In addition to high caseloads, staff have also had to deal with a high level of change. In 2023–24, HMPPS estimated there were around 100 new national proposals to change probation processes—84% of which were business- as-usual changes, such as those required to meet ministerial commitments, and not linked to major change programmes. It estimated that it would take probation practitioners a week to read the associated guidance and policy frameworks.29 Written submissions that we received from academics, think tanks and charities also highlighted their concerns over the additional 24 Qq 17–22,101 25 Qq 43–44 26 Q15; C&AG’s Report 2.13–2.14 27 Qq 56–57 28 Qq 27, 29, 31, 35, 50; C&AG’s Report, para 12 29 Qq 58–59; C&AG’s Report, para 2.11 12 pressures probation staff have faced from disruptions caused by recent major reorganisations and the constant changes to probation processes. They told us that probation staff have felt alienated by these frequent changes, and that there is a “culture of emotional strain”. The cumulative impact of ongoing disruption fostered a sense of crisis, with staff reporting heightened anxiety linked to rapid policy changes and long-serving staff frequently describing their experiences in terms of ‘trauma’.30