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4. Leadership and management to deliver the sentence and achieve initial outcomes4.1. We interviewed 42 offender managers to gain their views about their experience of working for theTrust. Twenty-two were qualified probation officers and the others were probation service officers(PSOs).4.2. Twenty-three staff told us they had diversity needs. All but five said their needs had been wellhandled by the Trust, with nine describing the way in which their needs were addressed asexcellent. When asked about workload, almost all staff thought it was monitored. However, only halfthought that it had been managed in a clear and transparent way. A workload management tool wasin use but many staff said during the migration to nDelius the system had stopped working. Duringthat time staff felt workload management became less transparent and it was not clear how casesand reports were being allocated. By the time of the inspection the workload management toolwas again working. With respect to staff absences, three-quarters thought that planned absences,such as holiday leave or long-term sick leave, were managed in an effective way to minimise anydisruption to the continuity of offender management. In relation to unplanned absences, such aslast minute sickness, this figure dropped to two-thirds.4.3. Generally, offender managers were very positive about the skills of their managers in assessingthe quality of their work and supporting them, and most reported receiving formal supervisionfrequently. A majority reported having had their practice observed and reflected on with theirmanager, or having opportunities to review practice issues with colleagues. However, only just overhalf of offender managers interviewed believed this had a positive impact on their practice.4.4. Overall we found that the quality of practice across the Trust was of a high level. There washowever need for improvement among PSOs. The Trust had recognised this and had given highpriority to training this group of staff in the Skills for Effective Engagement, Development andSupervision approach to offender engagement. They had trained managers in reflective supervisionand they believed this was already having a positive impact on PSO practice.Practice illustration – Performance improvement:The Trust appointed a small team of performance and development officers who worked with a larger groupof probation officers and SPOs to audit cases and improve practice. They used a number of tools (includingHMI Probation inspection tools) to assess colleagues’ work. Each offender manager had at least one caseaudited for quality issues every four months. SPOs interviewed said the work of this team was invaluable inhelping to continually improve offender managers’ practice.4.5. The majority of offender managers either held, or were working towards, a relevant professionalqualification. Many staff felt they had received sufficient training about diversity factors but severalreported being less confident in tackling learning needs and mental health issues.4.6. All but one offender manager interviewed felt confident that they could identify and work withChild Protection and safeguarding issues. Almost all said they had received specific Child Protectiontraining in the last two years. A high percentage of staff (74%) said the organisation promoted aculture of learning and development to a satisfactory standard, with a further 24% describing theculture of learning as excellent.Inspection of Adult Offending Work in York and North Yorkshire21
SummaryOverall, 85% of work to deliver the sentence of the court was done well enough.We have recommended that post-inspection improvement work focuses on ensuring that:• reviews (of assessments, plans to manage risk of harm and likelihood of reoffending) are timely,particularly in response to significant changes. They are used to support progress, promote complianceand support desistance.For a summary of our findings please see page 2Data SummaryThe following chart summarises data from some of the key questions asked during the inspection of 49cases inspected. [However, the total answers may not equal this, since some questions may not have beenapplicable to every case]Delivering the SentenceTimely and informed sentence plan completed at start ofsentence or release on licence or transfer into area39 9Sentence plan sufficiently clear about what the individualhad to do to achieve objectives41 8Clear record of contribution to be made by all workersinvolved in the case to achieve sentence planning objectivesIndividual received sufficient assistance to improvercommunity integration, social networks and sources ofsupportLevel of contact arranged with individual sufficient to takefull account of the likelihood of reoffending43 636 343 4Interventions delivered according the requirements of thesentence36 13Offender manager monitored individual's attendance acrossall parts of the order or licence47 2Overall, professional judgements about the acceptability ofabsence and other individual behaviour appropriateEnforcement proceedings or recall used appropriately inresponse to absence or other individual behaviourAfter breach or recall sufficient effort made to re-engage theindividual with their sentence plan, and encourage theircommitment to continued engagementReporting instructions given (appointments arranged)sufficient for purpose of carrying out sentence of the court33 215 012 246 3YesNoBreach or recall used on all occasions when required8 5Appropriate level of resource allocated throughout sentenceto address likelihood of reoffending46 20 20 40 60Number of Cases22 Inspection of Adult Offending Work in York and North Yorkshire
Page 1 and 2: Inspection ofAdult Offending Work i
Page 3 and 4: SummaryOutcomesThe proportion of wo
Page 5 and 6: such as full details of current and
Page 7 and 8: Assistingsentencing16 Inspection of
Page 9 and 10: was assessed as posing a high risk
Page 11 and 12: The report for this court appearanc
Page 13 and 14: Outcome 2: Delivering the sentence
Page 15 and 16: Sentence planning paid sufficient a
Page 17 and 18: 2.3. Initial and arranged ongoing c
Page 19 and 20: 2.12. Overall we found case recordi
Page 21: Section 2 - About Experience on Pro
Page 25 and 26: Outcome 3: Reducing the likelihood
Page 27 and 28: to alcohol this was recognised and
Page 29 and 30: Practice illustration - The desista
Page 31 and 32: elated interventions due to the tra
Page 33 and 34: Data SummaryThe following chart sum
Page 35 and 36: Outcome 4: Protecting the public by
Page 37 and 38: cases that individuals were not act
Page 39 and 40: equires them to give priority to at
Page 41 and 42: 3. Risk of harm is minimised3.1. Su
Page 43 and 44: 4.6. Trust staff had direct access
Page 45 and 46: Deliveringeffective workfor victims
Page 47 and 48: offender manager took full account
Page 49 and 50: 5.3. Approved premises and other re
Page 51 and 52: Appendices50 Inspection of Adult Of
Page 53 and 54: Appendix 2Contextual information ab
Page 55 and 56: Principal OffenceViolence against t
Page 57 and 58: Appendix 4Inspection arrangementsFu
Page 59 and 60: Appendix 5Scoring approachThis desc
Page 61 and 62: Appendix 6CriteriaThe aspects of ad
Page 63 and 64: LSCBMARACMAPPAnDeliusNOMSOASys/ eOA
Page 65 and 66: Appendix 8Role of HMI Probation and

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