Appendix 1 - Community Justice Outcome Activity Across Scotland Local Area Annual Return Template 2022-23
Perth and Kinross Council · 24 January 2024
Back to Housing and Social Wellbeing Committee — 24 January 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Community Justice Outcome Activity Across Scotland Local Area Annual Return Template 2022-23 April 2023 Community Justice Scotland Ceartas Coimhearsnachd Alba Community Justice Outcome Activity Across Scotland Local Area Annual Return Template 2022-23
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2 1. Background This reporting template has been developed in discussion with community justice representatives from local areas, and is designed to support local areas in reporting to CJS on the achievement of outcomes in order that CJS is able to write its annual report to satisfy s27 of the Community Justice (Scotland) Act 2016 (‘the Act’). The process of requesting information from local areas through the completion of this reporting template fulfils the requirement for CJS to consult with community justice partners and stakeholders when preparing the annual report, as set out under section 27(3). Completing the template can also support local areas to make an assessment of progress towards national outcomes and prepare their own local- facing annual report, which is a statutory obligation under section 23. Significant strategic developments took place in and around the reporting year 2022- 23, namely; 1. Publication of the Scottish Government’s Vision for Justice in February 2022. 2. The publication of a revised National Strategy in June 2022. 3. The review of the OPIF culminating in the publication in April 2023 of the Community Justice Performance Framework and the accompanying Community Justice Improvement Tool. These significant strategic developments had substantial implications for local areas in their delivery of their statutory obligations within community justice. Further, they had the effect of creating a de-facto transition year, where the National Strategy for Community Justice and reporting framework were not aligned. In recognition of this, we have reconsidered the scope of this template and the report it informs for the reporting period 2022-23. CJS approached community justice coordinators and managers in March 2023 seeking volunteers to participate in the creation of the 2022-23 annual report template. CJS would like to extend thanks to those community justice partners that took the time to participate in the development group and others that provided sense-checking comments on the draft. 2. Statement of Assurance and Data Usage The information submitted to CJS using this template will be specifically used for the purpose of fulfilling the requirement under s27 of the Act for CJS to produce a report on performance in relation to community justice outcomes across Scotland. It will also be used by CJS in its role to monitor, promote and support improvement in, and keep the Scottish Ministers informed about, performance in the provision of community justice. In line with provisions in the Data Protection Act 2018 and the General Data Protection Regulation (GDPR), CJS will use appropriate data to ensure that there is continuous reporting, development and progress towards the national outcomes. By providing data to CJS you are consenting to its use by CJS as indicated. Community
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3 Justice Partnerships should be aware that any information held by CJS is subject to statutory Freedom of Information obligations. The template can be used by local partnerships to fulfil their requirements under s23 (1b) of the Act, when published as an appendix to a publicly facing summary statement of annual progress. 3. General principles of the template The template and guidance have been developed using the following principles: • Retention of the outcomes and indicators from the 2016 OPIF and previous templates, supplemented with additional guidance and direction around answering the questions. • The template should enable a shorter return. • Better support local partners to comply with their local reporting requirements set out in section 23 of the Act. E.g. the inclusion of local outcomes, which also support CJS to understand local issues. • Continue to seek evidence about new collaborative activities. • Support CJS to comply with their requirements in section 27 of the Act.
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4 4. How to fill in the template The return should be completed and consulted on with partners involved in community justice in your local area. In line with the Act this includes statutory partners, third sector bodies involved in community justice in relation to the area, such community bodies in relation to the area as partners consider appropriate, and such other persons as partners consider appropriate. CJS expects that completion of this template will be a collaborative effort. This template incorporates guidance support completion, with the text (in blue) providing reflective prompts to consider to develop your answer, which can be deleted and replaced with your response. These should be considered together through the development of your answer, rather than addressed individually. In response to feedback on accessibility and in order to support our analysis, we have removed the text boxes around questions and answers. There is no expectation that areas will return substantial numerical data. We would encourage partners to develop the response to this template in conversation with each other, and view it as an opportunity to reflect on your strengths and needs in partnership. Where the template asks for evidence, a written response will suffice and there is no expectation that you send additional supporting documentation – if there are any aspects CJS is unclear on it will be our responsibility to request clarification where necessary. If any response or evidence requires details about people with lived experience (e.g. evidence in respect of someone’s life story) please DO NOT include any identifiable personal or sensitive information (as outlined in Schedules 2 & 3 of the Data Protection Act 1998) as CJS does not require such information. If this is unavoidable then please ensure that the data is fully anonymised. This is the sixth iteration of the template and guidance. If you have any queries about completing the template then please email CJSImprovement@communityjustice.scot.
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5 1) Community Justice Partnership / Group Details Name of local authority area/s Perth and Kinross Name and contact details 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 Community Justice Partnership / Group Chair Date:…26 September 2023 Name:… Bailie Chris Ahern
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6 3) Governance Arrangements Within the Community Justice (Scotland) Act 2016, Community Justice Partnerships (CJPs) are answerable solely to the Statutory Partners own governance arrangements. However, within Perth and Kinross (P&K) it is recognised that the Community Justice Partnership should be part of the local community planning process, and therefore the Community Justice and Safety Partnership also reports to the Community Planning Partnership (CPP) within P&K. In practice, our governance structure remains unchanged to previous years. However, we have a new visual which better explains the structure and the connections to other local groups and structures. Figure 1: Community Planning Partnership Structure 4) The year overall 2022-23 saw substantial developments and change within the service delivery and strategic policy landscape. This section should be used to reflect some of the a) challenges/negative implications and b) opportunities/positive implications from the reporting year on the community justice partnership. This can include impact on the improvement activity, partner collaboration, and delivery of services. CPP Board CPP Executive Officer Group Local Action Partnerships (LAPs) • Coupar Angus Locality Working Group • Crieff South Locality Working Group • Highland LAP • Strathtay LAP • Eastern Perthshire LAP • Perth City LAP • Strathearn & Strathallan LAP • Kinross-shire LAP • Almond & Earn LAP Key Strategic Groups Statutory Partnerships • Children, Young People and Families Partnership • Community Justice & Safety Partnership • Child Poverty Action Group • Health & Social Care Partnership Non-Statutory Partnerships • Local Employability Partnership • Digital Participation Working Group • Climate Change Working Group • Fuel Poverty Steering Group
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7 Challenges / Negatives 2022-23 covered a period of significant change, at a time the workforce were finding their feet following COVID-19, and a prolonged period of flux and uncertainty. Our Partnership Community Justice Outcome Improvement Plan (CJOIP) had expired during COVID-19 and the decision had been taken to extend the CJOIP and issue a holding statement to allow other priority work to take place. The Partnership did not want to extend the launch of a new CJOIP indefinitely and work commenced following the launch of the Vision for Justice and the New National Strategy for Community Justice, to align activity with the national direction of travel. This work alongside other competing priorities (both local and national), and COVID- 19 recovery, was difficult to manage. Effort was made to break the activity down into manageable portions to limit disruption but enable progress to be made. Positives / Opportunities An incredible amount of activity took place within the reporting period to ensure the work of the P&K Community Justice and Safety Partnership is positioned to make year on year progress on the new National Strategy for Community Justice, and more importantly to improve outcomes for people locally. A wide range of engagement took place, and the information gathered was used to as the basis for our new CJOIP. It is hoped that partners at both strategic and operational levels, third sector and statutory, within the partnership recognise their input within the new CJOIP which was launched 30 June 2023. It was a highly demanding year, exploring in-depth, complex topics such as Arrest Referral, Remand and Voluntary Throughcare. However, the work undertaken has been helpful in highlighting the significant similarities and crossover in all three areas. 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 community justice* Where applicable have regard to the following indicators: ➢ Activities carried out to engage with ‘communities’ as well as other relevant constituencies ➢ Consultation with communities as part of community justice planning and service provision ➢ Participation in community justice, such as co-production and joint delivery ➢ Level of community awareness of / satisfaction with work undertaken as part of a CPO
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8 ➢ Evidence from questions to be used in local surveys / citizens’ panels and so on ➢ Perceptions of the local crime data *Community Justice comprises the activities, services and partners that work with and around people from the point of arrest, through the justice system and supporting their exit from justice contact and integration into their community 5) How have you engaged with partners, communities, and individuals to improve their understanding and participation in relation to community justice? A range of partnership activity took place during the reporting period building on the engagement activities initiated in the previous reporting period and the development of the infographics (outlined in 2021-22 Annual Return submission). Examples of participation activities include: • Community Justice and Safety Partnership– quarterly meetings continued. • Community Safety Third Sector Collaborative meetings – Quarterly meetings established (September 2022). • Engagement with Alcohol and Drug Partnership Lived Experience Group – (October 2022). • Working Groups – Prisoner Release; Arrest Referral – 6-weekly. • Topic specific sessions – Voluntary Throughcare and Floating Housing Support Providers, exploring a collaborative approach - February 2023. • Integrated Drug and Alcohol Recovery Team (IDART) and Community Justice Social Work (CJSW) – Quarterly meeting established (April 2022). Work also took place during the reporting period to re-establish the Third Sector Forum. A development session was held in August 2022 where attendees explored 1) Current Support Delivered by Third Sector; 2) Gaps Identified by Third Sector; 3) What People Need from the Third Sector. The infographic overleaf was generated from the discussion. This engagement session (and others outlined) highlighted a cluttered service landscape. A range of services available for six to nine months but little thereafter. Issues regarding multiple services, with a similar offer, approaching the same people were reported during many of the engagement sessions. The end result - confusion, frustration, and lack of engagement. A need to develop a “No Wrong Door” approach was raised by the Community Safety Third Sector Collaborative and is supported by the Partnership.
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9 Following the development session, the forum was renamed, “The Community Safety Third Sector Collaborative”, and the membership was expanded to include relevant statutory services. The Collaborative, chaired by the Community Justice Co-ordinator, routinely met ahead of the quarterly Community Justice and Safety Partnership meetings during the reporting period. The impact of the above-mentioned activities is outlined in section 6 of this report. The following provide operational examples of partnership working, engagement and participation, benefiting communities and people on the Justice Journey via Unpaid Work and One-stop Women’s Learning Service (OWLS). The Unpaid Work Team support local communities whilst offering people on the Justice Journey opportunities to meet the requirements of an unpaid work order. This is achieved by utilising various media channels to publicise the work of the team and encourage local communities to make requests for support. Examples of the engagement activity includes: • 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 P&K Council website, the Unpaid Work Team’s page includes a function that allows members of the community to submit requests for pieces of work to be undertaken by the team. Some specific examples for the projects undertaken during the reporting period, across the P&K area, include: • Garden clearances/maintenance (North Muirton, Letham, Bridgend, Craigie, Scone, Kinross, Crieff, Abernethy). • Community Garden clearance (Blair Atholl). • Tidy up of Camilla Park (Bridgend).
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10 • Building of benches/picnic benches/planters to share with communities across P&K. Blair Athol Primary School was a beneficiary of four picnic tables and three planters. • Graffiti removal (Blairgowrie, South Inch and Necessity Brae Flyover). • Path clearance (Oakbank) • Grounds maintenance - paint railings and general tidy up the grounds of the churches in Weem and Aberfeldy. • Refurbishing work (Rattray Community Hall). Some examples of the positive feedback received from communities include: • ''Just to say thank you to you both for your help and gift of the picnic bench'' (Oudenarde Community Group at Bridge of Earn). • “I am writing to commend and thank you for the fantastic work done so far by the unpaid work team for the Blair Atholl community” (Blair Atholl & Struan Initiative). • “I'm emailing on behalf of South Perth Green Spaces Group to thank your team for the excellent job painting the Craigie Community Wood railings. This work has greatly improved the look of the area as well as protecting the railings” (South Perth Greenspace Group). • “I would just like to pass on my thanks to the community assistance team that painted the allotment fence for us. The guys were great, turned up when they said they would and put in a good couple of shifts to get it completed. The guys also offered to do a tip run for us to get rid of some rubbish we had. Excellent job” (Member of the public). The following provides some of the positive impacts of unpaid work requirements for those serving community sentences: • “Getting a routine again”, • “Enjoyed working and the company”, • “I liked doing things for others”, • “It has given me stability”, • “It helped with mental health”. The unpaid work model in P&K enables community surroundings to be improved (as identified by communities), promotes a positive story of Community Payback (Community Justice) whilst at the same time provides those who have committed an offence: 1. The opportunity to payback to the community for the crimes committed 2. The opportunity for structure and routine, 3. Opportunity to access support to address unmet need, 4. The opportunity to learn new skills. The OWLS service is another example of a Partnership resource which routinely utilizes engagement and participation opportunities to deliver a service tailored to female residents within P&K. Examples of activities during the reporting period: • Women informed staff, through putting suggestions onto a flip chart, about activities that they would like the opportunity to participate in. Times and dates
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11 were agreed to ensure any potential barriers were removed so all women were given the same opportunities. • Reiki was offered as a way to relax and take time for themselves, some were apprehensive having never tried alternative therapies. “WOW I did not totally believe, this would let me relax, I felt I was floating and so peaceful.” • A nature trail walk to The Hermitage, this was an educational day, finding out more about local area and the history (once the grounds for the Dukes of Atholl). “Walking with my worker in such a lovely place, I felt myself talking about my trauma, it was so healthy for me to be so relaxed, my new moto is Walk & Talk”. • A social day at the centre. Women prepared lunch. The day gave them the opportunity to meet other women, gain peer support, and hear each other’s laughter. Women created memory boxes using the arts & crafts. “Making lunch for others and eating with others makes me feel part of a family. • External service ADHD came in for several weeks using a video and materials to educate women who have ADHD or family members. Some women felt they finally could relate to their or their families’ behaviors due to having informal education sessions. • “Community Cook It” is a rolling educational program, available to women attending OWLS, used to help educated women how to buy ingredients, learn about hidden salt, sugar intake, and make meals with no add additional salt. Women recognise the benefits for their physical and emotional wellbeing, and due to the cost of living which is having a huge impact on their finances. Grace Chocolates (a social enterprise) gave one OWLS client the opportunity to complete Peer Mentor Training. This provided a gateway to securing a full-time paid job in a service where she had received support. “I cannot believe the support I received during my CPO and Voluntary Supervision. I am finally in a better place, my dreams are all coming true, I completed my training, I applied for a job and guess what, I got it, thank you OWLS”. Reclaim the night March on 1 December 2022, as part of 16 days of Activism, 6 women created a banner: “Survivor”, with buttons and fabric and took part in the March organized by RASAC & P&K Violence Against Women Partnership.
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12 1 woman wrote her words and thoughts: “Darkness is the female curfew”. This was a very powerful story from a woman about how she felt, this was used during the march and was projected onto the wall at St Pauls Church. During 2022 OWLS began a new partnership with a local business, The Bike Station. This Community Enterprise invited OWLS to participate in their ‘Shifting Gears’ programme which aims to get people using bicycles more. This has personal benefits to the cyclist but also environmental benefits to the wider community. Four women participated in the programme. They each received bicycle maintenance lessons, general bicycle tutoring, a bike as well as safety equipment such as helmet, lights and lock. One woman went on to gain part time employment with The Bike Station having completed her bike maintenance course through the Bike Station. “I cycle every day, my bike has gave me so much freedom, fitness and work, I could not have even dreamt about this”. Through engagement and participation, the OWLS service delivery model provides opportunity for women attending to learn new skills, establish positive routines, mechanisms to alleviate stress community and be supported with any areas of unmet need. The activity outlined above may go some way to influencing local perceptions of crime. Unfortunately, updated statistical data was not available for the reporting period. Most recent data 2019 (77% of P&K 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)). Newer data could not be sourced 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 community justice ➢ Development of community justice workforce to work effectively across organisational/professional /geographical boundaries
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13 ➢ Partners illustrate effective engagement and collaborative partnership working with the authorities responsible for the delivery of MAPPA 6) How has your partnership worked to enable strategic and collaborative service planning and delivery? A range of partnership activity took place during the reporting period building on the strategic and collaborative approach initiated in 2021-22. In preparation for the development of the CJOIP, the Partnership undertook focussed Strategic Needs and Strengths Assessment (SNSA) activity on the basis that it would provide a greater in- depth understanding of local need. Priority was given to focussed SNSA activity linked to the Vision for Justice In Scotland (launched February 2022) and the Aims within the National Strategy for Community Justice (launched June 2022). The following SNSAs were completed during the reporting period: • Diversion from Prosecution • Voluntary Throughcare • Remand • Arrest Referral The focussed SNSA templates created by Community Justice Scotland were used for the Diversion from Prosecution and Arrest Referral SNSA activity. No templates exist for Voluntary Throughcare or Remand. However, an adaptation of the available national templates was utilised to facilitate the Voluntary Throughcare and Remand SNSA discussions. The Partnership had also been planned to undertake a Bail Supervision SNSA during the reporting. However, issues were identified with the template which were shared with Community Justice Scotland. The template was amended by Community Justice Scotland and the Bail Supervision SNSA will be undertaken during 2023-24. The enhanced understanding of local need and the interconnections between the organisations supporting people on the justice journey has assisted the partnership to better identify how to meet local need. A need for improved co-ordination was evident within the Arrest Referral, Voluntary Throughcare and Remand SNSA’s with the assessments highlighting that similar supports are required for people on each of these journeys. The SNSA activity was found to be useful by those who participated. The focussed activities provided improved understanding of Arrest Referral, Voluntary Throughcare, Remand and Arrest Referral; and improved understanding of each of the roles involved. This in turn provided improved opportunities to collaborate and work in partnership. A rolling programme of SNSA activity and self-evaluation will continue for the lifetime of the CJOIP and beyond. Several Partnership tests of change (in collaboration with Alcohol and Drug Partnership) launched during the reporting period, some linked to the SNSA activity outlined above and some relating work undertaken during the previous reporting period, including:
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14 • Arrest Referral – launched July 2022 • Complex Needs Co-Ordinator – launched September 2022 • Voluntary Throughcare (including coordinated approach, sustainable tenancy, and GP registration) – launched March 2023 • Specified worker – launched January 2023 A key development area identified by the above activity has been the recognition that service pathways are required to assist navigation through the cluttered landscape. Some examples of this pathways work, which commenced during the reporting period, can be found in Appendix One: Arrest Referral Flowchart and Appendix Two: Voluntary Throughcare Flowchart. Following on from the SNSA activity to date, the Partnership has been exploring opportunities for improved collaborative working to ensure people can access support when they require, where they require and at the intensity they require. Worked commenced during this reporting period to, where possible, align arrest referral, voluntary throughcare and remand support provision, and to ensure that appropriate support is offered by the person best placed to deliver the support. Multi Agency Public Protection Arrangements (MAPPA) are co-ordinated on a Tayside basis and a Strategic Oversight Group comprising of Justice Social Work, Housing, Police Scotland, Scottish Prison Service (SPS) and Health (NHS Tayside) provide leadership of the multi-agency arrangements across the region, working collaboratively to prevent people becoming victims of serious harm. The formation of Strategic Oversight Group subgroups - Self-Evaluation Group; MAPPA Operational Group and Training Group; and Significant Case Review (SCR) review group, has resulted in improved oversight of MAPPA throughout the year. MAPPA meetings have continued to be held on MS Teams as members have been able to join meetings without travel, improving time management and resulting in improved attendance. MS Teams will remain the vehicle for MAPPA meetings despite the ceasing of COVID-19 mitigations. The most recent Tayside MAPPA Annual Report Annual Report available publicly covers the period 2021-22 and some ongoing disruption linked to COVID-19 mitigations. The MAPPA Annual Report is presented to the Community Justice and Safety Partnership annually by the CJSW Service Manager following publication. 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
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15 ➢ % of people released from a custodial sentence: a) registered with a GP b) have suitable accommodation c) have had a benefits eligibility check ➢ Targeted interventions have been tailored for and with an individual and had a successful impact on their risk of further offending 7) What steps have you taken to improve access to services, and what impact has there been as a result? Custody Arrest Referral An Arrest Referral test of change, delivered by Positive Steps, commenced in July 2022. P&K, alongside Angus, joined the already established Custody Arrest Referral service operating from Dundee Bell Street (where P&K arrests were routinely processed). The purpose of the test of change, was to offer person centred support, address unmet need and reduce reoffending. A key driver for joining the test of change within the Dundee custody suite was to maximise engagement opportunities with people from P&K who were released following arrest or held for court. The test of change highlighted the logistical issues associated with processing arrests out with the P&K area. For example, people due to appear in Perth Sheriff Court were often leaving Dundee custody suite prior to the arrest referral worker starting at 7am (linked to early collection times GEOAmey), restricting the worker’s ability to offer support. Additionally, supports were only offered to P&K residents coming through Dundee custody suite (any P&K resident processed in another part of Scotland would not receive information about the supports available). Although the service was available seven days per week, it was not available 24 hours a day. The majority of referrals received were for those who were being held for court with very few being received for those released on an undertaking or without change. Between 1 July 2022 and 31 March 2023, 85 referrals were received from Positive Steps Custody Arrest Referral Workers. Eight referrals (received early in the test of change contained insufficient information were discounted from the analysis bringing the number to 78). On occasion multiple referrals were received for the same person held for court over the weekend, where this occurred the referral was only counted once in the analysis. 89% (69) of the 78 actionable referrals received also appeared on the Perth Sheriff Court Custody list. 81% (63) referrals received were for males and 19% (15) for females. The 26 to 35 age bracket had the highest number of referrals (both male and female) following by the 36 to 45 age group. 51% (40) of the referrals received had a key worker in place, and 26% (20) received Bail Supervision. During April 2023, Police Scotland began exploring options to reopen Perth police station for arrests, where people can be processed and released without being held in custody. P&K (along with Angus) discontinued the Custody Arrest Referral Service on 30 June 2023 in favour of developing a more local model.
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16 For P&K, the model being explored for the next 12 to 18 months is referrals from Police Custody Centres (any location) via Police Scotland staff, and the development of a referral pathway with GEOAmey within Perth Sheriff Court. From our learning so far, it is suggested that any Custody Arrest Referral model should be considered at a national level (based within custody centres) which would allow the arrest referral offer to be made to all coming through the custody centre regardless of the geographical area they reside. Referrals within the custody centres could then be referred onto central points with Community Justice Partnership for community follow up. Services Available for Prisoners on Release (Voluntary Throughcare & Remand) multi agency working group The working group, launched February 2022, has continued during this reporting period. The group is attended by Scottish Prison Service, Alcohol and Drug Partnership, Safer Communities Team, Skills Development Scotland, Families Outside, Apex (New Routes – Nationally funded voluntary throughcare service), Churches Action for the Homeless (locally funded voluntary throughcare service), Welfare Rights and Justice Healthcare, taking a whole system approach to prisoner release. Mental Health was also an area of focus for this working group initially, but it was identified that other work streams were working to develop Mental Health Pathways. Strategic Needs and Strengths Assessments (1. Voluntary Throughcare 2. Remand) were undertaken during the reporting period and a number of number of tests of change initiated during the reporting period: • Co-ordinated approach to voluntary throughcare (opt out model) – commenced March 2023 • Sustainable tenancy test of care – commenced March 2023 • GP registration test of change – commence March 2023 • Remand Drop-In – commenced March 2023 In addition to the above, work is planned during 2023-24 regarding consistent completion of welfare benefit checks ahead of release from prison. The prisoner release activity during 2022-23 focussed on releases from HMP Perth. The partnership will look to extend the tests of change to females and males released from other prisons during 2023-24 and beyond. The Partnership will report on outcomes from the above tests of change in 2023-24 annual report. Complex Needs Co-ordinator The Complex Needs Co-ordinator role commenced in September 2023 (a two-year test of change). During the reporting period, referrals from the custody-based arrest referral workers were shared with the P&K Complex Needs Co-ordinator who screened the referrals and engaged with people who did not have a support worker allocated to them.
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17 Between 1 September 2022 and 31 March 2023, 22 people referred by custody arrest referral staff were supported by the Complex Needs Co-ordinator (people who did not have a key worker) and referrals were shared with the key worker, where one existed. The Complex Needs Co-ordinator supported a further 36 people (during the same date range) following referrals from a range of professionals including Safer Communities Team, HMP Perth, Non-Fatal Overdose Group, Police Scotland and some were self-referrals (potentially linked to information shared by Positive Steps Arrest Referral staff or word of mouth). Examples of the most common requests for support include: • Mental Health • Housing • Substance use • Benefits The Complex Needs Co-ordinator post evolved during the reporting period following gaps identified by the Prisoner Release working group (particularly in relation to the remand population) and the Strategic Needs and Strengths Assessment Activity undertaken, and this led to establishing the remand drop-in sessions (referenced above). In addition, the Complex Needs Co-ordinator attended the daily Non-Fatal Overdose discussions and provided assertive outreach as requested. Early learning from the Complex Needs Co-ordinator and voluntary throughcare test of change indicated that the co-ordination of a pool of staff from various organisations can result in improved engagement/access to services (the creation of an assertive outreach team) - Complex Needs Co-ordinator (P&K Council); locally and nationally funded throughcare workers (CATH and Apex); and floating housing support staff. Tayside Council on Alcohol (TCA) also expressed an interest in supporting this approach to working which will be explored further during 2023-24. Work will continue during 2023-24 to explore the above further and in particular a greater use of floating housing (footprint across the whole P&K geographical area). Access to Services: Families Impacted by the Imprisonment of a Family Member Families Outside, supported by the Community Justice and Safety Partnership, undertook a significant amount of work during the reporting period to raise awareness about the support available to families and raise awareness of the impact of arrest and imprisonment on families. Some examples of the activities undertaken include: • Delivery of awareness raising sessions to: o Children and Families Social Work o NHS Tayside School Nurses o HMP Castle Huntly Substance Use team o Third Sector Organisations (15 organisations in total) o HMP Perth Visit Staff o HMP Castle Huntly Prison Based Social Work o HMP Perth Prison Based Social Work o New Routes and Shine Partners
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18 • Families Outside also delivered a session to Justice Social Work staff and local Police Scotland staff in collaboration with Community Justice Scotland and Strathclyde University covering Diversion from Prosecution and raising awareness on the impact of arrest/imprisonment for families. Families Outside spoke with approximately 350 people in the P&K area during the reporting period about the impact of imprisonment. Some examples of other Families Outside operational activity include: • Continued presence within the Visit Centre at HMP Perth to support families who access the service. • Delivery of Family Learning Fridays within HMP Perth to support/enhance continued family relationships during the prison sentence delivered in partnership with P&K Council’s Parenting and Family Learning Team. • Involvement in the Life Skills Unit’s at both HMP Perth and HMP Castle Huntly to ensure that the men within their care are aware of the support available to their families and support to prepare for potential relationship challenges they may face them on release. The activity resulted in an increase in referrals to Families Outside from P&K families during the reporting period, from an increase in calls to the helpline, to 14 P&K families engaging in direct family support (varying from whole family support to 1:1 work with children and young people). The spread of referrals was far reaching, with families from across P&K accessing support (Perth City, Blairgowrie, Methven, Auchterarder). Families Outside intend to focus on expanding awareness of the service within the Kinross during 2023-24. Families Outside have the following work planned during 2023-24: • Delivery of Families Outside Module One accredited training to all HMP Perth Hall and Visit staff – discussions initiated (outcome outstanding at the time of writing). • Families Outside worker to attend one family visit per week to raise awareness of the support available – discussions initiated (outcome outstanding at the time of writing). In addition to the Families Outside service described above, CrossReach also offer a well-established service tailored to families who visit the prison at HMP Perth. Both organisations work collaboratively to support families affected by parental imprisonment. Some CrossReach activities during the reporting period include: Prison Visits CrossReach and SPS worked together during the reporting period to create a video ( Visiting HMP Perth.mp4 on Vimeo ) capturing the physical visiting procedure for families. This tool enables people to gain a greater understanding regarding what the visit involves prior to coming to the prison. The video is accessible to the public on the SPS Website – HMP Perth – Visiting the Prison.
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19 • The CrossReach Children’s Worker facilitated 192 arts & crafts sessions in the visit room since August 2022 and provided informal play in both the Children’s and mainstream visits, facilitating a supportive approach for all. • CrossReach continued to support visitors in the prison waiting area when feasible to do so. • CrossReach received an anonymous donation £25,000 during the reporting period which enable the service to provide “afternoon teas” during the Children’s visit at HMP Perth. This provided a valuable connection for families who may not have eaten with their family in many years. During Mother’s Day, afternoon tea and arts & crafts was provided, on individual floor mats in a picnic theme. Financial Support to Families • During the reporting period CrossReach were successful in a funding application which provided 140 sim cards which could be used for unlocked phones, allowing families to keep their number & receive unlimited calls/texts for 6 months along with 20GB of data. • CrossReach continue to support visitors to apply for travel expenses for prison visiting, particularly important for people with limited IT/literacy skills. • CrossReach receive regular donations of supermarket vouchers from Churches providing some support to families experiencing food poverty. • Churches continue to provide a gift for each child at Christmas and on their birthdays until they are 12-years old. Mental Health and Addiction Support for Families • A service with MINDSPACE Perth was established providing an informal drop-in facility once a week, alternating Wednesday & Thursdays from 1300 to 1500 hours with a mental health nurse, for anyone who has worries/stress and needs they wish to discuss. This service can provide one off support or support in the short term until other community supports are available. • CrossReach continue to have the Self-Management and Recovery Training (SMART) recovery on a Thursday evening. Awareness Raising • SPS new recruits are inducted by the CrossReach staff, raising awareness on work they do/the support available to families. • CrossReach had an open afternoon for agencies/churches to raise awareness of the service attended by 105 people attended in June 2023. Multi Agency/Collaborative Working • CrossReach continue to work with a large number of community partners to refer into and also receive training from/provide for. • CrossReach, (when staffing increases), will be able to give power point presentations on the Life Skills course for prisoners, and also first night inductions. • CrossReach continue to safeguard both adults & children at risk, linking in with the community services/child protection teams as appropriate.
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20 Measuring Outcomes • CrossReach continue to report on children’s outcomes using SHANARRI (Safe, Health, Achieving, Nurtured, Active, Respected, Responsible, Included) indicators. Trauma Training • CrossReach Visitor Centre staff are in the process of undertaking more trauma training. CrossReach are in the process of working on an options appraisal alongside the SPS, Scottish Government & funders to look at a review of the model of delivery with a view to working with more families in the future. 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 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 8) What changes have been made to community justice arrangements to enable desistence, reduce reoffending, and promote integration, and what impact has there been as a result? A SNSA was completed for Diversion from Prosecution (DfP) in June 2022 attended by Crown Office Procurator Fiscal Service, CJSW and Police Scotland. A joint training session was delivered by Community Justice Scotland (CJS) and Families Outside to Police and CJSW staff following the SNSA. The session was well received, and plans are in place to establish annual training. A DfP agreement was also created to ensure people understand what they are committing to. The reporting period saw a 53% increase in number of people referred for DfP (68 referrals in 21/22, and 104 in 22/23). An increase in the volume of complex referrals was also noted; sexual offences (9.7% in 22/23 compared to 1.5% in 21/22 of total referrals; and schedule one offences rose from 0% to 8.7%). Of the 104 referrals received, 78 were suitable for DfP, with only 4 failing to complete the process. Young
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21 people in the 16 to 17 age bracket formed 38.5% of total referrals and were by a large margin the biggest age group. Bail Supervision continues to be available providing opportunity to minimise disruption to family life in line with Vision for Justice, the National Strategy for Community Justice and The Promise. The service is delivered by CJSW in collaboration with children and families. The number of people receiving Bail Supervision increased during the reporting period, 268 requests were received (bail opposed) by comparison to 33 requests during 2021-22. At sentencing stage, 12 received a CPO, two received a Structured Deferred Sentence (Right Track), two received Unpaid Work, one received a Good Behavior Order, two received a fine, one received a DTTO, one received a Compulsory Treatment Order and eight received a custodial sentence. The remaining were awaiting a court decision at the end of the reporting period. Some feedback about the service includes: • “Bail Supervision provided me with structure, my appointments did not affect my employment, my Bail Officer seen me on a Monday evening which allowed me to continue working”. • “My Bail Officer reminded me of my appointments by text or calls, my memory was not good due to having a stroke. She speaks to my nurses and makes sure my appointments don’t class, she has came out to my house due to my mobility having been affected”. • “A” was making poor decisions through consuming street valium, this compounded his ongoing mental health, he was moved out of the town center to help him refrain from making poor choices in relation to his associates. He started to attend his GP and is now receiving treatment for his mental health, which resulted in him completing his Bail Supervision Order, receiving a 12-month CPO. • “B” was making very poor relationship choices which led to his offending, during his Bail Supervision order, he was referred to counselling, secured a new tenancy, and completed his Bail supervision Order. “B” is back working full time. Electronic Monitoring commenced in P&K in May 2022 complimenting Bail Supervision. Between May 2022 and 31 March 2023, Electronic Monitoring was imposed on one person and a further three assessments undertaken. Bail 13 50 3 13 0 20 40 60 2021/22 2022/23 Bail Supervision Cases Commenced Male Female 30 214 3 54 0 50 100 150 200 250 2021/22 2022/23 Bail Supervision Requests Male Female
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22 supervision with EM is expected to increase with the implementation of the Bail and Release from Custody Bill. The Right Track service (Structured Deferred Sentence) uses a trauma informed approach designed to stabilise the chaotic lives of the young people. The service supports an average of 25 to 27 young people at any given time. Numbers reduced during COVID-19 but have now returned to pre-pandemic levels. The support of a social worker 2.5 days per week has continued in addition to the full-time co-ordination of a Community Justice Assistant. Examples of court outcomes during the reporting period include a further period on Right Track (18), admonished (9), Community Payback Order supervision (6), custodial sentence (2), monetary penalty (1). Sheriffs from Perth Sheriff Court attended the Right Track Kabin in March 2023, to find out more about the project. The Sheriffs shared how valuable they find the Right Track project as a sentencing option and its effectiveness for young people undertaking practical outdoor tasks and learning new skills. One-Stop Women’s Learning Service (OWLS) – Justice social work continue to work in collaboration with other services to offer women a safe space where they can access services, improve their mental health and address offending behaviour. This takes place in a trauma informed environment to help empower women in their life choices. Although OWLS was initially established to work with women on Community Payback Orders, it expanded over time to include those on a Throughcare Licence; Supervised Release Order; Bail Supervision; DfP; Voluntary Throughcare and women who occasionally need support after completing their statutory order. OWLS supported 99 women during the reporting period. 23 33 1 3 0 5 10 15 20 25 30 35 40 2021/22 2022/23 No of Individuals with Right Track (SDS) Sentences imposed Male Female
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23 Evolve – The Evolve men’s project is currently considering the learning from the earlier pilot phase outlined in last year’s report and looking to find ways to expand into a resource that can be accessed by all male CJSW clients. The structures built around initial assessments including trauma screening, the compliance processes and completion reports are being refined so that they can be rolled out to every male on a CPO. The interventions that were designed are being expanded into a modular groupwork calendar which clients can be referred to as needed and will include core modules on subjects like problem solving and conflict resolution, interventions looking at addiction and healthy relationship skills. This programme will involve more staff from across the team thereby opening these interventions to a wider client range (10 men were supported by Evolve during the reporting period). Social groups are also being scheduled to help men develop interpersonal skills and make connections and positive use of their time. As a part of Evolve, P&K took part in a pilot programme delivering trauma informed groupwork (Connecture) which is specifically designed for men in the Justice system. This programme was undergoing external evaluation at the time of writing. The Caledonian Programme continues to be available in P&K to address domestic abuse. Domestic Violence Court Report requests increased from 52 in 2020-21, to 85 in 2021-22 and to 103 in 2022-23. The completion of Domestic Violence Court Report requests was extended to those not Caledonian trained but trained in the use of the Spousal Assault Risk Assessment- Version 3 (SARA-v3) during 2021-22. Staff within the team not trained in SARA-v3 were put forward for training. Two members of staff became SARA trainers during 2022-23. Fourteen out of 15 social workers are now trained in SARA-V3. In addition, all suitable staff, not trained in the Caledonian system, were identified and put forward for screening assessment. Thirteen social workers and all three senior practitioners have now passed the Caledonian screening assessment, and all (bar 1 social worker) have also completed Case Manager training. The roll out of the above training has had multiple benefits – upskilling staff, increased team resilience and a shared understanding of the aims of case management between staff and other agencies. Some staff at HMP Castle Huntly are also trained in providing Caledonian preparatory sessions with a view to these being completed prior to release. A pilot and subsequent CPOs 51% Diversion 28% Bail supervision 13% Voluntary Supervision 6% Licence (on parole) 2% OWLS Female Clients CPOs Diversion Bail supervision Voluntary Supervision Licence (on parole)
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24 report was completed. Feedback is awaited from Scottish Prison Service regarding next steps. Specified Person Test of Change - A two-year Test of Change commenced in January 2023, whereby two “Specified Workers” were employed by the CJSW and based within Integrated Drug and Alcohol Recovery Team (IDART). The workers assess a persons’ suitability for a Drug and Alcohol Treatment Requirement and work directly with those who are subject to such a requirement when it is imposed. Initial engagement with the project appears positive, with the Court generally following recommendations to defer for assessment, and with 13 requirements being imposed under the new arrangements (between January and July 2023). This programme will hopefully allow for requirements only to be made where it is appropriate, which should lead to less breach proceedings, a smoother line of communication between CJSW and Drug and Alcohol services, and an easier pathway into treatment for clients. Access to Alcohol Services - CJSW and Tayside Council on Alcohol have a long- standing partnership arrangement supporting the delivery of mentoring supports to men and women on Court Orders within P&K in relation to alcohol. The Partnership delivers a Mentoring approach to women within the OWLS Service and to males via the Perth mentoring for Men Service. Both mentoring services have one referral route, CJSW. The Mentoring interventions are delivered on a collaborative, person- centred basis which is formulated in a bespoke agreement/contract between the Mentor, Mentee and the Referrer, and a person-centred programme is developed and evolves with the person over time. Mentoring can support engagement/ compliance with mandatory requirements and intervention. This will include both practical assistance and motivational support to enable the client to comply. As the relationship builds between the mentee and mentor the client will be supported to begin to identify some personal goals and aspirations. Mentors are expected to deliver on the following core elements: • Support to participate actively in both mandatory and non-mandatory meetings - this will include adequate preparation, exploration and may include where needed an element of advocacy. • Use of a pro-social modelling approach to actively work with clients to increase their motivation, discourage pro-criminal/ anti-social values and behaviour, re-enforce pro-social behaviour, support the maintenance of change and to provide a positive adult role model. • Use of cognitive-behavioural approaches to making and sustaining behaviour change. • Support the mentee to establish or re-establish appropriate constructive activities - used as both a diversionary measure and as a tool to build confidence and self-esteem. • On-going monitoring/assessment of clients physical and mental health/ well- being and risk to self, others and of re-offending. In Perth & Kinross two key staff members have been trained in the use of Rickter Scale Assessment, one being based with the CJS teams. All volunteers and sessional staff working
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25 with this client group have received training in assessing/ managing risk and risk of re-offending. • Liaison with key agencies such as housing, benefits, health etc. • Support to increase employability – support to access training & educational programmes, including basic literacy and numeracy skills and volunteering. • Support with key social and independent living skills – these may be of a practical or emotional nature. Those accessing the service reported having a mentor has helped them: • Increasing their motivation / compliance, • Reducing alcohol consumption, • Reducing illicit drug use, • Maintaining progress (linked to the two points above), • Supporting them to sustain their accommodation, • Enabling them to engage in education, training. • Improvement in financial position. TCA have also reported a range of positive outcomes for women offenders, persistent male offenders and young people, including: • Engagement with substance use treatment services, • Engagement with training/ education programmes, • Moving into employment, • Improved social skills, • Engagement with positive leisure activities, • Increased confidence and self-esteem. During the reporting period Drug Treatment and Testing Orders (DTTOs) were limited to five within P&K 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) continued during the reporting period. Anecdotally, the limited capacity results in people who would be suitable for DTTO receiving CPO drug treatment requirement, supervision, or prison-based sentence in place of the DTTO. It is anticipated that any plans to increase capacity will increase suitability of disposal. Consideration was given to extending the capacity to 10 during the previous reporting period (which would require NHS approval). However, this was put on hold pending the launch of the Specified Person Test of Change. The expansion of DTTO will be explored further during 2023-24. The Unpaid Work Team continued to explore opportunities to develop partnerships to promote outcomes. Planning took place between Unpaid Work Team and HMP Perth, to support a Men’s Shed in HMP Perth making benches etc with the Unpaid Work Team supporting the delivery and installation. Full details of Unpaid Work activity during 2022-23 will be available in the Community Payback Order Annual Report.
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26 A new national report format called Throughcare Assessment on Release on Licence (TARL) was introduced in November 2022. TARL is a co-produced throughcare report between community and PBSW for people being considered for release by the Parole Board. The P&K CJSW Service Manager was one of the national development leads. Prison Based Social Work (PBSW) at Castle Huntly introduced a Drop-In session (December 2022) for prisoners to raise any issues of concern. This new initiative aimed to offer support and advice to prisoners in a more informal setting whilst building relationships with the PBSW team. Level of Service/Case Management Inventory (LS/CMI) - In March 2022, Scottish Government, Community Justice Division notified stakeholders about risk and scoring issues with the Level of Service/Case Management Inventory (LS/CMI) IT system. In certain circumstances the final risk need level was inaccurate. Use of the IT system was suspended, and workers were required to undertake the LS/CMI assessment as a paper-based exercise (a system in place to the assessment going online in 2010) and the forms were made available, as well as electronic copies which workers could complete and score manually. It was hoped to be a short-term temporary measure whilst the cause of the issues was investigated and rectified. However, the original IT firm responsible for the maintenance and upgrade of LS/CMI had to be replaced by a new company, Bridgeall in the summer of 2022. In March 2023 the first phase of returning the system to use was implemented with the ability to complete the initial assessment on the system reinstated. It is expected that the full 1-8 assessment will be reinstated in the summer of 2023. The impact on staff of doing paper-based assessments was that it became a more time consuming and challenging process. The challenges were: finding the electronic forms and referring to guidance to fill them in which is automatically available on the LSMI electronic system. A further issue was storing the paper- based assessments whether they were actual paper or electronic. The issue of what assessments will be uploaded on to the system and how this will be done is a further consideration still requiring clarification. The Public Protection Team continued to develop Trauma Informed / Responsive Practice following the Epione Training staff received during the last reporting period. Training opportunities are being explored for PBSW staff at HMP Perth and Castle Huntly, and the teams are working with the Scottish Prison Service to develop Trauma Informed interview facilities within these establishments. Work took place to make meeting rooms at St Martin’s House more trauma informed. The unpaid work team decorated the office spaces and built furniture. Work will continue in 2023- 24 to develop further Trauma Informed spaces at Westbank (where the unpaid work team and Right Track services are delivered).
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27 Whilst Community Justice Scotland did not require the Partnership to provide statistical data in this year’s annual return, some data has been provided in order to provide professionals and member of public reading this report with some context. Although it is not possible to draw conclusions between the work of the Community Justice and Safety Partnership during 2022-23 and trends within the national data (on the basis that the national data available only goes up to the 2020-21 (the height of COVID-19), it is anticipated that over time we will start to see people routed out of the justice journey at an earlier stage, with custodial sentences used when no other alternative exists (based on improvement activity and legislation, such as the Bail and Release Bill as it progresses through parliament). Crimes and offences (per 10,000 population) broken down to Local Authority Area level, highlight a reduction in crimes over the past 10 years in Scotland generally with the crime rates within the P&K area being lower than the national average. (Scottish Government: Recorded Crime in Scotland 2022-23) 2013- 14 2014- 15 2015- 16 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 Scotland 622 591 570 552 561 562 559 548 523 528 P&K 428 413 411 366 349 336 358 390 382 384 (Scottish Government: Recorded Crime in Scotland 2022-23, per 10,000 of the population) Scottish Government (SG) data (Criminal Proceedings within Scotland 2020-21: Postcodes) 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 was not available for 2021-22 onwards 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 2022- 23 Police Warnings 213 229 297 220 218 * * Anti-Social Fixed Penalty Notice 292 209 156 79 14 * * Crown Office Procurator Fiscal Service (COPFS) Disposals 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 Fiscal measures 537 590 443 541 637 * * Fiscal Fines 329 393 217 243 224 * *
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28 Fiscal Compensation 13 27 10 15 37 * * Fiscal Fixed Penalties 142 127 150 211 339 * * Fiscal Combined Fines 52 42 66 72 73 * * Number of convictions 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 Number of convictions 1540 1429 1393 1530 768 * * Custodial sentences 260 (17%) 246 (17%) 260 (18%) 262 (17%) 171 (22%) * * Community Sentences 354 (23%) 330 (23%) 280 (20%) 301 (20%) 124 (16%) * * Financial Penalty 785 (51%) 712 (50%) 717 (51%) 811 (58%) 392 (51%) * * Other 141 (9%) 141 (10%) 136 (10%) 156 (10%) 81 (11%) * * Custodial sentences 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 Between 0 and 6 months 181 164 160 154 121 * * 6 months to 1 year 59 63 53 56 24 * * 1 and 2 years 18 30 29 27 17 * * *Scottish Government Data Not Available In relation to remand, the remand population initially fell and the outset of COVID-19 but rose sharply during 2020 and had remained high during the 2021 and 2022 reporting period. The following chart provide remand population data for Scotland (Justice Analytical Services - safer communities and justice statistics monthly data report: September 2022 edition).
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29 NATIONAL OUTCOME FIVE Life chances are improved through needs, including health, financial inclusion, housing and safety, being addressed. NATIONAL OUTCOME SIX People develop positive relationships and more opportunities to participate and contribute through education, employment and leisure activities. 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 9) What mechanisms and arrangements enable your area to understand progress for people against these outcomes? As outlined under National Outcome Three, the P&K Community Justice and Safety Partnership work creatively to provide opportunities for people on the justice journey to engage with support services. A range of tools are used across services/organisations including SHANARRI (Safe, Health, Achieving, Nurtured, Active, Respected, Responsible, Included) wheel, Justice Star, locally developed wellbeing wheel (developed by Justice Social Work), surveys (various) and case studies for measuring outcomes and impact. As a variety of tools are used it is not possible to aggregate outcome and impact data at a Partnership level. The following is an example provided by Tayside Council on Alcohol regarding the outcome and impact data they collect. The project uses a logic model which sets out short-, medium- and long-term outcomes. The short-term and medium-term outcomes are regarded as proxy measures towards the longer-term goals of reducing reoffending and increased integration. These outcomes are gathered
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30 utilising individual outcome forms. They are completed at initial baseline assessment then on a quarterly basis by workers and in direct, or indirect, discussion with the individual they pertain to. This not only allows for valuable and balanced input from both parties, measuring impact in this manner has also proven useful in supporting the individual to reflect on the journey they have been on since entering the service. Individual outcome forms utilised have a three-point ordinal scale (Got better, Stayed the same, Deteriorated) which quantifies where the individual is situated in each outcome area, the outcome data is further evidenced by mentor commentary. That is to suggest that this commentary provides further context and reasoning for where an individual has improved, remained the same or deteriorated in relation to the overall outcome area. The level of engagement an individual has had with the service is also accounted for through a numerical 1 – 4 scale with 4 being highly engaged and 1 being not engaged. In noting engagement levels, the correlation between areas of improvement and level of engagement can be identified, which in turn assists in establishing the impact mentoring intervention has had. Mentoring for Men All the mentees were offered face-to-face meetings. Substance use has become more common problem amongst mentees. Extra mentors were introduced to the service to offer cover for the Perth Mentoring for Men Service. The Mentors have been involved heavily in signposting to other agencies. As can be viewed there has been some good progress made by mentees where they have either improved their situation or have maintained positive outcomes during the reporting period. It is recognised that where mentees have ‘stayed the same’, this can be viewed negatively in that it may display an unwillingness to progress. It is also quite typical for some outcome areas to improve more quickly than others. That is to suggest that some outcome areas may require immediate attention and will be prioritised in agreement with the individual, mentor and referrer.
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31 Mentoring for Women 10) If available, provide one or more supporting case studies, lived experience narrative or other information to demonstrate activity and impact relating to the objectives reflected by person-centred outcomes 5, 6 and 7. Case Study – D - Mentoring for Men (Tayside Council on Alcohol) D was referred into mentoring for men on a voluntarily basis. D was referred due to mental health and social isolation presenting as a problem. At the initial session boundaries were implemented around setting weekly appointments and the importance of engaging and attending these appointments which were for D’s benefit. When D was referred, he was using cannabis and crack cocaine on top of methadone daily, he used this as a coping mechanism due to being diagnosed with early stages of lung cancer and his mood was chaotic. D struggled to attend hospital appointments regarding his treatment and found this challenging. However, with support from mentoring and encouragement from his bail supervisor D attended his appointments and engaged with his drug worker. D was supported to attend the Lighthouse for his mental health and has since been prescribed medication by his GP to support his mental health and mood. D now finds his mental health/mood more manageable/less variable with the medication. D has stopped using crack cocaine with support from his drug worker, he attends weekly appointments with IDART and has reduced his methadone with a goal to come off methadone entirely. D used to live in a hostel and was heavily influenced by peers around him but has since been supported by mentoring with a housing application and is now housed in his own accommodation out with the city centre which largely benefits him due to staying away from certain peers. Current support for D involves looking at change and ways he can be supported with adapting to his new accommodation and continuing to educate him on the importance
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32 of staying away from people or places he feels vulnerable or heavily influenced. Support will continue for D in relation to his confidence to attend hospital appointments D will also continue to be supported in boosting his confidence in attending his hospital appointments. Case Study – R – Mentoring for Men (Tayside Council on Alcohol) R was referred to Perth Mentoring for Men to focus on reduction of his alcohol use and to support him during appointments as R had a long history of not engaging with services due to high levels of anxiety. Plus, there was also a risk of losing his tenancy due to not keeping the property tidy and/or safe and secure. Another issue was very poor standards of personal hygiene and nutrition. The TCA Mentor started off offering practical support in relation to transportation and attending court dates. R opened up during the time spent in a car and that was one of the factors that contributed to his decision to work on his dental health and standard of his living conditions. R worked with his Mentor in partnership with Social Flock, a local third sector organisation, and was provided with clean clothing. The practical support also included supporting R on de-cluttering his flat and moving bin bags to the recycling centre. R had severe dental problem and had abscesses that caused him constant pain; however, the mentoring relationship had reached the point where R felt comfortable to be supported to attend dental appointments. What is unique about R’s case is the mentor’s decision to have a very open and flexible approach with R. The Mentor took into consideration R’s preferred ways of communication (email) and his individual pace for achieving goals. The frequency of meetings was not structured in terms of specific days and times, and this turned out to be a successful approach for R. Case Study – X – Hillcrest Futures X was drinking heavily at weekends resulting in accidents, loss of memory and police involvement. X’s mental health was declining, and X was also experiencing family issues at home. Hillcrest Futures supported X with alcohol awareness sessions, coping skills and management sessions, stress management and undertaking smart goals worksheets. X was also referred to the community mental health team. X no longer binges on weekends and feels he can enjoy a small amount of alcohol outside the house without the need to continue at home. X is enjoying a better relationship with family and is receiving support with his mental health. X is experiencing improved physical health and is no longer experiencing physical harm to self through falls. X is not having further incidents with the Police.
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33 Case Study – Z – Hillcrest Futures Z had abstained from drugs and alcohol but struggling with staying abstinent. Z was reporting family issues and stress. Z had previously been drinking and using cocaine daily after work. Hillcrest Futures undertook relapse prevention work with Z, a feelings diary to be more aware of how she is feeling during the day, a trigger worksheet and management and a change plan worksheet. Z was able to begin being assertive when she needed to be with family. She took medication to assist with abstaining from alcohol. Z learned new coping skills, including going for a run each evening after work. Z was able to understand early warning signs of a lapse/relapse and reach out for help should she need it. Z has experienced a lapsed since working with organisation but was able to reach out for help and has since been abstinent for 4 months. Z is now studying at night school to support career progression. She has also joined a knitting group to gain a skill and have social interaction. Case Study B – OWLS B was sentenced to a Community Payback Order compromising an Offender Supervision Requirement and a Conduct Requirement to work with OWLS. B had experienced significant trauma in a previous relationship. This alongside poor mental health and substance use had contributed to B’s offending behaviour. B was living with her partner, children and was pregnant. B was initially unhappy regarding social work involvement. She had previous negative experiences of services; she was distrustful of professionals. Work took place to develop a relationship with B – weekly appointments established around B’s childcare commitments and home visits when required. Work was undertaken to help B to feel safe and support arranged from Perthshire Women’s Aid and RASAC. B was supported to develop trust in the multi-agency organisations supporting her (she was initially distrustful that the professionals involved would follow through on actions). Tasks were agreed such as preparing the home for the baby’s arrival, ensuring financial security (in receipt of receiving everything they were entitled too), accessing support to mental health services, abstaining from substances. Opportunities were provided to create new habits including knitting. B worked with the team leader of OWLS in a session regarding her mental health to try and develop better understanding of her diagnosis. B had her baby – the professionals involved took it in turns to visit, communicating clearly who was visiting and when, so that the family were not overwhelmed. The Perinatal Mental Health team became more involved to support B with her mental health. Referrals were made to Tayside Council on Alcohol for counselling. Despite the support, B’s mental health deteriorated following the birth. The
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34 professionals involved communicated effectively and quickly and were able to get B a place in a mother and baby unit where intensive support was provided. Community support resumed on return to the community, B was supported with her mental health, encouraged to use her medication and coping strategies appropriately and B’s mental health improved. B was supported in getting a diagnosis of ADHD, and she was supported to attend ADHD services. Over time, B grew confident in the multi-agency support and developed a positive relationship with the professionals involved. B’s situation stabilised so much, that she does not require multi agency support at the intensity she once did. The gradual withdrawal of such supports was initially unnerving for B; however, B is aware of how to access support now, she is open to accessing support and will proactively do so as required. B is in such a positive place now – she has signed up for a local bike programme, she is in the process of applying for open university and is actively attends support sessions at OWLS. Case Study – S - One-Stop Women’s Learning Service When I began working with S, I had not long gone through my Trauma training. I utilised the techniques to assist S to open up and explore the reasons she was not engaging with services. With a fuller understanding of S’s anxieties, I was able to contact the relevant support services and put arrangements in place making it easier for S to access the services. These arrangements made it possible for S to begin accessing the services and engage with supports independently. 11) Look ahead with the new National Strategy, Community Justice Performance Framework and Community Justice Improvement Tool. Please tell us what the next steps are for your partnership in light of these significant developments. Much of the partnership’s work over the past 12 months has been focussing our activity on the national direction of travel outlined in the Vision for Justice and the National Strategy for Community Justice. The Partnership opted to take an iterative approach to planning given the ongoing impact of the COVID-19 pandemic on the justice system and the impact on data. Our next steps are outlined in our new CJOIP which was launched on 30 June 2023. The plan is an ambitious one which will be achievable providing Scottish Government funding continues and other national/local priorities do not supersede the programme of activity.
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Community Justice Outcome Activity Across Scotland Local Area Annual Return Template 2022-23 Appendix One – Arrest Referral Flowchart (1) Service offer Custody Arrest Referral Service Offer - 1 July 2022 to 30 June 2023 NOTE: AR Worker offers assessment and puts CNC details in possessions CHARGE BAR Detained for Court Released OR Q1 GEOAMEY VEHICLE Transportedby GEOAMEYStaff POLICEVEHICLE Police Officers share information on journey back to P&K Police Custody Support Officer Custody Healthcare Arrest Referral Worker (see NOTE below) Defence Agents PERTHSHERIFF COURT CELLS GEOAMEY Staff Defence Agents Bail Supervision Staff Attend court on designated Court date DUNDEE CUSTODY SUITE [POLICE CELLS] Awaiting Court COURT Peoplearrested Touch Points
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Community Justice Outcome Activity Across Scotland Local Area Annual Return Template 2022-23 Appendix Two: Voluntary Throughcare Flowchart
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