Partnering for Impact in Complex Times

Partnering for Impact in Complex Times

Recent events in Southampton and Belfast, alongside demonstrations elsewhere across the UK, have also been felt across our services. For many colleagues, particularly those from ethnic minority backgrounds, and for the people we support, these moments can be unsettling. During a visit last week to SIG Penrose Roots, alongside time spent across other services, I was struck by the contrast between this wider environment and what I saw first-hand. While public discourse can at times feel divisive and angry, our staff and volunteers remain focused on what matters most. They continue to create safe, inclusive environments, consistently choosing compassion and professionalism over distraction, and getting on with the vital work of supporting people to move forward.

What stands out the most is the quiet consistency of this commitment. Our teams demonstrate integrity, care and determination every day, grounded in relationships and real outcomes rather than external noise. That is where meaningful and lasting change happens.

This matters deeply when we think about workforce policy and the future of our sector. The impact of changes to Indefinite Leave to Remain (ILR) is not simply structural. It affects people’s sense of security, their ability to plan for the future and their confidence that they are valued. Set against a wider backdrop that can feel uncertain, the risks to wellbeing, retention and service continuity become even more pronounced.

Against this backdrop, our commitment to the Real Living Wage remains unwavering. This year, we implemented our pay uplift ahead of confirmed funding, a deliberate and values-led decision. We will continue to work with commissioners to ensure that funding frameworks reflect the true cost of delivering quality care, recognising that fair pay is fundamental to workforce stability, service quality and long-term sustainability.

Alongside these challenges, we are continuing to invest in strengthening quality, assurance and outcomes across the organisation. This work is further supported by the leadership of our Director of Central Services and Transformation, whose focus is on enabling frontline teams to deliver consistently strong, evidence-informed services and to build confidence with our partners.

There is also much to celebrate. We are proud to have relaunched our volunteering programme, recognising the vital role that volunteers play in extending our reach and enriching our services. Contributing over 8,900 hours annually, volunteers bring time, compassion and lived experience, creating meaningful connections with the people we support. By investing in inclusive, co-designed opportunities, we are building stronger bridges between communities and services, while also creating pathways into employment and skills development.

We are also pleased to welcome Joe Wakeford as our incoming Chair of Trustees. As Joe steps into this role, I would like to recognise and thank our departing Chair, Karl Marlowe, for his outstanding leadership and commitment to SIG. Karl has played a pivotal role in strengthening our governance, supporting our growth and championing our values during a period of significant change. Building on this strong foundation, Joe brings extensive experience in governance alongside a deep commitment to values-led leadership. His perspective will be instrumental as we strengthen accountability, resilience and strategic growth, ensuring we remain focused on delivering measurable impact for commissioners, funders and, most importantly, the people we support.

Across our Criminal Justice Services, the continued success of our Independent Approved Premises model demonstrates the power of partnership and innovation. The recent openings of SIG Penrose Havering and SIG Penrose Bermondsey, alongside the recognised excellence of SIG Penrose Drive, highlight our ability to deliver safe, rehabilitative environments that support both public protection and positive life outcomes. These services show how evidence-informed approaches can reduce reoffending, improve wellbeing and deliver value for the public purse.

Looking ahead, our focus remains on strengthening quality, deepening partnerships and driving transformation. Through initiatives such as our Central Advocacy Panel, alongside continued investment in quality assurance and outcomes, we are building a model that is responsive, accountable and future-ready.

For our commissioners, partners and funders, our commitment is clear: to remain a trusted, innovative and collaborative partner in delivering services that change lives. Together, we can shape a system that not only meets demand but creates lasting social impact.