Here you can find more than 750 posts tracking every major development in probation since 2011. You can trace the rise and fall of Transforming Rehabilitation, see the latest performance figures and explore new practice developments. If you’re looking for something in particular, try the search box below.
The first in the new series of video interviews on Transforming Rehabilitation comes from Andrew Neilson, Director of Campaigns at the Howard League for Penal Reform.
The Home Office published the findings of this year’s Integrated Offender Management survey yesterday 26 September 2013. The document makes it clear that the survey and its date of publication are closely connected to Transforming Rehabilitation – the overhaul and outsourcing of the probation service. The Home Office asked all 292 Community Safety Partnerships in England Wales to complete the online survey which 184 CSPs (63%) did. This summary of the findings gives a quick overview…
When the MoJ lit the fuse on the Transforming Rehabilitation procurement process last week, it also published a “Principles of Competition” document. The document is divided into two parts: Competition Fairness and Market Management…
When the MoJ launched the competition for the outsourced components of the probation service on 19 September 2013, they issued a number of accompanying documents. Perhaps the most important was the Target Operating Model (TOM) which explains how the new system, with the current probation trusts split into a National Probation Service (NPS) and 21 Community Rehabilitation Companies, will operate in practice. TOM is 64 pages long and gives a very detailed description of the current MoJ vision of how reducing reoffending will work from 2015 onwards…
TR competition process updated again September 2014
What works? One of the positive side-effects of the Transforming Rehabilitation project (launched in earnest yesterday) has been the debate it has provoked about what
19 September 2013 may prove to a momentous date in probation history. Minister of Justice Chris Grayling announced the formal launch of the competition for the 40% of the probation service which is being outsourced/privatised. Today is also the day that probation staff are told about their (limited) options of moving into the new National Probation Service or…
Saleha Wadee, CEO of Laurus Development, with her second post on setting up the first mutual to spin out of the probation service. “One of our values is “acting with a sense of urgency” and this has been the main contributor to our development in the world of probation. Freed from institutional constraints we have reacted swiftly scaling up our ambition to become a national provider capable of attracting and securing business with both the retained public service and the new providers of adult offender services.”
TR provokes strong feelings with some seeing it as an opportunity to improve the quality and effectiveness of work done to reduce reoffending and others maintaining that it is mainly about privatisation and will result in a poorer service. This fundamental difference of opinion has led to a somewhat stagnant debate in recent months. So, I decided to try to liven up the debate, and widen its scope by engaging some new participants…
The latest MoJ reoffending rates show that probation trusts continue to reduce reoffending even under the pressure of the proposed wholescale changes under the government’s Transforming Rehabilitation agenda. This overall good progress does, however, conceal a considerable variation between trusts.
Like a young child writing to Santa, I don’t quite know where to begin with my wish list of all the things I’d like to know from NOMS before the Transforming Rehabilitation procurement process starts in earnest. Perhaps the obvious first request is to know when the PQQ process is going to start and end? And will it be the rumoured “light touch” process to ensure that most new entrants, including probation mutuals, will have a good chance of getting through? Or will it be the (also rumoured)…
Employee engagement was central to driving forward plans to transform ourselves from a service-based and passive organisation to a dynamic commercially focused one. We had to recognise that our future careers depended on us developing products, delivering great service, attracting and motivating the best staff and persuading potential customers that we are the best option for all their training needs in the sector. We wanted to turn ourselves into a mutual where employees have a stake…
