Probation Circular

BUSINESS PLANNING 2006-07
PURPOSE
To advise Chief Officers of the planning process for 2006-07. REFERENCE NO: 02/2006 ISSUE DATE: 12 January 2006 IMPLEMENTATION DATE: Immediate EXPIRY DATE: March 2007 TO: Chairs of Probation Boards Chief Officers of Probation Secretaries of Probation Boards CC: Board Treasurers Regional Managers AUTHORISED BY: Roger McGarva, Head of Regions & Performance ATTACHED: Annexe A: Draft NPS Business Plan 2006-07 Annexe B: Regional Plan Template Annexe C: Area Plan Template Annexe D: Revised Indicative Targets for Accredited Programme and Unpaid Work Completions

ACTION
Areas and regions should take account of the information contained in this circular in their planning for 2006-07.

SUMMARY
This circular: • provides areas with sight of the draft NPS Business Plan for 2006-07. This still awaits ministerial approval and may therefore be subject to change, but is attached in draft form to assist areas in their planning; • sets out NPD’s expectations with regard to Regional and Area Business Plans; • reiterates NPD’s commitment to the EFQM Excellence Model and the Investors in Excellence Scheme; and • provides an update on targets for 2006-07, including a revised list of area targets for accredited programme and unpaid work completions.

RELEVANT PREVIOUS PROBATION CIRCULARS
PC86/2005: Business Planning Priorities and Indicative Targets 2006-07

CONTACT FOR ENQUIRIES
Ed.Stradling@homeoffice.gsi.gov.uk (Tel: 020 7217 0758).

National Probation Directorate
Horseferry House, Dean Ryle Street, London, SW1P 2AW

NPS Business Plan 2006-07 Attached as Annexe A to this circular is a draft of the NPS Business Plan for 2006-07. This is currently with ministers for approval, but is being sent to areas now in order to assist with their planning for the year ahead. Please note that it may be subject to change. The NPD will also produce a business plan and this will be circulated in due course. Regional Plans A template is attached at Annexe B for use by Regional Managers in association with Chief Officers and Chairs. It identifies three strands: • Performance and Delivery • Business development • Delivering Change Regional Managers will be responsible for producing Regional Plans, which are to be submitted to Roger McGarva, Head of Regions & Performance, by the end of February. It will be quite appropriate for the same subject to appear in more than one column. The template contains milestones and Regions are particularly requested to ensure that Q3 and Q4 are considered carefully. The Regional Forums chaired by the Regional Managers will be used to develop and monitor these plans. Area Plans Areas will be expected to have available a plan that will set out the work they will be undertaking in 2006-07 and the timescales for it. However, areas will not be required to submit the plan for approval to NPD. Areas have already undertaken considerable work in drafting the SLAs with the ROMs and NPD does not want to add to that burden. However, the area business plans should be discussed with the Regional Manager. The Director of Probation is very concerned that there is consistency within regions and the NPS as a whole in the development of a new service delivery model based on the Police Basic Command Units. PC 86/05 advised that area plans should address how areas will: • Achieve their SLAs • Contribute to the regional plan • Manage the change process in their area. A template is attached as Annexe C. Areas can use this if they wish, but it is not mandatory. Business Excellence NPD remains committed to the EFQM Excellence Model. In drawing up area/regional plans attention should be paid to the five enablers: Leadership, Policy & Strategy, People, Partnerships & Resources and Processes. NPD will support areas in the Investors in Excellence Scheme and further guidance will be issued by Christine Lawrie, Head of Delivery & Quality in NPD. Targets A list of revised indicative targets for accredited programmes and unpaid work completions is attached as Annexe D. This replaces the previous set which was based on projected commencements in 2005-06. The revised set uses a combination of the previous budget-based approach and projections. We believe this will give a fairer balance and acknowledges the transition to delivery being more closely linked to offender need as envisaged by NOMS. Ministers are still finalising decisions on targets relating to compliance, accommodation, employment, court report preparation and DRR completions. We will circulate guidance on these as soon as possible. Background The regional plans should focus on the six national priorities paying particular attention to: • The regional business development strategies • Continuing to work on the reducing re-offending action plan strategies especially the bilateral work with HMPS and the private sector prisons. • Working with the various prison providers on custody plus • Improving public protection arrangements within regions especially the use of approved premises • Developing relationships with other voluntary, private and independent providers and achieving the new target on expenditure with the voluntary, private and independent sectors PC02/2006 – Business Planning 2006-07 2

National Probation Service for England & Wales Business Plan 2006-07

Draft subject to ministerial approval

Foreword
To be written nearer the time to reflect the context as it then will be Roger Hill Director of Probation National Probation Service

Key Priorities for the National Probation Service 2006-07
In the first five years of its existence the National Probation Service (NPS) has improved its performance year on year. The establishment of the National Offender Management Service (NOMS) has provided a new context for work with offenders including: • A focus on offender management with a single offender manager responsible for assessing need, selecting and sequencing interventions The use of commissioning to separate the identification of need from the delivery of services The use of contestability to challenge existing providers to demonstrate they continue to provide the best value in terms of both cost and quality. given to work with offenders on matters such as accommodation, education, employment, mental health and drugs/alcohol as well as addressing the needs of victims. In October 2005 the Government published its Consultation Paper “Restructuring Probation to Reduce Reoffending”. This set out proposals to introduce commissioning and contestability into the provision of probation services and the organisational consequences of these changes. The proposals require legislative change and this forms part of the context for business planning within the NPS in 2006/07. In November 2005 the Government began public consultation on changes to police boundaries. It was made explicit that any changes to police areas would be matched by the other agencies represented on Local Criminal Justice Boards. It is therefore likely there will be major structural change within the probation service during 2006/07.

• •

In September 2005 the Home Secretary made a speech to the Prison Reform Trust that emphasised the importance of reducing re-offending. The revised version of the Reducing Re-offending National Action Plan published in November 2005 reflected the priority

The key priorities for the National Probation Service for 2006-07 are: 1. Continue to contribute to the development of NOMS by managing the considerable changes facing probation areas. including the transformation of 42 probation areas into a smaller number of probation trusts; the recruitment of chairs, chiefs and trust members; the development of business skills within probation trusts to enable them to be strong providers in a new competitive environment and to identify a new role for the National Probation Directorate (NPD) in the new context of a smaller number of more independent probation trusts. This will be done as well as pursuing important work in providing staff with a decent working environment, high quality IT, appropriate training and a strong lead on diversity issues in relation to both offenders and staff. C-NOMIS (National Offender Management Information System) will begin its roll-out to all Prisons and Probation Areas in 2006/07. 2. Working collaboratively with other criminal justice agencies to protect the public from harm. As a responsible authority the NPS will work with partners in the Multi-Agency Public Protection Arrangements (MAPPA) to manage the risk of harm posed by dangerous offenders in the community and thereby reduce the risk to

victims. It will continue to develop arrangements to share information and intelligence with other key partners like the Police and the Prison Service. It will also strengthen its work on assessing the risk of harm presented by offenders throughout their supervision. The target relating to work with victims will continue. 3. Working with other criminal justice agencies and local Crime and Disorder Reduction Partnerships in England and Community Safety Partnerships in Wales to develop a new service delivery model. Police Reform provides the NPS with the opportunity to create a new delivery structure based on the Police basic command units. This will strengthen links with CDRP/CSPs and enable more focussed work with the Police on a range of issues including prolific and other priority offenders, high risk offenders and drug misusers. 4. Working with other criminal justice agencies, Judges and Magistrates to reduce re-offending by consolidating the implementation of the 2003 Criminal Justice Act with a particular focus on the new sentence of Custody Plus which will be introduced in November 2006. This will involve the wider rebalancing sentencing agenda including the appropriate use of the fine and targeting of community penalties. 5. Working with the Regional Offender Managers, the Prison Service and other agencies at a regional and national level to implement the Reducing Reoffending Action Plan to ensure that priority is given to providing locally delivered services for offenders on the issues identified in the pathways including accommodation, education/ training/employment, health, drugs/alcohol, finance/benefit and debt, children/families and attitudes/thinking/behaviour. 6. Working with the Prison Service and other key agencies to ensure compliance with legislation embed quality and diversity in the NPS in its work with offenders and in its HR policies.

Priority 1: Contribute to the Development of NOMS
Organisation
The NPD will lead the change programme within the NPS. This will be dependent on the progress of legislation through Parliament. It will probably involve the design of a new National Probation Directorate, the identification of a new working relationship between probation areas and the Home Office and the recruitment of new chairs/members for the Probation Trusts. Business Development The NPD will support area/regional and national initiatives to achieve efficiency savings through shared business services, process improvements and the better use of information/communications technology. It will continue to champion initiatives to achieve better value for money and assist areas/regions in the use of unit costing. It will lead work on contestability and support areas and regions in the development of commissioning arrangements. There will be a target requiring areas to achieve greater engagement with other providers from the voluntary, community and private sectors. This will be crucial in building alliances with other providers in an emerging “mixed” market. Work will continue in improving value for money and achieving efficiency gains. The NPD project on value for money that was piloted in Staffordshire in 2005/06 will be extended to the Yorkshire & Humberside region and the lessons promoted in all areas.

Diversity
The key priority will be to ensure that the NPS is fully compliant with equality legislation and that equality and diversity is mainstreamed into all core business practice.

Excellence
The Delivery and Quality Unit in the NPD will introduce a framework to rate the quality of area performance. The “weighted” scorecard will continue to be used within this framework. It will support areas in performance improvement initiatives with priority given to risk management and public protection.

Information
The NPD will make sure that results on the key business priorities are published quarterly on a national basis no later than six weeks after the end of the reporting period. Where it is collected, performance against targets will be broken down by race and gender; where it is not, data collection systems will be modified to ensure that diversity is properly counted and measured. The NPD will introduce a performance dashboard on a quarterly basis to cover the NPS as a whole. This will provide a clear comprehensive account of performance on a single page for use throughout NOMS.

Communications
NPD communications section supports and enables the overall business of the NPS through internal communications, supporting area initiatives, marketing probation activity especially with sentencers and assisting in the implementation of innovations such as community payback. Key priorities for 2006/07 include the introduction of custody plus, the continued implementation of offender management and the consolidation of community payback. The new probation intranet will continue to be developed to support these activities.

Human Resources
The Living Leadership model will continue to be used within the NPS. The national appraisal scheme will be rolled out across the NPS from April 2006. The NPD will complete the roll out of the workload measurement tool to those areas wishing to use the system, which will be reviewed and developed. Workforce information will be collected systematically and will contain qualitative data. A review of NPS training will be completed. The recommendations of the National Audit Office report on attendance management will be implemented. The next phase of the NPS Health and Safety strategy will be implemented.

Finance
Although finance is now the responsibility of NOMS, the NPD will continue to encourage areas to ensure that resources are used to the best effect and that budgets are managed tightly.

Estates
The NPD /NOMS review of estates will form the basis of the strategy for 2006/07.

Information Management and Technology
The roll out of C-NOMIS will begin in July 2006 and end during 2007/08. Areas will need to develop local project plans, ensure that appropriate training is provided in conjunction with the central team and change business processes where necessary to ensure full business benefit.

Performance Targets
• Staff sickness not to exceed an average of 9 days per member of staff per year

Priority 2: Protecting the Public from Harm
The management of risk of harm is critical to the work of the NPS. The Multi-Agency Public Protection Arrangements (MAPPA) have provided a framework for close working between the Probation, Police and Prison Services to manage violent and sexual offenders who present the highest risk of harm to the community. From April 2006 local MAPPA Strategic Management Boards will be required to produce business plans. These should address links with the Local Criminal Justice Boards (LCJBs) and the Local Safeguarding Children Boards, thus integrating MAPPA into the broader public safety agenda. The recruitment and training of the new MAPPA lay advisers will be completed. Her Majesty’s Inspectorate of Probation has been critical of the quality of risk assessments and risk management plans in the majority of their recent area inspection reports. The NPD has established a Risk of Harm Project Board to improve performance through the national Risk of Harm Action Plan. This work must be given high priority during 2006/07. All areas are required to monitor the quality of risk assessments through the national standards monitoring process. This exercise will be subject to external validation during 2006/07. High-risk offenders will be supervised closely and enforcement action taken as required. Areas should introduce “fast track” enforcement” systems for these offenders. New Serious Further Offence Procedures will be introduced during 2006/07 and these will be closely monitored. The new Violent and Sex Offenders Register (VISOR) has been installed in all Police areas and will be rolled out to probation areas in 2006/07. It allows information to be shared between the Police, Prison and Probation Services on high risk offenders. The NPS will continue to give priority to its statutory duties to inform victims about issues relating to the perpetrators of serious offences and that perpetrators of violent offences against children or partners are suitably assessed and managed in Domestic Violence programmes The NPS is aware that it will need to continue to develop and improve inter-agency working with health and social care providers. Offenders with mental health issues and those who are mentally disordered include a minority who pose a serious risk of harm to the community. The approved premises estate will continue to provide enhanced supervision for those assessed as presenting a high risk of harm. The NPS will continue to implement the sex offender strategy including ensuring full usage of those accredited programmes that have demonstrated good results in reducing re-offending. Work will be undertaken to develop and implement a Hate Crime Strategy.

Performance Targets
• 90% of risk of harm assessments, risk management plans and OASys sentence plans on high risk of harm offenders are completed within five working days of the commencement of the order or release into the community.

• 85% of victims to be contacted within eight weeks of an offender receiving 12 or more months imprisonment for a serious sexual or violent offence

Priority 3: Develop a new service delivery model
Service Delivery Model
The reorganisation of police boundaries provides the NPS with the opportunity to align offender management units with police basic command units. This will require close liaison between local areas and the police but will give a structure that will be robust to cope with the wider organisational changes that may take place to area boundaries in the next few years. The NPD will lead this work and it is essential that there is consistency within regions and the NPS as a whole.

Offender Management
The introduction of custody plus in November 2006 will make end to end offender management a reality. The successful implementation of Custody Plus will be a major challenge for the NPS in 2006/07, the nature of the sentence requiring close collaboration with the Prison Service and the private sector prison providers. Joint NPS/HMPS regional implementation groups responsible for implementing both custody plus and offender management will be established. In most cases the regional probation manager will chair these groups. The NPD guidance on “tiering” of cases should be implemented in 2006/07. The NPD expects that cases identified as presenting a high risk of harm will always be supervised by a Probation Officer who should be able to work in conjunction with a Probation Service Officer as required by the needs of the offender. The NPD has appointed a Head of Offender Management and this important post will lead the consolidation of this important initiative into mainstream probation practice.

Priority 4: Implementing the 2003 Criminal Justice Act
The CJA 2003
The NPD will closely monitor the implementation of the 2003 CJA. Areas will be encouraged to use local data to discuss issues arising from the implementation with sentencers so that the aims of the legislation are achieved i.e. the use of a more flexible range of supervision options to provide sentencers with greater confidence in community options. Training on custody plus will commence early in 2006/07 and this will include refresher input on the targeting of the community order. The National Implementation Guide on community sentences will be revised and republished in the summer. The NPD’s CJA Bench Guide (for magistrates) and Bench Handbook (for judges) will be updated and reissued for Custody Plus. Custody plus will add a significant volume of new work onto probation workloads so areas will have to ensure that workforce planning assesses the needs of the offenders and matches capacity in an appropriate way. Areas should explore the potential of joint work with voluntary, community and private sector organisations in meeting this demand.

Prolific and other Priority Offenders (PPOs) and Intensive Interventions
Areas will continue to be encouraged to propose intensive community orders on PPOs in court reports as constructive alternatives to short custodial sentences. These will normally comprise: • three or more requirements of the community order or • a long unpaid work requirement plus a restriction such as a curfew or the use of an electronic monitoring requirement Areas will be expected to target these interventions on those persistent offenders with a high risk of re-offending – by strategic engagement with Local Criminal Justice Board priorities and in association with local Crime and Disorder and Community Safety Partnerships Areas will be expected to apply for drug testing conditions for those PPOs on licence who meet the relevant criteria (PC34/05) so that the proportion of drug misusers entering treatment is increased. The NPD will monitor the: • proportion of relevant cases with a condition • proportion of tests which are positive • proportion of cases entering treatment following positive tests • number of offenders recalled to prison for positive tests

Court Work
The NPS must prioritise work in and around courts which are our major customers. The NPD is aware that there is a tension between the principles underpinning offender management and the desire of courts to progress cases quickly. However, the provision of Fast Delivery Reports remains a priority and the NPS should provide 40% of all reports on the day in this format. A new national protocol to assist courts in determining the format of the report will be introduced from April 2006.

All offenders will be screened for risk of harm. A full OASys assessment including risk of harm will always be completed when preparing a full Standard Delivery Report. If a Fast Delivery Report has been prepared a full OASys assessment will only be prepared post sentence if the circumstances of the case require it. Areas will be expected to ensure that the quality of OASys is monitored.

Community Payback
Over half of all community orders include an element of unpaid work. In November 2005 the Community Payback scheme was launched which aims to promote the delivery of unpaid work through alliances with civic, corporate, faith and community sector communities and to increase the visibility of work done by sentenced offenders. Areas will be expected to continue to promote this scheme actively through publicity, the use of the logos and ensuring that the work done is of a high quality

Enforcement
The Office of Criminal Justice Reform, the Home Office and the Her Majesty’s Court Service are working closely together to reduce the time taken to enforce community penalties. The Local Criminal Justice Boards have targets/measures and the NPD will work closely with the other Departments/agencies to improve performance in areas not performing adequately. Success will require significant changes to current practice including a greater presence in court to ensure that offenders subject to breach action can normally be sentenced at the first court appearance.

Performance Targets
• 90% of risk of harm screenings/ full analyses (as appropriate) and OASys sentence plans are completed on Prolific and other Priority Offenders within five working days of commencement of the order or release into the community. • • Court reports: target to be determined 50,000 completions of unpaid work • • Compliance: targets to follow

Initiate breach proceedings in accordance with national standards within 10 working days in 90% of cases • o Local Criminal Justice Board enforcement targets/measures:

An average of 35 working days from second unacceptable absence to resolution of the case o To resolve 50% of cases within 25 working days of a second unacceptable absence

Priority 5: Implementing the National Action Plan on Reducing Re-offending
The revised National Reducing Re-Offending Delivery Plan published in November 2005 originated from recommendations in HM Inspectorates of Probation and Prisons “Through the Prison Gate” report and the subsequent Social Exclusion Unit Report “Reducing Reoffending by ex-prisoners”. Its seven “Pathways” provide a holistic framework for multi agency strategic planning within a regional framework. Regional Offender Managers have overall responsibility for ensuring services are provided which reduce re-offending. The NPS and Prison Service will produce regional plans which will plan for and provide the range of interventions required. Areas will be expected to address Area Plans will include proposals for local delivery of services within the following Pathways

Accommodation
Working in conjunction with NOMS, HMPS, housing providers and Supporting People arrangements the NPS will increase access for offenders to appropriate and sustainable accommodation and will: • Clarify the extent of accommodation need and work with other partners to develop a common set of data requirements to assist planning and monitoring of delivery • Ensure representation on regional housing boards and develop a regional approach to the provision of accommodation building on the work of the projected pathfinders This will be supported by a performance measure.

Education, Training and Employment
Basic Skills The new Offenders Learning and Skills Service (OLASS) will integrate provision for offenders in custody and the community from September 2006. The aim is to provide an end to end service throughout the period of the sentence. The three development regions (SW, NW and NE) went live in August 2005. The DfES is working with NOMS to introduce an IT system into those regions which will support offender learning. A different approach to procurement for the second phase is being used with commissioning being applied to the community element. In Wales the Regional Offender Manager will hold the funding and work jointly with the Welsh Assembly Government, the NPS, HMPS and all stakeholders to develop a Welsh version of OLASS. The NPD will support areas in the provision of training on adult learning and screening tools. Employment and training The employment pathfinders will close in June 2006 and be evaluated by the autumn. Areas should give priority to initiatives relating to improving the access of offenders into employment and training. A bid has been made through the PS+ project for European funds to support projects for offender learning including specific provision for women. A new employment target will be introduced to acknowledge the importance of this issue.

Mental and Physical Health
From April 2006 healthcare within Prisons will be commissioned by Primary Care Trusts in England and Local Health Boards in Wales. Probation areas should establish working relationships with these bodies to ensure that offenders have access to health services in the community and especially in situations such as approved premises where there is a “duty of care”. The National Reducing Re-Offending Action Plan refers to the Mental Health Bill which will help to make treatment available for mentally disordered offenders before they offend and to enable mentally disordered people who have offended to receive treatment rather than punishment where this is possible. Areas will be expected to be alert to opportunities to restore initiatives such as mentally disordered offenders diversion schemes were ever possible.

Drugs and Alcohol
Drugs Priority will continue to be given to increasing the percentage of relevant offenders made subject to the Drug Rehabilitation Requirement (DDR) that can be used across all community sentencing bands and is suitable for all levels of drug dependency. Successful completion of these orders will remain a critical performance target. There is also strong evidence that retaining offenders in treatment for 12 weeks is critical for reductions in re-offending and drug misuse NPD data suggests that there is a higher retention in treatment rate for offenders on DRRs compared with those in voluntary treatment. The NPD is working closely with the Drug Intervention Programme to ensure that local Criminal Justice Intervention Teams identify offenders suitable for DRRs in the period before sentence so that unnecessary adjournments do not delay the commencement of treatment. There is a presumption now that PPOs with substance abuse problems will have additional conditions in their licence unless there are clear reasons against this. Whilst there may be changes in commissioning arrangements for 2007/08 areas should continue to demonstrate their commitment to the work of the Drug Action Teams in England and the Substance Misuse Action Teams in Wales and participate in joint commissioning arrangements at local level. Alcohol The NPD plans to publish an Alcohol Delivery Strategy in the spring – it will be consistent with the Alcohol Harm Reduction Strategy for England, the Prison Service Alcohol Strategy and the Models of Care for Alcohol Misusers. Alcohol treatment (normally relevant to tiers 3 and 4 of the Models of Care used by the NHS) can be delivered through an Alcohol Treatment Requirement (ATR) of the new community order. Areas should work with the Primary Care Trusts, Drug Action Teams and the Crime and Disorder Reduction Partnerships to maximise the opportunities for treatment provision.

The existing range of accredited programmes addresses some aspects of alcohol related offending including the Offender Substance Abuse Programme (OSAP), the Addressing Substance Related Offending Programme (ASRO) and the Drink Impaired Drivers Programme (DIDS). A low intensity alcohol module is being developed for those offenders whose alcohol misuse needs are not sufficient to merit referral to the existing programmes. It will be fully available from summer 2007 after pilots in 2006/07.

Finance, Benefit and Debt
Some of the PS+ projects will focus on developing services through voluntary partnerships to provide advice on finance, benefits and debt. This is to supplement the advice issued in 2005 to areas on what basic services for offenders need to contain. The NPD will develop options for piloting financial literacy courses based on the National Open College Network module. Areas will be required to demonstrate a greater commitment to work with the voluntary and community sector in 2006/07. This should include work with local organisations able to assist offenders in relation to financial advice. Areas will be expected to give priority to the provision of advice in court settings so that relevant offenders can be fined rather than given a community order.

Children and Families of Offenders
Areas will be expected to work closely with other agencies at a local level to ensure that work with individual offenders is set in the wider context of the whole family. This will involve full implementation of the relevant sections of the Children Act 2004, including Safeguarding Children arrangements overseen by Local Safeguarding Children’s Boards, which come into effect in April 2006. Areas will be expected to engage with very local groups to improve the support available to offenders subject to imprisonment especially those on custody plus. Areas will be guided in this work by implementing the NOMS Strategy for Children and Families, which will be launched during the year.

Attitudes, Thinking and Behaviour
There are now eighteen accredited programmes designed to address the major attitudinal and offending behaviour needs for generic and specialist offender groups. Whilst the completion targets are being achieved, it is important that areas deliver a mixture of programmes to meet the needs of offenders. Roll out of the domestic violence programmes, CALM and OSAP programmes will be completed next year. This will ensure all areas have the opportunity to deliver a full range of programmes. A need has been identified for a short relapse prevention programme to support graduates of substance misuse programmes and for a Low Intensity Alcohol Misuse module (LIAM), these will be developed and piloted. A joint review with the prison service will examine the feasibility of updating ETS in the light of increasing knowledge about offending behaviour programmes. The NPS will continue to focus on the improvement in quality and increasing flexibility in the delivery of programmes. There are a number of strands to this work which where possible will be taken forward jointly with the Prison Service, these include: • A reorganisation of tutor training to include a core skills module and programme specific training. This will speed up the process of training new tutors, reduce

• • • • •

duplication and costs and allow greater flexibility for part-time or sessional staff in accessing training. A Review of the audit procedures to produce an audit focussing on the few elements essential for effective delivery. Implementing the treatment management strategy Ensuring that programme provision matches the needs profile of offenders in that location. Increased use of the One to One programme to meet the needs of specific offender groups such as racially motivated offenders. Working towards linking the skills taught on offending behaviour programmes to the Open College Network awards framework, thus allowing offenders to gain recognition for the work they have undertaken.

Performance Targets
• 48,000 basic skills starts • Basic skills awards: targets to be determined • Offender employment: target to be determined • Offender accommodation: target to be determined • DTTO/DRR completions: target to be determined • 17,500 completions of accredited programmes, including 1,200 sex offender treatment programme completions and 1,200 domestic violence programme completions

Priority 6: Embedding Equality and Diversity in the NPS
The key priority will be to ensure that the NPS is fully compliant with equality legislation and that equality and diversity is mainstreamed into all core business practice. There is no mandatory obligation to monitor performance by age, faith, sexuality and/or religion or belief. Disability and race duties strongly imply the need to monitor in order to assess the effectiveness of any measure being taken following impact assessment. The NPD will provide a lead to areas on this issue in 2006/07 through the provision of regular performance reports, which utilise data more effectively on diversity. From April 2006 performance against key service delivery targets will be broken down by race/ethnicity and gender, quarterly. We will also work with commissioners during the course of 2006/07 to develop monitoring strategies to address other diversity variables. The implementation of C-NOMIS will further improve our capacity to collect data on outcomes and facilitate a more systematic approach to monitoring the effectiveness of service delivery. Areas will be expected to replicate national arrangements at local level. It is imperative that as an organisation National Probation Service complies with current equality and diversity legislation. Currently there are five key pieces of legislation that the service needs to evidence to demonstrate compliance: • Age Legislation: On 1 October 2006 the new Age Legislation will come into effect, effectively banning age discrimination (including ageist harassment) at work and forced retirement before 65. • Race Relations (Amendment) Act 2000: The 2000 Amendment to the 1976 Race Relations Act states that public sector authorities have both a general and specific duties to promote race equality and to produce a Race Equality Scheme. • Disability Discrimination Act With the introduction of the Amendment to the 1995 Disability Discrimination Act which comes into force on December 4 2006, all public sector authorities will have general and specific duties to promote disability equality and to produce a Disability Equality Scheme. • European Anti-Discrimination Directives (relating to age, faith and sexuality) to ensure that the organisation is compliant with current and impending legislative requirements • Welsh Language Act 1993 to ensure that Welsh speakers can receive services in the language of their choice It is anticipated that from April 2007 there will be an Equality Bill that will introduce a gender equality duty for all public authorities in Great Britain. All public bodies will be legally bound to eliminate sex discrimination and promote gender equality; services will need to prepare for this legislation to ensure compliance. The NPD will issue guidance on all these issues and monitor area progress. However, the statutory responsibilities rest with probation areas and it is essential that all chief officers ensure that they are compliant with the relevant legislation. In a commissioning environment it is essential that diversity is given sufficient priority by being embedded in service level agreements. Areas must be able to evidence good examples of successful practice in relation both to service delivery and staff. The targets relating to employment of staff have been achieved with the significant exception of senior grades. The Accelerate programme will continue to address this although areas should explore local initiatives as well.

The NPD will promote closer work with the Prison Service on diversity issues at a national/regional and area level. The emergence of end to end offender management must be accompanied by a clear commitment to address the structural disadvantage suffered by key groups of offenders.

Performance Targets
• • To meet regionally set employment targets for minority ethnic staff

95% of race and ethnic monitoring data on staff and offenders to be returned on time and using the correct (Census 2001) classification

Annexe B NPS REGIONAL PLAN TEMPLATE 2006-07 Priority 1: Contribute to the development of NOMS
Performance and Delivery Planned activity and project owner Business Development Delivering Change

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1

Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

1

Priority 2: Protect the Public from Harm
Performance and Delivery Planned activity and project owner Business Development Delivering Change

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1

Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

2

Priority 3: Develop a new service delivery model
Performance and Delivery Planned activity and project owner Business Development Delivering Change

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1

Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

3

Priority 4: Consolidate the implementation of the 2003 Criminal Justice Act
Performance and Delivery Planned activity and project owner Business Development Delivering Change

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1

Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

4

Priority 5: Implement the national action plan on reducing re-offending
Performance and Delivery Planned activity and project owner Business Development Delivering Change

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1

Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

5

Priority 6: Embedding Equality and Diversity in the NPS
Performance and Delivery Planned activity and project owner Business Development Delivering Change

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1

Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

6

In planning you are advised to consider the following principles: Customer focus Leadership and constancy of purpose Management by processes and facts People development and involvement Continuous learning, innovation and improvement Partnership development Corporate social responsibility

7

Annexe C NPS AREA BUSINESS PLAN TEMPLATE 2006-07 Priority 1: Contribute to the development of NOMS
Achieving Service Level Agreements Planned activity and project owner Contributing to the regional plan Managing the change process

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1 Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

1

Priority 2: Protect the Public from Harm
Achieving Service Level Agreements Planned activity and project owner Contributing to the regional plan Managing the change process

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1 Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

2

Priority 3: Develop a new service delivery model
Achieving Service Level Agreements Planned activity and project owner Contributing to the regional plan Managing the change process

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1 Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

3

Priority 4: Consolidate the implementation of the 2003 Criminal Justice Act
Achieving Service Level Agreements Planned activity and project owner Contributing to the regional plan Managing the change process

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1 Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

4

Priority 5: Implement the national action plan on reducing re-offending
Achieving Service Level Agreements Planned activity and project owner Contributing to the regional plan Managing the change process

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1 Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

5

Priority 6: Embedding Equality and Diversity in the NPS
Achieving Service Level Agreements Planned activity and project owner Contributing to the regional plan Managing the change process

Relevant Performance Target(s)and Measure(s)/ Projected Outcome(s)
Milestones – Quarter 1 Milestones – Quarter 2

Milestones – Quarter 3

Milestones – Quarter 4

6

In planning you are advised to consider the following principles: Customer focus Leadership and constancy of purpose Management by processes and facts People development and involvement Continuous learning, innovation and improvement Partnership development Corporate social responsibility

7

Annexe D

Indicative Area Targets 2006-07 (Revised)
Accredited Programme 1 Completions 439 171 185 236 234 157 320 461 187 129 417 166 1,431 202 496 192 303 370 586 358 284 2,164 686 234 281 218 191 688 261 538 551 360 186 204 381 245 452 150 345 1,062 871 109 17,500 Unpaid Work completions1 1,074 480 679 836 526 555 1,016 1,137 475 371 1,215 382 3,578 598 1,747 660 1,020 1,418 1,372 1,097 509 7,029 1,628 747 672 647 523 1,332 1,316 1,464 1,443 957 552 569 1,048 718 1,478 367 920 2,978 2,453 415 50,000

Area Avon & Somerset Bedfordshire Cambridgeshire Cheshire County Durham Cumbria Derbyshire Devon & Cornwall Dorset Dyfed-Powys Essex Gloucestershire Greater Manchester Gwent Hampshire Hertfordshire Humberside Kent Lancashire Leicestershire & Rutland Lincolnshire London Merseyside Norfolk North Wales North Yorkshire Northamptonshire Northumbria Nottinghamshire South Wales South Yorkshire Staffordshire Suffolk Surrey Sussex Teesside Thames Valley Warwickshire West Mercia West Midlands West Yorkshire Wiltshire England & Wales
1

Targets based on 1/3 share of 2006-07 basic budget formula and 2/3 projected 2005-06 starts