London in November. Grey skies, busy streets, and plenty of big ideas! We gathered at Coram, a venue with a fascinating backstory. it’s the home of the UK’s first children’s charity, founded in 1739 by Thomas Coram. The Foundling Hospital cared for babies at risk of abandonment, and today Coram continues that legacy of compassion and social impact. Walking through those historic grounds, you can’t help but feel inspired by the generations of people committed to making lives better.
What We Talked About
The meeting was all about collaboration, innovation, and the future of Approved Premises. Here are the big takeaways:
- Partnerships Matter
We were joined by colleagues from the National Probation Service contracts team, HM Inspectorate of Probation and Emma Dover, NPS, Head of National Approved Premises Team. Their insights reminded us how vital it is to work together, statutory and independent providers side by side, to keep standards high and communities safe. - Innovation & AI
One of the most exciting conversations? How Artificial Intelligence could help us. Imagine tools that take the pain out of admin, drafting notes, managing documentation. To enable staff to spend more time doing what really matters and what they really enjoy: engaging with residents and managing risk. AI isn’t about replacing people; it’s about freeing us up to focus on the human side of the job. Having representatives of organisations that are working hard to support all services who feel the burden of being “chained” to our screens was both interesting and inspiring.
Looking Ahead
For 2026, NAPA’s priorities are clear:
- Influence – policy and practice; to achieve both the best use of independent Approved Premises (IAPs) and the highest standards of practice in the work they undertake.
- Work in Positive Partnership – with independently managed Approved Premises, managing bodies, the Ministry of Justice, The Probation Service (PS), HMPPS and other relevant agencies.
- Represent – employer perspectives relating to the provision of independent Approved Premises and the staff that work in them.
- Disseminate – information on practice, policy developments and opportunities.
- Promote – understanding of the work of IAPs; the development of quality standards; appropriate levels of resourcing; and best use of all IAPs.
- Contribute to – the identification of training and staff development needs; the provision of training; the development of policy and the sharing of good practice.
Why It Matters
Approved Premises are not about just providing a bed, we play a crucial role in public protection and rehabilitation. By embracing collaboration and smart technology, we can make sure our services stay strong, responsive, and ready for the future.




I’ve enjoyed working at Progress to Change since 2011. As a CIMA qualified accountant, my role as Finance Manager includes ensuring that our funding and budgeting across both premises is managed effectively, to ensure we provide best use of all the resources available to us. I enjoy a varied role, working as part of the team in the office as well as interacting with numerous contractors, Trustees and colleagues.
I joined Progress to Change in January 2016, initially serving as the Operational Manager at Cardigan House. In April 2022, I transitioned to Ripon House as the Operational Lead, before stepping into my current role as CEO in April 2024.
I joined Progress to Change as operations manager at Cardigan House in March 2022. Prior to joining Progress to Change I qualified as a Probation Officer in 2004, completing a BA degree in Probation Studies to do so. I worked for the Probation Service for 18 years in a variety of frontline settings and I had also previously worked at Cardigan House on a relief basis so I already had a good knowledge of the building and many of the processes.
Alastair joined the charity as a trustee in September 2017 and in September 2022 was elected as its chair.
Prior to joining Progress to Change, I worked across the voluntary sector, NHS and