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
highlights 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.
