Introduction: 

In our role as the sector’s infrastructure organisation, we attempt to ensure that we are communicating – as far and wide as possible – the conversations that we, and other sector partners, are having with statutory stakeholders.  

As part of this work, we support HMPPS with the work of the Third Sector Strategic Partnership Board (TSSPB), HMPPS’ counterpart to the Reducing Reoffending Third Sector Advisory Group (RR3). The Board meets quarterly and, going forward, we will be publishing blogs that set out what was discussed.  

September’s meeting covered the following topics: 

• How HMPPS can work more effectively with external funders to build capacity within the VCSE sector 
• Partnership and Investment Working Group 
• Third Sector Partnership Approach Review 
• Civil Society Covenant 
• Jim Barton – Director General Probation: Priorities 
• VCSE non-funded partnership guidance and Clinks directory of services 

HMPPS – working more effectively with external funders to build capacity within the VCSE sector: 

September’s meeting began with a presentation on how HMPPS can collaborate better with external funders and build capacity within VCSE organisations. This work links to HMPPS’ wider efforts to forge stronger relationships between HMPPS, funders and the VCSE sector, including through analysis of existing VCSE funding streams and the findings from Clinks’ 2025 State of the Sector research. 

To support these efforts, ongoing work is being undertaken to engage external funders, including through a funding and partnership event jointly hosted by HMPPS, Clinks and the Association of Charitable Foundations in June, and a trusts and foundations roundtable attended by HMPPS CEO, James McEwen. These discussions provided opportunities to strengthen relationships, improve transparency about HMPPS priorities, share best practice, and explore the blockers and barriers that trusts and foundations are finding in the VCSE sector’s work with HMPPS.  

Many of these barriers were not new, including: 

• A lack of clarity, transparency and predictability from HMPPS, particularly around funding pipelines, future funding opportunities and commissioning timelines 
• Current commissioning and procurement approaches were considered difficult due to complex application processes, particularly for smaller organisations 
• Payment in arrears can create cash-flow and sustainability challenges for VCSE organisations 
• Short-term or uncertain funding cycles are creating significant risks for organisations – funders highlighted multi-year funding as an example of practice that can support sustainability 
• VCSE organisations and funders want earlier involvement in design and decision-making, rather than being engaged only through consultation. 

In terms of opportunities, it was agreed that it would be beneficial for there to be greater visibility of how HMPPS funding aligns with other public sector investment. HMPPS has committed to developing greater transparency around funding pipelines and priority areas, holding twice-yearly engagement events with funders and maintaining regular communication, exploring co-commissioning and blended funding models, and working more closely with funders to identify priority opportunities for collaboration and improve commissioning processes. 

James McEwen shared some key pledges with the roundtable, including a commitment to sharing a clear and transparent pipeline of funding opportunities and an update on the establishment of a Partnership and Investment Working Group – on which more, below. 

The discussion also highlighted the importance of linking this work with existing MoJ SME and VCSE commercial working groups, improving communications so the sector can see where it is already influencing policy and design, considering whether the work should have a broader MoJ-wide scope, and exploring both devolved and local partnership commissioning opportunities alongside national approaches. 

Partnership and Investment Working Group: 

The Partnership and Investment Working Group is being established to identify practical opportunities to enhance HMPPS commissioning, finance and partnership processes to support more effective engagement with trusts, foundations and the wider voluntary sector. 

Third Sector Partnership Approach – review: 

The approach was produced in 2022/23 following extensive consultation between HMPPS, MoJ and the VCSE sector. The objective was to strengthen and maximise engagement with the voluntary sector and to highlight and raise the profile of sector organisations. The underlying partnership principles remain relevant, but significant changes since publication – including changes of government, the Civil Society Covenant and the Sentencing Act – mean that the accompanying action plan needs to be refreshed. The review will focus on updating the action plan rather than rewriting the overall partnership approach. The principles are: 

1. focusing on the right things 
2. strengthening opportunities for sector delivery 
3. encouraging innovation 
4. working together to design and deliver services 
5. working together on policy development 
6. respecting and valuing diverse views and ideas 
7. ensuring appropriate monitoring and oversight 
8. building evidence and sharing learning. 

The session provided an opportunity for stakeholders to feed into a refreshed action plan, offering input on what has worked well in the past and where the opportunities are to incorporate ways of working that may previously have been missed. It was raised that engagement can often be tokenistic and that there is a need to embed genuine consultation with the sector into policy development and service design processes. 

Members also highlighted the forthcoming review of the OMiC model as an opportunity to strengthen voluntary sector involvement in prison-probation partnerships and noted that the action plan should become a standing agenda item to provide accountability and track progress. 

Looking ahead, there will be further opportunities for the sector to engage with the refreshed action plan to ensure that it most effectively fosters collaboration between the sector and HMPPS, particularly through sector input into policy and service development. Work is ongoing between HMPPS and Clinks to review the action plan, including considering how Clinks’ relaunched directory of services can strengthen partnership working. The refreshed action plan will then be presented to the TSSPB at the December meeting and act as a standing agenda item going forward. 

Civil Society Covenant: 

There is now a named MoJ lead on the Civil Society Covenant. Initial discussions are taking place regarding how covenant activity will be coordinated across MoJ, what engagement will take place, and how MoJ and HMPPS can further strengthen delivery against the covenant’s commitments. A future discussion will be brought to the TSSPB. 

Jim Barton, Director General Probation – Priorities: 

Jim spoke to the group having been in post as the interim Director General, Probation, for the last two months. He discussed his priorities in the role – the focus is on helping to secure the foundations necessary for an effective probation service going forward, rather than pursuing major structural reform. This includes workforce stability and capability, staff engagement, investment in systems, technology and staff safety, and ensuring stronger alignment between the frontline of probation and HMPPS headquarters. 

Taking a broader look at probation’s role over the last decade, it was referenced that the service has become more inward looking and there is a need to look at how probation is connecting into wider support services that are key to supporting people on probation’s caseload. Jim emphasised the importance of determining the right balance between what probation should deliver directly and what other organisations may be better placed to provide. There was a general consensus among participants regarding the need for the brokering of local partnerships focused on ensuring that support services can better support people on probation. 

At a systemic level, the discussion centred on using the manifesto commitment to review probation governance as a means to explore a more effective way of working going forward. Members also raised the need to re-establish stronger multidisciplinary working between probation, prisons and VCSE organisations; concerns that VCSE organisations are increasingly excluded from operational forums where they previously contributed valuable information; questions around ministerial priorities following recent changes and Sentencing Act implementation; the likely impact of devolution on the future operating environment; the importance of consistency in leadership and partnership arrangements; and the value of VCSE organisations in connecting probation with wider local services and reducing demands on frontline probation staff. 

VCSE non-funded partnership guidance and Clinks directory of services: 

Rosanna Carbutt provided an update on VCSE non-funded partnership guidance and Clinks’ new directory of services, which has now launched. HMPPS and Clinks have developed guidance to support partnership working between HMPPS teams and VCSE organisations that do not receive statutory HMPPS funding. The guidance is intended to help both parties navigate checks, approvals and partnership arrangements more effectively, and internal engagement and awareness sessions are being planned.