A thematic inspection led by HM Inspectorate of Probation investigated the effectiveness of the arrangements to support Senior Probation Officers (SPOs) working in sentence management and in court teams. The report, The role of the senior probation officer and management oversight in the Probation Service, published on 18 January 2024, also focuses on management oversight, the processes taken by SPOs to make sure that probation work is undertaken to the required standard.

The Probation Service manages a complex and challenging caseload and the role of the SPO is central in its work to protect the public. Inspectors found that SPOs had too many responsibilities which get in the way of their focus on the quality of work delivered by their teams.

Interim Chief Inspector of Probation, Sue McAllister said: “The excessive workload faced by SPOs has been touched on in many of our reports, and the findings from this thematic inspection again highlight the workload issue faced by frontline probation staff. Put simply, their responsibilities are too great – and whilst we’re seeing some developments, the SPOs’ span of responsibility is too wide. The demands of the role prevent them from being able to focus on the role’s priority – ensuring effective management oversight of the probation caseload.”

The Probation Service lacks a comprehensive strategy for delivering effective management oversight. The inspection found the management oversight frameworks that have been implemented are used inconsistently by probation staff. Only 39 per cent of SPOs believed the current policies relating to management oversight meet the needs of the probation caseload.

Sue McAllister said: “A revised framework is required to enable both the day-to-day decision making and proactive assurance of probation services. Currently, the lines of responsibility are not clear and due to uncoordinated policy, it does not come as a surprise that many SPOs lack confidence in the current framework and are not certain about their responsibilities.”

This inspection found:

• The current management structure and arrangements for the delivery of sentence management do not enable effective management oversight.
• A significant amount of time is currently being spent by SPOs on tasks unrelated to service delivery. Sixty-two per cent of SPOs said they had dealt with issues such as broken toilets or damaged windows within the last month.
• Staff in Wales have responded positively to the introduction of a new structure which has resulted in a less frenetic working culture. Morning check-in meetings and protected hours for probation practitioners to consult with SPOs have reduced anxiety levels, fostering a more considered approach to decision-making.

Management oversight

• As a result of workload pressure and staff confusion about policies, the management oversight of cases is not proactive.
• SPOs are generally dependent on PPs (probation practitioners) raising concerns with them before they examine a case and supervision meetings have a broad agenda, which restricts the time available to review cases.
• The implementation of management oversight policies varies across the regions.
• A culture of fear is becoming embedded across sentence management teams in the English regions. This is driven by the fear of serious further offences. This undermines the confidence of PPs and the overall management oversight practice.

The SPO role

• The SPO’s span of responsibility is too great, and too much time is spent on
  non-operational tasks such as facilities management. Whilst there has been an improvement due to the introduction of case administrators, only 17 per cent of SPOs working in sentence management said they had time to deliver effective management oversight.
• There is no national SPO induction and training programme that meets the complexity and demands of the role.
• In Wales, the role of the quality development officer (QDO) has been introduced. The QDO is located within the PDU (probation delivery unit) structure and are involved more directly in operational delivery and are more able to look at specific, relevant areas of practice.

This report makes six recommendations, including to design and implement a comprehensive induction and development programme for all SPOs and to review business support functions in relation to facilities management and human resources.

ENDS

1. This report is available at justiceinspectorates.gov.uk/hmiprobation on 18 January 2024 at 00.01.
2. HM Inspectorate of Probation is the independent inspector of youth offending and probation services across England and Wales.
3. For media enquiries, please contact media@hmiprobation.gov.uk (E-mail address) (E-mail address)