I am grateful to my right hon. Friend for that intervention. I was not aware of that. He is an excellent shadow Justice Secretary, and I am interested to hear what he says about Greater Manchester. I suspect that the point is the same with regard to south Yorkshire: the Government’s proposed changes are all about taking on the extra work that is already being done effectively. Many of the 35 probation trusts are now saying, “Give us the challenge and the opportunity to do this extra work and we will do it without the extra cost.” I ask the Minister: why destroy this local probation service, which the combination of privatisation and the Bill will do? Why dismantle the working relationships in place with partner agencies? Why privatise out of existence the people with the proven expertise and dedication to help the short-sentence offenders, whom he, in the Bill, rightly wants to support? Why run the terrible risk to the safety of the public with these changes?
The risk that Ministers talk about does not relate simply to the original crime committed. With these offenders, the risk changes, often rapidly and in response to personal circumstances—their stopping taking medication, breaking up with a partner, or suddenly falling into a circle of old friends and bad habits. Last year, one in four offenders moved, one way or the other, between the high and medium-risk categories. They are exactly the group that the Government want to see moving between the public and the private sectors—between the probation service and the contracted services. These individuals are likely to yo-yo between agencies, which will result in extra cost, paperwork and risk. The chief inspector of probation said:
“Any lack of contractual or operational clarity between the public and private sector providers will, in our view, lead to systemic failure and an increased risk to the public.”
In other words, there will be increased risk as a direct result of the Bill.
I turn briefly to parts 2 and 3 of the Bill. Like my right hon. Friend the shadow Secretary of State, I broadly support some of the provisions in part 2, including the ones that seek to reduce the reoffending rate among those who serve less than 12 months in custody, for whom the probation trusts do not have supervisory responsibility at the moment. That reoffending rate is around 60%. It is too high and the Government are right to want to tackle it, but this could have consequences for a rising prison population. First, the courts might well choose to make more use of short custodial sentences with this extra 12 months’ supervision added by the Bill. Secondly, if the new licence conditions available under the Bill are too tight, more people might breach them and be sent back to custody. The Justice Secretary has not, and cannot, answer such concerns—as he cannot the other concerns—because he will not test his plans in practice.
Finally, I turn to the amendment of the definition of “responsible officer” in part 3. It is being made so that the staff of private companies or charities can do the job that probation officers currently do. I wish to put on the record the words of a probation officer from Rotherham who can describe more forcefully and eloquently than I can how complex and tough this work is—it does not simply comprise a set of tick-box tasks. I received an e-mail late last night from this probation officer explaining that they and their colleagues averaged up to 60 cases in their case load. Typically, one third of their clients will be in custody, half a dozen or so will be high-risk and the others will be deemed low or medium-risk—exactly the group Ministers want to transfer to private contractors. They wrote:
“The job is one of constant juggling demands brought about by working with individuals who lead often chaotic lives. IT systems regularly freeze or crash… Another key service we provide is detailed reports to the Courts and Parole Board to aid sentencing and release considerations.”
I have not heard a word about such considerations from the Justice Secretary. They continued:
“Staff routinely work through their lunch breaks to ensure that work is completed in a timely manner and to exacting professional standards. Staff are known to work late”
and
“come in at weekends on a regular basis. This is true dedication and professionalism.”
The probation officer described a recent case:
“I arrive at the office at 8.00 completing administrative tasks. I have arranged to see my first case at 8.30 so as not to impact on the individuals work commitments. 9.30 I interview a person for a Court Report. I have not been supplied with the details of the offence by the crown Prosecution Service despite numerous attempts. I contact the individual’s solicitor who because they have respect and trust in the publicly run probation service sends me a fax copy of the documents. The individual…is distressed”
and
“discloses that they have a…plan to end their life… The pressing matter is to stabilise this person. I contact my colleagues in the Criminal Justice mental health liaison team. They arrange to see the person immediately after my interview with them. I contact a housing organisation with expertise in debt issues. They establish phone contact with that person later on in the day and arrange to
see them the following day. My role is not just about undertaking the bare minimum but trying to assist people from the first point of contact regain control over their lives. In this case the individual was not classed as being a client of our service as they were awaiting sentence.”
This probation officer highlighted one other case concerning exactly the category of offender who will be put in the hands of private companies under the contracting and privatisation provisions:
“In another case the individual is being supervised for an offence of driving whilst disqualified…for drunk driving. He is assessed as presenting a low medium risk of harm, as there have been previous concerns relating to domestic abuse. In one incident he returned home intoxicated by alcohol and proceed to put his steel toe cap boots on and kick the family dogs to death in front of his young children. I become increasingly concerned about his behaviour. He informs me that he has missed an appointment with me because he had to take his 4 year old son”
to hospital
“with a broken collar bone”
that he said was the result of an accident. The probation officer had seen the “over-chastisement” of the child when the offender had come to the office the previous week. They continue:
“I share my concerns with social services. I begin to receive regular incident bulletins from the police of incidents they have been called to but no evidence of violence used. I assess his risk to be high. Eventually after his partner receives treatment for 3rd degree burns to her back, which are explained as accidental. Social services intervene. During this process I have been undertaking work behind the scenes to promote the safety of the child and partner”
while also
“undertaking work…with the client to challenge his behaviour and attitudes to alcohol.”
Probation officers deal with people who are often chaotic, volatile and vulnerable, and whose lives are constantly shifting; and these probation officers constantly have to juggle their priorities. Private companies will not have close relations with, or the confidence of, other agencies. Their staff will not go that extra mile, but will be under pressure to do the bare minimum.