The National Offender Management Service, an Executive Agency of the Ministry of Justice, faces substantial financial and operational challenges, including a vulnerability to unexpected changes in the prison population. The Service achieved value for money in 2011-12, as it hit its savings target of £230 million while restructuring its headquarters and it has broadly maintained its performance, such as in reducing reoffending. As a result of some sentencing reforms not going ahead, the Ministry of Justice lost around £130 million of savings. Given the loss of these reforms, the prison population is now unlikely to fall significantly over the next few years, which limits the plans to close older, more expensive, prisons and bring down costs. The savings target for 2012-13 of a further £246 million is challenging and an overspend of £32 million is forecast. The Service currently has a £66 million shortfall in the £122 million needed over the next two years to fund early staff departures aimed at bringing long-term reductions in its payroll bill. The Service has restructured its headquarters, reducing staff numbers by around 650 from around 2,400. Most stakeholders generally regarded the restructure positively, considering it produced a more efficient organisation with greater clarity on accountability. The Service relies on the probation profession to deliver reforms and to reduce costs, but there are some tensions in the relationship. The NAO recommends the Service continues to engage with probation trusts to address their perception it lacks understanding of probation issues.

The National Offender Management Service directly manages 117 public prisons, manages the contracts of 14 private prisons, and is responsible for a prisoner population of around 86,000. It commissions and funds services from 35 probation trusts, which oversee approximately 165,000 offenders serving community sentences. For 2012-13, the Agency's budget is £3,401 million. The Agency achieved its savings targets of £230 million in 2011-12 and maintained its overall performance, despite an increase in the prison population. However, the Agency's savings targets of £246 million in 2012-13, £262 million in 2013-14 and £145 million in 2014-15 are challenging. The Agency believes it has scope to make the prison estate more efficient by closing older, more expensive prisons and investing in new ones. These plans, however, assume the prison population will stay at its current level. Furthermore, the Agency has not yet secured the up-front funding for the voluntary redundancies needed to bring down prison staffing costs. Unless overcrowding is addressed and staff continue to carry out offender management work it is increasingly likely that rehabilitation work needed to reduce the risk of prisoners reoffending will not be provided. The Agency has not done enough to address the risks to safety, decency and standards in prisons and in community services arising from staffing cuts implemented to meet financial targets. The Agency plans to increase the role of private firms and the third sector in probation but the probation trusts don't appear to have the infrastructure and skills they need to commission probation services from these providers effectively

How have different criminal justice agencies responded to the modernization process? What forms does modernization take? What lessons can be drawn to influence the future shape of criminal justice policy? Understanding Modernization in Criminal Justice is the first book to theorize modernization in the context of criminal justice. It provides a historically informed account tracing the evolving links between new public management and modernization as well as proposing a conceptual framework for understanding the impact of policies on each criminal justice agency in England and Wales. A variety of political strategies and tactics are identified, which contribute to the reform process. The extent of vulnerability, capacity for resistance or potential for transformation in each individual key agency is explored, including strategies of censure, compliance and commitment. The authors go on to analyse how these processes have occurred in an international context, in particular, the relationship between drivers of global crime and their impact in the context of England and Wales. This will challenge policy makers in all jurisdictions to consider the potential impact of new public management. The book concludes with a look ahead, anticipating developments in criminal justice sector after the departure of Tony Blair and potentially post a new Labour administration. Understanding Modernization in Criminal Justice is invaluable reading for those concerned with the administration of criminal justice at both a policy and managerial level; from students and academics wishing to understand the way agencies are responding to this agenda through to penal reformers and commentators.

This title presents an account of contemporary probation policy and practice. It also offers an account of probation's history, its values and its principal tasks. It is suitable for the students of probation, and for general readers.

Prisoner resettlement is high on current political and policy agendas. The high reconviction rates of ex-prisoners have been acknowledged for many years but the rapidly rising prison population has meant that more prisoners than ever before are released. This together with the pressure this puts on to the infrastructure of the prison estate and the publication of two influential reports which highlighted the problems faced by prisoners leaving prison has concentrated attention on attempts to ensure that prisoners do not return to prison once released. The resettlement of prisoners is now a priority policy area linked directly to Government initiatives to reduce reoffending. The renewed policy interest in prisoners resettlement forms the context of this volume, which brings together current knowledge and understanding about prisoners resettlement. The book draws on the contributors extensive experience as researchers and practitioners in the field and includes contributions from acknowledged experts. Prisoner Resettlement provides a comprehensive review and analysis of resettlement policy and practice in England and Wales in the early part of the 21st century. In particular it: critically reviews current policy, theory, practice and research on prisoners resettlement explores practice issues through case studies of two resettlement initiatives and an examination of accommodation provision and voluntary sector involvement in prisoners resettlement; and examines the particular issues raised by the resettlement of different groups of prisoners including women, minority ethnic groups, prolific and priority offenders and high-risk offenders.

This NAO report examines sick leave in the National Probation Service, which was running at 12.3 days per person in the 2004-05 period at a cost of £31.6 million. A number of recommendations have been set out as follows. That the National Probation Directorate should agree with the Chief Probation Officer a consistent minimum standard for collecting and reporting sickness absence data in their areas. This in turn could be used to produce comparative analyses, and offer a basis to diagnose the causes of sickness absence. An upgrade in some areas of their information technology systems should occur, so that better management information can be compiled. All probation areas should implement the mandatory elements of the national policy on sickness absence. All Chief Officers should review their action plans for reducing sickness absence. Sickness absence should be managed effectively but sympathetically, by including return to work interviews, along with a means of distinguishing between avoidable and unavoidable sickness absences, and addressing the culture of absenteeism. Long term sickness absence should be reviewed as a matter of urgency. Policies relating to work/life balance should be implemented nationally.

The government published its Civil Service Reform Plan (the Plan) in June 2012 (www.civilservice.gov.uk/reform). It followed the publication of the 2011 Open Public Services White Paper (Cm.8145, ISBN 9780101814522) which called for a smaller, more strategic civil service that does less centrally, and commissions more from outside. The Plan has many themes in common with previous initiatives that attempted to reform the civil service, and adapt it to the changing needs of governments and public service users, but is arguably the broadest such reform programme since 1968. This Memorandum is intended primarily to inform the Committee's discussions with the leadership of the civil service about the Plan. Given that the Plan is less than a year old, it is not an evaluation of the reforms in the Plan, the progress made against them, or the implementation arrangements in place. It is designed to support the Committee to engage with the breadth of the Plan, so that they can use their influence to help ensure that its implementation improves efficiency, reinforces Parliamentary accountability and protects value for taxpayers and citizens. The Civil Service, in its present form as of 2012, employs 459,000 people across 106 departments and other bodies. The annual spend on Civil Service pay is £16 billion. The projected cost reduction for the Civil Service, between 2010 to 2015 is £80 billion and the projected reduction in the number of full-time equivalent civil servants over the same period is 110,000 representing about 23% of total staff.

A topical textbook for students of probation studies and criminal justice which is the first to cover key areas in multi-agency work for criminal justice practice.

Identifies key topics within the policy arena and subjects them to sustained theoretical and practical appraisal. This book explores the development of the meaning and language of policy, and examines its practice from the micro- to the supra-national levels, using case studies to demonstrate how policy is contested, shaped and accounted for.