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In this edition:-
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The Academy for Justice Commissioning re-launches
The Academy for Justice Commissioning (AJC) has now been brought into the MoJ fold as a Faculty of the Justice Academy – a move which we believe will be a catalyst for growth of the AJC.
We plan in the new year to provide an online home for the Academy and with it, the opportunity to create an interactive learning and networking environment for our members, which will complement our events and other activities.
In 2009 we also plan to communicate with our members in a more technological fashion. As we’re aware that the Bulletin in PDF format can be an unwieldy read and ecologically unfriendly to print, we plan to communicate future news in an e-briefing format linking to stories on the web. That way you can pick and choose the stories of interest to you and your area of work.
We’ll keep you up to date with all developments, but in the meantime we are always keen to hear from you – our members – and welcome your input into future e-briefings and our events programme. Keep in touch with us at academy@justice.gsi.gov.uk or give us a call on 01733 425205.
We wish you a happy Christmas and New Year and we look forward to seeing you in 2009.
The Academy for Justice Commissioning |
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Julie Taylor
Director of Offender
Management Strategy,
Ministry of Justice |
Editorial
By Julie Taylor, Director of Offender Management Strategy, Ministry of Justice
Since the Ministry of Justice’s creation 18 months ago, we have made real progress in delivering one of its key objectives; protecting the public and reducing re-offending. Two words are the driving force behind this progress – punishment and reform. A just and civilised society is one where offenders are both punished for breaking the law and given the opportunity to reform and turn away from crime. But an effective justice system must also deliver justice for victims and local communities as well as value for the taxpayer.
The newly created role of the Director of Offender Management (DOM) creates a new opportunity to build on our progress and shape the way that we deliver punishment and reform in the future. The role will also be critical in shaping our response to the new challenges ahead. To meet these challenges head on, we must be able to commission the most efficient, effective and value for money offender services from a wide range of providers across the public, private and third sectors.
Offender Managers have a key role in delivering punishment and reform. They provide a firm grip on offenders throughout their entire sentence, both in custody and the community. By providing offenders with most the appropriate support, in the right sequence, at the right time they can tackle the factors that drive offending behaviour and reduce the likelihood of further re-offending. The DOM has a pivotal role in this process, by ensuring that the right services are commissioned and available for offender managers to draw on. |
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Editorial – Julie Taylor, Director of Offender Management Strategy, MoJ
A new way of working
Over the next two years, MoJ and NOMS Agency are facing a number of real delivery challenges. These include:
- A criminal justice system which is more effective at bringing offences to justice means that demand for offender services is increasing. We are increasing prison capacity and modernising the estate, but aligning supply and demand of resources across prison and probation over the long term is critical to delivering an efficient, effective system.
- We need to make ambitious efficiency savings. We will need to work smarter, achieve our goals with fewer resources and improve efficiency and effectiveness in all areas.
- We need to improve performance and public confidence. The public must have confidence that the system is fair and addresses the crimes that cause concern to local communities. This means providing greater accountability to the frontline to make the decisions that will best support local needs.
To address these challenges, part of the ministry’s evolution will see real changes in the way offender management services are commissioned and delivered. The first stage of this will be through the leadership of a new team of regional Directors of Offender Management, operating across the nine English regions and in Wales from April 2009. This model is already successfully operating in London and Wales.
The need to drive through these new ways of working is recognised throughout the ministry. |
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“The new Directors of Offender Management will be at the heart of delivering our challenging agenda on reducing re-offending to protect the public. By building on the achievements made on offender management over recent years, the DOMs will play a vital role in continuing to improve the quality and value for money of offender services, and work to achieve a 10 per cent reduction in re-offending over the next three years. I wish them every success.”
Suma Chakrabarti, Permanent Secretary, Ministry of Justice |
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These roles will enable more devolved decision making, at the lowest level possible to support efficient and effective delivery. DOMs will be able to make the commissioning decisions that best support local needs and reflect community priorities. They will play a vital role in shaping the way in which we deliver offender services. By commissioning the most effective services to support the delivery of offender management, and working with local partners to tackle the issues that matter most to the local community, they will support the delivery of improved performance and greater public confidence in the system.
Editorial
These changes are set within the broader Government commitment to reforming public services. Our aim is to transform the justice system into a more public-facing service, by focusing on the effective commissioning and delivery of frontline services. The public need to see justice being done and have confidence that the system is working on their behalf. I have no doubt that DOMS and Offender Managers will play a leading role in making this happen.
Role and responsibilities
As well as providing the vital link between the centre and the frontline, the new DOMs will undertake the following key responsibilities:
- Allocating resources across their region/Wales in accordance with offenders’ needs, sentencers’ demands and public protection requirements, with reference to value for money and ‘what works’ principles as the key drivers for the whole system;
- Establishing clear specifications for service delivery, maintaining a degree of separation between specifying requirements and choosing providers;
- Selecting providers on merit with payments linked to costed service specifications;
- Using sophisticated service level agreement/contract-management to incentivise high performance and tackle poor performance by prisons and probation areas, both individually and in collaboration to improve efficiency year on year;
- Delegating maximum authority for commissioning and partnerships to the local level consistent with efficient and effective delivery; and
- Managing regional partnerships with strategic health authorities, Government Offices and others to maximise resources available to reduce re-offending within each region.
A model for success
We know that public services are not delivered most efficiently by treating every offender in the same way. Different approaches may be needed for specific offender groups. And we must take different – but fair - approaches based on what will deliver the best results for the public from the resources available. That’s why DOMs will play a critical role in working with regional and local partners to commission offender services that best meet the needs of the community. And these commissioning decisions will be based what we know is most effective in punishing and reforming individual offenders and offender groups.
I strongly believe that devolving responsibility to a regional level for commissioning all offender management services will enable DOMs to deliver local solutions that work for the community. Not only should this result in lower crime and re-offending rates, it will also enable us to deliver a service that is modern, responsive and visibly delivers the justice that the public deserve. |
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Joining Together – a commissioning conference
The Academy for Justice Commissioning is a key partner to the National School of Government in its conference on commissioning.
Entitled ‘Joining Together’, the event will bring together speakers and delegates from central and local government with representatives of the voluntary and community sectors to explore how strategic commissioning can contribute to excellence in service delivery. The programme will be comprised of high profile plenary speakers and a range of breakout sessions. The conference objectives are to:
- Share experience and best practice
- Promote the development of appropriate and well designed commissioning techniques for the delivery of public service
- Encourage formal and informal networking
This one-day event takes place at the Queen Elizabeth II Conference Centre in London on Thursday 26 February 2009 and costs £425 per delegate, with preferential rates for those in local government and the third sector, and an early bird discount for those who book by 9 January 2009. Click on this link to view the full programme and booking details.
If you have any queries or are interested in exhibiting at or providing sponsorship to the conference, contact the Corporate Events Team on 01344 634165. |
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In the first week in this new role I attended the Front Line Delivery Forum in Gloucester. It was a great learning experience and I really appreciated all the useful background I gleaned over the two days.
One thing was very clear; the unhappiness of staff in the Probation Service in relation to the state of the Probation estate following the introduction of the new facilities management contract. I thought I had joined primarily to deliver the increase in the number of prison places, within the first couple of weeks I realised there were three main challenges facing the Directorate; delivering the new prison places; managing the existing estate both prison and probation more effectively and coming up with a plan for the future of the whole estate.
Meeting these three challenges will present significant benefits across the organisation, and should help commissioners fulfil their objectives in planning and commissioning services.
Capacity has been one of the most pressing issues within the Prison Service in recent times, but 2008 has marked a turning point in the provision of accommodation in the face of ongoing population pressures.
With the Service running Operation Safeguard in late 2007 and into the beginning of 2008, the delivery of significant numbers of new places has been of critical importance. And the capacity programme has delivered, consistently running ahead of the prison population.
The programme has already delivered 4,000 new places in the first two years from a standing start which is a considerable achievement. But the nature of the capacity programme is now changing from lots of relatively small projects on existing sites to a smaller number of larger projects on new sites. There are 17,000 new places needed by 2014 and we will need to transform the Directorate’s capability to deliver the programme to both time and value for money.
To begin this transformation I have developed a new high level structure for the Directorate which has been agreed by the NOMS Management Board and the OMSB. The new structure will create 6 units; Strategy and Programme Development; Programme Management; Project delivery; Asset Management & Finance, and Assurance & Procurement (no rocket science there then). We are now in the process of talking to the existing teams to map their functions with the new units. I will consult with staff and unions formally toward the end of January on the detailed structure for the Directorate and aim to have the restructuring completed this financial year.
One of earliest decisions has been to consider if we need any external support during the transformational process. Given the scale and complexity of the capacity programme (five Wembley Stadiums over the next five years!) I have decided to go out to tender for a delivery partner to come to work alongside our staff to establish an appropriate programme management office. The aim is to have them in place before the end of the financial year.
The Capacity Programme will be subject to a review by the Major Projects Review Group, part of OGC. We need to get the delivery partner in soon to help us to prepare for MPRG, which is currently planned for May next year. The role of the delivery partner will be to help us bring in the new processes and systems to support the new Directorate and to prepare us to meet the challenge of the remainder of the capacity programme.
In the New Year we will also begin a review of how we carry out asset management as one of the first tasks of the new Asset Management Unit. Both the prison and probation estates are in a poor condition; the prison estate has a maintenance backlog of in excess of £1 billion. The probation estate is certainly not providing the necessary support to the Probation Service. I have already had to put in place a recovery plan for the Facilities Management Contract which got off to a fairly dreadful start over the summer (before my arrival – just to be clear!).
The other major task will be to work out a detailed plan for the future estate, taking into account the major investment in the prison estate (yes, there could be synergies) ; the potential impact of the move to Trust status for the Probation Service and the potential impact of multi and local area agreements.
So a number of interesting challenges ahead: to restructure the Directorate whilst continuing to deliver the Business Plan; delivering 14,000 new prison places by 2014; developing a sustainable asset management strategy; and a future estate strategy.
One of the key components of the capacity programme will be the new prison clusters. Each cluster will be of the order of 2,500 places. These clusters represent a real opportunity to put in place significant shared services onto one site; educational, health and training. They will also help us to reduce travelling distances for offender’s families and provide an opportunity to remove some of the older and least efficient existing places in the estate. |
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David Archer and Alex Cameron are founding directors of Socia Ltd, a consultancy company which advises leaders of large organisations across the public and private sectors on how to make partnerships work.
David will be presenting at an Academy seminar in the middle of next year, but in the meantime, along with Alex, is releasing a book on collaborative leadership.
We have been given permission to reproduce the following extract from the book, which is published by Butterworth Heinemann in December and available on Amazon – ISBN 0750687058 – at £24.99.
The problem with partnership
It’s hard to get convincing figures on the number of partnerships in the UK, let alone worldwide. But what is certain is that very large numbers of them come to grief. Around half of all alliances collapse, inflicting financial damage on both partners – just about the same failure rate as that found in mergers and acquisitions. In fact, research by the authors of a 2004 Harvard Business Review article found that 48% of alliances between American firms ended in failure in under two years. 4
In public-private partnerships, too, there’s plenty of high-profile evidence of failure. In 2007, Metronet, the organisation responsible for maintaining and upgrading two thirds of the London Underground network under a complex public private partnership contract, went into administration. While the final cost to the taxpayer has still to be calculated, interim payments of £1.7 billion have already been budgeted to keep trains running until a solution is found.
Partnerships fail because collaboration is downright difficult. It’s hard to handle on a personal level, because it necessitates unlearning traditional management skills – they simply don’t work in collaborative situations. You can’t incentivise, motivate, build, shape and discipline your team in the same way, because it’s not your team any more. You can’t control all the resources. You may not even share the same goals.
So why is the whole process so hard? There are many reasons, but three stand out. The first two are personal: you have to let go and trust your partners, and you have to get beyond the comfort of your own tribe. But the third is even more problematic: partnerships create complex systems – and complex systems can get way out of control.
You have to let go and trust your partners
For most managers, the hardest part of leading a collaboration is feeling stripped of power and authority. To succeed, you need to abandon the comforting delusion that you control the levers of power, and accept the uncertainty of delivering through the actions of others. Managing well is no longer enough – you have to start trusting your way out of problems. It may sound flaky – especially to people trained in a machine view of management – but it takes real and sophisticated skills to pull off. Worrying about the lack of control and trying to tie down every future eventuality in a contract simply makes lawyers rich and gives you ulcers. Instead, you need to build a high level of trust with each partner – and then leave them to fulfill their part of the bargain. You no longer have control of your destiny – it’s now a shared outcome.
4 ‘When to Ally and When to Acquire‘, by Jeffrey H Dyer, Prashant Kale and Harbir Singh, Harvard Business Review, July – August 2004. The authors studied 1,592 alliances that US companies formed between 1993 and 1997. |
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Trust lies at the heart of most successful collaborative relationships. However, we’re not talking about blind or unconditional trust – it should be well-bounded and built on sound foundations:
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Knowing that your partners have the capability and the capacity to do the job
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Understanding what drives and motivates them
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Having the right joint decision-making and escalation frameworks in place to govern the relationship
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Having access to timely information
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Knowing each leader in the partnership as an individual and being able to look them in the eye and ask for help.
One of the big problems is that trust is hardest to give (or ask for) at the time you need it most. But in partnerships, you need to be able to do exactly that. And by building a healthy, trusting relationship with your partners, you can use your combined skills and experience to anticipate future shocks and respond to them better than any one of you could on your own. |
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You need to go beyond your own tribe
Collaboration is also hard to handle on a much deeper, visceral level. In reality, we don’t much like
collaborating, at least until we get good at it. It doesn’t come naturally. And that’s because deep down, people are tribal. We feel most comfortable within our own tribe – our family, our extended family, our friends, and people like us. Strangers from other tribes – a different football club, a different culture, a different race – provoke suspicion and mistrust.
The world of work often operates on similarly tribal lines. People are comfortable within their own functional teams or cultures – designers are wary of accountants, while policy people don’t usually mix with IT experts.
Just as different tribes might engage in trading, or even come to a temporary alliance, interaction between the different work functions tends to happen at the edges.
When you don’t perceive others as being like you, collaboration doesn’t come easily. The more people on a team who doesn’t know anyone else, the less likely team members are to share knowledge. But in collaborative partnerships, diversity is part of the deal. There are at least two tribes, and often more – and all have to lean to get along without hostilities breaking out.
Overcoming the initial distrust and appreciating difference is a sophisticated skill. It requires greater attention, effort and fluency than dealing with your own tribe, and often it needs to be reinforced by stronger policing. A new partnership can’t expect to get beyond tribal issues straight away – after all, it’s taken a very long time for human civilisation to progress from warring tribes to the beginnings of global community. And while some people find that collaboration comes naturally to them, most do not. They have to learn it – and at times of stress, the tribal instinct may well kick in again.
Yet few collaborative ventures acknowledge the importance of tribalism at the start of a partnership, or treat it very seriously when it raises its head. That omission dooms many partnerships to failure.
You can’t control complex systems
The third difficulty is even harder to deal with: partnerships of all kinds can have a life of their own. You can’t try to manage them like cogs in a machine, because the act of combining forces creates a complex system – and while complex systems tend to be well attuned to their environment and good at responding to new circumstances, they’re also highly unpredictable.
All living things are complex systems. So too is the organisation of an ant colony, the ecology of a rainforest, the stock market, and the earth’s climate. In mathematical terms, a complex system is one where performance cannot be described by simple linear equations linking input to output.
A strong tradition of management theory looks on single organisations as relatively simple systems that can be controlled by increasing wages or resources, setting targets, scaling up successful areas of the business, or managing by objectives. But partnerships, alliances, joint ventures and the like don’t work like that. Formed from an amalgam of different organisations and cultures, they behave much more like living systems – evolving and adapting over time, but often proving surprisingly resistant to simple levers of control. They require a different form of leadership altogether. And for leaders schooled in more traditional management techniques, this can be
tough going.
The view from the top: partnership is essential
To get beyond downsides like these, you need a very strong reason for going into partnership. Yet
collaborative working is high on most leaders’ agendas. Back in 1994, Rosabeth Moss Kanter pointed out that ‘being a good partner has become a key corporate asset’ 5. Today it’s seen as more of a necessity.
In 2007 we commissioned a survey by Ipsos Mori into UK senior executives’ experience of collaborative partnerships, both in the public and private sector 6. Over half the organisations we spoke to are involved in up to 15 partnerships at the same time, and one-third in more than 20. Most of these are long-term partnerships, lasting an average of six years – longer than the typical management appointment.
These senior executives see collaborative partnerships either as very important or as essential to the success of their organisations – and they expect them to be even more important in the future. But the vast majority of executives find it far easier to lead from the front and control all the resources to get the job done than to relinquish control of some operational functions. It seemed that letting go of some of that control raises deepseated concerns about accountability and trust.
At the same time, leaders are convinced that the benefits of partnerships easily outweigh the costs. Only one in five saw partnerships as ‘a necessary evil’. And nine out of ten agreed that collaboration will be the foundation for long-term economic success.
Why partnerships have taken off
What lies behind the worldwide explosion in collaborative ventures? There are three key drivers. The first is the atomization of organisations in the pursuit of efficiency. The second driver is technology, and in particular the massive increase in connectivity created by the World Wide Web. And the third is scale and complexity – some projects are so huge, complicated and costly that they can only be undertaken by collaborative ventures.
5 ‘Collaborative Advantage: The Art of Alliances’, Rosabeth Moss Kanter, Harvard Business Review, Vol 72 No 4, July – August 1994. pp 96-108
6 ‘Making Partnerships Work: A survey of UK senior executives’, Ipsos Mori and Socia, February 2007. The survey was carried out with 92 director-level UK executives who are or have been personally involved in establishing or managing long-term collaborative business partnerships. It covered 51 public and 41 private sector companies, and participants came from a range of industry sectors and a range of functions. |
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UPDATE ON THE SCHEME TO REDUCE RE-OFFENDING RATES
The East of England Test Bed, which is taking forward the ideas set out in the policy document ‘Reducing Re-offending Through Skills and Employment: Next Steps, has now entered its third and final phase. The work of the Test Bed is based on the premise that employment is a key factor in reducing re-offending; making a strong case for improving the skills of offenders and helping them find work.
A newsletter outlining the work of the Test Bed is now available. If you would like to receive a copy please contact Joy Cradick on 01733 425 222 or email joy.cradick@homeoffice.gsi.gov.uk.
In this article you will find out more about some of the work that the Test Bed has done to date and a flavourof the planned tasks for the remaining part of the Test Bed, which runs until 31 March 2009.
National Test Bed workshop
The region was pleased to host a National Test Bed workshop. Visitors were invited to HMP Hollesley Bay where they were given a tour of the Prison and had the opportunity to visit the gym to learn more about the work with SkillsActive (see below) and also several of the industrial workshops. Lunch was catered for by some of the trainees taking the NVQ level 1 in catering and hospitality and the visitors had an opportunity to talk to both instructors and trainees over lunch.
Engaging with employers
Work in the region is continuing with SkillsActive, the Sector Skills Council which covers sport and recreation. SkillsActive has produced a career map showing the qualifications trainees in Prison can achieve and the jobs these can lead to. A review is now being carried out of the number and usefulness of the qualifications currently delivered in Prisons and recommendations will be made for future improvements nationally. |
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Virtual campus
The last issue of the Bulletin made mention of the virtual campus,
a secure IT-based integrated learning and information environment
that offers resettlement and learning opportunities to offenders.
The virtual campus pilot at HMP Blundeston has been well-received
by both staff and prisoners alike and will shortly be rolled out to
Wayland, Highpoint and Bedford Prisons. It is also hoped to run a
pilot in one or two Probation areas. |
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Offenders into jobs: Connecting Probation and Jobcentre Plus
The Test Bed held an East of England regional event, which was designed to bring together Jobcentre Plus and the Probation service in order to identify the benefits of working together and to agree to achieve this goal.
The day brought together forty delegates, who covered a range
of topics for example, building better partnerships, the Probation
journey, the Jobcentre Plus journey, the benefits of working
together, and the identification of opportunities and barriers. Each delegate was able to visit three workshops to hear more about some of the existing good practice in the region. For example in Essex where Probation is working closely with the Jobcentre Plus provider responsible for the delivery of Progress2work link-up – the target group for this provision includes offenders. In Norfolk an adviser from Norfolk
Jobcentre Plus has been on secondment to Probation for two years – an example of successful partnership working which was recently recognised by a national award. |
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The day finished with the delegates working together in their individual county groups to put together area plans. These plans will create stronger links and will be kept under review through the regular existing network meetings.
We hope that the above has given you a flavour of the some of the East of England Test Bed work – if you would like any further information please contact Di Edwards, Test Bed Project Manager on 01733 425 235 |
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Daniel Burke, Director, Government & Public Sector, Performance Improvement Consulting,
PriceWaterHouse Coopers
‘Developing Commissioning Skills – Learning from across the public sector’ |
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There is a consensus across a number of areas of the public sector that commissioning practices and skills need to improve in order if commissioners are to deliver the service outcomes service users and taxpayers expect to see. This presentation looked at programmes to improve commissioning skills in three sectors: NOMS, children’s services, and the NHS.
Common features of these programmes – all at relatively early stages – are:
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the construction of a competency framework based on a commissioning ‘cycle’ which involves core functions of planning, purchasing and performance management and review;
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an external assurance system based on facilitated self-assessment, moderated challenge and review, linked – ideally – to normal business planning processes;
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facilitation of access to specialist commissioning training provided by a growing network of external providers. |
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Some very early results from these - and other - commissioning skill development programmes suggest that commissioners tend to be comfortable with exercising functions such as procurement, contract management, financial management and partnership working. They are less comfortable exercising functions involving market shaping, service design, customer insight, investment appraisal and demand forecasting.
These latter skills are those that are increasingly being associated with more ambitious models of commissioning – ‘strategic commissioning’ or ‘commissioning for outcomes’ – rather than more limited models of commissioning which seek to achieve incremental efficiency gains or marginal improvements in performance.
The nature of commissioning development programmes depends on where on this continuum of commissioning models, politicians and public sector managers want to be. |
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Programme of future events…
These events, which are free and open to anyone to attend, provide important context for our work as commissioners and providers, open up networks of contacts and promote the role of the Academy amongst participants from other sectors.
Places at these seminars are limited, please contact the Academy at email:
academy@homeoffice.gsi.gov.uk, if you would like to secure a place. |
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13 January 2009 – at the Jolly Hotel St
Ermins, 2 Caxton Street, London
‘Three Myths and the Magnificent Seven’ Challenges three common myths about commissioning and defines seven areas for development that will make a difference
by Nigel Walker, Senior Commissioning Adviser, Department of Health | |
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18 March 2009 – venue TBC
‘DWP Commissioning Strategy’
by Alan Cave, Delivery Director, Department
for Work and Pensions |
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22 April 2009 – venue TBC
Title TBC
by Richard Selwyn, Government and Private
Sector, PIPC UK & Europe | |
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Also featured in next year’s programme:
David Archer, Founding Director, Socia Ltd
Stephen Shaw, Prison & Probation Ombudsman
Dates & times to be announced |
| These courses are provided by external sources |
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Achieving Local Commissioning
Excellence
Fundamentals of Commissioning – 16/01/09
Birmingham
Corporate Governance & Risk – 23/01/09
Birmingham
Preparing for Commissioning – 4-5/02/09
Birmingham
Awarding the Contract – 25-26/02/09
Birmingham
Post Contract – 2-3/03/09
Birmingham
Application of Commissioning – 24/03/09
Birmingham
For more information or to book a place on one of the NOMS Achieving Local Commissioning Excellence events contact
ptptraining@homeoffice.gsi.gov.uk | |
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Nottingham Business School – Workshops for Commissioners
Workshop 1: Thursday 5 & Friday 6 February 2009
Workshop 2: Thursday 12 & Friday 13 February 2009
To register for a place at this workshop please go to http://www.ntu.ac.uk/nbs/66392.html and fill in the on-line booking form.
The fee for this workshop is £600 per delegate | |
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New, open Supplier Diversity Workshops in the New Year. These are 1 day workshops ideally suited to commissioning and procurement professionals. We also run tailored workshops for your teams in-house.
The workshop will help you to:
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Understand what supplier diversity is and link it to employee diversity
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Understand the increasing business case for supplier diversity and links to organisational strategy
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Understand the implications for your role, others’ roles and your organisation
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Develop approaches appropriate for your procurement function and supply chain, and your marketing/sales functions and target markets/customers
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Plan co-ordinated and sustainable approaches across key departments
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Understand how not to do it
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Gain confidence in managing supplier diversity
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Explore experiences and approaches with peers from other organisations
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Network with peers in other organisations
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Create your own action plans to take back to the workplace
For full details please see www.prorepman.co.uk/Data/DCW.doc or contact Lisa on 0845 330 6738 or lisa@prorepman.co.uk at PRM Diversity Consultants |
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Contributions and feedback are welcomed – if you are interested in submitting comments, relevant information or an article for inclusion in a future edition, please contact us at
academy@homeoffice.gsi.gov.uk
Academy for Justice Commissioning
C/O Office for National Commissioning, Unit 6, Forder Way, Cygnet Park,
Hampton, Peterborough, PE7 8GX
If you would like to speak to someone directly about the Academy for Justice Commissioning please telephone: 01733 425205
Members of The Academy Executive Group are:
Trevor Williams, Michelle Jarman-Howe, Patsy Northern,
Richard Heys, David Parkin, Steve Shaljean-Tilley and John Graham
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