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Probation

Circular

BUSINESS PLANNING 2006-07 REFERENCE NO:


PURPOSE 02/2006
To advise Chief Officers of the planning process for 2006-07.
ISSUE DATE:
ACTION 12 January 2006
Areas and regions should take account of the information contained in this
circular in their planning for 2006-07. IMPLEMENTATION DATE:
Immediate
SUMMARY
This circular: EXPIRY DATE:
• provides areas with sight of the draft NPS Business Plan for 2006-07. March 2007
This still awaits ministerial approval and may therefore be subject to
change, but is attached in draft form to assist areas in their planning; TO:
• sets out NPD’s expectations with regard to Regional and Area Business Chairs of Probation Boards
Plans; Chief Officers of Probation
• reiterates NPD’s commitment to the EFQM Excellence Model and the Secretaries of Probation Boards
Investors in Excellence Scheme; and
• provides an update on targets for 2006-07, including a revised list of area
CC:
targets for accredited programme and unpaid work completions.
Board Treasurers
Regional Managers
RELEVANT PREVIOUS PROBATION CIRCULARS
PC86/2005: Business Planning Priorities and Indicative Targets 2006-07
AUTHORISED BY:
Roger McGarva, Head of Regions
CONTACT FOR ENQUIRIES & Performance
Ed.Stradling@homeoffice.gsi.gov.uk (Tel: 020 7217 0758).
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

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

• Local Criminal Justice Board enforcement targets/measures:

o 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 Business Development Delivering Change
Planned activity
and project
owner

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 Business Development Delivering Change
Planned activity
and project
owner

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 Business Development Delivering Change
Planned activity
and project
owner

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 Business Development Delivering Change
Planned activity
and project
owner

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 Business Development Delivering Change
Planned activity
and project
owner

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 Business Development Delivering Change
Planned activity
and project
owner

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:

¾ Customer focus

¾ Leadership and constancy of purpose

¾ Management by processes and facts

¾ People development and involvement

¾ Continuous learning, innovation and improvement

¾ Partnership development

¾ Corporate social responsibility

7
Annexe C
NPS AREA BUSINESS PLAN TEMPLATE 2006-07

Priority 1: Contribute to the development of NOMS

Achieving Service Level Contributing to the regional plan Managing the change process
Agreements
Planned activity
and project
owner

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 Contributing to the regional plan Managing the change process
Agreements
Planned activity
and project
owner

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 Contributing to the regional plan Managing the change process
Agreements
Planned activity
and project
owner

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 Contributing to the regional plan Managing the change process
Agreements
Planned activity
and project
owner

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 Contributing to the regional plan Managing the change process
Agreements
Planned activity
and project
owner

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 Contributing to the regional plan Managing the change process
Agreements
Planned activity
and project
owner

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:

¾ Customer focus

¾ Leadership and constancy of purpose

¾ Management by processes and facts

¾ People development and involvement

¾ Continuous learning, innovation and improvement

¾ Partnership development

¾ Corporate social responsibility

7
Annexe D
Indicative Area Targets 2006-07 (Revised)

Accredited Programme Unpaid Work


1
Area Completions completions1
Avon & Somerset 439 1,074
Bedfordshire 171 480
Cambridgeshire 185 679
Cheshire 236 836
County Durham 234 526
Cumbria 157 555
Derbyshire 320 1,016
Devon & Cornwall 461 1,137
Dorset 187 475
Dyfed-Powys 129 371
Essex 417 1,215
Gloucestershire 166 382
Greater Manchester 1,431 3,578
Gwent 202 598
Hampshire 496 1,747
Hertfordshire 192 660
Humberside 303 1,020
Kent 370 1,418
Lancashire 586 1,372
Leicestershire & Rutland 358 1,097
Lincolnshire 284 509
London 2,164 7,029
Merseyside 686 1,628
Norfolk 234 747
North Wales 281 672
North Yorkshire 218 647
Northamptonshire 191 523
Northumbria 688 1,332
Nottinghamshire 261 1,316
South Wales 538 1,464
South Yorkshire 551 1,443
Staffordshire 360 957
Suffolk 186 552
Surrey 204 569
Sussex 381 1,048
Teesside 245 718
Thames Valley 452 1,478
Warwickshire 150 367
West Mercia 345 920
West Midlands 1,062 2,978
West Yorkshire 871 2,453
Wiltshire 109 415
England & Wales 17,500 50,000

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