This morning, Justice Minister Simon Hughes defended the government’s probation reforms. He used three main arguments, all highly
questionable.
First he claimed that Transforming Rehabilitation has
been undertaken “deliberatively” and over an appropriate time scale. Yes there
has been consultation but it is hard to see much evidence of how debate has influenced the shape of the
programme. And the timescale has been
widely criticised as too rushed, dictated by the need to sign the contracts
ahead of the election. Even new providers are concerned about the pace. Only
half-jokingly, a senior representative of one told me recently that there was
only one thing more worrying than losing out in the bidding process and that
was winning the contracts.
Hughes’s second contention was that the reforms had been
piloted. This is a half- truth at best. Yes there has been piloting of post
release supervision of short term prisoners which seems to have shown positive
results. Payment by Results has been tested in a number of contexts. But just as trying out new computer
programmes is of limited relevance if you are planning to change the whole
operating system, so there is a good deal of uncertainty about how the moving
parts in the new probation machinery will actually mesh together. Yes that new
system has been running for a few months; not before time, it looks as if a court of law will judge on the reasonableness of such a wholesale
reorganisation given the risks that have been widely identified.
But perhaps Hughes most interesting point was that the
independent inspector has alerted us to “no concerns that the system isn't
moving across”. In fact the Chief Inspector of Probation wrote in his most
recent annual report that “like all significant change programmes the
transitional phase of Transforming Rehabilitation carries inevitable heightened
risk.” But to be fair to Paul McDowell’s position, he recognises “the
opportunity to innovate, to think afresh, and to make a significant impact on
reoffending outcomes”.
If Ministers are to look to the Chief Inspector to alert
them to problems, it is obviously important that the office is structured to do
that effectively, impartially and independently. In the case of HM Inspectorate
of Prisons, the Chief Inspector is always appointed from outside the prison
service to give that assurance. Moreover, the Prison Inspectorate website
contains a register of interests for the Chief Inspector. On it, Nick Hardwick
reports that he has a close relative who works for the Metropolitan Police
service.
In the case of the Chief Inspector of Probation, there is
no requirement that the post holder is drawn from outside the service which he
or she inspects. Most have been former senior probation staff. Paul is a former Chief Executive of NACRO,
the charity which will henceforth play a major role in the probation landscape
which he will inspect. NACRO (for whom incidentally I worked from 1989 to 2000)
has been named as the preferred bidder in six Community Rehabilitation Company
areas.
NACRO’s partner is Sodexo, whose deputy managing director
is Janine McDowell, who is a close relative of Paul.
I have no reason at all to question the integrity of either Paul or
Janine, whom I have met, like and respect as professionals. But I do think
there is a potential for a perceived if not actual conflict of interest. It needs addressing at the very
least by greater transparency and in future by recruiting Chief Inspectors from
outside the world of probation and
community rehabilitation companies.