Source · Select Committees · Public Accounts Committee
Recommendation 15
15
Accepted
Probation staff face immense pressure from constant policy changes and high workloads.
Recommendation
In addition to high caseloads, staff have also had to deal with a high level of change. In 2023–24, HMPPS estimated there were around 100 new national proposals to change probation processes—84% of which were business- as-usual changes, such as those required to meet ministerial commitments, and not linked to major change programmes. It estimated that it would take probation practitioners a week to read the associated guidance and policy frameworks.29 Written submissions that we received from academics, think tanks and charities also highlighted their concerns over the additional 24 Qq 17–22,101 25 Qq 43–44 26 Q15; C&AG’s Report 2.13–2.14 27 Qq 56–57 28 Qq 27, 29, 31, 35, 50; C&AG’s Report, para 12 29 Qq 58–59; C&AG’s Report, para 2.11 12 pressures probation staff have faced from disruptions caused by recent major reorganisations and the constant changes to probation processes. They told us that probation staff have felt alienated by these frequent changes, and that there is a “culture of emotional strain”. The cumulative impact of ongoing disruption fostered a sense of crisis, with staff reporting heightened anxiety linked to rapid policy changes and long-serving staff frequently describing their experiences in terms of ‘trauma’.30
Government Response Summary
HMPPS recognises the significant volume of change that staff in probation face and will develop OFPS implementation plans to carefully sequence changes. The change load is managed through the Gateway Management System, with twice yearly change ‘freezes’ introduced to provide staff with periods to consolidate knowledge.
Government Response
Accepted
HM Government
Accepted
3.4 The government agrees with the Committee’s recommendation. Recommendation implemented 3.5 HMPPS recognises the significant volume of change that staff in probation face. OFPS implementation plans are being developed to sequence carefully when changes are introduced to make that manageable for staff. HMPPS has also identified wider changes and business-as-usual activities which can be paused or scaled back to free up time for frontline teams to prepare for and implement higher priority changes. 3.6 HMPPS works with trade unions, leaders and operational colleagues to refine sequencing, minimise disruption, and ensure that change enables - not hinders - the delivery of safe, high-quality services. 3.7 The change load is managed through the Gateway Management System (GMS) to allow space for independent sentencing review measure implementation and continuing to challenge on non-critical/non-priority work from entering the system. This provides visibility on the change load forecast over coming months, continuing to work with Regional Probation Directors and local teams to capture local change load and supports prioritisation decisions to smooth the impact for staff. HMPPS have introduced twice yearly change ‘freezes’ to provide staff with periods in which they can consolidate knowledge and focus on day-to-day delivery. Implementation of all OFPS changes will be sequenced via GMS.