Appendix 1
Perth and Kinross Council · 25 January 2023
Back to Housing and Social Wellbeing Committee — 25 January 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Page 1 of 55 September 2022 CJ Scotland Ceartas Coimhearsnachd Alba CJ Outcome Activity Across Scotland Local Area Annual Return Template Guidance 2021-22
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Page 2 of 55 1) CJ Partnership / Group Details Name of local authority area/s Perth and Kinross Name and contact detail of the partnership Chair Name: Bailie Chris Ahern Email: CAhern@pkc.gov.uk Telephone: 07767222496 Contact for queries about this report Name: Eleanor Lindsay Email: elindsay@pkc.gov.uk Telephone: 07786856960 2) Template Sign-off from CJ Partnership / Group Chair Date: 26 September 2022 Name:
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Page 3 of 55 3) Governance Arrangements Describe your current governance structure for CJ arrangements and include links to wider community planning.
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Page 4 of 55 4) Progress From 2020-21 Recommendations These recommendations were published at the end of the reporting year and concern 3rd sector engagement, futures planning, and compliance with the CJ (Scotland) Act 2016. Please detail what work partners have undertaken, or intend to undertake, in response to the following 2020-21 recommendations: Recommendation 1: Partnerships should build on work undertaken within the reporting period relating to third sector identification and engagement, and apply lessons learned to ensure they have established mechanisms to identify and engage with victim organisations as well. a) What local strengths or recent progress relates to recommendation 1? The Third Sector Forum within Perth and Kinross (PK) stopped meeting during 2021- 22 due to other priorities linked to COVID-19. Perth and Kinross Association of Voluntary Service (PKAVS) and the Community Justice (CJ) Partnership Co- ordinator hosted an online Third Sector Forum session (March 2022): • It was acknowledged that the Third Sector Forum had not met for a significant period, however, there was agreed appetite from those in attendance to re- establish Third Sector Forum and expand the membership. • It was agreed that a review of Third Sector Forum Membership was required and a scoping exercise to identify local Third Sector organisations (including victim organisations) CJ focussed and those on the periphery). To achieve this, there was agreement that this required further clarity. For example, – “What is CJ” to assist organisations to understand the relevance of participating in the forum. • The purpose and remit of the Third Sector Forum was agreed – opportunity for third sector partners to come together/ relationship building, share experience/ share learning, support partners to meet shared objectives, offer opportunities for collaboration, provide an opportunity for collective thinking. • Agreed appetite for CJ and Safety Partnership co-ordinators to attend the forum and update on the national landscape. • It was recognised that the forum will provide opportunity for the Third Sector to have greater input into the CJ Scotland Annual Return. A further Third Sector Forum session was held June 2022 with wider Third Sector attendance. Terms of reference and format / frequency of meetings agreed. Development session agreed (held September), three questions explored: 1. What do people on the Justice Journey need from the Third Sector? 2. What does the Third Sector in P&K deliver currently? 3. What are the gaps? The work to re-establish the Third Sector forum has been welcomed by Third Sector Partners. One organisation commented “the planned approach will definitely help to move things forward with regards to third sector and statutory as a whole”.
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Page 5 of 55 4) Progress From 2020-21 Recommendations Recommendation 3: Partnerships should undertake (or evidence the work already undertaken) to understand the future need and demand on their services: in particular, but not constrained to, recovery from the pandemic. b) What gaps or emerging changes in need and demand for services have been identified? c) How has this been identified? The Partnership hosted two online events during January and February 2022 whereby attendees explored the future need and demand on services. • Session One - What’s on the horizon for Justice and Safety; Self-identification of Partnership Strengths; Self-identification of Gaps; Priorities and Demands. • Session Two – The approach – how the Partnership will meet the above. Following session one, the Partnership were asked to rate the priorities. The CJ, and the Community Safety Co-ordinator used the information to identify the Action Delivery Priorities for 2022-23. The three priorities identified were: Substance Use; Violence Against Women; and Reducing Reoffending. An Action Delivery Plan for 2022-23 was drafted and approved by the Partnership in April 2022. The Action Delivery Plan is available to the public on the CJ and Safety Partnership website . A similar illustration will be created following the Third Sector Forum discussion held in August 2022. A final, lived experience, discussion/illustration is being considered.
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Page 6 of 55 4) Progress From 2020-21 Recommendations d) How will partners respond? e) What has restricted progress in this recommendation? The management of multiple completing priorities has slowed progress in this area. Some examples include responding to numerous consultations (Bail and Release, National Care Service, National Strategy for CJ x 2) and attending meetings linked to the new National Strategy for CJ and Outcome Performance Improvement Framework (OPIF). COVID-19 recovery also hampered progress, an additional layer of complexity to working collaboratively. Service provision was more limited during the reporting period due to COVID-19 mitigations and delivery of frontline service was prioritised, albeit at a reduced level. Recommendation 4: Partners should note their collective statutory responsibilities under the Act to ensure that: • all partners are aware of the statutory obligations, and that clarity and agreement is sought over partner expectations and contribution to ensuring these are met • all national partners understand and comply with their individual responsibilities to supporting partnerships achieve their aims (section 35)
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Page 7 of 55 4) Progress From 2020-21 Recommendations f) What work has been undertaken or planned to make improvements against recommendation 4? Terms of Reference (ToR) reviewed/amalgamated (CJ and Community Safety) following the mergers of the two Partnerships. g) What did this achieve? The development of the amalgamated ToR provided the Partnership with a shared sense of purpose and shared understanding of the governance structure. h) In what ways did local partnership compliance to the CJ (Scotland) Act 2016 change during 2020/21? CJ Outcome Improvement Plan (CJOIP) - PK CJ Partnership launched a CJOIP in 2017, a three-year plan outlining Partnership priorities aligned to the National Strategy for CJ and the associated OPIF. The CJOIP was due to be renewed in 2020, however, extend for one year to allow focus to be given to the COVID-19 response. It was the Partnership’s intention to launch a new CJOIP in 2022. With continuing COVID-19 demands, and a new National Strategy for CJ due to be launched in 2022, the launch of the new CJOIP was postponed to 2023. Meantime, the Partnership published an Action Delivery Plan, outlining priorities for 2022-23 and holding statement, both of which are available on the Partnership webpage. Participation Statement - The Partnership’s current Participation Statement , available on the Partnership webpage, was developed in relation to the 2017 CJOIP. New CJOIP (2023) planning • Planning in progress for new CJOIP – creation of infographics has been an important starting point • Strategic Needs and Strengths Assessments (SNSA) planned for Diversion from Prosecution, Bail Supervision, Prisoner Release and Arrest Referral. • The new CJOIP will be informed by the above-mentioned infographics, SNSAs, the National Strategy for CJ new OPIF and stakeholder engagement. Outcome Activity Annual Return - PK Outcome Activity Annual Returns from 2017 to 2021, available on the CJ section of the Partnership’s webpage, outline progress toward national and local outcomes. Duty of cooperation - Section 4d (above) highlights the PK CJ&SP approach, duty of co-operation is integral to this approach. During the reporting period the CJ Partnership and the Community Safety Partnership merged improving the sharing of information and reducing duplication for partners. Membership was reviewed during the reporting period and extended to include a wider representation. The work undertaken has enhanced collaboration, reduced duplication and better prioritises resources.
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Page 8 of 55 5) Covid-19 Pandemic Impact The pandemic continued in 2021-22. This section should be used to reflect some of the a) challenges/negative implications and b) opportunities/positive implications from the Covid-19 pandemic on the CJ partnership. This can include impact on the improvement activity, partner collaboration, delivery of services. Challenges / Negatives Positives / Opportunities • Ongoing COVID-19 restrictions continued to present challenges. Routine testing, short notice staff absence and suspension of non-essential face to face work (end 2021/ start 2022) resulted in a stop start of activities, beyond the delivery of frontline services, across the Partnership. • Groups that had previously been suspended were able to restart but numbers were restricted. • Ongoing impact of COVID-19 on prison visits and on families. I.e., it was difficult for Cross Reach staff to maintain contact with families ordinarily seen on a regular basis. Families Outside identified that families were having difficulty/concerns regarding the following during the reporting period: finding information; lack of clarity regarding potential criteria for early release and the support for families; concerns about suspension of home leave, parole processes, and delay in social work reports. • Reduced capacity of support services continued to impact waiting times for services generally, for example impacting on response to Domestic Abuse. • Lack of an integrated pathway for people accessing services and lack of treatment/intervention choice e.g., Opiate Substitution Therapy (OST), detox, rehab, psychological support, mental health interventions. • Prisoner release – continuation of regular meetings. • Technology enabling work to continue and improving opportunities to attend training and meet (e.g., Cross Reach children’s worker provided on-line play sessions). • Families Outside and Tayside Council on Alcohol (TCA), two of many organisations/ teams who adopted a blended delivery approach in recognition that virtual communication methods can enhance engagement opportunities for some. • COVID-19 restrictions made working collaboratively essential. Collaborative working relationships formed during lockdowns have been sustained. One example, Hillcrest Futures worked with Integrated Drug and Alcohol Recovery Team (IDART) to deliver prescriptions to those who were isolating within PK. This support has continued, Hillcrest Futures continue to support with OST delivery two days a week. Another example of relationships translating into enhanced service delivery is Hillcrest Futures and CATH weekly drop-in. • “OD not Me” harm reduction campaign and distribution of naloxone during assertive outreach – during and post COVID-19 restrictions. • Success of assertive outreach in helping to maintain contact with vulnerable people during covid lockdown.
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Page 9 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. NATIONAL OUTCOME ONE Communities improve their understanding and participation in CJ With regard to the following indicators: ➢ Activities carried out to engage with ‘communities’ as well as other relevant constituencies ➢ Consultation with communities as part of CJ planning and service provision ➢ Participation in CJ, such as co-production and joint delivery ➢ Level of community awareness of / satisfaction with work undertaken as part of a CPO ➢ Evidence from questions to be used in local surveys / citizens’ panels and so on ➢ Perceptions of the local crime data New activities: What new activities in 2021-22 were driven / undertaken collectively by the CJ partners/hip in relation to outcome one? What was the impact of these activities? • The Partnership hosted two online events (operational discussions) during January and February 2022, whereby attendees explored the future need and demand on services. More detail provided in the recommendations section above (4c). These events were a new approach taken by the Partnership. The was representation from statutory partners and PKAVS (representing the Third Sector). • Criminal Justice Social Work (CJSW) Survey – Justice Journey and Substance Misuse. Snapshot survey/audit competed by • Feedback to date has been positive with people commenting that the infographic provides a user friendly visual of the complex CJ and Safety landscape. The two- page document also lends itself to remaining relevant and accessible, in a way a lengthy document might not. Partner organisations are displaying posters of both graphics and they are available also as a Microsoft Teams background. • Data capture used to inform engagement with Alcohol and Drug Partnership (ADP) and IDART. Outcome – the
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Page 10 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. CJSW staff to collate prevalence of substance (alcohol and drug) use among client group. • Preparatory work to restart the Third Sector Forum and plans to hold Third Sector Forum Development session (August 2022) outlined in 4 (a) above. • Cross Reach started working in partnership with NHS Tayside Hospital Shop who are providing information on well-being & mental health for families supported by Crossreach. Work is underway to have QR codes available to make self-help and self-referral information easily accessible. Cross Reach will be hosting an Intern from Dundee University who will look at the effects of trauma & engagement (work commencing September 2022). services worked collaboratively to draw up plans for a Specified Person pilot with the intention of improving the quality of service for people on the justice journey. • Appetite amongst Third Sector to participate in Third Sector Forum established. • Unable to comment on impact due to work being in early stages. • Permission will be requested to share the completed dissertation with the PK CJ Co-ordinator. What ongoing activities took place in relation to outcome one? What was the impact of these activities? The changed approach of Community Safety Partners (outlined in previous Annual Returns) within PK continued during 2021-22, a focus on ‘protecting those most vulnerable in society from those most likely to harm them’ and an emphasis on risk management, inclusion, reducing inequality, engagement and most importantly, prevention. Emerging trends are identified and tracked via a fortnightly multi-agency Anti-Social Behaviour meeting and ownership of issues may be passed to Short Life Working Groups led by the relevant partner. These groups develop multi agency action plans which share skills and resources to tackle issues as early as possible to improve efficiency and effectiveness of response and promote public confidence and trust.
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Page 11 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Within PK, Police Scotland and Community Wardens continue to work together to actively engage with local elected members and Community Groups to help communities understand the realities of crime. This work was complimented by the work of the Safer Communities Team (SCT) which includes Police Officers from the Partnerships Interventions and Preventions (PIP) team who are a key part of the multi-agency problem solving approach in PK. Issues and concerns are raised at the Police Tasking Meeting held each morning and these are allocated to the Police Hub for action. These include: • High and medium risk repeat missing people • Vulnerable people • Dangerous people • Trends in anti-social behaviour and crime • Environmental issues • Updates on current complex cases • Non-fatal overdoses PKC’s Unpaid Work Team (UWT) continue to utilise several media channels to publicise the work of the team and encourage local communities to engage with them and to share positive feedback. This engagement activity includes: • News from Westbank – This e-newsletter was issued six times during 2021-22, a reduced frequency due to other work priorities. The newsletter provides updates on all four projects that form part of the Westbank Hub: Community The fortnightly tasking meetings were replaced during the reporting period with two monthly locality-based tasking groups (each locality group meets two monthly) chaired by the SCT. These groups are split to cover Blairgowrie & East Perthshire; Highland Perthshire; South Perthshire & Kinross- shire; Letham, Tulloch & Fairfield and Perth City and Scone. Agencies represented include SCT, Housing providers, Police Scotland, Child Protection SW, I-DART, Waste Management and Community Wardens. Each group meet to discuss issues and ensure good joint working practices. As a result of the various communication streams outlined above, PKC’s UWT received 273 requests for work to be carried out during 2021-22, a significant increase on 72 requests received during 2020-21. The total number of requests remained lower than the 355 received 2019-20. This is entirely attributable to COVID restrictions.
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Page 12 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Payback; Westbank Project; Perth Community Farm and Community Greenspace. • The Westbank Project Facebook page – The page contains short news stories and photographs of pieces of work undertaken by the teams based at the Hub. • Unpaid Work Website page - As part of the PKC website, the UWT’s page includes a function that allows members of the community to submit requests for pieces of work to be undertaken by the UWT. One of the key aims of the Unpaid Work Team is to help individuals to learn new skills so that they have improved opportunities for employment in the future whilst undertaking work that benefits communities. Some specific examples for the projects undertaken include: • The UWT cleared parts of the Regional Route 83 (between Dunkeld to Ballinluig) which had become overgrown or narrow due to encroaching grass and consequently was becoming unusable. The Route is now fully open and is a lovely area to explore. • The UWT supported the repair and re-decoration of a flat. The flat was transformed - with fresh coats of paint and a new colour scheme. The work enabled a young family member to return home from Foster Care. • The UWT undertook maintenance work in the grounds of Tenandry Kirk (near Pitlochry). Gates and railings were re-painted, and the various outdoor benches required some refurbishment works. The refurbishment work was welcomed by both locals and walkers. The UWT spent a considerable amount of time in the Westbank Joinery over the winter months, building four picnic tables and three large planters to gift to Blair Atholl Primary School. People giving back via CPOs have the opportunity to learn new skills. The work completed will provide additional multi-purpose outdoor seating for the pupils at Blair Atholl Primary School and also further pupils interest in horticulture. Some examples of the positive feedback received include: • “The Housing and Social Wellbeing Committee thanked the above for all their hard work and urged
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Page 13 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. An example of joint delivery includes partnership working between One-Stop Women’s Learning Service (OWLS) and other services including Independent Advocacy Service, Barnardo’s, Rape and Sexual Abuse Centre (RASAC) and TCA. The services work collaboratively together: OWLS continue to extend invitations to their team meetings where they share their knowledge of services and resources and have offered space and time in the OWLS facility to support individuals, whilst promoting safe and healthy practice. Additionally, OWLS and TCA continue to jointly manage a member of staff who is employed through TCA but based full time in OWLS (TCA OWLS Mentor engages and supports women every member to get in touch for help” (Housing and Wellbeing Committee) • “I just wanted to say thank you so much for arranging for the woodchip to be delivered. The team were brilliant, they sorted out one of our planters and filled the raised areas with plenty woodchip and they did it all with barrows and spades! They couldn’t have been more helpful. We really appreciate it so thank you” (Letham Early Childhood Centre) • “What can I say other than thank you!!!! What a job that’s been done by the team I can’t thank you enough for this. I visited properties today and was blown away by the difference that has been made. Please pass on my thanks top every single person that was involved” (Member of the public). The co-production and joint delivery of services improves access opportunities to services for women. The whole system approach enables needs to be met at a the time the person is able to accept the support. • “Staff was flexible with my appointments which really helped me, they helped with practical and emotional support, couldn’t have done it without you”.
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Page 14 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. coming through the OWLS service). TCA counsellors also offer sessions to women within OWLS premises wishing to access the service. OWLS participate in a range of community engagement activities. One example is annual MacMillan Coffee morning. Due to ongoing COVID-19 restrictions OWLS hosted a cake stall outside St Martin’s House, OWLS staff and colleagues contributed their time and donated ingredients to bake various delicious goodies to be sold including cheesecakes, truffles, caramel shortbread and tablet. OWLS worked in collaboration with environmental services/Unpaid Work Team, who assisted in setting up the stall. The ‘Evolve’ men’s project continues to work from the Neuk, a local mental health hub, which has provided opportunities to work collaboratively with local mental health services. For example, sharing access to counselling volunteers, and introducing men to the 24-hour support that is available within the Neuk. The service continues to explore connections with other local third sector agencies, such as TCA, and Andy’s Man Club, to inform the work undertaken, and to provide a wide range of supports to service users. The service has been piloting the use of ‘Wellbeing Wheels’, an interactive tool which allows the person and the worker to visually see progress over time. The wheels are used as a therapeutic tool Staff and members of the public were very generous with their purchases and donations. Women helped with preparation and the stall, empowering women to give time to a good cause. During the reporting period, group work restarted (when COVID-19 restrictions allowed). Although COVID -19 restrictions resulted in a reduction in numbers, feedback from the group was positive, with the men finding the support of their peers invaluable. The service continues to work with men in a trauma informed manner, using a combination of intensive one to one work, and a focussed programme of group work which will include activities designed to increase positive life chances and pro-social decision making for males who offend, to help them find purpose, improve their wellbeing and rebuild relationships within their communities and families. Impact of the wheels is not yet known as they are in early stages of testing.
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Page 15 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. to explore areas of strength and areas for growth, both targeting known criminogenic needs, and areas of concern identified by and unique to the service user. They are then used throughout the review process to measure progress, in a visual way which is immediately understandable, promotes hope and encourages a focus on finding solutions. Existing partnerships, such as those targeting the engagement and delivery of support to young people transitioning to adult services have been positive in streamlining the multi-agency role, enhancing the multi-agency approach. Other multiagency partnership examples include: • Pupil Engagement officer in Perth Grammar • SCYD Blairgowrie • Alyth Youth Partnership • SDS - targeted service offer to young people transitioning from school to post school supporting with developing their Career management skills have been invaluable and led to plans such as co-facilitation with RASAC, Summer programmes for Peer Education, Drumhar connections within the Hillcrest Futures Harm Reduction service etc. Hillcrest Futures, like many supports within PK, continue to work to break down barriers to accessing support and they have done this using blended model of support during 2021-22. Social media remains an added layer of resource and supports accessibility to Increased engagement and targeted delivery to young people transitioning from young peoples to adult services. This partnership has also to opportunities such as co-facilitating a Perth City wide education programme with Perth and Kinross Council Youth Engagement Team. This blended model improves accessibility and flexibility services engage. For examples, accessing supports virtually makes services more accessible for those who find it difficult to leave their home.
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Page 16 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. both local services and people requiring support. Having a variety of platforms alleviate some of the access barriers, particularly useful large geographic area like PK. The activity outlined above may go some way to influencing local perceptions of crime. Unfortunately, statistical data was not available for the reporting period. Most recent data 2019 (77% of PK residents surveyed perceived crime to be about the same or a little or a lot less, compared with the Scottish national average of 75.5% (Scottish Crime and Justice Survey Perceptions of Local Crime (Scottish Surveys Core Questions)). 2020-21 data was not available at the time of writing. NATIONAL OUTCOME TWO Partners plan and deliver services in a more strategic and collaborative way Where applicable have regard to the following indicators. ➢ Services are planned for and delivered in a strategic and collaborative way ➢ Partners have leveraged resources for CJ ➢ Development of CJ workforce to work effectively across organisational/professional /geographical boundaries Partners illustrate effective engagement and collaborative partnership working with the authorities responsible for the delivery of MAPPA What new activities in 2021-22 were driven / undertaken collectively by the CJ partners/hip in relation to outcome two? What was the impact of these activities? CJ and Safety Partnership Merger - During the reporting period the CJ Partnership and the Community Safety Partnership merged improving the sharing of information and reducing duplication for partners. Partnership membership was reviewed during the The merger of the Partnerships has improved time management and resulted in less duplication, especially through discussion of interlinked issues.
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Page 17 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. reporting period and extended to include a wider pool of attendance. For example, partnership membership was extended to the ADP co-ordinator. Arrest Referral - Preparatory work took place during 2021-22 for the launch of a two-year Arrest Referral pilot via Positive Steps (Charity). The purpose of the pilot is to connect people with support at the earliest opportunity. The preparatory work was undertaken by the CJ&SP, and the ADP. PK joined the existing Dundee City Arrest Referral pilot alongside Angus Council (leveraged resources across Tayside) with Police Scotland also contributing to the pilot. The CJ&SP and ADP hosted a one-day induction for Positive Steps Arrest Referral staff (May 2022) providing introductions to SCT, IDART and the Neuk in an effort to breakdown organisational barriers for the benefit of PK Residents. • Leadership within the partnership is good and has improved with the joining of the partnership. • Duplication of reporting and meetings has been reduced. • The partnership has wider influence through increased membership. • Understanding of shared resources available in CJ and CS has improved. The induction helped Positive Steps staff to gain an understanding of the working of the Partnership, services available and an opportunity to feel part/connected to the Partnership. “As the launch of the CARS (Arrest Referral) project was approaching we were invited to attend an Induction Day in Perth with the Criminal Justice team… along with meeting the different services available within Perth. This allowed a greater insight into the services we would be offering to individuals within the cells and for our own knowledge as to the different roles that everyone played within the Criminal Justice/Drug treatment teams. We feel that meeting everyone in person and seeing directly what part they played within the service broke down barriers between the service and allows for a better working practice” (Positive Steps). CARS (Arrest Referral) launched on 1 July 2022. Impact evidence for the reporting period is not available.
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Page 18 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Complex Needs Co-ordinator Pilot - Preparatory work took place during 2021-22 for the creation of a Complex Needs Co-ordinator post (pilot) based on long standing concern about a small but significant number of men and women in PK who have complex needs and have a high risk of: Homelessness, Drug Deaths, Offending, Imprisonment, Exploitation by Serious Organised Crime Groups, Domestic Abuse, Poor Mental Health, Self-harm, and suicide. In recent years a number of drivers have emerged: Hard Edges Scotland; Drug Death Emergency; NHS Tayside Mental Health Report; Drug and Alcohol Report about Tayside. The Complex Needs Co-ordinator pilot is a collaborative pilot CJ&SP and ADP. Specified Person Pilot - Preparatory work took place in 2021-22 leading to recommendation of Specified Person pilot. Tackling drug deaths and reducing non-fatal overdose are key local and national priorities, along with providing rapid access to support and treatment. An evaluation of Drug and Alcohol Treatment Requirements was undertaken by the CJSW following a meeting with the PK Sheriffs and identification of a disconnect between Sheriff’s expectations and the delivery of Drug and Alcohol Treatment Requirements locally. The evaluation highlighted room for improvement in the delivery of Drug and Alcohol Treatment Requirements within PK. The Specified Person (as outlined in legislation and guidance) is absent from existing internal processes, and it was identified that the role could not be fulfilled by the CJSW without providing a large amount of training, and without significant resource difficulties. Interviews for the post were held July 2022 with the successful candidate starting in September 2022. Impact evidence for the reporting period is not available. The Specified Person pilot is still in the planning stage. Evidence of impact, for the reporting period, is not available. Funding of the posts was delayed due to changes in Scottish Government funding to ADPs. The pilot of the posts is considered necessary by both CJ&SP and ADP. This will be another example of leveraged ADP and Criminal Justice resources.
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Page 19 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The evaluation findings were shared with the ADP and through discussion the following pilot was recommended: • Employment of three Specified Persons (workers) for the duration of the pilot (two years). • The Specified Persons will lead the engagement with regards to substance misuse issues, and any social issues which interconnect. CJSW involvement will vary, working in the background when substance misuse is the sole issue, but undertaking specified offence focused work where required. • Development of an outcome measurement tool required and will be developed (CJSW and I-DART). Preparatory work to relaunch Third Sector Forum - See Recommendations section 4(a) for more details. The relaunch of the Forum did not take place until March 2022. Impact evidence for the reporting period is not available. However, early feedback has been promising with some partners commenting on feeling more connected to the Partnership. What ongoing activities took place in relation to outcome two? What was the impact of these activities? An example of services being planned for and delivered in a strategic and collaborative way is highlighted in the involvement and involvement of the Scottish Fire and Rescue Service (SFRS) in the CJ&SP. Senior management within SFRS are active partners of the CJ&SP. • Safer Communities Wardens based at Perth Community Fire Station (co-location). • Commitment from SFRS to support Multi Agency Risk Assessment Conference (MARAC) meetings in PK. Whilst Close working links promote the sharing of information and partnership working across PK and supports the provision of a responsive service to the PK public The SFRS example is one of many that could be provided highlighting the active partnership planning and delivery. Other similar examples include:
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Page 20 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. SFRS do not physically attend MARAC meetings, the service feed into the monthly meetings, interventions with persons noted are passed on as per the toolkit process. In addition to supporting MARAC, SFRS also work closely with Perthshire Women’s Aid, Barnardo's, and support gender- based violence activity within PK. • Collaborative working SFRS and Criminal Justice Service for Joint Home Safety Visits for vulnerable users. • Collaborative work with SCT and SFRS regarding youth engagement with schools and groups for non-engaging youths. • SFRS participate in Inter-Agency Referral Discussions and Case Conferences as appropriate. • SFRS participate in the weekly Protecting People Group. Examples of partnership working /workforce development which cut across a variety of boundaries are: 1. CJSW, Housing Service and Police Scotland continue to work proactively together sharing professional expertise. 2. PKC’s Housing Service continue to work closely with SCT to rehouse, where appropriate, the perpetrator of domestic abuse. The Housing Service also continues to work with other agencies through the Violence Against Women Partnership (VAWP) and participates in weekly meetings to discuss cases and take joint actions as required. 3. Continued close working links between SCT, Police Scotland and the UWT, again sharing expertise and learning from other professional disciplines. This supports good working relationships where partners actively support each other. An • The co-location of CJSW, SCT and Police Scotland at St Martin’s House enhancing the delivery of services to the PK public. • Multi agency attendance and engagement – Prisoner Release meetings, enhancing the delivery of services to the PK residents leaving prison. This partnership approach and shared partnership vision supports successful rehabilitation through the provision of settled accommodation and support, reducing the risk of reoffending and helps create safe and sustainable communities. “Following a playpark and wooded area patrol I spoke with the Westbank Community Payback team. The team cleaned up, and opened up, the wooded area that the
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Page 21 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. example of this, during the 2021-22 reporting period, is the response to concerns/reports regarding a wooded area being utilised by youths, litter building and the area looking unattractive. The UWT were contacted and undertook clean up activity. Within Tayside, CJSW, Police, Scottish Prison Service (SPS) and Health (NHS Tayside), continued to work collaboratively to prevent people becoming victims of serious harm. Making Tayside communities safer is the highest priority of the collaborative, and work undertaken through Multi Agency Public Protection Arrangements (MAPPA) is of critical importance to achieving this. Although the most recent Tayside MAPPA Annual Report Annual Report covers the period 2020-21 and the disruption linked to COVID-19 lockdowns the Tayside MAPPA group were able to make continued progress through engagement and collaboration by the group. The 2020-21 MAPPA Annual Report was presented to the CJ&SP by the Criminal Justice Service Manager on publication. youths were using, removing two bags of rubbish, some drug paraphernalia, cracking job” (Community Warden) The collaborative working arrangement allowed the following achievements despite the disruption: • The Strategic Oversight Group (SOG) met 6-weekly to ensure agencies were coping and that there are no gaps in the MAPPA arrangements. This was strengthened by the Risk Register produced at the start of the pandemic and presented the Chief Officers Groups in each of the three local authorities. The risk register was reviewed at each SOG and the probability, impact and risk ratings are scrutinised. • Implement the Strategic Plan including outstanding actions identified from Significant Case Reviews. The development of a Case Review group chaired by the SOG chair ensured that all actions from Significant Case Reviews are examined and evidenced in practice. This group examined both Person X and Prisoner Z action plans and worked to ensure that all actions were completed and to become standard practice in each agency. • The MAPPA Management Group gained oversight of the training plan and all future training. Delivery of training was difficult during 2020-21, however the
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Page 22 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. agencies took comfort in the existing personnel within the areas of MAPPA all being trained in the accredited risk assessment tools. • Planning for the development of a communication plan took place. The work will commence 2021-22. • The Self Evaluation and Audit Working Group was established to implement a self-evaluation regime for the examination of inter-agency working to encourage and develop self-evaluation which assesses impact and outcomes in line with the MAPPA Quality Indicators. The Group also developed a Tayside MAPPA Performance Report to provide management information and statistics on MAPPA and the wider work to both the MAPPA SOG and MAPPA Operational Group (MOG). NATIONAL OUTCOME THREE People have better access to the services that they require, including welfare, health and wellbeing, housing and employability Where applicable have regard to the following indicators. ➢ Partners have identified and are overcoming structural barriers for people accessing services ➢ Existence of joint-working arrangements such as processes / protocols to ensure access to services to address underlying needs ➢ Initiatives to facilitate access to services ➢ Speed of access to mental health services ➢ % of people released from a custodial sentence: a) registered with a GP b) have suitable accommodation c) have had a benefits eligibility check
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Page 23 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. ➢ Targeted interventions have been tailored for and with an individual and had a successful impact on their risk of further offending What new activities in 2021-22 were driven collectively by the CJ partnership in relation to outcome three? What was the impact of these activities? Arrest Referral – see text provided under outcome 2. Services Available for Prisoners on Release (Voluntary Throughcare) multi agency working group (Scottish Prison Service, ADP, SCT, Skills Development Scotland, Families Outside, New Routes, Justice Healthcare and Mental Health). The working group is taking a whole system approach to prisoner release (working group launch February 2022). Action delivery plan developed. Priorities – improve co-ordination and support prisoners on release; embed SHORE standards; improve employment opportunities/positive destinations, seamless access to substance services; provision of wrap around support; support available to families; information available to prisoners (prisoner release packs); access to mental health services. Complex Needs Co-ordinator – see text provided under outcome 2. The complex needs co-ordinator will utilise trend information from both Arrest Referral and Prisoner Release to direct activity to facilitate timeous access to services. Specified Person – see text provided under national outcome 2. All the activities described in this section are either in their infancy or still to be launched, it is therefore not possible to comment on the impact of the activities. What ongoing activities took place in relation to outcome three? What was the impact of these activities?
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Page 24 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The following examples highlight partners work in lessening the structural barriers for people accessing services. The following provides an example of the integrated support offered to women via OWLS, making services more accessible: • Tayside Council on Alcohol (TCA) Mentor TCA continue to be commissioned to provide a Mentor within OWLS who delivers a peer mentor programme and community- based activities. TCA, employ a variety of approaches to enable mentees to access services and support women to integrate back into the community. This can be supporting women to leave the house, engage in health & wellbeing activities through walking, actively looking for voluntary work or employment. These include: o Acting as advocates allowing individuals to access services. o Support to move home/settle into new home/community. o Support into the workplace. o Using cars to remove distance as a barrier. o Accompanying individuals to meetings. o Making phone calls on behalf of people to reduce anxiety. o Undertaking research on behalf of people to inform about services. o Acting as a “buffer” between the person and services e.g., accompanying a person who was considered violent to a Job Centre appointment. o Providing references for UCAS applications to allow women to access higher education. • Independent Advocacy This example demonstrates that specialist services enhance women and children’s rights, enabling services to better support people to achieve better outcomes. “When I look at myself, I can see that I am a million miles away from the once struggling, chaotic woman I was when I first walked through those doors at OWLS…. I want to thank you for always being there for me, believing in me, continuing to support me and never giving up on me no matter what. I appreciate that my journey has not been easy for any of us but with your help you got me there and I hope you will see the difference you have made. You are both such wonderful women and what you do for women like me is truly amazing. I will never be able to thank you enough”.
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Page 25 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Independent Advocacy Service has provided invaluable support to the women and staff, both in terms of collaborative work and keeping staff up to date with new services. Working across UK boundaries to ensure the rights of women and children are kept as a priority and to ensure every child has their needs met. Examples of other services offering support onsite within OWLS: • I-DART continue to provide a clinic fortnightly. • Staff from the Blood Borne Virus (BBV) clinic continue to deliver staff training and offer women Naloxone training. • Women’s Aid have a space to meet women, as required, to provide a safe space for women to discuss safety plans and explore their options around relationships. • RASAC support OWLS staff (via training) to deliver more trauma informed work. Multi-Agency Referral Hub – the aim of the referral hub is to link individuals with the most appropriate service in a timely manner (first time around). The Referral Hub, attended by a range of agencies including IDART, Hillcrest Futures and TCA, meets daily (Monday to Friday) to triage referrals, consider individual needs, type of substance and expressed wishes (e.g., some individuals may request a specific type of support). Referrals are now received via telephone (including from the Access Team and GPs) via duty workers from the participating organisations. An example of the impact of this is a woman being supported to attend virtual courts, using IT equipment within OWLS. Impact – barriers to accessing services are reduced. The multi-agency referral hub continues to support joint working episodes among the agencies involved where one agency may lead, with another providing additional layers of support. The system enables referrals to be received and reviewed quickly, with those requiring support being placed with the most appropriate service at the outset. Waiting times remain an issue and a recognition that further improvement activity is required. Test for change in this area, part of MAT standard improvement activity, will take place during 2022-23.
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Page 26 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. See Non-Fatal Overdose update recorded under National Outcome 4 for more details re: initiatives to facilitate access to services. Cross Reach continue link in with Housing, Welfare Rights, and health & well-being services when working with families. Examples include NHS Child Smile to ensure registration with Dentists, Speech and Language Therapy and Welfare rights. When a concern is highlighted, Cross Reach raise a safeguarding referral for advice. Prisoner Release Meetings – Work had commenced pre COVID to improve co-ordination of prisoner release (better links between prison and housing – information sharing three months prior to release managing housing needs) and the COVID early prisoner release programme. Fortnightly multi-agency meetings commenced in August 2021 and continue to run fortnightly. The meetings are attended by CJSW, SCT, Housing, IDART, working together to manage risks, provide support and to address any accommodation issues. The meeting frequency was set to allow agencies time to react to any prisoners who received short sentences or were released early. The meetings consider people who do not have a key worker: • Consider current involvement with agencies • Non-protective/protective factors • Lead agency to own, act and escalate the risk/concerns. • Tactical options to create an action plan inc. referrals for support or to escalate to other agencies. People are supported to connect with services to address unmet need. I.e., Cross Reach supported a child and grandmother to access art therapy. Proactive engagement and planning improves opportunities to address issues, i.e., housing issues in advance of release from prison, enhancing the support available to prisoners on release. Work undertaken for the COVID Early Release Programme has been built upon and proactive planning for release has become embedded. Proactive planning takes place including identification of suitable housing and provision of release packs to people being released from custodial sentence to the PK area (including information accessing services: GP, benefits etc). From the launch of the meetings (August 2021) to end March 2022 57 people were discussed/supported via the prisoner release meetings. 100% of PK residents were offered accommodation on release (April 2021 to end March 2022): No. people Accommodation Type
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Page 27 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. • Requirement to review. The lead agency can ask for any client to be reviewed at any time. The model and frequency of meetings has been effective, and this model of working has been adopted to support a new pilot, CARS Arrest Referral Service (service launch July 2022). In addition to the regular meetings, work also took place to develop a contact information pack providing information on key services including welfare rights, food bank, PKAVS and other services available to prevent relapse and sustain/develop housing situation. Feedback was requested from prison residents and a speech and language therapist, and an easy read pack was developed. Voluntary Throughcare provided by New Routes (nationally funded throughcare service) available to males and Shine to females. Referrals for the service are made via Scottish Prison Service while the person is in prison, via self-referral, or by mentors directly offering the service. Support is available to the person up to six months pre, and for six months, post release. All areas of the person’s life are considered, and the worker supports the person to meet their identified outcomes. 52 (49%) Secure Tenancy (Council property/Registered Social Landlord/Private Rent/Owner Occupier) 29 (27%) Temporary Accommodation (Greyfriars/ Skinnergate/ St Catherine’s Square) with application in progress for secure tenancy 26 (24%) Other (Sofa surfing/family/partner/moved to other area/ rehabilitation facility) No data available – % of people released from custodial sentence registered with a GP; had a benefits eligibility check. People are supported to integrate with the community, engage with relevant services, make progress towards achieving identified outcomes. Thirty-six people signed up for the New Routes service during the reporting period. Of those, twenty- four have now exited from the service, four are on a programme (in Prison, awaiting liberation date), seven are on a programme (in the community) and one person disengaged. During the same period, four females signed up for the Shine service. Of those, two have now exited from the service and two continue to receive support. It is recognised that improvement activity is required to increase the uptake of voluntary throughcare within PK, this
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Page 28 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Anchor House continue to offer a multi-agency community-based service that is specifically aimed at people experiencing Mental Health crisis. Some examples of the organisations/ services based at Anchor House include: The Neuk, The Lighthouse Project, Andy’s Man Club, Evolve, Women’s Wellbeing Club etc. The organisations delivering services at Anchor house have developed their services with the recommendations of the Independent Inquiry into Mental Health Services in Tayside (published 2020) in mind. The environment itself is a therapeutic space in the community where people can feel secure. Person centred assistance with their immediate mental health needs. The aim is to drive forward and develop solutions that take into account the wider social and economic factors which impact on the lives of communities and individuals. The service provision is focused on the individual needing support and is pragmatic at working at sustainable solutions. will be taken forward by the working group referenced under new activities outcome 3). Limited resources are pulled together to respond more effectively to identified need. People in crisis are supported, support is available 24-hours per day, seven days per week. People are supported to overcome the causes and consequences of mental health, social exclusion, homelessness, poverty, unemployment, health inequality and community disintegration. Police have been able to offer an alternative to police custody, where appropriate. NATIONAL OUTCOME FOUR Effective interventions are delivered to prevent and reduce the risk of further offending Where applicable have regard to the following indicators. ➢ Use of ‘other activities requirements’ in CPOs ➢ Effective risk management for public protection ➢ Quality of CPOs and DTTOs ➢ Reduced use of custodial sentences and remand: a) Balance between community sentences relative to short custodial sentences under one year
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Page 29 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. b) Proportion of people appearing from custody who are remanded ➢ The delivery of interventions targeted at problem drug and alcohol use [NHS Local Delivery Plan (LDP) Standard] ➢ Number of Police Recorded Warnings, police diversion, fiscal measures, fiscal diversion, supervised bail, community sentences (including CPOs , DTTOs and RLOs ) ➢ Number of short-term sentences under one year What new activities in 2021-22 were driven collectively by the CJ partnership in relation to outcome four? What was the impact of these activities? • See Specified Person pilot information, outlined under National Outcomes 2, for details re: plans to improve interventions targeted at problem drug and alcohol use What ongoing activities took place in relation to outcome four? What was the impact of these activities? Effectiveness of interventions and is considered against the backdrop of crime and criminal proceedings data. Scottish Government statistical data (Recorded Crime in Scotland 2020-2021 ) highlight a reduction in the crime rate (non-sexual crimes of violence; sexual crimes; crimes of dishonesty; fire- raising, vandalism etc; other crimes; coronavirus restrictions) in PK over the past 10 years. It has fallen from 5,965 crimes in 2009-10 to 4,868 in 2020-21, however, a small year on year rise noted between 2018-19 (4,039), 2019-20 (4,384) and 2020-21 (4,868). PK trend data largely reflect the national picture for the same period. Crime Data and criminal proceedings data will be incorporated into the Partnership’s Strategic Needs and Strengths Assessment (SNSA) and will inform the Partnership’s next CJ Outcome Improvement Plan enabling the Partnership to better tailor services for PK residents. Planning for SNSA activity took place during the reporting period with SNSA activity commenting during 2022-23.
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Page 30 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Scottish Government (SG) data (Criminal Proceedings within Scotland 2019-20: Postcodes) 2019-20 was utilised to examine number of Police Recorded Warnings, fiscal measures, supervised bail, community sentences (including CPOs, DTTOs and RLOs), and use of custodial sentences and remand. Data for the period 2020-22 was not available at the time of writing. Please note: As per SG, all statistics presented in the following tables are currently classed as ‘experimental’…. Liable to revision as the data sources and methods used to produce them are developed. Police Disposals 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Police Warnings 213 223 289 215 * * Anti-Social Fixed Penalty Notice 292 202 158 72 * * Crown Office Procurator Fiscal Service (COPFS) Disposals 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Fiscal measures 537 590 444 539 * * Fiscal Fines 329 393 219 245 * * Fiscal Compensation 13 27 9 14 * * Fiscal Fixed Penalties 142 127 147 207 * * Fiscal Combined Fines 52 42 69 73 * * The number of Police recorded warnings rose between 2016- 17 and 2018-19, however decreased (close to the 2016-17 level) in the 2019-20 reporting period. In contrast, a year-on- year decrease in Anti-Social Behaviour Fixed Penalty Notices is noted. The number of COPFS fiscal disposals fluctuated in recent years. The number of fiscal fines also fluctuated. Fiscal compensation disposals also fluctuated over the same period. In contrast, since 2016-17 increases are noted in both Fiscal Fixed Penalties and Fiscal Combined Fines with Compensation.
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Page 31 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Number of convictions 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Number of convictions 1546 1465 1411 1542 * * Custodial sentences 279 278 280 273 * * Community Sentences 352 348 279 306 * * Financial Penalty 774 704 713 815 * * Other 141 135 139 148 * * Custodial sentences 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Between 0 and 6 months 181 164 171 167 * * 6 months to 1 year 59 63 59 56 * * 1 and 2 years 18 30 32 25 * * *Scottish Government Data Not Available Concerning remands, Scottish Prison Service (SPS) Annual Population Data highlights an increase in the number of remands nationally. The number of males on remand has increased, year on year, rising from 1,282 in 2016-17 to 2,012 in 2021-22. The When considering the type of sentence imposed, the number of people receiving a custodial sentence was the only one to decline (small decline) during 2019-20 despite the overall rise in number of convictions. Impact of the increased use of alternatives to custody – lesser disruption to lives and routines (those who have committed offences and their family). Of those receiving a custodial sentence, the number of short- term sentences of between 0 and 6 months fluctuated between 2016-17 and 2019-20. The number of sentences of 6 months to 1 year decreased slightly between 2017-18 and 2019-20. The number of sentences of between 1 and 2 years increased between 2016-17 and 2018-19 but saw a decline in 2019-20. Impact for the individual – interruption to family connections/relationships, interruption to community connections impact on employment/study, loss of income for the household etc.
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Page 32 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. number of females on remand over the same period was relatively unchanged, 88 in 2016-17, 91 in 2020-22. PKC, Criminal Justice Social Work data 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 Diversion from Prosecution (commenced) Data not available 35 35 35 41 38 Community Payback Order 455 391 346 353 148 278* Fiscal Work Order Assessments 23 13 8 4 1 0 DTTO 3 5 3 2 1 6 *Subject to change (CPO statutory return 2021-22 in progress) Available Interventions PKC’s Criminal Justice Service offer a Diversion scheme based on the waiver model (whereby the Procurator Fiscal “waives” prosecution once the decision to divert is taken). The support provided to those offered diversion is always delivered on a one- to-one basis by an allocated Criminal Justice Assistant based within CJSW. On occasion where there are more complex needs or issues, a social worker may also work alongside. The nature of the support is to look at behaviour that may put the person at risk The number of diversion cases has been relatively static. The number of CPOs increased from the previous reporting period but remained lower than pre COVID-19 levels during the reporting period. DTTOs increased during the reporting period and Fiscal Work Orders reduced further to zero. Impact – People participating in Diversion receive support to address unmet need/offending behaviour and are diverted from the justice journey. In 2021-22, CJSW undertook 69 Diversion assessments and of those 38 Diversion cases commenced (three fewer than 2020-21).
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Page 33 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. of committing further offences and to offer practical support and advice, usually by signposting people to appropriate services. Also, where existing services are in place, liaison will take place to ensure that the person is engaging with such services. Any individual referred by the Procurator Fiscal may be eligible to participate in the diversion scheme. CJSW, in partnership with the Children and Young Person’s Service, offer Bail Supervision (commenced 2019). The overarching objective of Bail Supervision is to provide a credible alternative to remand for courts to use in appropriate cases. Bail Supervision aims to: • Provide support to people in the community, which minimises disruption to families, employment, and housing; and • Promote positive outcomes for people and their families (where appropriate), taking account of the needs and impact on others including victims, children, family, and community members, while supporting and monitoring compliance with bail conditions and the overall criminal court process • Focus on identifying and building upon the strengths, capacity, and resilience of the person (and their networks, where appropriate), with a focus on achieving positive outcomes during the Bail Supervision period. The intensive service sees the person work with their Bail Officer up to three times a week, including home visits where appropriate. The work carried out is specifically targeted to identified need and can involve a range of other service providers including, I-DART, Streets Ahead, Hillcrest Futures, Skills Development Scotland, 16+ Extending the eligible age range provides wider service access and provides the Court an alternative to remand across the age range. There is also a positive impact for families, children and the individual as it provides opportunity for family, social and economic relationships to continue in line with The Promise. “Bail Supervision provided me with support, in my housing, and helped me sort my life out”. “A” was making poor decisions through consuming alcohol which he had used for many years, and contributed to his offending, securing a place in Jericho House, provided him with accommodation, support to become abstinent, which resulted in him completing his Bail Supervision Order, receiving a fine and has not committed any further offence. “B” was assessed by another Local Authority, liaising with their Bail Officer, “B” was transferred into PKC as she moved areas and secured a tenancy in PKC geographical area. “B” received one formal warning letter for not turning up for one of her scheduled appointments. After the first warning, her
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Page 34 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. team, Rape and Sexual Abuse Centre (RASAC), PKAVS, Police Scotland, Venture Trust, Welfare Rights. The Bail Supervision service within PK extended the eligible age criteria in January 2022, from 16 to 26, to 16 and over. Criminal Justice Assistants now support the service in addition to the dedicated support from the Young People’s Service to meet the increased demand. The Bail Supervision Service compliments and dovetails with Structured Deferred Sentence (Right Track) which supports young people entering the justice system. Additionally, preparatory work also took place with Bail Supervision in the planning of Arrest Referral to ensure the services complimented each other and minimised duplication. compliance improved. “B” understood why her compliance and engagement was important, “Bs” case was heard, and the sheriff imposed a 12-month CPO which “B” has complied with to date with no further warnings being issued, she has settled well into the area, engaging with relevant services to continue to meet her needs. Young person “C” had a chaotic lifestyle and involvement in the care system and police for many years. “We only worked together for 4 months but in that time the young person gained full time employment, sorted out housing concerns (issues with neighbours) supported to move back with foster parents and stayed away from the court system enjoying a good relationship back home. The young person keeps in touch to let me know how things are for them in their lives and knows to get in touch if needed.” (Bail Supervision staff member) “The support from (worker) has really helped me understand my past and where my anger comes from. I’m trying hard to make the changes I need to help my mental health. With (worker’s) support I feel I am in a better position to do that”. (Person in receipt of Bail Supervision) The number of people receiving Bail Supervision has increased since the service was extended to those aged 16 and over. Between April 2021 and April 2022, 33 requests were received from the court (bail opposed), an increase of
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Page 35 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Right Track within PK is a sentencing option for the Court to place any young person under the age of 26, on a structured deferred sentence, usually for a period between 6 months initially but often running for a year. The programme is recommended for this age group as often they are unlikely to be able to comply with the rigours of a Community Payback Order (CPO), due to their chaotic lifestyles. When a young person attends the Right Track Programme, they are given a combination of individual sessions with the Right Track co-ordinator, and also asked to attend the work project at Westbank. The work project provides an opportunity for the young person to engage in gardening skills and some hands-on simple building skills like bird boxes and benches. They have access to a five from previous reporting period. Bail Supervision was imposed in 16 of those cases (increase of 9 from the previous reporting period), 17 were granted bail without supervision, one person was remanded. At sentencing stage, four were given a CPO, two were given Structured Deferred Sentence (Right Track) and two a custodial sentence. The remaining were awaiting a court decision. “We are seeing less use of remand, ensuring people are given access to support in the community, who may not have known where to access services”. (Bail Supervision staff member) The service had 14 young people participating in the programme during April 2021. At this time, COVID-19 restrictions were still impacting/limiting local Court business. This number had increased to 25 young people by April 2022. The increase reflects Court business increasing, along the Sentencing Young People’s Guidelines coming into effect, January 2022. The Right Track model operates within the values and beliefs underpinning the new sentencing guidelines. Partnership working increases the speed of access to services for young people.
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Page 36 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. large shed where they can shelter, have a hot drink and snacks are provided. The young person participates in an initial assessment, using a Wheel of Life, to ascertain their presenting welfare needs as well as their criminogenic needs. They are supported to access many welfare services such as G.P., mental health services, substance misuse services, along with other support services available within the Westbank Project. Partnership working and engagement onsite increased during 2021-22. When a young person attends the Right Track Programme, they must commit to addressing their offending needs and have the opportunity to engage with a number of modules including anger management, domestic abuse, consequential thinking etc. The positive relationship with the Right Track worker is fundamental to the process of change for the young person. To adequately resource the increased use of structured deferred sentence, Right Track now has a Social Worker attached to the service 2.5 days a week in addition to the full time Criminal Justice Assistant. Consideration is being given to proposing Youth Courts within PK, to improve overall outcomes for young people in the Justice system. Caledonian – The completion of Domestic Violence (DV) Court report requests was extended to those not Caledonian trained but trained in the use of the SARA-v3 (Spousal Assault Risk Assessment-Version 3). DV Court Report requests increased from 52 in 2020/21 to 85 in 2021/22. Staff within the team not trained in Some comments from young people outlining the impact/what worked include: ‘It has given me structure to my life’. ‘You know how to work around someone’s mental health’. ‘I like that I get to have meetings out of town as I don’t like going into the town due to the folk there’. ‘I know it is a serious programme but at the end of the session, it’s nice to be able to have enjoyed a laugh as well’. ‘I find it a place to voice things when they go wrong, and it is really good to be listened to’. ‘I like the small groups we get put in as there is little arguing’. ‘I understand the Work Project helps me payback to the community for all the bad stuff I have done’. Impact – Workload for Caledonian trained staff reduced whilst at the same time understanding and knowledge of domestic abuse increased within the team (SARA trained staff).
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Page 37 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. SARA-v3 were put forward for training. Two members of staff were also identified to become SARA trainers, with the intention of improving access to SARA training in the future, carried out in- house in partnership with Dundee CJS. The role of Women’s Worker and Children’s Worker moved over from Women’s Aid to Action for Children (AfC) during 2021-22. AfC staff also completed a range of training during the period, including Women’s Worker, Children’s Worker and Groupwork Facilitator training, the latter allowing us to contribute to the groupwork staffing team based at Dundee CJS. All suitable staff not trained in the Caledonian system were identified and put forward for screening assessment. Three members of staff successfully completed screening and await a placement on the fuller training packages (Introduction to Caledonian; Case Manager training) expected 2022/23. Direction from the National Caledonian team is to not put forward colleagues who are not ready for screening. Four members of staff were not suitable for screening during the reporting period, though, as indicated, they were put forward for SARA training to allow them to complete DV Court reports and build their confidence and experience in such work (i.e., with the view for future referral to Caledonian screening). A broader aim of Caledonian work is to improve multi-agency working between CJSW and Multi Agency Risk Assessment Conference (MARAC) and Perth & Kinross Violence Against Women Partnership (PKVAWP). Consultancy with Perth Court This has allowed for an easier process of information sharing between AfC staff and the CJS Social Workers assessing, and supervising men convicted of domestic abuse. Increased resilience within the team – assessment of risk. Sixteen members of staff were identified to complete MARAC Representative training; and the Senior Practitioner (with responsibility for Caledonian Programme) regularly attends PKVAWP meetings. In addition to this, monthly meetings were setup with the three arms of the Caledonian System: case
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Page 38 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Sheriffs and Clerks was also carried out during the period to inform them of progress and plans with the Caledonian work. CPO feedback - CJSW have been exploring alternatives to the use of questionnaire style surveys to gather feedback and during this process the consistent completion of surveys ceased. Different tools have been used during this period and it is therefore not possible to aggregate the data. It is planned that a single tool will be identified during the next reporting period which will allow consistent reporting going forward. The Unpaid Work Team continued to use the questionnaire to monitor the quality of unpaid work during the reporting period. managers, groupwork facilitators, and AfC. This was to develop are closer multi-agency working processes within Caledonian, discuss complex cases, and resolve any process issues stemming from Caledonian work (e.g., completing psychometrics, data sheets; etc). Feedback from individuals during 2021-22 continued to be generally positive. For example, individuals commented: Forty-four people completed the unpaid work survey during the reporting period: • All those completing the survey confirmed that the Unpaid Work requirement had been explained clearly and sufficient information was received “All information was explained clearly”. • All those completing the survey felt their circumstances were taken into account “Extremely helpful especially around work commitments”. • 98% found the work they were asked to do worthwhile, 93% confirmed they enjoyed the work. • 40% respondents reported learning new skills, 55% made new friends, 33% learned how to work on their own, 63% learned how to work in a group, 35% learned how to use specialist material, 18% felt they did not learn a new skill.
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Page 39 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. • All those completing the survey reported good support and encouragement from their case manager and project officer. • What respondents liked most about Unpaid Work: “Meeting new people”, “I enjoyed the gardening”, “Feeling useful”, “Working as a team”, “Helping Others”, “The people helped me deal with my drinking issues and move a step forward with my life. Learnt key skills to use in my daily life”, “Getting out the house and mixing with people”, “Doing different tasks and being able to help people who need the help”. • 98% felt that Unpaid Work had helped them to stop or reduce their offending behaviour. “Kept me out of jail”, “Help get motivated”, “The embarrassment and the inconvenience of doing it, are I think what helps”, “Being able to focus and understand about my offending”, Kept me busy, “Routine”, “It’s been a huge wake up call for me and that I don’t want to be back. Talking with the supervisors has been very helpful I will miss working with them and helping different people”, “Not drinking as much”. One respondent added “Thank you for my forklift training”.
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Page 40 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The following provides examples of ‘Other Activity’ carried out as part of Unpaid Work Requirement during the reporting period include: • Courses enhancing employability opportunities – Construction Skills Certification Scheme (CSCS) training, Forklift Training, CV creation etc. • Working in community gardens i.e., volunteering Crieff Community Hospital, • Charity / Voluntary work, • Driving training (paid for by the individual) – improve driving skills and enable person to have license returned sooner. • Counselling/ wellbeing support including trauma counselling. As evidenced above, a person-centred approach is taken with the arrangement of ‘Other Activities’, as part of the unpaid work requirement. During the reporting period Drug Treatment and Testing Orders (DTTOs) were limited to five within PK, at any one time. Concern identified by CJSW regarding the limited capacity potentially negatively impacting on DTTO recommendations being made to the court (recommendations based on known capacity as opposed to identified need). Proposal put forward to increased DTTO capacity to 10, which received provisional internal approval during the reporting period (pending discussion with NHS partners and launch of Specified Person Pilot (p.18)). Impact: Improving employability opportunities, improving access to mental health services and equipping people with new skills. The community also benefits from the activity, for example via some of the work completed during that activity, and the new skills people have gained e.g., improved road safety. Anecdotally, the limited capacity results in people who would be suitable for DTTO receiving CPO drug treatment requirements, supervision, or prison-based sentence in place of the DTTO. It is anticipated that plans to increase capacity will increase suitability of disposal.
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Page 41 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Partners continue to participate in other groups concerned with risk management for public protection in addition to MAPPA. These include: 1. HRARG (High Risk Adult Review Group) This multi-agency group only sits in PK and is a forum which follows the exact same template as the MAPPA process. Any agency with significant concerns regarding the risk of serious harm can refer for multi-agency discussion. 2. Care Program Approach (CPA) Multi-agency meetings chaired by Health, held in respect of mental health patients who also have a level of criminality which has led them to be under the management of the health service. This is generally in relation to acts of violence perpetrated by the patient but could also include risks of harm through other activities such as fire-raising etc. Interventions Targeted and Problem Drug or Alcohol Use PKC’s CJSW Service, working in partnership with other agencies e.g., TCA continue to have responsibility for directing people to specialist drug and alcohol services either voluntarily or through referral as per Drug or Alcohol Treatment Requirement attached to a CPO. More detail re: the joint approach adopted to delivering those interventions can be viewed under National Outcome Three – Multi-agency referral hub. Non-Fatal Overdose Group is made up of IDART, Scottish Ambulance Service, Police Scotland and relevant third sector Risk is managed/minimised via engaging in a multi-agency approach. Risk is managed/minimised via engaging in a multi-agency approach. Referrals are directed to the appropriate service quickly. Same day, in person contact is made. Access to support is offered. Hillcrest Futures, NFOD partner, take part on the
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Page 42 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. partners. The group meets on a daily basis to discuss any non- fatal overdose incidents that have occurred over the previous 24 hours within PK. The working group commenced in May 2021. The circumstances of the overdose are discussed. Where possible, support visits are carried out the same day to provide harm reduction advice, Naxolone and training can be provided, and any further support needs can be identified. PK established a Non-Fatal Overdose Pathway during 2020-21. IDART receive information from colleagues in Scottish Ambulance Service and Police Scotland with respect to any non-fatal overdose incident that either or both services attended. Hillcrest Futures provide a holistic support service to adults aged 25+, whether it be one-to-one support or group support. During the reporting period the service supported 223 individuals in relation to substance use. Referrals have increased after COVID-19, the daily call, responding to the needs of those vulnerable and at risk. Community recovery staff in partnership with harm reduction have supported assertive outreach visits to community hostels, supporting harm reduction drop ins in the community, supplying naloxone and support to access treatment as well as informing and providing overdose awareness training to staff. During COVID-19 Hillcrest Futures Adult Drug and Alcohol team assisted with the delivery of OST alongside statutory treatment services to those most vulnerable. This ensured continued engagement with those most at risk whilst at the same time maintaining social distancing. Since the group commenced, 160 incidents have been discussed at the group relating to 85 people, 32 of whom have recorded repeat incidents which account for 107 of the incidents (67%). The week-to-week figures continue to fluctuate with the year-to-date weekly average increasing to five in the first initial weeks of year two. The male to female ratio remains constant at 82% male to 18% female with the key days for recording incidents at the start of year two being a Monday, however cumulatively Friday and Saturday remain the most prevalent days. Impact – support provided support to those who feel they cannot attend a meeting on their own and people have the opportunity to experience inclusion through connecting with others and hearing the inspiring stories of change. People are supported to engage with services and to engage in the
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Page 43 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. majority of which have been for alcohol, cannabis and cocaine, along with a noticeable increase in people needing mental health support also. Hillcrest Futures provide support for individuals who may not yet be ready for structured one-to-one support and/or those who are getting ready for going into detox. Hillcrest Futures support those interested in attending recovery groups/ cafes to attend. The support provided is around managing thoughts, feelings and behaviour in regard to their illness, but also by providing tools which can be useful for their recovery. These tools range from Smart Recovery and Relapse Prevention. Another example is the Hillcrest Futures Harm Reduction Service involvement in Injecting Equipment Provision (IEP). A postal service option was provided resulting from COVID-19 lockdowns. recovery journey. Notable increase in people engaging with support delivered in new ways to the traditional face to face delivery model. For example, service delivered via devices – including phone call and maintaining contact with young people remotely via phone, WhatsApp and Instagram. This method of service access attracted more females to the support. Half of those using the postal service over the month of July were female. Over the same period, only 24% of people using the traditional onsite service were female. NATIONAL OUTCOME FIVE Life chances are improved through needs, including health, financial inclusion, housing and safety, being addressed. Have regard to the following indicator. ➢ Individuals have made progress against the outcome How do partners measure outcome five for individuals? If this information has been collated, what does it show? TCA Mentoring services involve individuals in range of activities that are undertaken to meet this outcome and result in positive change. TCA Mentoring for Men service engages with CJS clients with a community outreach approach. There were 14 active Mentoring for Men clients, an increased from the previous year, however, still lower than pre pandemic. The service has capacity to work with 10-12 clients, depending on their locality. Over the reporting period there were 9 referrals made. Although this is an increase of 6 clients from last year, the service requires further referrals to reach capacity.
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Page 44 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Mentoring for Men Outcomes 2021-22 Mentoring for Men Got better Stayed Same Deteriorated Substance Use 3 3 0 Self-Care 1 5 0 Relationships 0 6 0 Physical Health and Wellbeing 2 4 0 Mental Health and Emotional Wellbeing 1 5 0 Occupying Time and Achieving Goals 2 4 0 Housing and Independent Living 3 3 0 Offending 4 2 0 Money Matters 3 2 1 Mentoring for Women (OWLS) Outcomes 2020-21 There were 16 active OWLS Mentoring clients during that period. Weekly or twice weekly telephone support calls were made and where it was required support face to face outside socially distanced was arranged. Weekly updates are sent to referrers and cases are reviewed on a regular basis to make sure the service is meeting the agreed outcomes for the client. All the mentees appreciated telephone appointments and support and 79% of mentees attended their appointments.
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Page 45 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. The service provided by Hillcrest Futures is another example of holistic support offered to PK residents. The service focusses on prevention of use AND also the changes required in order for the young person to succeed. Hillcrest Futures promotes positive development via empowerment; meaningful opportunities to learn skills, assume responsibility, participate and be involved in the OWLS Got Better Stayed the Same Deteriorated N/A* Substance Use 3 2 2 1 Self-Care 3 2 2 1 Relationships 4 2 2 0 Physical Health and Wellbeing 4 2 2 0 Mental Health and Emotional Wellbeing 4 2 2 0 Occupying Time and Achieving Goals 5 1 2 0 Housing and Independent Living 3 3 1 1 Offending 4 3 1 0 Money Matters 2 5 1 0 *N/A- Not Applicable During the reporting period Hillcrest Futures have supported 223 people and a received a range of referrals from organisations include IDART, mental health services, schools, social work, homelessness support, criminal justice, Police and GP.
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Page 46 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. wider community; opportunities to demonstrate their success and have their achievements reinforced. Wider support than drug and alcohol education is offered i.e., opportunities to develop life skills that will enable people to improve their thoughts about themselves, their lives and the way they interact with other people. Cross Reach (located at Perth Visitor Support and Advice Centre, HMP Perth) provide support to prison visitors both locally and nationally. Cross Reach continue to refer to The Trussell Trust nationally for food banks. Cross Reach link in with School Uniform banks/Baby banks, fuel poverty awareness/support & issued £400 of supermarket vouchers which were used by families for food. Cross Reach also gave out over 200 new gifts to children. During the reporting period, Cross Reach supported families to use the Perth Visitors Support and Advice Centre to support virtual visits, for example the prisoner is in another prison & the family live in PK they do not need to travel as much & can be supported to set up their visit by Cross Reach staff. Cross Reach continued to offer anxiety management during the reporting period and continued to report Children’s Outcomes using Safe, Healthy, Achieving, Nurtured, Active, Respected, Responsible (SHANARRI). Cross Reach also offered SMART Recovery for friends and families and a separate session for those Partnering with relevant professionals i.e., education, leisure, health, family support, criminal justice, drug and alcohol service etc supports the provision of diverse and integrated support vital to the people managing their own recovery. Cross Reach activities supported families who were in crisis. The support enabled the families to work through other issues which were secondary to the crisis but impact on their daily lives. Examples of the impact from the range of activities included: supporting the meeting of basic need, improvement in functioning & general well-being, improvement in relationships and improvement in learning. The creative working enabled relationships/connections are maintained.
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Page 47 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. in recovery. Cross Reach measure impact via safeguarding referrals, feedback from families and observations. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome five. Case study (opposite) TCA linked to TCA mentoring services. Case study (opposite) linked to Hillcrest Futures example above. Case study (opposite) provided by SCT. Ouctome 5 Case Example TCA.docx Outcome 5 Case study - Hillcrest Futures.docx 2022-07-13 Case Study CJ&SP.docx NATIONAL OUTCOME SIX People develop positive relationships and more opportunities to participate and contribute through education, employment and leisure activities Have regard to the following indicator. ➢ Individuals have made progress against the outcome Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome six for individuals? If this information has been collated, what does it show? The Westbank Hub provide opportunities for a range of community groups These include: The support available continued to be impacted by COVID-19 restrictions, with reduced numbers (one to one working) for a
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Page 48 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. • Young people who have disengaged at school continue to come to the site and gain an insight to work, learn new skills and work towards qualifications in partnership with their parent school. 7 young people attended Westbank during the reporting period. • Individuals involved in unpaid work, • Older people who are isolated through illness, bereavement or other causes continued to have the opportunity to engage with other people, learn new skills, build their confidence and learn how to ready themselves for the job or volunteering market. • Women who have physical, mental-health, offending and addiction issues continue to have opportunities to engage with individuals and groups through OWLS to learn new job skills, build their self-confidence and self-esteem making them better able to consider future employment prospects and/or volunteering. They do this through working with others at the Westbank project through: • Horticulture, • Plant maintenance and distribution, • Joinery and manufacturing, • Furniture renovation, • Beekeeping, • Allotment cultivation, • Grounds maintenance, • Painting and decorating. large portion of the reporting period. An internal upgrade the workshop also impacted on the team’s ability to deliver joinery/furniture renovation for a period. However, the service did continue to operate, albeit at a reduced capacity and people continued to have the opportunity to learn new skills, develop interests/hobbies, attain basic certificates and ready themselves for the job market (or other positive destinations).
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Page 49 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. In addition, this is achieved through working with other agencies who deliver courses in: • First Aid, • Cardiovascular preparation, • Confidence and team building, • Health and Safety, • Ground maintenance, • Plant care and maintenance. Westbank continued to be fully accredited by the Road Traffic Industry Training Board (RTITB) delivering internationally recognised certificated Forklift and Telehandler training. This is available to those furthest from the workplace via partnership with the Employability Network, the Westbank Hub (Outreach), Department of Work and Pensions (DWP), HMP Castle Huntly, education services, mental health and learning disability support groups. A Skills Academy for European Social Fund (ESF) offered candidates Fork Truck and Telehandler courses during the reporting periods. Thirty-three courses were delivered with a total of 46 people attending (combination of people referred by Skills Academy and Westbank). Other future plans for the Hub concern the installation of a fully fitted vehicle workshop where candidates can be trained in vehicle maintenance, servicing, inspection, tyre fitting, valeting, welding and metal fabrication. Structural changes to the area are During the reporting period three people took part in tele handling training, and four people undertook fork truck training following a CPO, with one individual confirming they had gained employment. A awaiting list built up due to COVID-19, however, Westbank staff service kept people informed of the waiting list and people were happy to attend the course when offered a place. By the end of the reporting period there was a waiting list of 29 people, a small increase from the 21 waiting at the start of the reporting period. Impact – Improving life chances through increasing employability options.
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Page 50 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. continuing and it is expected the workshop will be fully operational by operational October 2022. Hillcrest Futures involve individuals in range of activities that are undertaken to meet this outcome and result in positive change. With longer periods of reduced COVID-19 restrictions during the reporting period it was possible to restart group activities. The Relapse Prevention, a popular group, restarted supporting people to prepare for detox. Additionally, Hillcrest Futures support recovery cafes spread across PK to support those in recovery. Hillcrest Futures work in partnership with NHS community project workers to supply the recovery cafes with other agencies such as Mental Health teams, housing or harm reduction teams to come in and give advice to those attending. Different activities are undertaken in the cafes, ranging from gardening to arts and crafts to some mindfulness in order for them to find alternative coping mechanisms. Peer Education SCT in PK established Peer Education multi agency working group. The focus of the group is to address risk taking behaviours utilising partners statutory and third sector partners. Hillcrest Futures are one of the lead agencies for delivering peer education and up skilling wider services across PK around substance use and associated behaviours. To date Hillcrest Futures have delivered 3 Peer Education sessions with 12 young people taking part. Peer Educators designed a “survival kit” education programme alongside staff from PKC Community Learning and Development to deliver to Perth City schools. The During the reporting period, Hillcrest Futures have delivered 50 group sessions and had 90 individuals attending. Groups have been delivered by staff and peers across PK to people affected by substance use. A new recovery group initiated is a poly drug use mutual aid support group delivered by people with lived experience. This was initiated following asking people in recovery where they felt there was a need / gap in the recovery community. To date, 7 sessions have been delivered with a total of 22 people attending. Impact – Improving life chances through providing opportunity. Hillcrest Futures Foundation provided funding to provide attendees an accredited award following completion of the peer education with the following delivered, Dynamic Youth awards and Youth Achievement awards to young people. The Youth Scotland awards are nationally recognised by the SQA and recognise and accredit the achievements of young people of all ages and stages.
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Page 51 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. sessions comprised of harm reduction education regarding substance use, nights out, consent and the law, local and national support services and promoting services. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome six. OWLS case example (opposite) Case study (opposite) linked to Hillcrest Futures example above Outcome 6 Case Example OWLS.docx NATIONAL OUTCOME SEVEN Individuals’ resilience and capacity for change and self- management are enhanced Have regard to the following indicator. ➢ Individuals have made progress against the outcome Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome seven for individuals? If this information has been collated, what does it show? OWLS organised a range of activities for women during the reporting period linked to this outcome. Examples and associated impact are outlined in the in the engagement activity examples below. In recognition of the power of peer support, a woman supported by OWLS, completed Peer Mentor Training through “Grace Chocolate
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Page 52 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. Foundation”, and is currently mentoring another person providing peer support through lived experience. Hillcrest Futures Adult Drug and Alcohol service offer a wide range of activities linked to this outcome and positive change. Hillcrest Futures supported 223 people referred to them via other organisations; referrers include mental health services, schools, social work, homelessness support, criminal justice and GP. Hillcrest Futures also provided support to people not yet ready for structured one-to-one support and/or those who are getting ready for group participation. The support provided is around managing thoughts, feelings and behaviour. “Grace Chocolates helped me complete my peer mentor training, OWLS helped secure me a laptop to enable me to participate in online training. I wanted to create a better life not just for me but also for my family and it makes me want to become a worker within OWLS, showing the right support can make such a difference”. Of the 223 people (148 male and 75 Female) who engaged with one-to-one support: • 166 people had a positive discharge from the service, • 28 unplanned discharges • 17 people reported a significant reduction in their substance use • 12 people went onto a positive destination including further education and employment If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome seven. Case study (opposite) linked to Hillcrest Futures example above. Engagement activity examples (opposite) provided by OWLS
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Page 53 of 55 6) Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes. OWLS Examples Outcome 7.docx 7) If you have identified other local CJ activities and outcomes which go beyond the national outcomes, then record them here. Local outcomes Please describe the activity Then describe the impact Not applicable
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Page 54 of 55 8) What other achievements and challenges happened? Achievements Challenges Access to various services continued to be disrupted for individuals because of the COVID-19 pandemic. The CJ&SP and partners adapted quickly to changing restrictions: • CJSW provided skeleton office-based staff (during heightened restrictions). • Telephone appointments were provided along with face-to- face appointments, where essential (during heightened restrictions). • Mobile phones were purchased/supplied to individuals who with no telephone access to allow contact to be maintained. • A hybrid model of working has developed during 2021-22. Where COVID-19 restrictions allowed, face to face meetings were held, other meetings were held via MS teams and on occasion hybrid meetings were held. • MAPPA meetings continued via MS Teams during 2021-22, identified benefits of partners not needing to travel. • Cross Reach now have a presence in the waiting area of Perth Prison and are able to offer their support to all visitors waiting in the waiting area. In addition to the above the CJ&SP hosted a visit with John-Paul Marks (Permanent Secretary) and Joe Griffin (Director General of Education and Justice) during the reporting period. The visit was split between the HMP Perth and the Westbank Project. A Vlog of the Permanent Secretary’s Visit can be viewed here . The CJ&SP appreciated the opportunity to share details regarding the positive work taking place within PK and share some of the issues encountered, both locally and nationally. • The Partnership’s opportunities to engage with local Sheriffs continue to be limited during the reporting period. However, court liaison meetings did restart (Sheriffs, CJSW and COPFS) along with meetings between the Sheriffs and Senior Practitioners within CJSW. Closer working relationship between the local Sheriffs and the Partnership would be welcomed as, amongst other issues, it would enable partners to engage in meaningful dialogue concerning sentencing decisions and concerns raised by local communities. It is hoped that some mechanism for regular liaison can be established in future. For example, briefing sessions or attendance at Partnership meetings. • The continuing lack of opportunities for prisoners leaving custody to access appropriate and timely mental health support. • Increased waiting times for access to services generally resulting from COVID-19. • Recruitment and retention of skilled staff – the short-term nature of Government funding can result in worthwhile projects being initiated but later ceasing. The short-term nature of funding commitments also continues to result in the use of fixed term contracts which can result in both recruitment issues and high turnover of skilled staff. • Rapid GP registration – prisoner release – remains an issue.
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Page 55 of 55 9) Additional Information including, next steps for the partnership The information in this report has been provided by the following Statutory Partners and Third Sector Forum members: PKC; Police Scotland; Scottish Prison Service, Scottish Fire and Rescue Service, Skills Development Scotland, Tayside Council on Alcohol, Hillcrest Futures, Cross Reach, Turning Point, Families Outside, New Routes and Shine. Please note, ongoing COVID-19 pressures/staffing issues impacted on opportunities for some partner organisations to participate in the 2021-22 annual report. The collection of information for this annual return highlighted the differing method within PK to collect person centric outcome information. Through dialogue with both statutory and voluntary organisations it has been identified that there are pockets of shared tools being used i.e., Justice Star, Outcomes Star, Wellbeing Wheels (Evolve), SHANARRI wheel (Hillcrest Futures, Cross Reach) etc. Varied use of varying tools will allow an individual / worker to visualise progress and will allow aggregation of data at an organisational level, but limits opportunities to identify outcomes/impact themes at a Partnership level. Next steps for the partnership • Baseline existing Partnership against the new National Strategy for CJ, • Progress SNSA activity, • Incorporate above into new CJ Outcome Improvement plan (target launch 2023) • Monitor progress of the pilots planned/launched during this reporting periods • Support the relaunch of the Third Sector forum • Explore opportunities to develop a universal method of capturing outcome information.