Appendix 1 - Community Payback Order Annual Return 23-24
Perth and Kinross Council · 27 November 2024
Back to Housing and Social Wellbeing Committee — 27 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Appendix 1 COMMUNITY PAYBACK ORDER (CPO) ANNUAL RETURN FINANCIAL YEAR: 2023/24 LOCAL AUTHORITY: Perth and Kinross Council TEMPLATE RETURN DATE: 4 October 2024 Background Under the Community Justice (Scotland) Act (2016), local authorities have a statutory duty to report on the operations of Community Payback Orders (CPO) within their area on an annual basis to Community Justice Scotland (CJS). CJS will then collate these returns and summarise them in a report which is laid before Scottish Parliament.
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To assist with this reporting duty, CJS, in collaboration with representatives from Justice Social Work, the Scottish Government, and Social Work Scotland, has developed a template of questions for local areas to complete. This template is designed to support the reporting requirement. 1) Reducing risk of reoffending In Perth and Kinross (P&K) there are a number of services that work directly with individuals to address the underlying causes of their offending behaviour, to help reduce future risks of reoffending. The One-Stop Women’s Learning Service (OWLS) continues to work in collaboration with other services to offer women in the justice system a safe space where they can access relevant agencies and supports. OWLS offers a trauma informed environment which is conducive to supporting women in their life to improve their mental health and address their offending behaviour. Being trauma informed means that staff are able to recognise when someone may be affected by trauma; collaboratively adjusting how they work to take this into account; responding in a way that supports recovery which does not cause further harm and recognises and supports the person’s resilience. Although OWLS was initially established to work with women on Community Payback Orders (CPOs), it expanded over time to include those on a Throughcare Licence; Supervised Release Order; Bail Supervision; Diversion from Prosecution; Voluntary Throughcare and women who occasionally need support after completing their statutory order. OWLS supported 82 women during the reporting period. The Caledonian System continues to be available in P&K and is a behaviour programme for men convicted of domestic abuse offences while also providing support services for their partners and children. It is an integrated approach to dealing with men's domestic abuse and improve the lives of women, children, and men. Court reports for offences that required an assessment of suitability for the programme reduced slightly over the past year, with a total of 96 being completed. This is compared to previous years where there was a total of 52 in 2020-21, 85 in 2021-22 and 103 in 2022-23. As was noted in the previous year, training in the use of Spousal Assault Risk Assessment-Version 3 (SARA-v3) has continued which now means that all social workers can assess for domestic offences. In addition, fifteen social workers/senior practitioners have completed the Caledonian Case Manager training, which allows them to supervise individuals subject to a two-year Caledonian Programme Requirement. Currently the Caledonian Women’s Worker and Children’s Worker roles are carried out by staff who are employed by Action for Children. However, those roles are expected to be brought in-house to the Community Justice Social Work (CJSW) team at some point in 2024/early 2025. The anticipated benefit of this change will be closer working relationships between all workers and improved access to information and how this is shared.
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Both CJSW and the Safer Communities Team have worked closely with the P&K Trauma Approach co-ordinator prior to the post becoming vacant in January 2024. This work was carried through into the Community Justice and Safety Partnership (CJSP) who promoted the launch of locally developed Trauma eLearning modules that incorporates the learning from NHS Education for Scotland (NES). This is available to all community justice and safety partners including the P&K Third Sector Collaborative. An action achieved during the reporting period was the incorporation of a commitment to Trauma Training for all new service contracts. Work is also underway to better understand the experiences of those subject to community disposals via a tool called the Wellbeing Wheel. The Wheel is outcome focused and looks at the persons specific needs including those linked to their offending behaviour. The tool is a co-produced plan which helps the person to develop strategies and skills that assist them to navigate away from offending. It is also a dynamic tool and is subject to regular review providing evidence to the person and their worker of progress. It was initially tested within the Evolve project (men on CPOs) and has been extended across the CJSW client group. It is also a priority action for CJSW in the CJSP Outcome Improvement Plan for 2024-25. In the interim, individual’s views are routinely sought via CPO review paperwork. 2) Support for underlying needs The Evolve project, like OWLS, is a gender specific service and at this point focuses mainly on men who are subject to CPOs. The approach is trauma informed using a combination of intensive one to one work, and a focussed programme of group work called Connectere which in Latin means ‘join together’. Connectere focuses on activities designed to increase positive life chances and pro-social decision making, helping men to find purpose, improve their wellbeing, and rebuild relationships within their communities and families. The project incorporates the latest theory and research in desistance including alternative approaches to working with men in the justice system, a notable number having been subject to significant adverse childhood experiences. While the plan is and has been to deliver the groupwork programme on a rolling basis, it was also recognised following independent evaluation that there could be benefits to delivering elements of the programme on an individual basis. This was deemed beneficial given the areas covered in the Connectere programme are universal and include addressing self-confidence, self-worth, personal responsibility for behaviour and its impact on self and significant others. A two-year Test of Change commenced in January 2023, whereby two Specified Workers (Community Justice Assistants) were employed by CJSW and based within the CJSW team. A Test of Change provides the opportunity to try out and evaluate new ideas or processes within an organisation to determine their effectiveness and whether implementation would be viable. The plan with this Test of Change was to promote closer working relationships with drug and alcohol services and improve
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delivery for those on CPOs with substance use issues. The workers assess a persons’ suitability for a CPO Drug and Alcohol Treatment Requirement and work directly with those who have this requirement imposed. Pivotal to this service is the information sharing and close working links with the Integrated Drug and Alcohol Recovery Team (IDART). This has proved effective for individuals in accessing treatment and monitoring their progress on this planned intervention. Tayside Council on Alcohol (TCA) have a long-standing partnership with CJSW in P&K providing mentoring support to men and women on Court Orders via the OWLS service for women and for men through the Perth Mentoring for Men Service. Both services have one referral route which is via CJSW. The mentoring interventions are delivered on a collaborative, person-centred basis which is formulated in a bespoke agreement / contract between the mentor, mentee and the referrer. From this a programme is developed which adapts to the changes that take place for the person over time. The provision of mentoring in P&K has proven to help support a person’s engagement with services and their compliance with mandatory requirements and interventions. As the relationship builds between the mentee and mentor, the person is encouraged and supported to identify their personal goals which increases self- confidence, self-esteem and helps promote positive life choices. Those who have experience of the service report that is has helped to increase their motivation and ability to comply with their CPO. This has included reducing their alcohol consumption; illicit drug use; supporting them to sustain their accommodation; enabling them to engage in education and training and improvement in their financial situation. In recognition of understanding the evolving challenges for those in the justice system all staff have received training in recognising and managing the needs of people who have Attention Deficit and Hyperactivity Disorder (ADHD). This was promoted given the increased numbers of people diagnosed with this condition and the requirement that a more flexible approach might be required to better understand and address their offending behaviour and needs. 3) Unpaid work In P&K the Unpaid Work (UPW) team actively engages in national and local initiatives to support visible reparation in communities. The following examples provide evidence of both large-scale projects as well as individual small-scale pieces of work. Listening Benches have for some years been part of a national initiative to combat loneliness and isolation and encourage people to talk to each other. The UPW team were asked if some could be built and placed in relevant locations. In the picture below, this is an example of one which sits in the courtyard garden at the Cornhill Macmillan Centre in Perth.
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Representatives from Aberdalgie Parish Church contacted the UPW team and asked for assistance to repair a stone perimeter wall which had deteriorated in parts at the church community gardens. The repair was important for not only the church but the community as the garden was to be used as a children’s play area as well as a family picnic area and for social gatherings. The work undertaken is illustrated in the pictures below.
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The UPW team often works in partnership with other agencies both internal and external to the Council. In this example it was Blairgowrie Housing office who asked for assistance with a very neglected property which required quick action in order so that it could be allocated to and occupied by a local family. While Housing arranged for the upgrade of the interior of the property, the UPW team tackled the overgrowth in the garden as illustrated in the pictures below. While this might not be viewed as a major project, the importance of having this work done can have a significant and beneficial impact, not only for the person / family but their neighbours and the surrounding community. In this instance, the person had serious health issues which negated them from being able to undertake this work.
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By virtue of an UPW order, the expectation is that a person makes reparation through activity which benefits the community. In considering this principle, every effort is made to offer instruction and training in certain skills, so people are better equipped to undertake the required task and learn skills which will better equip them to find employment. This is evident in the construction of outdoor furniture which is donated to local schools and communities. An example of this in the reporting period is illustrated below and includes equipment made by the UPW team which was delivered to Milnathort Primary School, i.e. picnic tables, planters and a bench. 4) Other activity A proportion of a CPO UPW requirement can consist of ‘Other Activity’ which refers to 30% of the Order or 30 hours, whichever is the lower. The types of of ‘Other Activity’ carried out during the reporting period include: • Courses enhancing employability opportunities – Construction Skills Certification Scheme (CSCS) training, Forklift training, Curriculum Vitae creation etc. • Working in community gardens. • Charity / Voluntary work. • Counselling / wellbeing support including trauma counselling. • Parenting / education classes. • Community Cook It Programme to help with life and practical skills.
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A person-centred approach is taken in the arrangement of ‘Other Activity’. As part of the UPW requirement, consideration is not only given to a person’s level of risk but their needs and the outcomes they are looking to achieve. The drivers for ‘Other Activity’ include improving employability opportunities and access to mental health services and equipping people with new life skills. Regarding OWLS, it is noted that two women during this reporting period completed the Venture Trust’s five-day wilderness programme and have continued to promote and utilise their learning in their daily lives. Graces Chocolates is a confectionery company and social enterprise based in Stirling which supports women in the justice system. During this reporting period, they supported one woman to complete their health and wellbeing programme which has led her to make more considered personal choices and opened up opportunities for her future. 5) Feedback Justice Services in P&K actively seek the views of individuals who have been subject to supervision and unpaid work, to help improve the service offered. The following is a selection of feedback received: People subject to a supervision requirement • "The work we've been doing is really useful and I am taking a lot away from it. I can recognise when I'm starting to feel overwhelmed and take a step back." • “I have found that having someone to talk to about my problems helps me move forward. I made the decision to get clean from drugs and being on my order has helped, along with my treatment. Working with Chris has really helped me” • “I think that OWLS has helped me a lot in the last 9 months, and it’s helped me as a person not just stay out of trouble but better myself and realise a lot of things that has helped me grow as a person.” • “I do not know where I would be without OWLS and the support I have had over the past few months. I cannot believe that getting a criminal record has given me the much-needed help and support I need. I have been through so many services that has not helped, and this is the first time in my life I feel someone is truly there for me and listens to me. OWLS is brilliant! Thank you!” People undertaking UPW or other activity requirement
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A survey of people completing their UPW requirements was caried out through the reporting period which illustrated the following findings: • Eighty-four people completed the UPW survey during the reporting period. • All who completed the survey confirmed that the UPW requirement had been explained clearly and sufficient information was received. Comments included, “Everything was explained clearly about times, requirements and expectations”. • 98% of respondents to the survey felt their circumstances were considered illustrated by comments such as, “Occasionally had to miss days with work or childcare was always understood”. • 98% found the work worthwhile with 88% enjoying their work. • 41% reported learning new skills; 45% made new friends; 13% learned how to work on their own; 49% learned how to work in a group; 45% learned how to use specialist materials; 19% enjoyed being able to talk about the work and 10% felt they did not learn anything. Of this cohort, one person commented on the opportunity to learn about different types of work. • 46% of respondents completed a Learning Skills Assessment during their UPW activity. • 17% of respondents confirmed they had contact with other agencies during their period of UPW with 65% of those respondents confirming that the additional support was beneficial. • 100% of the cohort reported being treated with courtesy and respect while completing their UPW order, with all reporting good support and encouragement from their Case Manager and the Project Officers. • Form respondent comments what they liked most about UPW was: “The supervisors”, “Meeting new people”, “Helping people and clients that genuinely need it”, “Going new places”. • 87% of respondents felt that unpaid work had helped them and 91% felt that UPW had helped them to stop or reduce their offending behaviour. Comments included: “Keeping away from people”, “Having a routine”, “Time taken consequences”, “Not wanting to risk having to come back”, “Just realising what you have to do”.
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The community and beneficiaries of UPW • “On behalf of the church and our outreach programme we would like to extend our gratitude for the contribution of your team during June. As a community project run by a church charity, we could never achieve our goals without external support, volunteers and unpaid work teams. This year we are striving to develop an under-11s play area in the Green Shoots community garden. We would have been unable to achieve this goal without repairs to the adjacent stone perimeter wall - a job too big for our dedicated project stonemason. However, with the combined efforts of 20 clients from your team working under your supervision the wall is now on track to be completed in time for the next phase of development in July. We and the local families who will enjoy the facilities later this summer are greatly indebted to you and your team for the work carried out. It would be a pleasure to invite you back to Green Shoots, Aberdalgie.” • “I just wanted to pass on our appreciation for the beautiful seating that was created and delivered over the Easter holidays. I will be sharing with the children at assembly in the morning ready for our story book garden to be reopened for the summer term and this lovely weather! The children will be delighted!” • “Many thanks to the Community Payback Team for tidying up the recent Taymount Wood car park fly tipping.” • “I am writing to you on behalf of Blair Atholl & Struan Initiative to express our heart-felt thanks to the Unpaid Work Team for their recent work on the Memorial Park here in Blair Atholl. The team was with us for two full weeks during which time they repaired and repainted the fence around the sports courts, tidied pathways and weeds, and repaired and repainted a picnic bench and seats at the playpark. The quality of work done was extremely high, and the behaviour and respect shown by the workers to the community was exceptional. Special mention must be made of John, who led from the front throughout, teaching, encouraging and supporting the workers, always taking time to explain what was being done and why. I have placed photos on the Blair Atholl and Struan Community Council Facebook page. In addition, community members expressed their thanks through gifts of teas, coffee and biscuits, and sandwich lunches were provided by House of Bruar. Two volunteers also worked on the wooden planks alongside the team. This was a great example of a community coming together to make something happen! The unpaid work team has done us proud over the years, We are very grateful, not least because we are a community with a very high percentage of older residents, not many of whom could have done the work themselves.”
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6) Benefits and challenges of other CPO requirements The following are the types of requirements that were imposed by Court during the reporting period. ☒Compensation requirement ☒Programme requirement 14 orders were made – 13 for the Caledonian System (details in section 1 of this report) ☐Residence requirement No orders were made ☐Restricted movement requirement No orders were made ☒Conduct requirement 10 Conduct orders were made – the restrictions imposed were generally complied with. ☒Alcohol treatment requirement 20 orders were made - The introduction of Specified Workers (see section 2 of this report) has improved the chances of successful outcomes for these orders. A review of this role will be carried out in January 2025. ☒Drug treatment requirement 13 orders were made - The introduction of Specified Workers (see section 2 of this report) has improved the chances of successful outcomes for these orders. As above, a review of this role will be carried out in January 2025. ☒Mental health treatment requirement 1 order was made – the issue with access to mental health services is outlined in section 7 of this report. 7) Organisational improvements and ongoing challenges As reported last year’s report (2022-23), the main barrier was and continues to be prompt access to health services. In P&K, as elsewhere, there can be long waiting lists for clients to access services and specifically, mental health provision. This
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results in people losing motivation, not engaging or being unable to attend when an appointment is offered due to their deteriorating health. Additional challenges are: • Ongoing short-term nature of Justice Social Work funding which is year on year including the Caledonian System and inhibits longer term budget forecasting, planning and management. • Reduction in Local Authority budgets post COVID-19 albeit there was short term additional funding to manage pandemic pressures. • Staff turnover and fixed term contracts which inhibits staff investment and limits career progression. • The service landscape continues to feel cluttered where many services are offering specific supports which can lead to confusion about which service may be best to meet the needs of a person in the justice system. • While the number of CPO’s imposed by the Court remains stable and is not at 2019-20 levels, the number of UPW hours imposed has increased. While this is currently manageable, the rise is being monitored as this may impact on the ability to complete these Orders in a reasonable amount of time. • There is also a rising concern about the impact of the backlog of cases waiting to be heard at Court and the potential impact on CJSW resources. This became more evident at the end of this reporting period with an increase in Court report requests. This is compounded by the additional work required if the request pertains to the Caledonian System which merits a more in-depth assessment. 8) Collaborative working across justice partnerships Delivering services in collaboration with key partner agencies, ensures individuals are provided with holistic support through these arrangements. In P&K, the Employability Partnership (LEP) and the Community Justice and Safety Partnership (CJSP) demonstrates this through supporting: • local employment, education and training providers to respond to the needs of those with convictions and are confident and competent in providing effective conviction disclosure support. • local employers to develop more inclusive recruitment processes and employ people with convictions. Referral pathways are in place to connect people to appropriate services and support them at commencement of, during and at the end of a CPO. The P&K Community Safety Third Sector Collaborative routinely meets ahead of the quarterly CJSP meetings in order that any developments and updates can be incorporated into these meetings. Below is a graphic illustration of the landscape of relationships and activity including the gaps to be addressed as identified by the P&K Third Sector Collaborative.
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9) Additional information Westbank Project The Westbank Project is co-located with the UPW team and based on a foundation of investment at Westbank House in Perth. Although the project is funded to provide a service to its core client group which is UPW, it has also carefully considered the benefits of this site to the local community and how this can best be utlised and capitalised by different groups. In essence it has been developed to be a community asset and provides a diverse resource for the community from nursery school children to those with learning disabilities and mental health issues. The Westbank hub hosts the following groups: • The Community Farm • Early Years Nursery • Activities for Adults with Learning Difficulties • Programmes for Young People who have disengaged from school • UPW • Structured Deferred Sentence also known locally as Right Track • Projects with prisons (HMP Perth and HMP Castle Huntly) • Employability support for people experiencing long term unemployment The project continues to consider new opportunities for development and is flexible in its approach to meet the needs of the local community if that request can be delivered in a safe manner. Funding opportunities are actively sourced and are not seen as a
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barrier. On occasion, there are groups who can pay or contribute towards the service which helps fund other areas and those who cannot afford to make any payment. There are young people who have disengaged from school and are invited to Westbank to experience work activities and try out different work trades. They often require a long-term approach which is designed to change their view on learning and their mindset about work. The placement often provides an opportunity to prepare those young people to become work ready and motivate them to consider involvement in vocational training courses. Through engagement, the young people learn new skills which promotes their self-confidence and self-esteem. Often and after appropriate risk assessments, they can be trained alongside adults which affords an element of pro-social modelling, peer support and mentoring. The Westbank Project is a Road Transport Industry Training Board (RTITB) accredited training centre funded through the European Social Fund (ESF), delivering training in Forklift, Telehandler and Elevated Platform work. The funding ceased in 2022, but the team have continued to provide training at a reduced level and successfully applied for new funding through the Local Employability Partnership (LEP) which will see these opportunities continue. In addition, there are also skills training available in mowing and strimming; basic woodwork; building; mechanic; horticulture and a variety of garden projects as well as painting and decorating.