Microsoft word - 2012-13 business plan final.doc

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The Probation Association is the national collective voice of probation trusts – shaping and influencing opinion, policy and
practice; and leading on pay and reward for probation staff.

The Probation Association represents the 35 probation trusts in England and Wales. The Probation Board for Northern
Ireland and the National Approved Premises Association are co-opted members. Probation trusts are responsible for the
provision of probation services, through individual contracts with the Secretary of State for Justice.
The trusts have established and fund the Probation Association to represent their collective views and to work on their behalf
to ensure that their voice is heard when and where it matters. Subject to his
agreement on the conclusion, the Probation
Association is empowered by the Secretary of State for Justice to lead national collective bargaining on pay, reward and
terms and conditions for those working in probation.
The Association is a private limited company funded through subscription from its members. Its directors are elected by its
members. It has a small Executive team, based in central London.

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Strategic objectives for 2012-13
Being the respected, influential and authoritative voice for probation trusts
Influencing those influential on probation at a national and local level
Building with PCA a single organisation for the leaders of probation
Achieving effective national media engagement
Enabling trusts to be excellent employers
Delivering an affordable pay settlement that meets members’ needs
Delivering a pay modernisation strategy
Providing support and advice to members
Being an effective member organisation
Consulting its members and communicating with them to keep them informed of developments affecting probation
Providing support and advice to members
Operating efficiently
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Probation trusts are working in a rapidly changing environment. The Government’s forthcoming review of probation is
expected to propose more competition and collaboration with the private and voluntary and community sector, and may raise
the possibility of fewer trusts. The Government is committed to the commissioning of community payback nationwide, once
the scheme in London has been launched. Two pilots of payment by results in probation have recently been launched and, if
successful, are expected to be extended in a new approach to the provision of probation services. In wider criminal justice,
2012-2013 will see the establishment of Police and Crime Commissioners, with potential implications for probation trusts’
relationships locally.

Trusts are a relatively recent creation. Their establishment was completed in April 2010, after a rigorous vetting process.
They have risen successfully to the challenge of increased efficiency through a series of annual budget reductions; and the
challenge of delivering increased performance in protecting the public and reducing re-offending.

Overall approach
In this challenging and creative environment, PA’s approach is to maintain close involvement with those in a position to
influence the future of probation and probation trusts. The Executive will ensure that there is a clear understanding of
members’ views, refreshed as events unfold, so that these can be represented authoritatively. It will be important to anticipate
developments so that trusts can position themselves, and maximise the benefits for the service to the public. The emphasis
will be on building external relationships, being knowledgeable and ‘fleet of foot’, spotting opportunities to influence, and
adopting the most productive approach to further the objectives of members.

In its role as leading national collective bargaining on pay and reward, the PA will work to secure pay settlements and pay and
reward modernisation that meets members’ needs, particularly in the face of likely competition as a result of the
Government’s promotion of further commissioning.

The organisation will be further developed by closer collaboration with the Probation Chiefs’ Association, with a view to
establishing a single organisation to speak for the leaders of probation by April 2013.

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To be the respected,
Anticipate, monitor and interpret national policy influential and
development and feel their interests well authoritative voice for
probation trusts
Good quality policy documents produced on Anticipate, monitor and interpret national policy Maintain moderate, considered and forward Trusts have good relationships with local Page 5 of 12 
Ensure high level of Executive staff capability Discussions with PCA leading to proposals in summer 2012 and agreement in autumn 2012, with a view to a single organisation in April 2013 Probation and PA is better understood by Market probation in collaboration with the PCA through effective engagement with the media; PERFORMANCE MEASURES
COST: £337,000
Items identified as changed by PA influence Feedback from members Feedback from stakeholders Quality assessment of work from ‘critical friends’ Successful new probation leaders’ organisation Page 6 of 12 
To enable Trusts to be
excellent employers
mandate set by the Board after consulting Board to agree mandate, having consulted ESG (NNC/SCCOG) to steer pay negotiations Pay modernisation that meets NOMS/MoJ HR Group to make proposals to ESG which approval and members’ needs through the respond appropriately to increased competition and its implications for employment issues; ESG (NNC/SCCOG) to lead negotiations with Appropriate level of formal and informal Exchanges to be conducted on professional and Page 7 of 12 
Trusts recognised as excellent employers Provide employment best practice and advice; Provide dispute resolution through the Joint Promote and advise on leadership development LL Enhanced reputation and capability of PA Ensure employers are properly represented in professional qualifications initiatives; Manage and coordinate in the face of any industrial action;

Ensure sufficient level of knowledge and
expertise in employment matters within PA

Assess potential for transfer of further
employment functions from NOMS.
COST : £316,000
Timing and content of pay settlement Progress with pay strategy (timing and Page 8 of 12 
quality of ideas) State of relations with unions as measured by industrial disputes, complaints, public pronouncements Feedback from Trusts and NOMS Page 9 of 12 
To be an effective
High level of satisfaction of members with member organisation
Trust development services and facilitation of the sharing of best practice between Trusts; Efficient administrative processes within the PA Explore expansion of membership of PA, for Develop proposals for ‘pay as you go’ services to members PERFORMANCE MEASURES
COST : £359,000
Feedback from members Maintenance of standard of service while securing reduction in budget Page 10 of 12 
The budget of PA has reduced by 16% over the past two years, and by 11% since last year. Page 11 of 12 
Executive team
Policy Development and Business Capability Manager Public Relations and Communications Manager Page 12 of 12 


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