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38 Prob. J. 2 (1991)

handle is hein.journals/probj38 and id is 1 raw text is: UPDATE A survey of the responses to Super- vision and Punishment in the Com- munity: A Framework for Action submitted by the Association of Chief Officers of Probation, the Central Council of Probation Committees, the Magistrates Association and the Howard League shows little enthusiasm for the Home Office's suggestions for the reorganisation of the Service. A-National Service? This option is unanimously rejected. A nationalised Service, says CCPC, would be remote, weakening traditional links with the magistracy and hindering the development of links with the judiciary. The creation of a large, cen- tralised bureaucracy would squander resources, stifle innovation and creativity, and the disruption would demoralise staff, undermining so much of the good work accomplished in re- cent years. Generally, 'There is little evidence that more Home Office con- trols would automatically bring more value for money, greater efficiency or effectiveness'. ACOP predicts that: 'A single national Service would bring with it the reverse of economics of scale. It would entail structures too large and chains of command too remote, for ... a personal service devoted to individual risk assessment MA believes that, given present central guidance and direction, 'effec- tively a national Service is in being without the difficulties of officially re- arranging it as such.' 'What must at all costs be avoid- ed is the clumsy and unmanageable bureaucracy of the Crown Prosecution Service and Health Service.' Amalgamations? The Home Office's case for broad change lacks sufficient evidence to justify overturning the status quo and its alternative models are arbitrary and unconvincing. CCPC and ACOP remind the Home Office that many smaller Areas have been judged among the most ef- fective performers and innovators, with advanced management information systems. Wholesale amalgamations should be avoided but there is some support for the rationalisation of cer- tain small Areas, provided that the essentially local identity and authen- ticity of Services is preserved. Logical 'co-terminosity' is not easi- ly resolved. Whilst MA feels certain that new Probation Areas should align with Police and CPS boundaries, CCPC feels that co-terminosity with local authority services is also persuasive. Both ACOP and CCPC see much more scope in collaborative and contractual arrangements between existing Areas. Whilst the Magistrates think that a minimum of 100 professional staff is a useful yardstick, CCPC feels that numbers alone would be an unsubtle criterion, ignoring the problems of managing large geographical areas and risking a loss of cohesiveness, making Head Offices remote from point of ser- vice delivery and stranding middle managers a long distance from the organisational centre. Management Boards? Magistrate-based Membership? Not surprisingly, the Magistrates Associa- tion argues for the status quo, utilizing the existing talents of magistrates to better effect and providing better train- Ing for their role and duties on the 'Board of Directors'. CCPC's members want magistrates to remain in the majority, but accept that committee size should be reduced. Local govern- ment councillors should be included,

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