2022 Need for high quality services. (Senior, 2013)<\/p>\n

    I posed this question rhetorically in a blog concerning these aspirations in 2013:<\/p>\n

    \u2019High quality services? Where can we possibly find a public service with top\u00a0quality kite mark awards, reductions of up to 10 per cent in reoffending\u00a0from community orders, a highly trained and motivated staff group,\u00a0delivering integrated holistic services in cooperation with voluntary and\u00a0private providers? Is this why we are seeking new providers? Wait, these\u00a0criteria are met by an organisation in existence \u2013 probation trusts. So it\u00a0makes sense to rip them in two, give it to providers with aspirations but\u00a0little track record.\u2019 (Senior, 2013)<\/p><\/blockquote>\n

    If the farce of diminishing the leadership was enough to impact on probation, it is a\u00a0further tragedy that the organisational changes have wrought an existential crisis at the\u00a0heart of the probation profession. This is discussed elsewhere in this volume (see Worrall\u00a0et al.) which interrogates the impact on the occupational culture; here it is sufficient to\u00a0note the warnings from voices rising above the parapet to reveal a sorry tale of the\u00a0disestablishment of the Probation ideal. It can be summarised emotionally as\u00a0confrontational, demoralising and divisive. In practical terms the status of probation\u00a0officer has been diminished, particularly but not exclusively, in the CRCs; colleagues have\u00a0been set against each other as they work for different organisations; communications\u00a0have been made more complex and IT systems have proliferated without positive\u00a0interconnected outcomes. At the time of writing, redundancies, sometimes as much as 40\u00a0per cent, are likely to be implemented! Training arrangements within the CRCs are\u00a0undermined and practice is often being devolved to PSO equivalents in both NPS through\u00a0E3 (NPS, 2016) and in the various models of the CRCs. There are, nevertheless, examples\u00a0of good practice across the country, maybe in spite of rather than because of the\u00a0arrangements. The future of probation as a profession is threatened by these changes yet\u00a0skilled, trained practitioners were at the heart of the research evidence quoted above\u00a0(MoJ Analytical Services, 2013). One voice picked at random from Twitter sums up the\u00a0crisis:<\/p>\n

    ‘#probation fast becoming a concept, not an institution\/public service NPS\u00a0enforcement and CRCs failed business.’ (@sadSPO, 5th March 2016)<\/p><\/blockquote>\n

    140 characters says it all. The profession is under threat.<\/p>\n

    So, above are insights into the changes, below are some of the fears and hopes expressed\u00a0at the conversation in Kendal.<\/p>\n

    Fears<\/strong>
    \n\u2022 Commodification of emotional labour (see Knight et al. in this volume);
    \n\u2022 Individualist, oppressive, competitive environments;
    \n\u2022 Silos will be created with no common language to ease communication;
    \n\u2022 Individual CRCs will be amalgamated for the needs of efficiency thus breaking local\u00a0links even more;
    \n\u2022 Loss of expertise\/local community links following abolition of trusts. Where is the\u00a0link with courts in CRCs?;
    \n\u2022 Management becomes procedural not professional;
    \n\u2022 Commercial imperatives are prioritised at the expense of best practice;
    \n\u2022 The mantra becomes low cost service for maximum profit;
    \n\u2022 Workforce no longer expects to stay in probation for life – short term work then\u00a0move on;
    \n\u2022 New managerialism defines training, then practice, of managers.<\/p>\n

    Hopes<\/strong>
    \n\u2022 Freed of National Standards this will release the creative potential of CRCs;
    \n\u2022 Mobilising the creativity of people to manage change; historically probation staff\u00a0are resilient;
    \n\u2022 Will become more outward looking, the profession of probation expanding to\u00a0include not just direct probation staff but all working in community rehabilitation\u00a0and community justice including third tier organisations;
    \n\u2022 Creative new way of managing in the changed structure;
    \n\u2022 Strong confident leaders who can communicate the meaning and purpose of\u00a0probation to the public and politicians;
    \n\u2022 Strong occupational cultures regardless of diverse organisational contexts\u00a0buttressed by an independent voice for the profession, the Probation Institute.<\/p>\n

    The future of a recognisable probation institution is at risk given the organisational\u00a0changes, arguably more invasive than previous attempts. Bifurcation of delivery means\u00a0that integration of services for the individual service user is threatened. The deskilling of\u00a0qualified Probation staff is a product of where an individual was placed in the\u00a0reorganisation and not any assessment of their skills and knowledge. This threatens the\u00a0professional confidence, independence and creative potential of probation staff, an\u00a0integral part of delivering the always difficult role of probation. The need for effective\u00a0leadership is compromised by the bifurcated arrangements. Perhaps it is prescient to\u00a0speculate that when further organisational changes arrive, they may well seek to undo\u00a0some of the consequences of this farcical and tragic organisational transformation.<\/p>\n

    References<\/h3>\n

    MoJ Analytical Services (2013) Transforming Rehabilitation: a summary of evidence on\u00a0reducing reoffending. MoJ.
    \nNational Probation Service for England and Wales and the Home Office Communication\u00a0Directorate (2001) A New Choreography: An Integrated Strategy for the National\u00a0Probation Service for England and Wales. Strategic Framework 2001 \u2013 2004.
    \nNational Probation Service (2016) E3 Blueprint.
    \nSenior, P. (2013) Risky and fundamentally misguided. Blog. Available at:\u00a0http:\/\/www.crimeandjustice.org.uk\/resources\/risky-and-fundamentally-misguided#.
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    ‘Thought Pieces’ are papers which draw on the author’s personal knowledge and experience to offer stimulating and thought provoking ideas relevant to the aims of the Journal.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[2],"tags":[],"class_list":["post-1441","post","type-post","status-publish","format-standard","hentry","category-articles"],"acf":[],"yoast_head":"\nTragedy and Farce in Organisational Upheavals for Probation: What Next? - BJCJ<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/mmuperu.co.uk\/bjcj\/articles\/tragedy-and-farce-in-organisational-upheavals-for-probation-what-next\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Tragedy and Farce in Organisational Upheavals for Probation: What Next? 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