Norfolk & Suffolk CRC Business Plan 2014 - 2015
NORFOLK & SUFFOLK
COMMUNITY REHABILITATION COMPANY
BUSINESS PLAN 2014 – 2015
[the Business Plan is intended to cover the financial year 14/15, but will be subject to change by new CRC owners following share sale]
1. Foreword
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
The Norfolk and Suffolk Community Rehabilitation Company (NSCRC) comes into existence on 1st June 2014. The CRC is comprised of staff and
assets transferred from the former Norfolk and Suffolk Probation Trust (NSPT).
NSCRC covers the two counties of Norfolk and Suffolk which between them have a population of approximately 1.5 million spread across a very
large and rurally sparse area. Public transport is poor, infrequent or non-existent in many parts of the area. The CRC operates out of five
operational offices which are currently shared with the NPS. These are located in the main centres of population, namely Norwich, Ipswich,
Lowestoft, Bury St Edmunds and King’s Lynn.
Our Vision
The vision of NSCRC is that the communities the CRC serves will feel and be safer through the work of NSCRC delivered both directly and
through a variety of other collaborative and contractual arrangements.
NSCRC will achieve this by:

delivering to CRC and NPS cases existing and new interventions to the highest standards of quality and timeliness;

assessing and managing cases effectively to minimise risk to the public and the need to escalate cases to the NPS;

collaborating with a variety of partners at local, county and CRC level to reduce reoffending.
Our Values
The achievement of our vision will be underpinned by the following values:

We have a fundamental belief in the capacity of individuals to make positive changes.

We will treat with respect all those with whom we have contact, both internally and externally.

We will recognise and respond to the diverse needs of offenders, victims, staff and other stakeholders.

We will ensure that our staff are well informed, properly trained and highly motivated.

We will work collaboratively with organisations across all sectors in seeking to find the most effective and efficient ways of delivering
services.

We will be a dynamic organisation which is responsive to the changing economic and political environment.
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Norfolk & Suffolk CRC Business Plan 2014 - 2015

We will embrace change and encourage innovation in our staff and our partners.

We will have an ethical business approach which is consistent with our core values.
NSCRC recognises that it cannot achieve its vision on its own. We will therefore seek to work collaboratively with a range of partners across all
sectors including ensuring that resources are aligned wherever possible to have the greatest impact on reducing offending. In particular we
will work closely with the Police and Crime Commissioners (PCCs) for Norfolk and Suffolk, the National Probation Service SE Division (NPS SE)
and other key statutory agencies with a view to jointly developing and delivering positive outcomes for the communities we all serve.
Further details of the services provided by NSCRC will be published on our website which is currently being re-developed.
Martin Graham
Chief Executive
Norfolk and Suffolk Community Rehabilitation Company Ltd
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
2. Strategic Priorities
(i) Strategic Priorities
Given the significant changes which are involved in the transition to the new CRC and NPS structures, NOMS has indicated that the
commissioning priority for community providers from April 2014 and throughout the transitional period will be to maintain service delivery as
agreed for 2013/14. Community providers will also be expected to ensure the effective transition of competed services to new providers and
to deliver any additional requirements under the rehabilitation programme as necessary in order to meet this expectation. These
arrangements include ensuring continued delivery of women’s community services.
NSCRC’s business plan is designed to ensure that the national commissioning intentions for community providers as set out above are delivered
effectively and that new providers are able to take on a going concern with minimum disruption to the operational delivery of services.
The Strategic Objectives set out below are designed to underpin these national expectations, consolidating NSCRC as a new organisation whilst
simultaneously, where possible, improving the delivery and management of operational services and organisational processes and procedures.
The development of the CRC will, inevitably, be constrained by funding and available staff resources as well as by the reduced resilience and
flexibility inherent in the creation of two separate organisations. The transformation of the CRC to address and mitigate these constraints will
be primarily a matter for the new providers, but the interim CRC arrangements will be established to ensure that such constraints are managed
effectively and, where necessary, pragmatically in the interests of the continuity of service provision and public protection.
(ii) Strategic Objectives
Ref
no
Strategic Objective
Milestones
Milestone Dates
Outcomes
Owners
Ongoing
Monthly review
by SMT and SCM
Contract delivered as
specified
Chief Executive
Organisational objectives
01
To deliver the requirements of the Interim Services
Agreement
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
02
To ensure that NSCRC is ready for transfer to new
providers at the point of share sale
Ongoing
Monthly review
by SMT and SCM
Share sale completed
according to timetable
Chief Executive
03
To implement the Improvement Plan in relation to the Ongoing
HMIP Inspection of Adult Offending Work in Norfolk
and Suffolk published March 2014
Quarterly review
by SMT
Improvement Plan
delivered by March 2015
Assistant Chief
Executive Public
Protection
04
To improve the quality of OASys assessments
Q1 90%
June 2014
Q2 90%
September 2014
Q3 91%
December 2014
Incremental improvement Assistant Chief
in quality of OASys
Executive
assessments
Operations
Q4 91%
March 2015
Q1 50%
June 2014
Q2 75%
September 2014
Q3 90%
December 2014
Q4 90%
March 2015
Operational objectives
05
To demonstrate that Community Payback
requirements commence within 7 working days
Incremental improvement Assistant Chief
in 7 day starts leading to
Executive
better compliance
Operations
06
To deliver operational services in accordance with the
national specifications
Ongoing
Quarterly review
by SMT and SCM
Services delivered to
specification
Assistant Chief
Executive
Operations
07
To demonstrate that the Norfolk and Suffolk
Integrated Offender Management Scheme reduces
reoffending by at least 50% for a rolling 12 month
cohort
Q1 50%
June 2014
Q2 50%
September 2014
December 2014
Assistant Chief
Executive Public
Protection
Q3 50%
Q4 50%
March 2015
Refreshed IOM cohort
reoffends at levels no
worse than the previous
Norfolk and Suffolk
cohorts
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Corporate services objectives
08
To ensure that staffing levels are maintained at a level
which ensures service delivery to meet contractual
requirements
Monthly
vacancy
rate not to
exceed 5%
Monthly review
by SMT
a) Staffing levels at 95%
or above
Assistant Chief
Executive
Corporate
b) Staff turnover no
worse than NSPT levels Services
09
To ensure that sickness absence is managed
effectively
Monthly
Monthly review
sickness
by SMT
absence rate
< 10 days
Annual sickness absence
rate is less than 9 days
Assistant Chief
Executive
Corporate
Services
10
To ensure that NSCRC staff can access and use all IT
applications and systems effectively and efficiently
Ongoing
Monthly review
by SMT
Staff report appropriate
levels of satisfaction with
IT provision
Assistant Chief
Executive
Corporate
Services
11
To deliver a balanced budget
Ongoing
Monthly review
by SMT and SCM
NSCRC budget comes in
within 0.5%
Head of Finance
(iii) Partnerships and Contracting Strategy
Strong partnership arrangements already exist within the Norfolk and Suffolk areas and NSCRC will seek to build positively on those. NSCRC
expects to make a full contribution to key strategic partnership boards across both counties including:

Norfolk and Suffolk Criminal Justice Board;

Norfolk Safeguarding Children Board;

Suffolk Safeguarding Children Board;

Norfolk Safeguarding Adults Board;
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
Suffolk Safeguarding Adults Board;

Norfolk County Community Safety Partnership;

Community Safety Partnerships in Suffolk;

Norfolk County Board for the Rehabilitation of Offending (Norfolk PCC).
NSCRC will also work closely at a strategic level with:

the Norfolk and Suffolk Police and Crime Commissioners;

the Norfolk and Suffolk Constabularies;

the Norfolk and Suffolk Multi Agency Safeguarding Hubs (MASH)

the Norfolk and Suffolk County Councils and their relevant departments;

the six adult prisons within Norfolk and Suffolk, primarily the two resettlement prisons at HMP Norwich and HMP Wayland.
In particular NSCRC is committed to working closely with colleagues in the National Probation Service. To ensure that the relationship with the
NPS is as effective as possible, senior managers within both organisations will meet on a regular basis to review both operational and
organisational practices and procedures.
In support of this the Chief Executive of the CRC and the Deputy Director for NPS SE Division have agreed an Interface Protocol which includes
SLAs for the use of shared premises.
A harmonised Integrated Offender Management (IOM) scheme for Norfolk and Suffolk was implemented in April 2014. This was the
culmination of a major piece of work commenced in 2012 which has brought together the best aspects of two very different schemes. The
former NSPT worked very closely with both constabularies and other key partners to implement the new arrangements and increased funding
has been committed by both probation and the Police. An IOM Governance Board has been established which will be accountable to the
Norfolk and Suffolk Criminal Justice Board and will seek to build on the impressive reductions in reoffending which have been delivered by the
previous separate county based schemes.
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Prior to the creation of the CRC, NSPT regularly reviewed its funded partnerships with a range of organisations. Over the last few years NSPT
ensured that funded partnership contracts were increasingly outcome focused and that the contracts were managed tightly to ensure value for
money. As part of the TR transition process, NSPT undertook a full review of all its contracts and determined which ones should continue and
which of these should then transfer to either the CRC or NPS. NSCRC will therefore start up with a suite of contracts already in place to support
the rehabilitation of offenders.
(iv) Public Protection and Risk of Serious Harm (ROSH) Management Strategy
NSCRC will deliver its responsibilities in relation to Public Protection by:

supporting the delivery of a comprehensive framework for the identification, assessment and management of risk of harm for offenders
who are assessed as presenting a medium or low risk of harm to others;

providing staff, the NPS, community based agencies, and the wider public with visibility and clarity regarding the CRC's approach to
managing offenders presenting with medium or low risk of harm;

working in conjunction with the NPS and other community based agencies to manage and reduce the risk of harm presented by
offenders, escalating relevant cases to the NPS where there are indications of an increase in risk levels and imminence; and

enabling risk led decisions about resources to be targeted effectively.
(v) Stakeholder Engagement Strategy
NSCRC will seek to maintain NSPT’s previous level of engagement with key stakeholders as referenced in 2(iv) above. In particular NSCRC will
continue to resource the subcommittees or working groups of key stakeholders, prioritising those which directly impact on the rehabilitation of
offenders, the reduction of offending, the protection of victims and the safeguarding of children or vulnerable adults.
Engagement with sentencers will be arranged in collaboration with the lead senior manager for the NPS SE Division and will be in accordance
with the new arrangements for sentencer liaison as set out in the revised Probation Instruction, PI49/2014: Liaison Arrangements Between
Sentencers and Providers of Probation Services. Sentencers in Norfolk and Suffolk already have available a comprehensive list of the services
which were provided by NSPT and which will continue under the CRC. This list will be revised as appropriate to reflect changing provision.
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
(vi) Quality Assurance and Continuous Improvement Strategy
NSCRC will undertake a series of planned activities to provide assurance that the quality of requirements for services are being fulfilled, fit for
purpose and "right first time". These will focus on services related to Offender Management and Interventions. NSCRC will produce a
framework for Quality Improvement activities to ensure the delivery of quality processes and services and demonstrate that outputs are fit for
purpose and comply with relevant standards set by NOMS. NSCRC will:

identify the scope of those activities;

provide a systems overview;

report on problems and the corrective actions that will be taken to address these; and

determine potential training and / or developmental needs for the workforce.
In support of both operational and organisational quality assurance NSCRC will:

agree an Internal Audit Plan for 2014/15;

ensure that internal audit recommendations are implemented;

review any recommendations arising from HMIP thematic inspections and develop action plans to respond to these;

maintain a record of recommendations arising from Serious Further Offence investigations and ensure that these are implemented and
embedded;

develop and deliver an internal inspection programme across a range of subjects.
As part of the process of quality assurance, NSCRC recognises the importance of high quality, accurate and timely performance management
information. The CRC will maintain a highly skilled Information Unit which will seek to ensure the provision of appropriate performance
information to all levels of the organisation, from strategic data which provide Senior Management with assurance about the performance of
the CRC through to individual data which enable local managers to hold staff to account for their own personal performance. In support of this
NSCRC will comply with PI 25/2014: NOMS Performance Hub Data Quality Policy.
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3. Strategy for Introduction of Operating Model
The “Target Operating Model (TOM): Interim State” was published in March 2014 and details those aspects of the TOM (version 2) that will be
in operation from the creation of the CRC on June 1st 2014 and the period leading up to share sale. In its interim state, NSCRC will be owned in
full by the Secretary of State for Justice. During this period NSCRC will be run as a “going concern”, delivering, as far as is possible, the same
arrangements and services as it will at the point of sale. This excludes the new Rehabilitation Activity Requirement and services to short term
prisoners provided for under the Offender Rehabilitation Act 2014 which will not come into effect until after share sale.
As a single Trust CRC, NSCRC will expect to deliver without major disruption a similar range of interventions as was delivered by NSPT with the
exception of the Thames Valley Sex Offender Programme. These interventions will be delivered to all relevant offenders managed by the CRC
or the NPS in Norfolk and Suffolk. Interventions for the NPS managed cohort will be directly funded by NOMS during this period.
NSCRC will fully co-operate with the interim contract management arrangements which apply from 1st June 2014.
NSCRC will work closely with the senior management of the NPS SE Division to ensure that the new operating arrangements in both the NPS
and the CRC are properly aligned to ensure that services are maintained and delivered with maximum efficiency and effectiveness. In
particular local protocols will be developed as required to ensure the timely sharing of information and other documentation, particularly in
relation to the escalation of risk, enforcement and recall.
In order to assess and manage risk effectively, NSCRC will seek to maintain a full cohort of qualified probation officers who will have a key role
in working with other colleagues to ensure that offenders are assessed and managed appropriately. In particular they will provide a valuable
source of advice in relation to changes in offenders’ circumstances and the implications such changes may have in relation to risk.
In the interim state NSCRC will continue to work to pre-existing NSPT polices and procedures, amended and updated as appropriate. NSCRC
will also ensure compliance with all revised and new Probation Instructions.
(i) Service Integration
NSCRC will:

ensure that all levels of CRC operational delivery have relevant policies and procedures that reflect the business need;
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
establish regular meetings between senior managers in NSCRC and NPS to enable transitional arrangements to be embedded and
monitored;

provide timely performance information on CRC Interventions, together with information about services available in local areas In line
with the PI Liaison Arrangements Between Sentencers and Providers of Probation Services, the CRC;

set up a local process for the implementation of post sentence supervision requirements for short term prisoners post commencement
of the relevant provisions of the Offender Rehabilitation Act 2014;

adopt all mandatory requirements from NOMS PIs and monitor local arrangements through designated SPOCs;

continue to manage contracts and ensure that NPS has a mechanism to provide feedback prior to a contract review meeting;

establish and monitor local fora for substance misuse which enables resolution of local issues, or escalation to Public Health
Commissioners;

ensure that effective arrangements are in place between NSCRC and NPS to facilitate engagement with and information sharing about a
range of key partnerships including IOM, Community Safety Partnerships, Safeguarding Children etc.
(ii) Change Management During the Interim Period
Prior to share sale NSCRC will ensure that:

its workforce is stabilised and vacancies as identified at the point of transition are filled;

rationalisation of the workforce is undertaken on a phased basis to ensure continuity of service;

cases are properly allocated to the appropriate grade of offender manager;

interventions are delivered in a timely and cost effective way.
Once the Preferred Bidder for the CRC is known, the NSCRC Senior Management Team will seek early discussions with the Preferred Bidder to
clarify the approach they wish to take to developing the CRC in the short and medium term in respect of both the workforce and the proposed
operating model for service delivery. In consultation with the Preferred Bidder the SMT will agree a change programme to cover the period
between share sale and full mobilisation of the contract.
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(iii) ICT
NSCRC will:

continue to deploy national IT systems and applications and manage them to support as effectively as possible the needs of the CRC,
within the restrictions imposed by national contracts;

deploy the new national ICT support arrangements within Norfolk and Suffolk;

support NPS users in Norfolk and Suffolk pending implementation of separate NPS arrangements;

develop the NSCRC Intranet to support staff;

provide training to staff to develop skills in ICT.
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4. Service Delivery Requirements
As agreed in the Interim Services Agreement NSCRC will deliver the following nationally agreed Service Delivery Requirements (subject to the
assurance that all these may be renegotiated once CRC performance levels are disaggregated from historic Trust performance information):
Ref No
INT002
INT003
INT005
INT008
INT009
OM004
OM005
OM017
OM020
OM026
OM027
OM029
OM032
OM039
OM040
OM041
OM041A
OM041B
OM046
Service Delivery Requirement
Accredited Domestic Violence Programme completions
Accredited General Offending Behaviour Programme completions
Community Payback completions
Offenders retaining employment for 4 weeks or more (target shared with NPS)
Employment at termination
Licence recall requests
Enforcement
Accommodation at termination
Orders or licences successfully completed
OASys quality
Indeterminate Sentence Prisoners PAROM1 timeliness
Offender feedback
Victim feedback
Tier 2,3, 4 and PPO OASys final reviews
Court report timeliness (including RIC)
MAPPA effectiveness
MAPPA SMB attendance (Probation)
MAPPA Level 2 and 3 meeting attendance (Probation)
ViSOR effectiveness
Target
85
142
985
330
46%
92%
90%
83%
73%
90%
84%
69%
90%
90%
93%
86%
75%
90%
90%
In addition to the above, prior to share sale and subject to the implementation of relevant provisions of the Offender Rehabilitation Act 2014,
NSCRC will deliver a comprehensive range of interventions which will include:

Women’s Emotional Well-being Specified Activity Requirements

Alcohol Specified Activity Requirements

Drink Drive Specified Activity Requirements
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
Compliance Specified Activity Requirements

Violence Specified Activity Requirements

Drug Rehabilitation Requirements

Alcohol Treatment Requirements

Mental Health Treatment Requirements

Senior Attendance Centre Requirements

Restorative Justice conferences
(i) Data Quality and Assurance Strategy
NSCRC will:

ensure compliance with GSI accreditation through the implementation of the former NSPT framework for managing Information Security;

maintain the role of Data Protection Officer to advise on all matters relating to Data Protection and to be responsible for Subject Access
Requests and Freedom of Information Act requests;

undertake a programme of quality checks in relation to OASys; and

revise, update and implement management reports which provide accurate and timely management information and enable managers
to manage individual staff performance proactively rather than reactively wherever possible.
(ii) Record Management and Information Assurance Strategy
NSCRC will:

ensure compliance with GSI accreditation through the implementation of the former NSPT framework for managing Information Security;

update the NSPT Information Security Handbook to reflect the transfer to NSCRC and to update regulations on protective marking in
line with the Government Security Classification requirements; and

develop and implement a new electronic system for the management and storage of information to reflect CRC structures.
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5. Finance and Budget
(i)
Provisional 2014-15 Income and Expenditure
The budget for 10 months June-March 2015 is still to be confirmed:
Budget
£’000
Income
£’000
Staff
Accommodation*
Travel & subsistence
IT*
Supplies & Services
External Training
Other staff related
Offender Travel
External Auditors fees
Internal Auditors
6,342
20
190
36
705
50
20
223
32
16
Contract
Secondment Income
Other
Interest
7,540
21
65
8
Total Income
7,634
Total Expenditure
7,634
* Central NOMS recharges for accommodation and IT are not included for 2014-15.
(ii) Payment Mechanism Strategy
Not applicable in the first year of operation of the CRC.
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6. Business Risk Register 2014-15
Strategic
Plan
Objective
01
Ref No Risk Category/
Group
A
Operational
Reputational
Risk Description
Likelihood
NSCRC fails to meet the Service Delivery Requirements
in the Interim Services Agreement
Risk Status as at June 2014
Impact
Risk
Change
Rating
in risk
rating
Action
Owner
M
H
19
New
KP / JS
M
H
19
New
KP / JS
Potential impact:

01
B
Operational
Reputational
Loss of confidence of Senior Contract Manager or
other key stakeholders
Cases allocated from the NPS are not managed
properly because of:
a) lack of information regarding risk, requirements etc
b) poor timeliness of information
c) poor communication
Potential Impact:

Offenders are not inducted promptly

Offenders fail to commence requirements
promptly

Offenders receive inappropriate interventions

Poor compliance
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
03
04
C
HR
Operational
NSCRC has a skills deficit in terms of appropriately
trained staff
M
VH
21
New
SP
M
H
19
New
SRW
M
M
14
New
KP / JS
M
M
14
Up
SP
Potential impact:
04
06
D
E
Operational
Reputational
Operational
Financial

Unable to deliver specific services

Some offenders are managed by staff with an
inappropriate skill set
Offender assessments are not of sufficient quality
Potential impact:

Higher re-offending

Risk escalation
Operational services are not delivered in accordance
with national specifications
Potential impact:
08
F
HR
Operational

Services delivered are ineffective

Services delivered exceed specifications and
therefore resources are deployed inefficiently
NSCRC are unable to retain or recruit sufficient
numbers of qualified staff
Potential Impact:

Increase in workloads for key staff remaining

Loss of key skills and knowledge

Dip in performance
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09
G
HR
Sickness absence is not managed rigorously
M
H
19
New
SP
M
M
14
New
SRW
M
VH
21
New
SA
Potential impact:
10
H
Operational
Reputational

Workload pressures increase for other staff

Dip in performance

Inefficient use of resources
Cases are not managed properly because of
unresolved issues with NDelius
Potential Impact:
11
I
Financial

Staff cannot access the relevant parts of the
records of cases they are working with on behalf of
NPS

Orders are not commenced in a timely way
CRC unable to continue use of NCC General Ledger
post share sale due to data protection issues related
to non NCC staff
Potential Impact:

CRC staff unable to provide financial services
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7. Probation Trust Legacy Activity
NSCRC will continue to implement review the project management arrangements in place before transition to ensure that legacy activities are
delivered as required. In particular NSCRC will ensure that, by the end of July 2014 (or later as indicated):

the NSPT accounts for April and May 2014/15 are closed by September 2014;

any outstanding recommendations from Internal Audit and External Audit Reports are appropriately allocated to the CRC and the NPS;

any outstanding recommendations arising from SFO investigations are appropriately allocated to the CRC and the NPS;

any claims against NSPT have been lodged with Gallagher-Bassett (Personal Injury claims) or NOMS (Employment claims);

any information losses have been reported to the Information Commissioner’s Office;

any Subject Access requests and FOI requests received by NSPT have either been dealt with or, if still outstanding, are being dealt with by
named individuals in the CRC or NPS;

manual and electronic records are archived in accordance with instructions from NOMS.
8. Transition Plan – Preparing for Share Sale
NSCRC will prepare for share sale as set out in section 3(ii) above – Change Management During the Interim Period.
Meetings with the preferred bidder and the development of any subsequent mobilisation plans will be determined by the timescale of the
competition.
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9. CRC Organisation, Governance and Development
(i) Governance Statement
Governance of the NSCRC will be carried out by the CRC Board (see (ii) below) and governance arrangements will comply with “Governance
Handbook: Community Rehabilitation Companies: Public Sector Ownership” published in May 2014.
(ii) CRC Board Constitution
The NSCRC Board will comprise of two Executive and two Non-Executive Directors (NED). These will be:

Martin Graham, Chief Executive and Chair

Julia Sharp, Executive Director

Gill Lewis, Lead Non Executive Director

Peter Hargrave, Non Executive Director and Audit Committee Chair
In addition Steven Aspin has been appointed as Company Secretary.
The Board will meet at least once a month during the interim period leading up to share sale. In particular the Board will meet on 2nd June
2014 in order to hold an Annual General Meeting (AGM) at which appropriate governance documents and meetings and Committee structures
will be approved.
The CRC Board at the AGM referred to above will:

appoint an Audit and Risk Assurance Committee;

agree Terms of Reference for the Audit and Risk Assurance Committee; and

determine how to recruit a third independent member of the Audit and Risk Assurance Committee.
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(iii) Corporate Structure
An organogram for the CRC Corporate Structure is attached at Appendix 2.
(iv) CRC Leadership Strategy
NSCRC will adopt the Leadership Strategy previously developed in NSPT. This includes an approach to leadership which should be reflected
throughout the organisation and expects all managers to take personal responsibility for their behaviour as leaders. Maintaining and
improving staff morale is a responsibility of all leaders. As the CRC structures and organisational arrangements settle down post transition
managers will work with staff at all levels to ensure that staff have a clear understanding of what the CRC is required to deliver and the role of
each member of staff in this.
NSCRC will maintain NSPT’s arrangements for staff welfare, including the confidential staff counselling scheme.
Supervision of staff will be delivered by NSCRC managers in accordance with the pre-existing NSPT policy on staff supervision.
NSCRC will maintain a CRC Communications Strategy for the interim period leading up to share sale. This will include written communications,
use of the NSCRC intranet and direct communications with staff by senior and other managers. An induction presentation on the CRC will be
cascaded by managers to all staff during the first two weeks of June 2014.
Given the ongoing uncertainties for staff pending share sale, the Chief Executive and Senior Management Team will seek early engagement
with the Preferred Bidder to discuss transitional arrangements and consider how the Preferred Bidder will engage with staff regarding their
future plans for the CRC. The SMT will encourage the Preferred Bidder to adopt a sensitive and incremental approach to staff engagement and
future planning but recognise that as new owners they will have their own views about this.
(v) Staff Transfer and compliance with measures (as set out in the CRC Start-up Handbook)
Pre-transfer NSPT ensured that it complied with the National Staff Transfer Agreement. In particular NSPT:

ensured that all staff were kept informed of the arrangements for transfer and what the implications would be for them;

consulted with the recognised Trade Unions and the wider staff group on the measures that would take effect.
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Post-transfer NSCRC will:

manage issues that may arise post-transfer through the CRC HR Department and the Senior Management Team;

continue to consult with the recognised Trades Unions on all of these matters; and

to facilitate the above, a revised Trade Union Recognition agreement will be approved by the CRC Board in June 2014.
(vi) Workforce Plan
On start up the NSCRC top level structure will be as contained in the organogram at Appendix 1. Once transitional activity has been completed,
however, staff rationalisation and reduction strategies will be considered within functions where there has been a decline in need due to the
split between the NPS and CRC and in line with the Voluntary Enhanced Redundancy Scheme when implemented. In particular it is anticipated
that there will be a need to rationalise the Senior Management Team and some parts of Corporate Services.
In the period leading up to transition NSPT did not experience levels of staff turnover any higher than in previous years and there has not, as
yet, been an exodus of staff linked to the TR agenda. Where vacancies did arise in operational or more administrative posts, these were
primarily filled by staff on fixed term contracts or recruited from agencies. The posts allocated to the CRC through the staff assignment process
were also very close to the predicted numbers. Finally, with six prisons within the geographical area of the CRC, there have been opportunities
to fill PSO vacancies form seconded PSO staff whose future may not lie within a prison context. All this has resulted in NSCRC having relatively
few vacancies at the point of transition and for the future having a number of staff on terms of employment which will enable any
rationalisation of staff numbers to be effected relatively straightforwardly.
One effect of the staff assignment process which was detrimental to the CRC, however, was the loss of some skilled staff to the NPS part of
whose roles had been the delivery of accredited programme. To address this, prior to transition CRC staff have been offered the opportunity
to take up training opportunities to develop programme delivery skills.
In terms of workforce planning more generally NSCRC will:

develop and deploy a workload measurement tool to identify the operational needs within each LDU building on the workload
management arrangements which previously applied within NSPT;
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Norfolk & Suffolk CRC Business Plan 2014 - 2015

develop and implement staff recruitment and deployment strategies to ensure that resources are deployed fairly and in line with
identified operational need;

monitor levels of staff vacancies to ensure that all vacant posts are reviewed in terms of their future need and any opportunity to
redevelop or redefine posts to meet changing scenarios and workload demands;

establish any future implications for staffing numbers, grades or roles in anticipation of the implementation of supervision for shortterm prisoners;

review the NSPT agreement with the Trade Unions regarding Role Profiles and re-negotiate as appropriate to achieve a more flexible
workforce;

consider the potential for developing new management roles / career development opportunities for PSO and administrative grades of
staff.
(vii) Organisational Development Plan
At the point of merger in 2010 Norfolk and Suffolk developed an Organisational Development Plan for the period of 2010 to 2013. This plan
has been subject to only minor modification and the aims and principles underpinning it are still relevant now. The plan allowed for the
streamlining of governance and corporate structures as well as service delivery. The implementation of the plan means that many
organisational efficiencies have been realised so that the NSCRC is now well placed to deliver services in the new structures. Areas for further
development include:

working jointly with the NPS to deliver effective liaison arrangements to support the management of offenders and protection of
communities in Norfolk and Suffolk;

delivering a Staff Training Plan that builds on work undertaken in the former Norfolk and Suffolk Probation Trust, and includes staff
development activity related to induction into the new organisation and structures;

working flexibly and collaboratively post share sale with the new providers.
A copy of the draft Staff Training Plan is attached at Appendix 3.
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
(viii) Equalities Strategy
The NSCRC Equalities Strategy will be informed by the Equality Act 2010 and associated Regulations and the Human Rights Act 1998. The
requirements on the CRC are to:

eliminate discrimination, harassment, victimisation and any other conduct that is prohibited;

advance equality of opportunity and good relations between people who share a relevant protected characteristic and those who do
not share it; and

publish information to demonstrate compliance with the above statutory requirements which will include, in particular, information
relating to persons who share a relevant protected characteristic who are:
(a) its employees; or
(b) other persons affected by its policies and practices; and

prepare and publish a plan to deliver the above.
Delivery will involve:

meeting needs that relate to protected diversity characteristics, e.g. providing interpretation and translation services; supporting
women’s centres; making reasonable adjustments;

undertaking Equality Impact Assessments on new policies, procedures and initiatives;

supporting events /outside bodies that promote good relations;

publishing an Annual Diversity Report; and

developing, publishing and managing Equality Objectives.
Specific objectives will include:

maintaining the former NSPT Diversity Steering Group as the driver for diversity in the CRC;

reviewing NSPT’s Equality Objectives, carrying forward the ones that are still relevant;

considering any new Equality Objectives;
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Norfolk & Suffolk CRC Business Plan 2014 - 2015

carrying forward the working groups that currently deliver Equality Objectives e.g. Women Offenders Group;

considering establishing other groups to deliver the remaining Equality Objectives; and

retaining staff groups that represent protected diversity characteristics as email groups, only meeting when it is necessary.
10. CRC Geographic Area and Premises
(i) Estates
Following the merger of the former Norfolk and Suffolk Probation Areas in April 2010 an Estates Strategy was prepared identifying the existing
properties and data about them e.g. length of leases, capacity, state of repair. The major plan at that time was the closure of the Great
Yarmouth Office and re-location of staff and services based there to the Lowestoft Office to form the Waveney and Yare LDU. This move
happened in 2011. This has completed the rationalisation of the estate as far as NSPT has been concerned, and there are therefore five centres
for service delivery (see below). NSCRC has no intention of undertaking further work on estate rationalisation prior to share sale.
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
(ii) Details of CRC Property
Name of Property
Address and main telephone number
Property Use (e.g. Community
Payback)
Occupation
Type
Site Manager
Centenary House
19 Palace Street, Norwich, NR3 1RT
Leasehold
Juliet Whyte
Tel: 01603-724000
Delivery of all operational services,
and Corporate Services Functions
11-13 Lower Brook Street, Ipswich,
IP4 1AQ
Delivery of all operational services,
and Corporate Services Functions
Leasehold
John Shaw ??
Delivery of all operational services
Freehold
Lesley Bliss
Delivery of all operational services
Leasehold
Paul Payne
Delivery of all operational services
Freehold
John Shaw ??
Peninsular House
Tel: 01473-408130
Purfleet Quay
Kings Lynn, PE30 1HP
Tel: 01553-669000
203 Whapload Road
Lowestoft, NR32 1UL
Tel: 01502-501800
West Suffolk Probation
Centre
Dettingen Way, Bury St Edmunds
IP33 3TU
Tel: 01284-716600
11. Business Continuity Plan
Business Continuity Plans (BCPs) exist for all NSCRC premises. Although there has been a degree of internal re-arrangement and moves of staff
to allow for the CRC / NPS separation, services continue to be delivered from all existing sites. The current BCPs therefore still apply and are
up-dated on annual basis. The annual review will take place earlier this year in order to identify if any changes need to made to the BCPs in the
light of organisational changes.
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
Appendix 1
NSCRC Senior Management structure as at 1st June 2014
Martin Graham
Chief Executive
Anita Rea
Leanne Boast
Executive Assistant to
the Chief Executive
Communications
Officer
Kelley Parker
Julia Sharp
Steve Pestell
Stuart Macdonald
Sarah Wardley
Steve Aspin
Assistant Chief
Executive Operations
Ipswich & BSE LDU
Waveney LDU
Assistant Chief
Executive Operations
Norwich & Kings Lynn
LDU & Interventions
Assistant Chief
Executive Corporate
Services
Assistant Chief
Executive Business
Development
Assistant Chief
Executive Public
Protection
Head of Finance
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
Appendix 2
NSCRC Corporate Services structure as at 1st June 2014
Assistant
Chief
Executive
Corporate
Services
Human
Resources
HR Adviser
1.0 FTE
Health &
Safety
HR
Manager
1.0 FTE
H&S
Manager
1.0 FTE
HR Officer
3.41 FTE
HR Admin
Officer
1.8 FTE
Training
SPO
0.5 FTE
Data &
Information
Security
SPO
0.6 FTE
Training
PTA
1.5 FTE
Estates
SMT Admin
Diversity
IT
Facilities &
Support
Services
Manager
0.6 FTE
SMT
Support
Staff
Manager
0.6 FTE
Diversity
Manager
1.0 FTE
IT Manager
1.0 FTE
Admin
Officer
0.8 FTE
Admin
Assistant
0.8 FTE
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PA to
Directors
2.4 FTE
TISO
5.0 FTE
IT Projects
Officer
1.0 FTE
IT Training
&
Developme
nt Officer
1.0 FTE
Norfolk & Suffolk CRC Business Plan 2014 - 2015
Appendix 3
The Norfolk & Suffolk Community Rehabilitation Company Ltd
TRAINING PLAN
May 2014 to 31 March 2015
INTRODUCTION
The Norfolk and Suffolk CRC Ltd Training Plan has been prepared to support and sustain
continuing high levels of organisational performance. This links directly to the N&S CRC
Business Plan.
The Training Plan is informed by both national and local priorities and initiatives, the
findings of OMIs and the linked improvement reports; an assessment of Unit and LDU
training needs, and discussions with staff and managers. Provision is made for meeting
specific individual training needs which have been identified through recent staff training
audits and those which staff and managers have identified in their professional
performance development reviews (PPDRs), as resources allow.
Training during this time will need to continue to be managed in the context of reducing
resources and it will therefore be important to ensure that:

training meets its objectives and has a direct impact upon practice

training supports a collaborative approach and is conducted in a cost-effective way
using local, regional and national resources

training promotes good equality and diversity practice and is delivered to maximise
effectiveness and flexibility.
AIM
To provide relevant training and development opportunities to enable all staff to effectively
fulfil their roles and performance objectives, and further their professional development.
OBJECTIVES
1.
Ensure that staff training programmes equip staff with the knowledge and
confidence to contribute to decision-making, and organisational effectiveness.
2.
Develop and deliver a staff training programme to support national initiatives and
OMI recommendations.
3.
Ensure all staff are trained to deliver the requirements of the business plan.
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Norfolk & Suffolk CRC Business Plan 2014 - 2015
4.
Provide training to meet the needs of staff directly involved in managing risk posed
by offenders.
5.
Sustain and strengthen existing training partnership arrangements in the community
(e.g., police, mental health, safeguarding).
6.
Develop and deliver an agreed Training Plan across the CRC
7.
Further develop the leadership and development programme for senior and middle
managers taking into account the new national leadership framework.
8.
Develop, support and manage the infrastructure to deliver the Probation
Qualification Framework in relation to VQ3 and VQ5 as required.
9.
To ensure that the point of share sale the CRC has staff in place to deliver
appropriate services.
TRAINING PRIORITY AREAS
1.
OFFENDER MANAGEMENT
1.1
Risk of Harm/Public Protection Training
Working with internal and external resources, roll out a programme to ensure all
CRC staff complete risk training based on the De Montfort University (DMU) Risk of
Harm Guidance and Training Resource Pack, and in particular that all PSOs attend a
one-day risk management training which will include an element of safeguarding.
This will be a mandatory training.
1.2
National DELIUS
National DELIUS will continue to be delivered to all new staff and staff changing roles
within the organisation. This will be delivered on a one-to-one basis by Delius trainers.
1.3
PSO Foundation Training
PSO Foundation training, incorporating Gateway to Practice will continue to be
provided for new PSOs. The training will be delivered by both PTA and external
providers.
1.4
Policy Developments
Training will be provided for operational staff in the following three areas;
safeguarding (both children and vulnerable adult), working with offenders with
mental health problems and in particular personality disorder, training delivered by
Norfolk and Suffolk Mental Health Foundation.
Safeguarding will take a high profile in the training plan this year with a half day
training for SPOs in effective supervision of safeguarding. A one-day single agency
training for all staff who have not received it before. A single agency training for all
admin and corporate services staff.
A programme of diversity training which has been refreshed will be delivered
alongside a programme of hate crime.
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2.
OFFENDER INTERVENTIONS
2.1
Accredited Programmes
Arrangements for the delivery of accredited programmes training will continue to be
negotiated. A programme for core skills training will be in place in July.
Programme staff who are also trainers in BBR, TSP, SARA and other programmes will
continue to provide programme specific training and deliver skills practice, OM
awareness and supportive environment training locally.
2.2
Unpaid work
Priority training needs have been identified with the Unpaid work unit.
These include: Diversity; professional boundaries; and face-to-face violence.
All necessary Health and Safety training required for UPW staff, including mower
and strimmer, scaffolding and trailer driving will be provided locally.
3.
WORKFORCE DEVELOPMENT
3.1
Training Team
The CRC has a diminished training team with one full time PTA and a half time PTA
currently on maternity leave. This will need to be addressed to enable in-house
training to continue. The use of commissioning services is likely to increase due to this.
3.2
PSO Development
All existing PSO staff who have expressed an interest in taking VQ3’s have either
completed their VQ3 or are currently working towards their VQ3. The CRC PTA VQ
assessor will continue to provide support for the three PSOs undertaking the VQ3 in
Community and Criminal Justice. The PSO Induction and Development Programme
will need revising due to the reduced numbers involved in PSO training programme.
.
Admin and Support staff
Local training will be commissioned for the VQ4 Diploma in Business and
Administration for Office Support Managers.
3.3
3.4
Human Resources Management (HRM)
Training and briefings will take place for all relevant staff in relation to the
implementation of the CRC HR policies. Appropriate training will be commissioned
to support any voluntary redundancy packages and ongoing training identified for
individual staff.
3.5
Induction Training
Corporate Induction will need to be re-designed to provide appropriate induction
into the newly formed CRC. It is anticipated that there will be further
training/briefings for all staff in relation to the forth coming share sale of the CRC
and induction etc into the new company.
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3.6
Leadership and Management
The CRC will continue with the ILM Management training currently in place. And
commission any appropriate training for staff as required. There will be training for
the CRC Chief Executive and Executive Director.
3.7
IT and Information Systems
Most IT training for staff will be delivered in-house by the dedicated trainer member
of the CRC’s IT team. It is recognised that the very heavy workload that the IT team
currently have and once resources allow we will continue with ECDL training as we
are recognised centre for this.
3.8
Equality and Diversity Training
Diversity training programme has been remodelled and will be rolled out across the
CRC by the diversity manager and training team. Practitioners who have not
attended a diversity training/workshop during the last three years will be targeted to
attend.
3.9
Health and Safety
Health and Safety Training provision is extensive and will cover all relevant areas
some of which will be delivered in – house by the Health and Safety team. Priorities
have been agreed with the Health and Safety Manager and include the following:
-
3.10
First Aid (for all staff- to the appropriate level)
IOSH: Health and Safety
De-escalation techniques (preventing face to face violence)
Fire Marshall training
Other Legislation/Inter-agency training
Safeguarding Children and Adults :
Training in Safeguarding at the appropriate level for staff roles will be rolled out
across the CRC to include corporate services and other members of the organisation
whom do not have offender facing roles. Practitioners will also be encouraged to
access the extended training events available through the use of the NSCB and SSCB,
there will be a number of multi agency trainings available to staff.
Mental Health:
Comprehensive Training will be planned and delivered through local collaborative
arrangements with statutory partners in both Norfolk and Suffolk in mental health
awareness and personality disorder.
Substance Misuse:
Established partnership arrangements for the delivery of substance misuse training
by the local DAAT trainer will continue. Courses will reflect current trends in usage
and focus on alcohol misuse.
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3.11
Monitoring and Evaluation :
A consistent approach to monitoring and evaluation needs to be
implemented
across the CRC. Further work will be undertaken to consider the introduction of
different forms and levels of assessment and ensure evaluation is linked more
closely to learning outcome objectives.
3.12
Budget :
A budget of £52,250 has been set for the year to cover training costs. This will be
reviewed on a regular basis and senior management team made aware on a
quarterly basis. It is noted that at the current time the CRC are funding some NPS
training and this is being coded separately, however, it is not known whether a
recharge will take place.
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