Appendix 1 - CPO Annual Report 2024-25
Perth and Kinross Council · 21 January 2026
Back to Housing and Social Wellbeing Committee — 21 January 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 PKC - GENERAL Community Payback Order (CPO) Annual Report FINANCIAL YEAR: 2024/25 LOCAL AUTHORITY: Perth and Kinross Council TEMPLATE RETURN DATE: 31 October 2025
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2 PKC - GENERAL 1. Reducing risk of reoffending The One-Stop Women’s Learning Service (OWLS) continued to support women on a Community Payback Order (CPO), Throughcare and Voluntary Supervision during the reporting period. Two women completed the Living Wild Programme through Venture Trust. OWLS also hosted a MacMillian Cancer Support coffee morning, supported by staff and service users. The following positive feedback was received “Thank you … for your donation of £255.82. Your kindness and commitment are inspirational...” The OWLS delivery model was reviewed during the reporting period due to staff absence and resilience was provided by the wider Community Justice Social Work (CJSW) team during the period. Evolve Men’s Service was initially a test of change which operated from the Neuk (a trauma informed space within Perth and Kinross) with the purpose of developing trauma-based programmes echoing some of the principles used in setting up OWLS. The test of change was aimed specifically at men given a CPO with a supervision requirement. In 2023, Evolve focussed on trialling a Trauma Informed Group Work programme called Connectere. Training in delivering the programme was purchased for a small group of staff following positive feedback and two further cohorts were subsequently delivered in 2024. Feedback was positive regarding the impact on attendees and how the workers felt the groups progressed. Learning from the Evolve project was used to determine wider applicability across the broader justice service and was expanded and made available to all males in contact with CJSW during 2024/25. The Caledonian Programme continued to be available in Perth and Kinross (P&K) to address domestic abuse. Court reports for offences that required an assessment of suitability for the Caledonian Programme (domestic offence) increased further during 2024-25. Work took place during the reporting period to bring the Caledonian Women’s worker and Children’s worker roles in-house with TUPE arrangements planned to complete in 2025-26. The rationale for doing this was to enable closer working relationships and improved access to information relating to the Caledonian Programme work (e.g. Woman and Children's case records). Case Study 1 John (not his real name) was convicted of domestically aggravated threatening and abusive behaviour and breaching a Non-Harassment Order. Risk factors included substance use, negative peers, unstable housing, unemployment, suicidal ideation, abusive attitudes, and a history of childhood abuse and neglect. John’s initial risk assessment indicated high criminogenic needs and a high risk of reoffending.
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3 PKC - GENERAL A case management plan was developed though the Level of Service Case Management Inventory (LS/CMI) assessment tool to address the following areas: • reducing contact with substance-misusing peers, • abstaining from substances (with referrals as needed), • addressing past trauma and mental health, • securing stable accommodation, • engaging in domestic abuse programmes, • joining community activities for skill-building and routine. John was initially hesitant to engage with his CPO and needed encouragement to initially attend his appointments, with no pressure to meet these goals immediately. The focus in these early stages was developing a good working relationship, rapport and trust. Withing a few weeks John’s anxiety had reduced; he was able to discuss his Case Plan collaboratively and agree what areas should be prioritised. John quickly decided that a good way to tackle both his housing and negative peer relationships would be to move away from his local community. This resulted in John being supported to be relocate to another Local Authority area. This required clear and positive working relationships between the two Justice Social Work teams and the homeless service in the new Local Authority area. Although the move was positive and led to reduced substance use, John’s mental health initially deteriorated as he had not yet developed alternative coping strategies to manage his anxiety and suicidal ideation. Although John was getting some benefit from his individual social work sessions, including carrying out domestic abuse programme work (which explored past traumas and impact on his beliefs and behaviours), he still required additional supports. John was supported to attend his General Practitioner (GP) and recommence medication to help with depression, anxiety and sleep issues. In addition, John agreed to engage with Venture Trust a third sector organisation who work with people in the Justice System to develop realistic goals, take part in structured outdoor activities, and build confidence and self-esteem. Within nine months John completed the Venture Trust programme, secured housing, maintained adherence to his medication plan, ended negative peer relationships, and was able to abstain from substance misuse. However, it was recognised that continued support was needed including completing the domestic abuse programme and John’s motivation was elevated as he had now entered a new relationship. A reassessment of his LS/CMI assessment was completed and John’s risk level reduced to medium, reflected by the fact there had been no further offending during this period. John’s new partner had become a key protective factor in his case plan with good understanding and knowledge of John’s vulnerabilities and risks. Both had an insight and understanding of the role of JSW in supporting John towards an offence-free
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4 PKC - GENERAL lifestyle and he remains committed to meeting and maintaining the goals set out in his case management plan. John’s social worker supported him to reduce his risk, balancing the accountability to the CPO requirements with advocacy, counselling-focused appointments, and referrals to relevant services. This person-centred tailored approach helped maintain engagement with John, build trust and support the reduction and likelihood of reoffending. 2. Support for underlying needs Access to Alcohol Services – The partnership between CJSW and Tayside Council on Alcohol (TCA) continued during the reporting period to support the delivery of mentoring to men and women on Court Orders within P&K in relation to alcohol. The partnership delivers a mentoring approach to women within OWLS and to men via the Perth Mentoring for Men Service. Both mentoring services have one referral route, 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. A specific programme is developed for the service user and evolves with them over time. Mentoring can support engagement and compliance with mandatory Court requirements and interventions and includes both practical assistance and motivational support. As the relationship builds between the Mentee and Mentor, the service user is supported to identify their achievements and personal goals. Capacity to offer Drug Treatment and Testing Orders (DTTOs) was extended from 5 to 10 during the reporting period, increasing scope for workers to make DTTO recommendations. Despite the increased capacity, DTTOs were only imposed for 7 people during 2024-25. This was potentially linked to the ongoing availability for the lower cost approach of a Drug and Alcohol Treatment Requirements (DATR), and employment of two Specified Workers in 2023 as part of a jointly funded test of change (CJSW and Alcohol and Drug Partnership) to work with service users with substance use issues. A review is planned for 2025-26. Case Study 2 Emma (not her real name) was issued a 12-month CPO with a Supervision Requirement due to incidents of offensive and threatening behaviour. She had a documented history of alcohol misuse, and in her early interactions with OWLS, she frequently presented under the influence and exhibited hostility toward staff and other service users. To address her immediate needs, Emma was assigned both a Mentor and key worker from OWLS. She requested assistance with accessing detoxification services and
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5 PKC - GENERAL expressed anxiety regarding her partner’s imminent release from custody, noting that she felt unprepared for his return. Emma’s Mentor collaborated with her to tackle underlying issues such as anxiety, anger management, reduction of alcohol consumption, family dynamics, and past experiences of domestic abuse. The following supports were recommended and facilitated: • Attendance at a detox programme, after which Emma achieved temporary sobriety before relapsing. • Participation with the Integrated Drug and Alcohol Recovery Team (IDART) to support ongoing alcohol use, with consideration of re-referral to detox and an Antabuse prescription. • Engagement with harm reduction services for liver health monitoring. • Access to dental care. • GP consultations for antidepressant medication and referral to a nutritionist. • Hospital appointments to monitor alcohol related health concerns. • Housing support for household repairs and security. Emma also received encouragement to participate in community activities, such as the walking group and grocery shopping. As a result of this comprehensive support, Emma demonstrated significant progress in confidence and managing her anger which led to notable improvements in her behaviour. This included not attending OWLS under the influence of alcohol and became more coherent and engaged during mentoring and supervision sessions. Additionally, Emma’s overall outlook improved; she began making healthier choices and adopted a more mindful approach to her wellbeing and life. 3. Unpaid work The Unpaid Work (UPW) team in P&K provides services for various individuals, communities, organisations, and causes which have a community benefit focus. There is a ‘can do’ approach in that, if the materials are provided, then the team will supply the labour. UPW also operates a social enterprise selling firewood and garden furniture and generates income from the private sector and through training opportunities. Any income generated is reinvested into the team to support projects regardless of financial constraints. As a result of these activities and related publicity, it raises the profile, value and positive benefit that those serving a community sentence can have on local communities.
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6 PKC - GENERAL Examples of Unpaid Work Team Projects 1. Supporting Individuals and Families in Need Garden makeover for a young girl with a terminal illness In the Craigie area of Perth, the team responded quickly to a request from the parents of a young girl with a terminal illness. Although the family had some funds, they were insufficient to cover the full cost of the work. The UPW team therefore acted quickly and transformed the garden allowing the young girl and her family the opportunity and time to enjoy the space together. Garden clearance for an older resident The UPW team cleared the overgrowth from a garden for an older resident in the P&K area. The clearing of the overgrowth enabled the installation of hardstanding (paving) which enabled the resident to safely get in and out of her garden.
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7 PKC - GENERAL 2. Community Infrastructure and Public Spaces Bus Shelter Maintenance with the Public Transport Unit Under an ongoing arrangement with the Public Transport Unit, the UPW team regularly tidies and maintains community bus stops. One maintenance request during the reporting period involved cutting back vegetation, de-mossing the roof, repairing structural elements, and applying preservative to a wooden shelter. The surrounding area was also cleared and hedges trimmed to improve visibility and safety. Flood Prevention Measures The UPW team was asked to assist with flood prevention measures in Perth and assembled and erected six sandbag storage units in the Craigie area to support flood prevention efforts. This proactive approach helps protect homes and infrastructure during adverse weather conditions. 4. Other activity A proportion of an UPW Order can consist of ‘other activity’ which refers to 30% of the order or 30 hours, whichever is the lower. A person-centred approach is taken in the arrangement of ‘other activity’ in P&K. This means that 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
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8 PKC - GENERAL improving employability opportunities and access to mental health/wellbeing/ counselling services and equipping service users with new life skills. • Examples of other activity during the reporting period: • Fork Truck Telehandler – The pathway to forklift certification involves enrolling in a structured training programme delivered by an accredited provider. These programmes combine theoretical study with practical application to ensure that candidates understand both the mechanics and the safety of forklift operation. • Mobile Elevating Work Platform (MEWP) - the training is designed for individuals who operate mobile elevating work platforms, which are commonly used in construction, maintenance, and other industries requiring work at height. The training ensures that operators understand how to safely and effectively use these machines, minimising the risk of accidents and injuries. • Mini Digger and Dump Truck – this training covers the roles and responsibilities of the operator, the pre-use and post-use checks; the basic safety and siting of the machine; minor adjustments; routine servicing procedures as well as how to carry these out and transport materials safely over a range of terrain. To help candidates excel, we focus on hands-on learning as well as theoretical understanding and application to practice. • Venture Trust - referrals are made to this organisation which gives service users the opportunity to build confidence, motivation and life skills and focus on improving mental, physical and emotional health for a more fulfilling life. • Online Courses – service users are afforded access to on-line courses relevant to their individual needs which can include Open University courses and First Aid. It is however noteworthy that the team are not aligned or restricted to any specific supplier. • Counselling and Support – Mental Health and Wellbeing courses are arranged depending on the needs of the individual service user with each designed to promote support and better outcomes. This may include for example drug and alcohol or mental health interventions. • OWLS – Women in the justice system who might be at risk or unfit for UPW can be given a placement at OWLS. This is where they will complete tasks within the service, e.g. organising of equipment such as arts and crafts cupboards/cooking, wrapping presents for Christmas hampers that are distributed to disadvantaged families. While there, as 'other activities' they are also offered mentoring, drug and alcohol services, health services and referrals to other organisation such as the Venture Trust, depending on their need. This activity is co-ordinated between their UPW case manager and the OWLS manager.
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9 PKC - GENERAL 5. Feedback Justice Services within P&K actively seek the views of individuals who have been subject to supervision and UPW, to help improve the service offered. People subject to a supervision requirement The following is a selection of feedback received by people subject to supervision: • “soon I will no longer need assistance, but I have said I’d like to stay voluntary as the support I’ve been given by her has helped me massively…..I find it difficult to communicate with folk I don't know when first meet but she made me feel I can be myself. She's a credit and people like me are lucky to have her support.” • “I enjoyed finally getting help for issues that have been lifelong. Also finding out I am not alone in my issues”. • “The most challenging aspect was admitting some of my own issues were caused by my own actions and accepting that they can be changed by working on them”. • “The most beneficial session was the session on self-compassion. I don’t think I would have improved without it, I think it is something everyone should learn”. • “I am a lot less angry with the world, and I understand now that not everyone is out to get me. I let things go; I would have reacted badly before”. People undertaking UPW or other activity requirement A survey of people completing their UPW requirements was carried out through the reporting period which illustrated the following findings: • 101 people completed the UPW survey during the reporting period (a 59% survey completion rate). • As outlined in Figure 1, respondents were positive about the information they received about their unpaid work requirement, how staff engaged and how personal circumstances were taken into account. Comments included, “All was explained well” and “staff helpful and nice”.
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10 PKC - GENERAL Figure 1: Respondents Experience of UPW • Figure 2 outlines what survey respondents gained from their UPW experience. Figure 2: What Respondents Gained from UPW • Positively, respondents felt that unpaid work had helped them to stop or reduce their offending behaviour as outlined in figure 3. Comments included: “Being social, being around others to battle mental health” and “Demonstrating what offending/reoffending leads to”.
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11 PKC - GENERAL Figure 3: Reducing Reoffending • Respondents commented what they liked most about Unpaid Work was: “Being out doing different things every week”, “Helping the community, giving something back” and “Socialising & routine”. • In addition to all the above, 36% of respondents completed a Learning Skills Assessment during their Unpaid work activity and 15% of respondents confirmed they had contact with other agencies during their period of UPW, with 71% of those respondents confirming that the additional support was beneficial. The community and beneficiaries of unpaid work The following is a selection of feedback received from the beneficiaries of UPW: • “Bertha Park Residents Group would like to thank the Community Payback Team at PKC for the manufacture of our new Noticeboard for the west village in Perth’s Park. Also, to Springfield plc for accommodating and erecting it for us. This now means that we have a Noticeboard for east and west villages and allows our group to more effectively promote what’s going on within the community and keep our residents across both villages up to date. A big thank you to everyone involved.” • The Family Change Team asked UPW to help them freshen up some of their tired looking playrooms. The team got in contact afterwards to say thank you. “We are delighted. We have some much-needed colour on the walls, and everything is looking much, much better. The team were fantastic and even did a bit of sorting out in the back garden for us whilst they were here. Thanks for such a great job!”
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12 PKC - GENERAL 6. Benefits and challenges of other CPO requirements ☒Compensation requirement Service users sometimes face several challenges when trying to meet their compensation requirement, often a consequence of such things as: • Poor mental health and substance / alcohol dependency – such areas are significant barriers directly affecting a service user’s capacity to engage with their order or prioritise payments. • Ongoing financial hardship – many service users already have limited financial resources, making it difficult to pay the required amount on time. This challenge is particularly acute for those on minimal income, existing debts, or housing instability. • Some service users struggle to meet the requirement due to limited community supports or lack of understanding about the importance of the compensation requirement. Often it is towards the end of the supervision period that it becomes apparent that minimal payment has been made. Examples of practice to address such challenges has included: • Linking in service users with welfare rights advisors, addiction workers, and mental health services to improve compliance. • Supporting service users to plan and pay in instalments and checking with the Court that this is being adhered to and paid in instalments subject to individual financial circumstances. • Using text message reminders to help keep service users informed about their payments and progress. ☒Programme requirement Service users face several challenges when trying to meet their programme requirement, including health and addiction issues; low motivation or readiness for change; and practical obstacles such as transport and job/childcare conflicts. Service
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13 PKC - GENERAL users who live in rural areas find it more challenging to attend Moving Forward 2 Change (MF2C) (sexual offences programme) and Caledonian (domestic abuse) groups held in Dundee. P&K is in a longstanding arrangement regarding groupwork delivery for sexual offenders with Dundee and more recently in partnership for the delivery of the Caledonian programme. While there are many benefits to this arrangement, this can adversely impact on men’s ability to engage meaningfully in a consistent manner as the groupwork aspect of Caledonian is delivered in Dundee. In addition, there has been no uplift in Caledonian funding since its inception which has led to funding subsidies from the CJSW Section 27 Grant and variability with staffing which impacts on the service users’ experience of programme delivery. Suitable candidates can sometimes remain on waiting lists for longer than preferred, especially if they are struggling to address a range of criminogenic and welfare needs. As MF2C and the Caledonian programme are long-term interventions, sustaining motivation and regular attendance, particularly with service users who have histories of trauma or resistance, is an ongoing challenge with Caledonian service users specifically highlighting more frequent challenges. There can sometimes be disagreements between service users, Courts, and assessors about an individual’s suitability for inclusion on the programme, leading to poorer engagement and outcomes. It has also been noted that the large of amount of data collection required for the Caledonian programme including risk assessment tasks can be particularly challenging and time consuming for case managers. To address some of these difficulties service users are sometimes offered an individualised version of the programme so they can attend their appointments more easily. In addition, a Caledonian group has been piloted in Perth, which has made attendance more accessible and less stressful for service users. Working with other agencies including Victim Support and Child Support staff, is another area that leads to improved engagement and attendance when service users are motivated. It is also a significant benefit in monitoring any emerging risk issues. Given the nature and impact of these groupwork programmes, it is acknowledged that case managers could benefit from professional input to help them cope with the demands of the work although they do benefit from consultation with colleagues from the Tay Project and Caledonian workers based in Dundee. The announcement in 2025 of the financial allocation for Caledonian programme funding may have a negative impact on future delivery. This is currently being discussed with colleagues in Dundee to determine the best way to deliver the Caledonian programme across both areas and meet the needs of those subject to this programme requirement. ☐Residence requirement
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14 PKC - GENERAL No orders were made ☐Restricted movement requirement No orders were made ☒Conduct requirement Case study A conduct requirement was sought for Michael (not his real name) a Registered Sex Offender with repeat offences involving indecent images. The conduct requirement was sought to monitor his internet-capable devices. However, a conduct requirement was not imposed by the Court which presented a significant challenge as the absence of formal monitoring increased the risk of further offending. Michael’s social worker engaged in open and honest dialogue about this concern and Michael voluntarily allowed access to his devices. This collaborative approach enabled routine checks to be undertaken. The checks revealed concerning patterns of behaviour, and a variation of his Order was submitted to Court with a further request for a Conduct Requirement including additional monitoring by Police. Michael was kept informed about this and agreed to the proposed measures which reflected good practice in transparency and risk reduction. The risk remained between the variation request being made and the Court date being set (3 weeks) and professionals were limited in the tools available to them to intervene effectively during that time. ☒Alcohol treatment requirement We use SMART (Self-Management and Recovery Training), Relapse Prevention and coping mechanisms which have been of benefit to service users who are subject to such an Order. The Specified Workers (see page 20 for more detail regarding this role) attend the weekly clinical NHS meeting which gives an opportunity for an in-depth multi agency discussion to ensure the best outcome for the service user. Working jointly with IDART also allows the Specified Workers to work in conjunction with the NHS and escalate any cases that have a health need, again, ensuring service user's needs are being met. It also allows for easy information sharing, highlighting any concerns or treatment needs with our NHS colleagues. Sean (not his real name) received a 12-month CPO with Supervision and Alcohol Treatment Requirements (ATR). He met with a Specified Worker from CJSW weekly as part of his ATR. Over the course of the 12-month CPO, Sean did the following:
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15 PKC - GENERAL • Completed a hospital-based alcohol detoxification programme, which led to changes in his alcohol use patterns. • Reduced his alcohol consumption to 1-2 days per week. • Reported improvements in mental and physical health related to reduced alcohol consumption. • Worked with a mentor from TCA, who provided support regarding alcohol consumption and helped Sean participate in various activities. • Began a Horticulture course at Perth College, aiming for employment in outdoor work after deciding that his previous occupation as a chef contributed to negative drinking habits. • Finished a 10-day wilderness course with Venture Trust and continued receiving support from them. • Established a regular routine, including attending gyms that support individuals in recovery. • Communicated with his housing officer to arrange repayment for rent arrears, which resulted in the conclusion of eviction proceedings. • Developed problem-solving skills. Sean complied with the requirements of his Order, made use of available supports, completed his CPO, and did not incur any further charges. ☒Drug treatment requirement (DTR) The Specified Workers identified a need for Dry Blood Spot Testing (DBST) to be undertaken with service users, particularly those identified as being People Who Inject Drugs (PIJD). This resulted in the Specified Workers being trained to carry out DBST. A challenge within DTRs has been the constantly changing 'drug scene'. It has proved vital that workers remain informed of drug trends and any Non-fatal Overdoses (NFOD) occurring locally to make certain the appropriate Harm Reduction advice is shared with service users to promote safer drug use. This has been achieved through the Specified Workers attending the daily NFOD meetings. Case Example Chris (not his real name) was placed under a 12-month CPO with a DTR. He has a history of extensive drug use and, while his record of offending is limited, all offences are associated with substance use or public disorder. Chris's lifestyle had become increasingly unstable (increased drug use and offending behaviour); prior to this period, he and his partner had custody of their daughter and Chris was engaged in semi-regular employment. The CPO with DTR was imposed following an offence of Assault to Injury against another individual with a history of substance use.
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16 PKC - GENERAL As part of his DTR, Chris engaged with a Specified Worker and during his Order, he has: • Undergone regular drug testing to monitor recovery progress and inform treatment strategies. • Participated in motivational interventions aimed at reducing drug use. • Obtained a Live Active card and commenced gym attendance. • Accessed Welfare Rights support to address benefit issues. • Secured a bus pass. • Engaged with floating housing support. • Accessed mental health services through IDART. The support provided to Chris has had a positive impact on his wellbeing. Regular engagement with services has contributed to a marked reduction in his illicit drug use. His participation in motivational interventions and physical activity has supported improvements in both his mental and physical health. Access to welfare and housing support has helped address practical challenges, reducing stress and promoting a more secure living environment. However, and more importantly, Chris has not been charged with or convicted of any further offences during the period of his Order. These developments reflect meaningful progress in his recovery journey and a shift towards a more stable and healthier lifestyle. ☒Mental health treatment requirement Case example Andrew (not his real name) received a Mental Health Treatment Requirement (MHTR) following a psychiatric recommendation. After the Order was issued, Andrew was neither seen nor offered appointments by mental health services. Multiple attempts to contact these services to clarify the treatment plan were unsuccessful and was believed to be due to high demand. Andrew’s situation therefore suggested the benefit of appointing a designated liaison professional within mental health services to support MHTR cases. An additional challenge emerged when Andrew relocated outside Perth city. At that time, mental health services required a GP referral, even though the service user was an active MHTR. Since Andrew had limited awareness of his condition, he was unlikely to seek assistance independently. The requirement for a new referral in place of the existing Order made it challenging for Justice Social Work to address acute mental health needs as this is not our area of expertise. These circumstances indicated the need for protocols to be established which recognised that MHTRs as valid pathways for continuing treatment, regardless of geographic relocation. After a Court review, Andrew attended one appointment with mental health services, with no further follow-up arranged. His mental health subsequently declined, and due to poor engagement and over stretched mental health provision, he was not offered additional intervention by mental health services.
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17 PKC - GENERAL To address these challenges, changes such as standardised referral processes and collaborative training between justice social work and mental health teams may help ensure that MHTRs are both imposed and effectively implemented for the benefit of individuals and the broader community. 7. Organisational improvements and ongoing challenges As reported in previous years, 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 service users to access services and specifically, mental health provision. This results in people losing motivation, not engaging or being unable to attend when an appointment is offered due to their deteriorating health. However, continued progress was made during the reporting period in relation to access to substance services linked to the Drug and Alcohol Treatment test of change. Other ongoing challenges include: • Ongoing short-term nature of CJSW funding which is on an annual basis including allocation of the Caledonian Programme which inhibits longer term budget forecasting, planning and management. • Ongoing risk that “creating capacity” funds may not be available to the service due to local budget savings and local changes to service structures. • Timely access to mental health services remains a concern. • Staff turnover and fixed term contracts (linked to the above) which inhibits staff investment and limits career progression. • While the number of CPO’s imposed by the Courts remains stable and is not at 2019-20 levels, the number of UPW hours imposed continues to increase but also remains below 2019-20 levels. • CJSW continued to experience a higher number of Court report requests during the reporting period. 8. Collaborative working across justice partnerships During the reporting period, collaborative working methods continued with ongoing support provided by the combined Community Justice and Safety Partnership and the operational Justice and Community Safety Service. This included co-located services such as CJSW, Safer Communities, and the Police, this multi-agency approach facilitating prompt responses to legislative and policy changes locally. External stakeholders, including Community Justice Scotland, the Scottish Government, and the Care Inspectorate, all noted the benefits of the co-location model during their onsite visits. Partnerships remained strong with CJSW, local judiciary, defence agents, the Crown Office Procurator Fiscal Service (COPFS), Police, Scottish Prison Service (SPS), substance use services, Housing, Welfare Rights, and Third Sector organisations. These relationships assisted us in shaping / adapting our activity to meet national requirements and support local need. Several tests of change occurred / continued during this period, including:
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18 PKC - GENERAL • Connecture group work programme (CJSW) • Specified Person linked to CPO Drug and Alcohol Treatment Requirements (CJSW & Alcohol & Drug Partnership (ADP)) • Wellbeing Wheels outcome tool development (CJSW) • Complex Needs Coordination following arrest, remand, and release (CJS & ADP) • Voluntary Throughcare Coordination, including GP registration and tenancy support (CJS, Housing, Apex, IDART) • Intensive Housing Support (Housing/Turning Point) • Child Impact Assessments (CJS, Education, Families Outside, Police Scotland, NHS, Third Sector) 9. Additional information • Areas for improvement and planned next steps. During one of our regular meetings with the Sheriffs, they asked us to consider options for people not suitable for the traditional unpaid work i.e. caring responsibilities or disabilities. Opportunities were explored which will be trialled in 2025-26 to extend the Unpaid Work provision to include Unpaid 'Production'. One option that will be trialled is a sewing project in partnership with a Social Enterprise in Stirling that produces a reuseable sandwich wrap and a local charity, Mend and Lend based at the AK Bell Library. The sewing element is considered to be quite challenging so there is a risk it may not be deliverable, but other production options are being explored - sewing period pants, clothing repairs for charity shops, bench- based timber assembly (bird houses etc). • New ways of working and benefits achieved from these. Several tests of change occurred during the period, including: Connecture group work programme (CJSW) In 2023, Evolve focussed on trialling a Trauma Informed Group Work programme called Connectere. Given the success of this trial and the positive feedback from participants and staff, training was purchased for a small group of staff. The programme was then delivered to two further cohorts of service users in 2024. Feedback from attendees and how the workers felt the groups progressed. From this the learning was used to determine wider applicability across the broader justice service for men and through Evolve project, support started to be more widely available to all men in contact with CJSW during 2024/25. Specified Person - Drug and Alcohol Treatment Requirement (jointly funded CJSW & Alcohol & Drug Partnership (ADP)) The programme was initially aligned to judicial expectations for effective delivery of DATRs within community justice social work and to address the legal aspects and operational challenges of these requirements. Two Specified Workers were
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19 PKC - GENERAL therefore appointed in 2023 as part of a two-year test of change. This proposed operational changed included that: 1. social workers identify substance misuse concerns during CJSW reports 2. CJSW consult with IDART to recommend a four-week deferral for a DATR assessment 3. IDART workers meets the service user multiple times to evaluate suitability and report to the Court before a sentencing decision. Criteria for this includes the need for supervision, a link between offending and substance misuse, and a service users' motivation to comply with a DATR as it provides person centred support. The aspects covered are motivational work, relapse prevention, and harm reduction strategies. Despite operational challenges, including staffing disruptions, the test of change has shown positive outcomes in supporting recovery and reducing drug-related harm within the justice system. It facilitates access to NHS and community services, offers DBST for early detection of blood borne viruses, and participates in multi-agency meetings to address non-fatal overdoses and emerging drug trends. Wellbeing Wheels outcome tool development (CJSW) CJSW had previously identified measurement of outcomes as a development area and a “Wheels” template was developed and tested with men being supported thought Evolve. Testing of the Wheels highlighted their benefit in visually demonstrating progress for those individuals. The decision was made to roll out the Wheel template to the broader CJSW service and develop guidance for staff to ensure consistency in practice. Workers started using the Wheels with all new people on a CPO from February 2025 and initial feedback has been positive. The use of the Wheels will be monitored in 2025-26, and opportunities explored to aggregate the individual progress captured.