Keynote speaker Professor Peter Raynor of Swansea University brought this into focus in his reflections on 50 years of probation, pointing to a long-standing gap between what the sector knows and what the system is currently able to deliver in practice.

As he highlighted, effective practice depends on:

  • Adequate resourcing
  • Trusted and consistent leadership
  • Experienced, well-trained staff
  • Locally developed, context-sensitive strategies
  • Clear communication and trust between probation and the courts
  • A culture of learning and reflection

These elements are widely recognised but not always reflected in day-to-day practice, creating an implementation gap.

Why the gap persists

The implementation gap is often framed in structural or policy terms. But the conversation at the conference pointed towards a sustained pressure on the system, and on the people working within it. This isn’t a question of commitment or professionalism, it’s about whether the conditions enable good practice to be delivered reliably.

In her opening address, Katie Normington of De Montfort University reflected on the pressures facing the sector – ongoing reform, shifting expectations, and the demands of public protection. She also raised the question of professional identity, and how practitioners maintain a clear sense of role and purpose within a system that continues to evolve.

This has wider implications for the talent pipeline. When roles are unclear or constantly evolving, it becomes harder to attract new entrants and retain experienced staff. People are less likely to join, or stay in, a profession that can feel uncertain.

There’s also a bigger dynamic at play. As Peter Raynor reflected, many of the major shifts in probation have been driven by wider political and ideological change, not just evidence.

That creates a familiar pattern where new expectations are introduced quickly, but the system, and the workforce, are required to adapt within relatively short timeframes.

Workforce sustainability at the core

At its heart, this isn’t just a reform problem – it’s a question of sustainability. When caseloads, churn and ongoing change outpace support, sustaining consistent delivery becomes more difficult across the system.

A stable, skilled, and supported workforce is central to sustaining that delivery over time, placing the focus on how the system enables and supports the workforce in practice.

That includes:

  • Supporting practitioners to ensure their skills continue to meet the need for increasingly complex roles
  • Creating clearer pathways and strengthening professional identity
  • Retaining experience and reducing turnover
  • Understanding demand and capacity, ensuring caseloads are manageable and support safe, sustainable practice
  • Building learning and development into everyday work
  • Designing roles and teams around operational realities

Making it work in practice

The challenge lies in translating these priorities into practice. As Peter Raynor suggested, progress depends as much on the system’s ability to follow through as it does on the direction of policy.

This is where targeted workforce support can make a tangible difference:

  • Using data, insight and impact evaluation to inform sustainable reform
  • Translating evidence into practical workforce models
  • Strengthening professional identity through clear standards and role design
  • Workforce planning to ensure the right roles, capacity, and capability are in place
A white haired man with a bear drinks a coffee in a meeting with colleagues.

Skills for Justice supports organisations, combining research and impact evaluation with workforce planning and design. If you’re looking to understand what works, strengthen your workforce, or plan for the roles and capacity needed for delivery, get in touch to find out how we can help.

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