CJReport
Renfrewshire Council · 25 October 2022
Back to Communities and Housing Policy Board — 25 October 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 ___________________________________________________________________ To: Communities, Housing and Planning Policy Board On: 25 October 2022 ___________________________________________________________________ Report by: Director of Children’s Services ___________________________________________________________________ Heading: Community Justice update and annual return 21/22 ___________________________________________________________________ 1. Summary 1.1 On 1 April 2018 the Renfrewshire Community Justice Outcomes Improvement Plan (CJOIP) 2018 to 2021 was published, outlining how the partnership would work together to reduce reoffending in Renfrewshire. It highlighted key local priorities which were identified through our need’s assessment and interaction with stakeholders, and national priorities contained within the National Strategy for Community Justice and the Outcomes, Performance and Improvement Framework which are required to be reported against. 1.2 Renfrewshire’s CJOIP was due to be updated by April 2021, however in recognition of the impact of the pandemic on taking forward actions, it was agreed by Community Justice Scotland (CJS) that plans due for submission in 2021 could continue until 31 December 2021. However in May 2021, the Scottish Government (SG) and CJS then issued a joint statement in relation to the review of the National Strategy for Community Justice and Review of the Outcomes, Performance, and Improvement Framework. This was planned for March 2022, and then published on 30 June 2022. Given that local authorities must review their CJOIPs after the publication of either, they have advised that it is pragmatic for local authorities in this position to delay publication. On this basis it is proposed that Renfrewshire utilises this time to develop its CJOIP for 2023 to 2026. This has been agreed with Community Justice Scotland and a position statement will be provided on the website to ensure clarity regarding this approach.
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2 1.3 The reporting template was updated for 2021/22 by Community Justice Scotland to assist local partnerships in capturing a range of important data in a way that allows local partners to highlight key aspects of community justice activities, outcomes and improvements over the specified period without it being onerous or time/resource demanding. 1.4 The annual report template covering period 01 April 2021 to 31 March 2022 (Appendix A, Community Justice Renfrewshire Annual Reporting Template 2021/22) should be published on the Renfrewshire Community Justice website page and submitted to Community Justice Scotland by 30 September 2022. Maintaining and recovering operational services during the pandemic and the continued inability to recruit to the Lead Officer Community Justice Position, have meant that there are delays. 1.5 We have agreed with Community Justice Scotland to submit a draft report by September 30th, and the final report following this board’s agreement and/or any amendments made. Publication on the council website would also be at that time. 2. Recommendations 2.1 The Communities, Housing and Planning Policy Board is asked to: (a) Agree the contents of the Community Justice Renfrewshire Annual Reporting Template 2021 to 2022 (Appendix A). (b) Note that the Community Justice Renfrewshire Annual Report Template 2021to 2022 has been submitted to Community Justice Scotland in draft format and would be submitted and published following approval today and/or any amendments required. (c) Agree that the Criminal Justice Services Manager may make minimal changes to the report if required, prior to publication. (d) Note that Community Justice Renfrewshire is set to begin a strategic needs and strengths assessment to develop the Renfrewshire Community Justice Outcome Improvement Plan 2023-2026 following the review of the National Strategy for Community Justice and Outcomes, Performance, and Improvement Framework. ___________________________________________________________________ 3. Background 3.1 The introduction of the Community Justice (Scotland) Act 2016 triggered the formal implementation of the new model of Community Justice in Scotland. Several key documents are associated with the Act including the National Strategy, Justice in Scotland: Vision & Priorities and the Framework for Outcome, Performance & Improvement.
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3 3.2 The 2016 Act places a duty on community justice statutory partners to produce a Community Justice Outcome Improvement Plan which outlines key local needs & priorities and the plans & actions to address these against a backdrop of the documents noted above. Beyond this, the partners are also tasked with reporting, on an annual basis, the community justice outcomes and improvements in their area – again with reference to the associated strategy and framework documents and, when complete, submit those annual reports to Community Justice Scotland (CJS). 3.3 Community justice is defined in the National Strategy for Community Justice, revised in June 2022, as “principally about organisations working together to ensure that people who have offended address the underlying causes of their behaviour, and pay back to the community where appropriate. It aims to encourage rehabilitation, reduce re-offending, and protect the public, leading to fewer victims and safer communities.” 3.4 Community Justice Renfrewshire (CJR) was established in response to the Act and is firmly established within Renfrewshire’s Community Planning arrangements, reporting to the Community Protection Chief Officers Group. Membership includes: • Renfrewshire Council, Children’s Services • Renfrewshire Council, Chief Executive’s Service • Renfrewshire Community Planning Partnership • Renfrewshire Council, Housing and Homeless Services • Police Scotland • Scottish Fire and Rescue • Scottish Courts and Tribunals • Scottish Prison Service • Skills Development Scotland • Renfrewshire Health and Social Care Partnership • Engage Renfrewshire (TSI) • Criminal Justice Voluntary Sector Forum • Victim Support • The Wise Group • Apex Scotland • Turning Point Scotland • NHS Greater Glasgow and Clyde • Renfrewshire Alcohol and Drug Partnership (ADP) • OneRen (previously Renfrewshire Leisure) • Action for Children • Department for Work and Pensions 3.5 The Renfrewshire Community Justice Outcomes Improvement Plan 2018 to 2021 was published on 1 April 2018. In preparing the plan we carried out engagement activities which were attended by several our strategic partners and wider stakeholder. 3.6 This plan was due to be updated by April 2021, however in recognition of the new and additional challenges for agencies in providing and maintaining services during the pandemic, with less focus on development other than
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4 responding to changes, Community Justice Scotland agreed that plans due for submission in 2021 could continue until 31 December 2021. 3.7 However in May 2021, the Scottish Government (SG) and CJS then issued a joint statement in relation to the review of the National Strategy for Community Justice and Review of the Outcomes, Performance, and Improvement Framework. This was planned for March 2022, and actually finalised on 30 June 2022. 3.8 Given that local authorities must review their CJOIPs after the publication of either, they advised that it is pragmatic for local authorities in this position to delay publication. On this basis it is proposed that Renfrewshire utilises this time to develop its CJOIP for 2023 to 2026. This has been agreed with Community Justice Scotland and a position statement will be provided on the website to ensure clarity regarding this approach. 3.9 A report on progress in achieving the outcomes in the plan must be prepared by the statutory community justice partners each year. The annual report covers the period 1 April 2021 to 31 March 2022. (Appendix A Community Justice Renfrewshire Annual Reporting Template 2021 to 2022). The statutory partners should publish this report by 30 September 2020. A reporting template, updated for 2021/22 was produced by Community Justice Scotland to assist local partnerships in capturing a range of important data. 3.10 On the basis of current challenges and that the Lead Officer Community Justice post has been vacant since September 2020, Community Justice Scotland was sent a draft report by 30 September and it was agreed that a final report would be provided following this board’s agreement and/or any amendments made. Publication on the website would also be at that time. 3.11 CJR has been successful throughout this year in bringing together a range of statutory and third sector partners and we are committed to building on the effective partnership approaches within Renfrew, to prevent and reduce reoffending. 3.12 We will continue to build upon the positivity and commitment shown by partners and will focus on engagement with the community; this will include those who have committed offences, their families and persons affected by crime, to make Renfrewshire a safer place to live and work. ___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development - None 3. Community Planning - The report details a range of activities which reflect local council and community planning themes. CJR is embedded within community planning arrangements. 4. Legal - None, this report meets the council’s statutory community justice requirements. 5. Property/Assets - None
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5 6. Information Technology - None 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - Children’s Services continues to follow current public health guidance in relation to the safe operation of working environments. 9. Procurement - None. 10. Risk - Risks related to the delivery and management of services are regularly monitored and included in Renfrewshire Council’s Corporate and Strategic Risk Registers. 11. Privacy Impact - None 12. COSLA Policy Position - None 13. Climate Change - None ___________________________________________________________________ 14. List of Background Papers none _________________________________________________________________ Author: John Trainer, Head of Service Childcare and Criminal Justice, 0141 618 6827.
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Page 1 of 61 September 2022 Community Justice Scotland Ceartas Coimhearsnachd Alba Community Justice Outcome Activity Across Scotland 2021-22
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Page 2 of 61 1. Background The introduction of the Community Justice (Scotland) Act 2016 (the Act) triggered the formal implementation of the new model of Community Justice in Scotland. A number of key documents are associated with the Act including the National Strategy, Guidance for local partners in the new model for community justice, Justice in Scotland: Vision & Priorities and the Framework for Outcomes, Performance and Improvement. The Act places a duty on community justice statutory partners to produce a Community Justice Outcome Improvement Plan (CJOIP) which outlines key local needs and priorities and the plans and actions to address these against a backdrop of the documents noted above. Beyond this, the partners are also tasked with reporting, on an annual basis, the community justice outcomes and improvements in their area, again with reference to the associated strategy, guidance and framework documents and, when complete, submit those annual reports to Community Justice Scotland (CJS)1. CJS is committed to working in partnership with community justice partners. This template and guidance have been coproduced with local areas to support local areas in reporting on their annual outcomes and improvements in a meaningful way that captures necessary data in an effective and efficient manner. It also supports areas in fulfilling their statutory obligations on annual reporting under section 23 and is part of CJS requirements to consult on the preparation of an annual report on performance in relation to community justice outcomes under section 27(3). CJS recognises that there are a set of circumstances at time of writing that make this process different from previous annual outcome activity returns; namely: 1. The Covid-19 pandemic continued to impact on the work of community justice partners. 2. The review of the Outcomes Performance and Improvement Framework (OPIF) and the review of the national strategy for Community justice which is running concurrently with the Outcome Activity Returns process. Until the review of the OPIF has concluded and the new strategy is published and reported against CJS recognises a transitional template (such as this one) is likely to be required. To allow for both of these, CJS started a coproduction approach with community justice coordinators and managers in March 2022 seeking volunteers to participate in the creation of the 2021-22 annual report template. 1 Guidance for statutory partners on this annual reporting process – to which community justice partners must have regard - is available at paragraphs 6.38-6.42 of the “Guidance for local partners in the new model for community justice” (linked to above).
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Page 3 of 61 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 guidance points in the draft template. 2. Statement of Assurance and Data Usage The information submitted to Community Justice Scotland using this template will be specifically used for the purpose of fulfilling the requirement under s27 of the Community Justice (Scotland) Act 2016 for Community Justice Scotland 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 Justice Partnerships should be aware that any information held by Community Justice Scotland 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. General principles of the template The template and guidance have been developed using the following principles: • Little change to the outcomes and indicators section from the 2019-20 template with the exception of additional helpful guidance or direction around answering the questions. • Better support local partners to comply with their local reporting requirements set out in S.23 of the Community Justice (Scotland) Act 2016 (the Act). E.g., the inclusion of local outcomes, which also support CJS to understand local issues. • Help partnerships prepare for implementation of the new OPIF by steering partners to report structured evidence which relates to (indicative) new national strategy priorities. This should contribute to early local baselining work without requiring excessive additional resource. • Continue to seek evidence about “business as usual” and “new collaborative activities”, but there should be a mechanism to identify the difference. • Seek to gather information about work done relating to recommendations made in the previous CJS annual report. • Seek contextualised self-reporting of local compliance to requirements in the Act. • Support CJS to comply with their requirements in S.27 of the Act.
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Page 4 of 61 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, each third sector body 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 guidance is designed to be used as a crib sheet to support completion of the template in the sections that require more direction for completion, the text (in blue) outlines what is expected in terms of reporting. In response to requests from coordinators we have been more directive this year. It would be helpful if responses in each of the “evidence and data” boxes within section 6 of the template (“performance reporting”) is kept to a minimum by capturing the main points only. This allows for an efficient analysis by Community Justice Scotland on return. The use of bullet points in your response is acceptable. In each of the national outcome reporting sections we have asked, this year, for new activities driven or undertaken by partnerships in a separate field from ongoing activities which contribute to outcomes. This is to provide more clarity about the specific work of the partnership as well as evidence which assures the health of ongoing arrangements. 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 Community Justice Scotland 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 Community Justice Scotland does not require such information. If this is unavoidable then please ensure that the data is fully anonymised. This is the fifth 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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Page 5 of 61 1) Community Justice Partnership / Group Details Name of local authority area/s Renfrewshire Council / Community Justice Renfrewshire (CJR) Name and contact detail of the partnership Chair Name: John Trainer Email: john.trainer@renfrewshire.gov.uk Telephone: 0141 618 6860 Contact for queries about this report Name: Allison Scott Email: allison.scott@renfrewshire.gov.uk Telephone: 07483388368 2) Template Sign-off from Community Justice Partnership / Group Chair Date:…………………15.9.2022…………….. Name:…………… John Trainer
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Page 6 of 61 3) Governance Arrangements Describe your current governance structure for community justice arrangements and include links to wider community planning. Community Justice Renfrewshire (CJR) has representation on several strategic groups relating to community justice, which continues to raise awareness and reports on progress through briefings and presentations. It has also enabled the CJR Steering Group to keep up to date on agendas, local issues and initiatives relating to community justice. Prior to the pandemic, the Community Justice Lead Officer post (currently vacant) was situated within Children’s Services. A review of arrangements was undertaken, and it was agreed that there was a requirement to create greater resilience in terms of all related activities, and to facilitate greater linkages between justice social work (JSW), wider council services, and critically across the wider community planning partnership. As such, the post is now being hosted within the Chief Executive’s Service, however close working arrangements with Children’s Services ensures that there remain close links with colleagues in Youth Justice and Child Protection. CJR is firmly established within Renfrewshire’s robust Community Planning arrangements. It reports to the Community Protection Chief Officers Group (COG) and the Communities and Housing Policy Board for oversight and governance by senior managers and elected members. These arrangements provide close alignment of priorities between the Renfrewshire Local Outcomes Improvement Plan (LOIP) and the Renfrewshire Community Justice Outcome Improvement Plan (CJOIP).
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Page 7 of 61 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 Community Justice (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 Chief Executive of Engage Renfrewshire is an active community justice partner, representing Engage Renfrewshire on the Community Justice Steering Group. Engage Renfrewshire is a Third Sector Interface (TSI), which support local charities and other not-for-profit groups to be well managed, well resourced, well represented and well connected, and looks to be an active community justice partner on the Community Justice Steering Group. Engage provides support to local social enterprises, helps local groups build capacity, supports volunteer involving organisations and provides a range of payroll and financial services to its network members. The organisation’s offices act as a community ‘hub’, which host other local third sector organisations and provides a platform for training activities. Engage Renfrewshire is part of local community planning, actively supporting collaborative working with the public and private sectors to ensure that people and services are working together in the most effective way possible. Engage Renfrewshire continues to work with Renfrewshire’s Affordable Credit Alliance (RACA) through a dedicated Affordable Credit Officer. RACA works to champion fair and honest finance, and to ensure that everyone, no matter their income level, has better options that help reduce the risk of falling into problem debt. RACA is made up of a strong local partnership which includes credit unions, banks and Renfrewshire Council in order to help everyone access fair and affordable forms of credit. This year RACA was awarded the Scottish Illegal Money Lending Unit Charter Mark. https://www.raca.org.uk This year Engage Renfrewshire received Community & Mental Health funding from the Scottish Government to be distributed locally with an intended outcome to “develop a culture of mental wellbeing and prevention within local communities and across Scotland with improved awareness of how we can all stay well and help ourselves and others”. The overarching aim of the Fund was to support community- based initiatives that promote and develop good mental health and wellbeing, and/or mitigate and protect against the impact of distress and mental ill health within the
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Page 8 of 61 adult population. A particular focus was tackling priority issues within the Transition and Recovery Plan such as suicide prevention, social isolation and loneliness, prevention and early intervention. https://engagerenfrewshire.org/couch/uploads/file/succesful-applicants-list.pdf Engage Renfrewshire is supporting IN-Ren (Integration Network Renfrewshire), a forum ensuring that ethnically diverse communities’ voices are being heard and involved in local services and decisions. IN-Ren has also been informed by the Black Lives Matter movement and health inequalities highlighted by the pandemic. This year Engage launched the IN-Ren Race Equality Toolkit which aims to support employers and practitioners in Renfrewshire to better understand the barriers faced by ethnically diverse communities when accessing services and employment. The toolkit also aims to inspire action and inform learning to promote race equality. It contains critical strategies, information and resources that practitioners can use to support conversations and combat discrimination and exclusion based on race. Each section highlights practical steps, small changes, top tips, links and references for further reading. As such, Engage intend to develop and update the toolkit over time and would welcome any feedback. For more information click here. A range of third sector partners are also active CJR members. This includes Turning Point Scotland (who also represent the Criminal Justice Voluntary Forum), the Wise Group, Action for Children, Apex Scotland and Kairos Women+. Victim Support Scotland are also active members within the partnership. Responding to the pandemic has meant that some planned actions within the CJOIP have been delayed, with focus diverting to maintaining services, and adapting to national changes. Kairos Women+ have been working closely with the Women’s Community Justice Team, including hosting a social work student across both agencies. This work led to increased partnership working and closer connections between the teams. Both Kairos Women+ and Women’s Justice increased their knowledge of each other’s work and referrals increased to Kairos. Women have engaged with groups as well as volunteering opportunities this year. Kairos Women+ stayed in touch with the Unpaid Work manager to review the return of Unpaid Work placements following Covid-19, which are due to start in 2022/23. In October 2021, JSW engaged with the Parole Board victims’ team, to respond to the new legislation enabling registered victims of crime under Part IV of the rules (mainly life-sentence prisoners) have the right to request to observe the prisoner’s Parole Tribunal. These observations would take place by video link, preferably from a location convenient for the victim. Registered victims in these cases also continue to have the right to an interview with a Parole Board member prior to the Tribunal. Renfrewshire Council supported the project, offering a safe venue for such meetings as required.
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Page 9 of 61 Third sector engagement also included the procurement of unpaid work services within 2022, extending the availability of community unpaid work projects within Renfrewshire. Due to lockdown restrictions because of the Covid-19 pandemic, a lot of Invest in Renfrewshire’s planned actions had to be put on hold. What did emerge through engagement of clients, and referrals from various sources, was an increase in the referrals of those convicted of sexual offences and plans to show how Invest in Renfrewshire could support them better with various restrictions that they have imposed on them. For example, suitable work placements and the use of IT where appropriate. 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? At the time of writing the last report, we appeared to be moving out of the pandemic, only to then have a further lockdown. This has meant that we have not been able to progress to the extent we hoped but will now be moving forward. Undertaking a strategic needs assessment during the time of pandemic was not considered to be appropriate given that the pandemic presented a very specific challenge and set of circumstances that we required to continually adapt to. However where systems changes, new initiatives developed in response, then they will be considered moving forward as to any learning/plans to continue those ways of working. To ensure that community justice partners meet statutory requirements for strategic planning and identify gaps or emerging change in need and demand for services, we will need to be able to evidence: a) a range of strategic needs and strengths assessment (SNSA) activity b) a published and up-to-date CJOIP which includes a participation statement c) a published annual report assessing progress towards outcomes As we move out of pandemic restrictions and move through recovery, and more towards business as usual, planned work on an updated approach to the development of the CJOIP 2023-26 is underway, including a strategic needs and strengths assessment (SNSA). As the Community Justice Lead Officer post is currently vacant, some resource from the council’s Strategy, Policy & Insight Team has been identified to support this work to design and deliver an up-to-date CJOIP 2023-26. A detailed planned approach has been developed, which will be collaborative and inclusive of partners.
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Page 10 of 61 It has been evident over the last year that Invest in Renfrewshire participants with non-sexual offences were progressing through the employability pipeline at a faster rate than those with sexual offences. This was due to a number of factors, including those who did not have sexual offences were able to access the internet in their own time in order to respond to applications. They were able to join groupwork sessions online and in person and start work placements without too much of an issue. Renfrewshire Alcohol and Drug Partnership (ADP) applied for CORRA funding, and a staff member was seconded to review partnership working between the Alcohol and Drug Recovery Service (ADRS) and JSW services. A report at the end of the project was submitted with recommendations including the need for interface working, standardised paper work and sharing of information, improvements on attendance at meetings. In addition to this, senior managers have collaborated to ensure DTTO nursing staff will be managed by addiction services going forward, closely working with the overall manager of the service within justice social work in Children’s Services. Nursing staff are employed by the NHS and thus require specific clinical support regarding their role. A new staffing structure has been established as part of senior management discussions to support staff and improve service delivery. The positive response from both services indicates a level of good partnership working and openness to service redesign. Justice and Addictions services continue to collaborate evidenced by an agreement to jointly interview for the pending posts. This published annual report will reflect progress towards achieving outcomes and outline the high-level approach to developing the CJOIP. c) How has this been identified? We will develop our Community Justice SNSA following the crucial steps in the analysis and reporting of local priorities on the foundation we can understand our communities needs and the services and interventions that are in place locally. We will align with CJS guidance for SNSA. The capacity of partner agencies to understand changing need and demand during the pandemic have been minimal as the focus remained to provide operational services within a constantly changing landscape. It was clear that Invest In Renfrewshire required support in this area. Through the Local Employability Partnership (LEP), organisations were able to bid for funding to run programmes to support all clients involved with Invest in Renfrewshire. Apex Scotland submitted a bid to run two 6-month programmes to solely work with clients convicted of sexual offences. Apex Scotland have links to various employers who are willing to provide safe and suitable work experience opportunities for the client group, as well as support with sourcing training and providing more intense support, particularly in relation to disclosure of their offences, with 1-2-1 meetings.
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Page 11 of 61 d) How will partners respond? Community justice partners have worked hard during a very difficult and unprecedented time. We have adapted and re-prioritised activity to ensure that we provided essential services and supported those with the greatest need. e) What has restricted progress in this recommendation? We remain committed to improving outcomes for those in the justice system and the wider communities to which they belong. However, as a result of the pandemic, it is reasonable to state that there has been limited progress to national outcomes. As with previous years the degree of progress year on year is difficult to assess. We will continue through our planned approach to improve outcomes and enable community justice partners to make a more accurate assessment of the degree of progress. 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) f) What work has been undertaken or planned to make improvements against recommendation 4? We will develop our Community Justice SNSA following the crucial steps in the analysis and reporting of local priorities on the foundation we can understand our communities needs and the services and interventions that are in place locally. We will align with CJS guidance for SNSA. g) What did this achieve? The positive response from services indicates a level of good partnership working and openness to service redesign. Justice and Addictions services continue to collaborate evidenced by an agreement to jointly interview for the pending posts. This published annual report will reflect progress towards achieving outcomes and outline the high-level approach to developing the CJOIP. h) In what ways did local partnership compliance to the Community Justice (Scotland) Act 2016 change during 2020/21? CJR are collectively working towards developing a CJOIP 2023-26 and will provide an extension statement covering the period 2021/22. A participation statement will be published alongside the final CJOIP report in May 2023, including a full action plan responding to priorities and gaps identified by the SNSA.
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Duty of cooperation will also be published as part of this suite of documentations and
plans.
Guidance for Local Partners in the New Model for Community Justice will form the
basis of our approach to Community Justice planning and will support the statutory
community justice partners ("the statutory partners") and other community justice
partners and stakeholders to understand their roles to help deliver the new model for
community justice. The Community Justice (Scotland) Act 2016 ("the Act")
established the legislative framework for the new model for community justice.
We will ensure that the steps that partners must follow in the development of the
improvement plans will form the basis of our strategic planning approach.Page 18
Page 13 of 61 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 community justice partnership. This can include impact on the improvement activity, partner collaboration, delivery of services. Challenges / Negatives Positives / Opportunities Many of the key public protection duties within the community justice remit continued despite periods of lockdown and associated restrictions, albeit with appropriate public health measures in place. At times of greater restrictions, priority was given to supporting those service users with the highest levels of vulnerability and those who presented the highest risk to the public. As restrictions reduced, allowing increased staff access to offices, and establishments, increased face to face contact was possible. This was variable across services; for example, where greater restrictions continued within NHS and HSCP settings, Council service restrictions relaxed. Justice social work groupwork was able to increase within this period, with increased numbers able to access accommodation utilising screens to ensure safety. Covid-19 legislation continued to allow for extended completion dates for all unpaid work requirements of Community Payback Orders, recognising that delays were inevitable because of restrictions and that these delays were out with the control of either the local authority or the service users. Renfrewshire The Unpaid Work Team continued, during restrictions, to provide an innovative service. Where it was appropriate to the service user’s level of needs and risk, the team was able to provide some ‘Working from Home’ opportunities which allowed service users to continue to work towards completion of their hours. The team also continued to develop and provide a wide range of other activity interventions that could be delivered through technological means. This information will be included in the Community Payback Annual Report 2021/22. These projects will continue beyond the pandemic, given the increasing numbers of individuals where court expectations are that ‘light duties’ are undertaken. This would be assessed on a case by case basis.
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Page 14 of 61 continued to follow government guidance throughout this period for 2m restrictions for transport. This continued to limit unpaid work provision which is dependent upon capacity to transport individuals and equipment within the community. The Whole Systems Team worked throughout the lockdown in order to provide ongoing intensive support to young people at risk of offending. While overall offending rates reduced during this time, other issues were exacerbated including isolation, mental health, drug/alcohol misuse, lack of structure/activity, and strained relationships. It was very hard for services to mitigate against this, but workers have tried to be as creative as possible in terms of engagement/encouragement. Not having the same capacity within accommodation for drop-in multi-agency support has been a huge loss for some of the most marginalised young people. Planning will ensure that this is reintroduced as social distancing allows. A significant issue, particularly for this age group, was the suspension of court trials. Indeed, Paisley Sheriff Court has not conducted a trial with multiple accused for 18 months. It will now be several years before this backlog will be cleared. The result of this is that there will be a generation of young people in Renfrewshire who have offended between the ages of 15-17 but who will not be convicted until over the age of 18 and thereby missing the opportunity to have support from Children’s Services and possibly having their offences dealt with via the Children’s Hearing. We have seen a continued greater use of undertakings in order to reduce the number of young people appearing in the custody court. Some organisational responses to Covid-19 were welcomed: • Contact via phone/computer with young people in Polmont • Increased use of Undertakings instead of custody • Remote court hearings so that individuals could appear from police stations/secure care This is a positive development since Covid-19 and it is hoped that some of these developments will be maintained in the longer term.
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Page 15 of 61 The legacy of the pandemic on young people continued to manifest itself during this year. We saw a higher level of mental health and substance misuse issues particularly for young people who were already experiencing isolation and anxiety prior to the pandemic. Some key services continued to be very restricted in terms of access and in-person support, which then placed more pressure onto the existing services. While some aspects of the justice system began to return to normal during this period, such as Diversion, there continued to be a huge backlog for solemn and multiple-accused trials. This means that in some cases young people have waited over 3 years for matters to be dealt with. This can lead to a sense of ‘limbo’ and hopelessness, and prevents young people from the opportunity to have access to children’s services that are better suited to meeting their needs. This will also place a greater strain on adult justice services who will have to deal with a spike in numbers being processed over the coming year or two. The Alcohol and Drug Recovery Service (ADRS) provided treatment and support throughout the year, albeit with public health measures in place. All service users were provided with information advising of changes to dispensing during the pandemic. Local pharmacies continued to dispense prescriptions meaning that Opioid Substitution Therapy and Naloxone remained available as required. The Injection
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Page 16 of 61 Equipment Provision (IEP) and Blood Born Virus (BBV) testing also continued throughout the year. ADRS staff kept connected with service users and the wider recovery community by using online meetings and regular telephone contact during periods when face-to-face meetings were not possible. This was backed up by detailed information on the HSCP website on accessing help and support. The Renfrewshire Recovery Community received funding from the Scottish Recovery Consortium to support service users to stay connected. The impact on court business, information sharing, and the reduction to the social work court presence continued to create challenges for services. The council’s approach to social distancing, remaining at 2m for the majority of this period, also reduced staff access to the court premises, limiting their intervention.. The JSW service manager is involved in a range of forums to improve information sharing across stakeholders, in relation to the Crown Office and Procurator Fiscal Service (COPFS) for Electronic Monitoring (bail) and with Police Scotland for police custody information. Within this period there has been progress towards national agreements as to information sharing, as opposed to varied arrangements within different local authorities. Meetings are led by Scottish Government and involve all key partners.
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Page 17 of 61 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 community justice 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 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 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 community justice partners/hip in relation to outcome one? What was the impact of these activities? The traditional opportunities to engage with the public and stakeholders were not available as prior to the pandemic. Previously, staff would attend public health events and local committees, however these did not take place. The provision of unpaid work required innovative practice due to the limitations created by the pandemic, thus had to be focussed to what was achievable. Paper based surveys were also not allowed due to restrictions. Innovative work such as working from home projects replaced some of the more traditional unpaid work, thus enabling individuals to undertake hours whilst meeting the requirements of the order. Support to the Parole Board Victim’s team was agreed.
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Page 18 of 61 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. Following the Alcohol and Drugs Commission’s (ADC) final report in December 2020, partners prioritised a range of actions in response to the key recommendations, as well as establishing a Programme Board to drive the local response, ensuring that all partners work together, join up service developments, and maximise the resources available. Renfrewshire Alcohol and Drugs Partnership (ADP) welcomed the final report from the ADC outlining their intentions to improve the life chances of individuals impacted by alcohol and drugs. The actions that are planned build on the extensive work currently being undertaken as part of the implementation phase of the Whole Systems Review and the wider key priority areas of the ADP’s Strategic Framework. Key developments which have been progressed include the following projects, under the themes of the ADC’s final report. Risk of Harm The Assertive Outreach (Harm Reduction Response Team – HaRRT) programme to enable services to be more responsive to the needs of individuals who use drugs, and those who may be less likely to engage with services.. A Holistic Support Model (MYLA – MyLifeAhead) to support any household in Renfrewshire, regardless of tenure, whose life is being affected by alcohol/drugs. Turning Point Scotland has been appointed to provide this bespoke support intervention via experienced staff. Crisis Based Mental Health Services, extending the current out of hours crisis support service provided by RAMH, to include support in relation to alcohol and drugs. The ADC and the HSCP Whole Systems Review of the Alcohol and Drugs Services, identified issues with stigma and the environment at the Back Sneddon Street service, leading to the development of Building Based Services. It is important that partners across Renfrewshire better understand the level of Hidden Harm, recognising that local
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Page 19 of 61 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. drug and alcohol services will not engage with all people experiencing issues with alcohol and drugs locally. Mental Health Work has commenced on a Trauma Informed and Responsive Renfrewshire Programme to ensure that recognising and responding to trauma is part of every service we deliver. A coordinator post has been created to lead this programme of work going forward, with recruitment currently underway. Service proposals are being progressed for a Youth Health and Wellbeing Service, which will provide drop-in facilities for young people who require to immediately access to mental health support. Prevention and Early Intervention A partnership officer has been recruited to drive an Alcohol Policy change across Renfrewshire, focusing on issues such as alcohol availability, supply and promotion and also how employers across Renfrewshire can identify and respond to support people and their families who are affected by alcohol use. Young People and Families Enhanced Education and Training Across Educational Establishments - Children’s Services in partnership with I Am
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Page 20 of 61 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. Me Scotland have developed a digital, interactive and progressive curricular programme in substance use for early years to senior phase aligned to the principles of Curriculum for Excellence and reflecting the context of drug use within Renfrewshire. An independent review of existing family support provision in Renfrewshire has been carried out, engaging with local families and frontline staff to assess where possible gaps in provision exist, and making recommendations on how to address these. Recovery, Relationships and Connections The Commission heard that often people who use drugs and alcohol would benefit from a Peer Worker Model as they worked towards recovery. A Peer Coordinator and two peer workers have been recruited and are actively promoting recovery within Continuing in Recovery Changes Lives Entirely (CIRCLE) and within wider communities. The aim of the Recovery Change Fund is to support the development of local groups and organisations which provide social connection and support recovery in Renfrewshire. Connected and Caring Renfrewshire, a proposal developed by the Scottish Recovery Consortium, involves a programme of
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Page 21 of 61 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. events and activities to take place throughout 2022 in Renfrewshire. Partners are currently developing a Language Matters initiative, which will support them to challenge preconceptions and stigma around drug and alcohol use and promote positive conversations about recovery in Renfrewshire. A full update was delivered to Renfrewshire Council’s Leadership Board in June 2022 and can be accessed here. What ongoing activities took place in relation to outcome one? What was the impact of these activities? The capacity to engage with communities has been impacted by the pandemic, as many of the forums which engage community members have been limited. Organisations have required to adapt, respond and gain information where it is available to inform community justice actions. Previously, community council forums provided excellent links with the community to agree unpaid work projects. Several CJR partners are members of the Renfrewshire Gender Based Violence Strategy Group and contribute to the multi- agency Renfrewshire Gender Based Violence (GBV) Strategy. Renfrewshire GBV Strategy meetings have continued digitally and ensured partners are working together where possible and are kept abreast of any changes/challenges to delivery of the range of services involved.
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Page 22 of 61 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. CJR continues to work with Kairos Women+, a women’s charity funded by the Robertson Trust. Renfrewshire Council offered a joint social work student placement during this time within the Women’s Community Justice Service and Kairos Women+. Close links continue with women with convictions continuing to be linked into Kairos by unpaid work and the women’s community justice service. Joint working between CJR and Renfrewshire ADP enabled a funding proposal to be submitted to the Scottish Governments Change Fund in 2019/20. The ‘Just Recovery’ project aimed to improve the clinical pathways into addiction services for people involved in the criminal justice system in Renfrewshire. In 2019/20 The bid for our ‘Just Recovery’ project was successful, a temporary Community Justice Development Worker (Addictions) post was created, and a postholder recruited. This post is line managed within Addictions. Due to Covid-19 the start date of the project was delayed, however it commenced in March 2021 and continued until March 2022. Outcomes included a standard template for addiction staff to share agreed information with CJSW to inform court reports/case management. By introducing a standard form for reports, information will be more uniform. There was also agreement to ensure all clients who are subject to MAPPA or licence conditions will have a baseline assessment completed by ADRS. This has now been embedded in practice. This project has also paved the way for further joint work. An initial review of DTTO nursing management has led to agreement and an ADP approved management post, to manage nurses and ensure DTTO practice is to required addiction standards as they continue to develop. Discussion has
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Page 23 of 61 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. also commenced in relation to an additional manager post within ADRS, which would allow ADRS and Justice Social Work to take forward the work commenced by this post. The Just Learning – Skills for Employment Project was funded through a successful joint bid to the Scottish Governments Employability Innovation and Integration Fund but moved to Invest in Renfrewshire’s main Pipeline funding in 2021. YES was extended from internal funding – also weekly updates with Unpaid Work were provided in relation to what activities clients on a Community Payback Order were undertaking. The Peer Support Prisoners were given an overview of what support was available and how this would assist on a prisoner’s release. Despite Covid-19 the outcome of the Independent Review of Alcohol and Drug Services reached the implementation phase which has informed a change programme to shape a new fully integrated ADRS with a single point of access for all referrals. A robust management structure has also been implemented along with the creation of specialist sub-teams in place. Regular staff briefings have also taken place to ensure all staff are kept fully informed of the change process. The development of a single point of access for service users. 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
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Page 24 of 61 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 have leveraged resources for community justice Development of community justice 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 community justice partners/hip in relation to outcome two? What was the impact of these activities? Whilst people with convictions already access a range of services, community justice continues to allow for a specific focus on those individuals and their needs, risks and barriers. Where partners are unable to provide resources to create additional services, they continue to ensure that existing services make every attempt to consider this group, and any barriers to access to services within service development and their priorities, and where possible opportunities for additional funding for a shared agenda have allowed for the development of projects. The CORRA funded post created a basis for improved working across JSW and addictions. Funding from Apex Scotland led to increased capacity within employability services to support MAPPA individuals into employment. An initial review of DTTO has led to a planned move from SW to addiction service management, and discussion has commenced regarding an ADP funded management post which can continue to take forward joint working. A dedicated post to support the prevention of drug-related deaths in Renfrewshire was recruited to in September 2021. The ADP Drug Deaths Prevention Lead Officer has been working with all relevant partners to deliver local and national recommendations. This has led to the development of the Drug
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Page 25 of 61 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. Deaths Prevention Group, the expansion of the provision of naloxone throughout Renfrewshire, and the investigation of drug-related deaths to inform future preventative activities, as part of the Drug Deaths Review Group. The Medication Assisted Treatment (MAT) Standards were published in 2021 by the Drug Death Task Force. The Standards have been developed to address issues related to treatment access, retention, and quality of services across Scotland. There are ten standards in total which aim to address change in the service delivery landscape and the culture of services, both over the short and long term. ADRS is currently implementing MAT Standards with a focus on introducing same- day prescribing and choice of treatment. ADRS will aim to offer same-day provision for hard-to-reach individuals using rapid access assessment to opiate substitute therapy. In addition to this, ADRS are currently in the process of upscaling the administration of Buvidal, with a view of being able to offer same day treatment. An NHS GGC Standard Operating Procedure is in place. Providing enhanced access to residential rehabilitation placements has been introduced as part of the choice of treatment options. A scoping exercise has been carried out to identify abstinence-based provision which has led to an agreed contract with a local provider. A Standard Operating Procedure has been developed to ensure consistency of assessment, reinforce care management roles/responsibilities and aftercare provision. Plans are also underway to address gaps in stabilisation and crisis service provision. The development of a pathway has also been published to ensure the process of accessing residential rehabilitation services is clear and easy to navigate for staff and service users. One of the key gaps identified within the Whole Systems Review of Addictions was the lack of opportunities for individuals to leave formal treatment services or shared care to explore and manage their own recovery. This has led to the development of The establishment of CIRCLE was informed by the views of individuals with lived and living experience including family members. A Recovery Forum has also been set up to ensure service user views are captured to continue to inform the
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Page 26 of 61 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 CIRCLE Recovery Hub. The hub opened its doors in 2022 and provides unique recovery support to people with mental health and addictions. CIRCLE will provide individuals with improved recovery opportunities and increased pathways to and from other services, ensuring that they feel sufficiently supported and directed throughout their journey. This will increase opportunities for people to leave core services and manage their own recovery. direction of CIRCLE. Local partner organisations are working together to develop a programme of activities including culture and art projects, volunteering and employment opportunities, training, community based physical activity, wellbeing, and mindfulness, tackling stigma and low-level intervention support. The service has been designed and will be heavily supported by a peer support network and people with lived and living experience. CIRCLE will be the first in Scotland to support both mental health and addictions. What ongoing activities took place in relation to outcome two? What was the impact of these activities? Multi Agency Public Protection Arrangements: The strategic arrangements in relation to Multi Agency Public Protection Arrangements (MAPPA) continue to be overseen by the MAPPA Strategic Oversight Group, which exists across six local authorities, previously under North Strathclyde Community Justice Authority. Information in relation to the workings of MAPPA, statistics, annual aims and objectives and work undertaken are included in the MAPPA Annual report. The most recent published report covers 2020/21 and can be found on the Renfrewshire Criminal Justice website. Multi Agency Public Protection Arrangements: The MAPPA Strategic Oversight Group allows for consistency across six local authorities and allows for the sharing of good practice, training and other resources Additional funding provided to MAPPA co-ordination in 2020/21 has resulted in an additional part-time MAPPA co-ordinator being added to the team, and a decision to appoint an Independent Chair to lead the MAPPA Strategic Oversight Group. An independent chair position was created in 2021/22. Structured Assessment of Protective Factors (SAPROF) training for JSW staff, funded by MAPPA monies, was undertaken in
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Page 27 of 61 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. Justice social work and police staff are both trained in risk assessment tools and jointly assess service users. February 2021. Research over the course of the last decade has advocated for a shift from risk assessments that solely focus on factors that enhance risk to one wherein assessment and formulation seeks to enhance protective factors that mitigate risk. The delivery of SAPROF training in our MAPPA authority presented the opportunity to support the development and confidence of practitioner’s assessments regarding protective factors, for the purpose of more defensible risk formulations concerning public protection. Furthermore, it constituted the opportunity of standardising assessment processes across our MAPPA authority. Staff training was undertaken, guidance provided, and this has been rolled out for Level 2 and 3 MAPPA meetings. A steering group is presently considering roll out to Level 1 meetings and refresher training. During this year the JSW Pathways Project manager has been heavily involved in national multi-agency groups in relation to the replacement for ViSOR; the Multi-Agency Public Protection System (MAPPS) is intended to replace ViSOR for sexual offenders in 2023. This involvement ensures Scottish social work needs are represented within the UK system. Renfrewshire Council has also been highly involved in the re- Design of Moving Forward Making Changes (MFMC), the programme to address sexual offending with adult males within
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Page 28 of 61 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. custody or subject to community orders and licence. The justice service manager is the Social Work Scotland representative on the National Advisory Board, the Pathways manager through the Treatment Managers Delivery Group and a social worker from Pathways is involved in the design group overseeing the rewrite of the updated programme, named MF2C. Renfrewshire also provides one of the national trainers and is one of 3 local authorities (alongside 2 prisons) who will be involved in piloting the programme later in 2022. Community Justice Renfrewshire has a broad membership representing the statutory and third sectors, and members include: • Renfrewshire Council, Children’s Services • Renfrewshire Council, Chief Executive’s Service/Renfrewshire Community Planning Partnership • Renfrewshire Council, Housing and Homeless Services • Police Scotland • Scottish Fire and Rescue • Scottish Courts and Tribunals • Scottish Prison Service • Skills Development Scotland • Renfrewshire Health and Social Care Partnership • Engage Renfrewshire (TSI) • Criminal Justice Voluntary Sector Forum These arrangements provide close alignment of priorities between the Renfrewshire LOIP and the Renfrewshire CJOIP. The crossover of memberships and oversight allows agencies to work together to protect service users and the public and provide a rapid multi-agency response where required. Challenges during the pandemic have impacted on the progress of the partnership. However, during the latter months of 2022 we plan to revisit arrangements to ensure they best meet requirements moving forward.
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Page 29 of 61 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. • Victim Support • The Wise Group • Apex Scotland • Turning Point Scotland • NHS Greater Glasgow and Clyde • Renfrewshire Alcohol and Drug Partnership (ADP) • Renfrewshire Leisure • Action for Children • Department for Work and Pensions CJR reports to the Community Protection Chief Officers Group and the Communities and Housing Policy Board for oversight and governance by elected members. A range of CJR partners are involved in multi-agency processes including MAPPA (Multi- agency Public Protection Arrangements), MARAC (Multi-agency Risk Assessment Conferences) and MATAC (Multi-agency Tasking and Co-ordination) all of which create multi-agency risk management plans. Workforce development: Training for Criminal Justice staff and Police Scotland on shared risk assessments and joint information systems (VISOR) continues to be undertaken jointly by social work and police staff within Renfrewshire. Workforce development: This ensures that up to date knowledge and skills are available to Renfrewshire staff, across agencies.
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Page 30 of 61 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. Criminal justice social work (CJSW) staff are provided as trainers to deliver national multi-agency training in risk assessments and will be involved in training the new programme MF2C. Trauma-training opportunities have been provided by NHS GGC and Addiction Services to Criminal Justice staff and other community justice practitioners. Whole systems: In relation to transitions, CJR continues to have strong links with the Whole Systems Team, involved with service users up to the age of 20 years who have previously been involved with childcare services, providing age-appropriate risk assessments at bail and sentencing stages, and in delivering interventions for young people, ensuring effective transitions to adult services where required. Using Scottish Government funding to advance the Whole System Approach, the Whole System Team has co-funded the establishment of a mechanics and woodwork workshop run by Action for Children (Moving On). This service is aimed at young people furthest away from mainstream education/training opportunities, partly as a result of being in conflict with the law, Whole systems: Over the last year several care leavers have continued to have their criminal justice orders supervised by childcare services. This has enabled the service to provide a more holistic response to the needs and risks of young people. Having fewer services involved, and making use of well-established relationships, has improved the level of compliance with court orders. It has also improved the level and speed of information sharing with the Scottish Prison Service (SPS) where there have been specific concerns over the vulnerability of young people in custody. Several young people have been able to access the workshop facility, despite it being still restricted due to the pandemic, and some have gone on to engage in more mainstream opportunities.
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Page 31 of 61 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. and seeks to develop their confidence and give them a range of basic qualifications to increase their employability. The complement of services in our Women’s Community Justice Service supports joint working and access to services. This includes the co-location of the ADRS, co-morbidity (addiction and mental health) and criminal justice staff to support those on community orders and prior to and upon release from custody. Renfrewshire HSCP in partnership with Renfrewshire Council colleagues secured premises to establish a Recovery Hub, developed in partnership with individuals with lived experience. The refurbishment offers a programme of activities as part of a recovery orientated system of care for individuals affected by alcohol and/or drugs and/or mental health issues. The ADRS has a Standard Operating Procedure in place for newly released prisoners. Access to residential rehabilitation as a treatment option has been strengthened. The Recovery Hub will provide support for those with mental health conditions and addictions within Renfrewshire.
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Page 32 of 61 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. Individuals with lived experience are active members of the Recovery Task Force and were actively involved in the recruitment process within ADRS. The ADP was successful in accessing funding to recruit four additional peer recovery workers. As previously stated, in relation to women CJR continues to support Kairos Women+. Strong links have been made with CJSW. A joint social work placement across the justice women’s service and Kairos was undertaken. Due to Covid-19 Unpaid Work placement opportunities for ‘other activity’ in Kairos paused in March 2020 and have yet to return. In 2022/23 the placements will continue in the new Kairos space, now based in Paisley. Kairos has engaged with a range of women from justice social work teams who attend their groups, particularly the Recovery Space (addictions support). Women become better integrated into their wider community and broaden their social networks. 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:
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Page 33 of 61 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. 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 What new activities in 2021-22 were driven collectively by the community justice partnership in relation to outcome three? What was the impact of these activities? Community Justice Renfrewshire identified areas where barriers exist and continues to find ways to address these across services and agencies. This includes employability, mental health and housing. Evidence based interventions such as Up2U and MFMC also ensures that staff have access to approaches that are considered to impact positively. As stated MF2C will replace MFMC. This programme is being updated on the basis of the most recent research. Service users had access to employability services which understood the barriers created by convictions and could best advise and support service users. APEX Labyrinth Project ensures support for individuals with sexual convictions towards appropriate and safe employment. Interventions utilised with service users, where possible, were the nationally agreed programmes, and/or based on the most up to date information available to work with this service user group. What ongoing activities took place in relation to outcome three? What was the impact of these activities? Voluntary throughcare Voluntary throughcare
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Page 34 of 61 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. JSW and housing colleagues in Renfrewshire signed up to a national Information Sharing Protocol with the SPS in 2019/20. This enabled a multi-agency group to be established and a process established, led by JSW, to liaise with, offer and - where agreed - provide support to individuals being released early. This process then developed into a more robust voluntary supervision process managed by the Throughcare Addiction/Arrest Referral service, offering support to all released from short sentences who wish to take up the service. Access to services on a face-to-face basis were dependent upon that service’s response to social distancing e.g., many NHS GGC services continue to require to operate 2m distancing or were limited by office access. Voluntary throughcare continues to be offered to all being released on short sentences. Statutory throughcare: Individuals released during this period, either subject to voluntary or statutory throughcare were often provided with mobile phones by JSW, to ensure that they were able to liaise with services which could not be accessed face to face. Where limitations existed, services would work closely together to meet service user needs. Development of pathways/processes for justice service users with addiction issues: The Scottish Government’s Challenge Fund, managed by the CORRA Foundation, was made available to support activities that tackle problem alcohol and drug use. Community Justice Renfrewshire was awarded £35,000 from the “Getting ready for Change” category, following the proposal of a project, Just Recovery, to carry out a mapping review of pathways into addiction services for people involved in the criminal justice system living in or returning to Renfrewshire. This included Development of pathways/processes for justice service users with addiction issues: Since 1 April 2021 the Waiting Times Framework has been replaced with a new recording system – Drug and Alcohol Information System (DAISy) – which will involve joining waiting times with SMR 25 data to provide more in-depth reports. Outcomes included a standard template for addiction staff to share agreed information with CJSW to inform court
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Page 35 of 61 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 and those who have committed serious and high- risk offences. This met one of Renfrewshire’s local priorities within the CJOIP in relation to improved health and wellbeing. Although the Community Justice Development Worker post was interviewed in March 2020, it was agreed that this would not commence until recovery was further underway to gain most benefit from this temporary post, however planning, the creation of a steering group and agreeing outcomes was undertaken and the post commenced on 8 March 21 and continued to 7 March 2022. A protocol exists in Renfrewshire with NHS Addiction Services within the Scottish Prison Service, to ensure that anyone released from custody subject to substitute prescribing is seen by Renfrewshire drugs service on the day of release. A local pathway for those higher risk service users subject to MAPPA and licenses ensures that they are referred to the higher tier service for initial substance misuse assessment and appropriate intervention. Funding was provided to recruit two specialist alcohol outreach nurses. The aim of the project is to reduce the harm caused by alcohol by providing an assertive outreach service. By doing so this should improve lives, reduce Emergency Department reports/case management. By introducing a standard form for reports, information will be more uniform. There was also agreement to ensure all clients who are subject to MAPPA or licence conditions will have a baseline assessment completed by ADRS. This has now been embedded in practice. The alcohol outreach project is being evaluated by researchers at the University of the West of Scotland. At present the service has 69 patients who are being treated. Of these 59 are 'active' and 10 are being remotely monitored. Council allocated £2m of funding in March 2020 to support the recommendations of the Renfrewshire Alcohol and Drugs Commission, December 2020. Given both the impact that the pandemic has had on local people and communities and the urgent nature of some of recommendations identified within the Commission’s report, officers worked with partners to bring forward an initial tranche of funding proposals which would target the priorities identified as being most urgent by the Commission. In December 2020, Council agreed to allocate £1.34m of the £2m allocated funding to support a range of projects which will aim to pilot new ways of working across the community planning partnership, with the opportunity to use this learning to transform the way in which people receive support across Renfrewshire.
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Page 36 of 61 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. attendances, reduce admissions and increase appropriate use of services. As part of the additional funding streams released by the Scottish Government the ADP is using a proportion of the funding to establish a Harm Reduction Mobile Unit. This will be carried out in partnership with the ADC. The Unit will target areas in Renfrewshire to make it as easy as possible to engage with difficult to reach communities. This will provide crucial healthcare and harm reduction services such as injecting equipment, to reduce the incidence of BBV, as well as testing of BBV in the community. In addition to this, the Unit will distribute naloxone (a drug that can reverse the effects of an overdose caused by opioids such as heroin or methadone), with the aim to engage individuals who wouldn’t normally access support and care services into treatment Renfrewshire’s ADC, comprising national experts from across health and social care, housing, justice, third sector and higher education, published its recommendations in December 2020. One of the most important tasks of the Commission was to listen to the voices of those with lived experience and members visited several services and held listening events with service users and with frontline staff. Both CJS and Renfrewshire’s JSW team were involved in this work as members and expert advisors. A Programme Board was established to oversee the local partnership response to the Commission, and this is chaired by the Council’s Chief Executive. Partners are working very closely to ensure that all of the activities being progressed are joined up and make maximum use of the funding and resources available. In late August 2021, an Alcohol and Drugs Change Programme Lead Officer was appointed to support the implementation and coordination of the Change Programme, as well the Alcohol and Drugs Programme Board. A number of services have been established to enhance Renfrewshire’s overdose response pathway. Two nurses were recruited as part of the Specialist Alcohol Outreach Service. The aim of the project is to reduce the harm caused by alcohol by engaging with individuals to improve lives, reduce Emergency Department attendances, reduce admissions and increase appropriate use of services. The Harm Reduction Response Team (HaRRT) provides an assertive outreach mobile service to individuals affected by drugs and alcohol who are not in contact with treatment and care services. The Service aims to reduce the harm caused by drugs by connecting with people and providing non-judgemental support based on their needs. The free supply and disposal of
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Page 37 of 61 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. injecting equipment and paraphernalia is provided as well as the provision of Naloxone kits. Other harm reduction measures offered includes wound care management, education around safer injecting practices, Naloxone training, dry blood spot testing, sexual health advice and onward referral to appropriate treatment and support services, where appropriate. Currently, HaRRT attends three locations at set times and days along with on-foot assertive outreach in postcodes identified as high risk. The Service will continue to expand in the coming weeks and months to target more areas. An Overdose Response Team, developed by our third sector partners, Turning Point Scotland, has been established. This test of change for one year provides a rapid response to near- fatal overdoses by providing a short, focused period of support to each person and assertively engage them with mainstream alcohol and drug services. A formal evaluation is currently underway Housing: A post exists to ensure those in homeless accommodation with addiction issues are referred by the HALO (Housing Addictions
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Page 38 of 61 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. Liaison Officer) to appropriate addictions services as early as possible. A pathway has been developed - exists to enable those in homeless accommodation with alcohol problems to be referred by the HALO (Homeless Addictions Liaison Officer) to Renfrewshire Council on Alcohol. Gender Based Violence: Up2U Creating Healthy Relationships is a modular programme for people who use domestically abusive behaviours in their intimate partner relationships. This is provided by JSW to those subject to statutory licence or community supervision, who are assessed as suitable. It is an assessment lead intervention programme which responds to individual need, risk and responsivity, providing tailored packages to suit the needs of the individual. The programme recognises that people use domestically abusive behaviours for different reasons, including - power and control; learned behaviour; attitudes which promote male dominance; lack of emotional management skills and poor conflict resolution skills. Therefore, motivational interviewing techniques are used in a personalised programme to address the needs of the individual. Gender Based Violence: Due to limitations on face-to-face contact during the pandemic, there was an impact on the Up2U work undertaken with service users. This increased as office capacity increased. During the period April 2021 to March 2022, 139 service users were assessed for Up2U modules. Out of these assessments 25 were placed on CPOs enabling Up2U work to be undertaken. Two new members of staff participated in the 8-day Up2U training programme in April and June 2021. In June 2021, Amy Ford, Up2U author, delivered a one-day online refresher training event to the team. Portsmouth Council offer ongoing support to workers trained in Up2U and provide access to support groups our workers can tap into to discuss their practice. As an increasing number of local authorities undertake this programme, national discussions have taken place with Community Justice Scotland as to how local authorities, such as
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Page 39 of 61 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 services within Renfrewshire, including Women and Children First, a social work service, provides support to women at risk of partner violence, and their children. Partners of service users participating in the Up2U domestic violence perpetrator programme can gain support, assessment and intervention through the Women’s Community Justice Centre, by Independent Domestic Abuse Advocate (IDAA) trained criminal justice staff. The service co-ordinator’s involvement in the MARAC process also ensures that where required a multi-agency response is required this can be provided consistently, safely and effectively to respond to high- risk victims of domestic abuse. A range of community justice partners are part of both the MARAC and MATAC processes, to manage the perpetrators and victims of domestic violence. Renfrewshire, who aren’t funded for the accredited domestic violence programme, can be supported in the management of the support and funding of Up2U. The justice vision includes a commitment to further role out of the Caledonian system which includes an intervention programme for perpetrators, and support to women and children. Renfrewshire is considering within discussions in relation to premises moving forward, how such a service could be provided. Sexual offending: Operationally, MFMC has continued to be provided to accreditation standards whilst the established Advisory Panel looks at the redevelopment of the programme. The Criminal Justice Services Manager in Renfrewshire sits on the National Advisory Panel whilst the Project Leader of the Service that delivers the programme participates in associated work streams. Sexual offending: An evaluation of the programme took place in Scotland in 2018 and reported that whilst most individuals had reduced risk levels by the end of the programme, the lack of a control group, meant that no clear conclusions could be drawn. Other perceived benefits identified by staff and men interviewed for this evaluation included improved ability to sustain healthy social
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Page 40 of 61 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 the Service Manager and Project Leader also continue to be actively involved in the operational and strategic groups for the existing programme. relationships, regulate their emotions, cooperate with supervision, and understand and change problematic attitudes. Of those who complete an exit questionnaire, 85% said they thought the programme would stop them reoffending in a similar manner. Feedback from service users who undertook the programme within Renfrewshire over the last year also reflected those benefits. Individuals noted the kindness and respect of facilitators and the way in which the modules undertaken helped them understand how their own behaviours could be different, not only in terms of not re-offending but in making other changes. Others found it helpful to hear from the experience of others and learn how they had made positive changes. Whole Systems: Under the principles of the Whole System Approach Renfrewshire Council continues to retain young people on supervision orders beyond their 16th birthday where the risk of further offending has been deemed high or seek the opportunity to have cases remitted up to the age of 17-and-a-half. This has enabled us to keep young people out of the adult system for as long as possible to improve their life chances. It has also enabled some young people to benefit from secure care where Whole Systems: We have seen the ongoing impact of this approach through the reported number of Advice and Disposal Hearings held for young people involved in the Justice system. The result of this approach has meant that there have been very few admissions to Polmont of anyone under the age of 18.
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Page 41 of 61 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. otherwise they would have been remanded or sentenced to Polmont. This enables the council to fulfil the ambition of GIRFEC and ensure that young people who offend are able to access child friendly services right up until they turn 18, or 21 if they are care-experienced. In response to an identified need, a proposal was submitted for a Speech and Language Therapist to be appointed in order to support the key services working with young people to better understand and assess Speech and Language needs, create a more inclusive environment, and help decision makers. Funding was identified and the post was widely advertised. Unfortunately during this year, health colleagues have thus far been unable to recruit to this post. In the meantime, we are looking for other ways to raise awareness and support the workforce. Whilst mental health services possess this information for the general population, this data is not currently available specifically for the community justice client group. During the pandemic justice social work Unpaid Work staff members were redeployed, alongside HSCP and wider council colleagues, to undertake prescription deliveries. Ensuring medicines were available to the most vulnerable/those isolating. Early in this period this role transferred to the hub in Paisley, however justice staff were involved in training staff on processes.
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Page 42 of 61 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 Turning Point Turnaround Service, located in Paisley, provides residential and pre- and post-residential community support to adult male service users who require an intensive residential intervention, accepting referrals from those with a current/history of involvement in the justice system. Within Paisley Sheriff Court social work unit; • Arrest referral is carried out by CJSW staff who offer referral into addiction services for those appearing from custody who require it. • Throughcare addiction support is provided for individuals post release to support them into addiction services, and voluntary support is offered to those being released from short sentences. • A process to support women on bail is available for women, they can be referred to the Women’s Community Justice Service. COPFS Sheriffdom Model; • A multi-agency group led by COPFS, across the North Strathkelvin Sheriffdom, enables a spotlight on the use of diversion from prosecution and fiscal work orders, exploring barriers and service provision, this work is ongoing.
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Page 43 of 61 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. • Criminal Justice diversion is available (Fiscal Work Orders and general diversion). Remand/Custody Sentence; • Public Social Partnerships (PSPs) exist for those being released from custody, engaging with individuals in custody and onto release. These include national PSPs such as Shine for adult females, and local PSPs such as Moving Forward for young males New Routes PSP for adult males. These provide voluntary support for individuals in custody and on release to reduce barriers and aid improved social inclusion. 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]
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Page 44 of 61 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 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 community justice partnership in relation to outcome four? What was the impact of these activities? CJR continue in our attempts to utilise and develop interventions to impact positively on service user rehabilitation and desistance. As previously, groupwork interventions were maintained to accredited standards and provided where safe to do so. Other activity interventions were developed and provided to those subject to unpaid work (this will be reflected within the CPO annual report) MAPPA processes continued, as will be reflected in the MAPPA annual report. (Both are still to be completed and published) Despite the pandemic, alcohol and drug services continued to provide a service for individuals affected by alcohol and drug use. During this time the implementation of the Whole Systems Review within the ADRS was paused which also resulted in significant delays around the refurbishment of the Recovery Hub. However, this commenced in 2022. Waiting times for referral to treatment within 3 weeks has seen a decrease in performance with 90.8% at March 2022 seen within the 3 weeks compared with 98% at March 2021 and below the overall rate for Scotland which is 91.8% for the same period.
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Page 45 of 61 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. What ongoing activities took place in relation to outcome four? What was the impact of these activities? A multiagency Naloxone Delivery Group has been established with the goal of expanding naloxone availability throughout Renfrewshire. The group has now developed a dedicated work plan which focusses on reducing barriers, addressing stigma, and raising the profile of naloxone, and providing more learning opportunities for overdose awareness. As part of Naloxone Delivery, a targeted approach around the provision of naloxone was implemented as part of the Naloxone November Campaign. This resulted in increased distribution of naloxone kits across local communities. The distribution of naloxone targeting individuals at risk of an opiate overdose, and their families, has been driven through ADRS, needle exchanges and local pharmacists. In addition to this, the distribution of naloxone has been extended as a result of the pandemic to include non-drug treatment services. This means that services, who may come into contact with individuals who use drugs and who may be at risk of overdose, can provide naloxone kits. This will maximise the availability of naloxone and add to the current supply routes. A communications plan is in place for the promotion of naloxone in Renfrewshire. Enhanced training opportunities for naloxone are available. Naloxone figures for 2021-22 are not yet available. A short-term working group has begun to explore and investigate an enhanced, timely drug death review process. Assertive outreach in Renfrewshire for those experiencing the highest levels of harm including: • Implementation within ADRS practice • The introduction of a mobile harm reduction facility – Harm Reduction Response Team (HaRRT), targeting specific areas where fatal and non-fatal overdoses have occurred. • The Glasgow and Clyde Overdose Response Team, providing rapid response to those who have recently experienced overdose, or individuals at high risk of overdose.
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Page 46 of 61 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. Whilst HSCP staff are able to administer naloxone, a council policy is underway to allow wider council staff, e.g., justice social work, children and families, plus wider services to administer. Work undertaken by the Naloxone Delivery Group is connected with the Preventing Drug Deaths in Renfrewshire Action Plan, developed by the ADP Drug Death Prevention Group, established in November 2021. The group aims to provide interagency working to apply national policy and guidance alongside local needs to mitigate the harms caused by drug use in Renfrewshire. The Action Plan details the multiagency activities required to achieve these outcomes. Renfrewshire ADRS are currently implementing the Medicated Assisted Treatment (MAT) Standards with a focus on same-day prescribing and choice of treatment. This will provide rapid access assessment to Opiate Substitution Therapy. Enhanced access to residential rehabilitation as part of choice of treatment options. Individuals with lived experience have been recruited during the pandemic. This has resulted in the establishment of a strong Peer Support Network who have been engaging with individuals to connect them to local treatment and support services. Two Peer Navigators continue to work in partnership with our Acute Addiction Liaison Service and have been connecting with individuals attending the Royal Alexandra Hospital (RAH) affected by alcohol and drugs. The ‘Attend Anywhere – Near Me’ (Video consultation) was introduced as a response to the pandemic and is now available for service users to encourage engagement with vital alcohol and drug services. A multi-disciplinary team (MDT) and screening group was established within ADRS. This group reviews our most at risk
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Page 47 of 61 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. service users and their suitability for residential rehabilitation services. The Whole System Team continues to provide a bespoke court custody service for young people. A multi-agency and intensive support plan is offered to Sheriffs where bail is being opposed by COPFS. For younger service users effective risk management for young people in the justice system is delivered through the CARM approach by the Whole Systems Service. This is applied to the critical few young people who pose the greatest risk of harm either through violence or sexually harmful behaviour. Through the development of a multi-agency risk assessment and management plan this has been successful in managing and reducing risk, giving confidence to key partners and lessening the impact on communities We work closely with the young person’s substance misuse service and where required there is intensive support to address such issues where it leads to an increased risk of further offending. There has also been a noticeable change in practice with regards to the COPFS Diversion for under 18s. Consideration is now being given to a wider range of offences including Harmful Sexual Behaviour. While this is welcomed in principle, it does raise issues of public protection and victim’s rights. Such referrals are being considered on a case-by-case basis in consultation with key partners, and the Justice Service manager is involved in national discussions in relation to protection and rights. Whole Systems have succeeded in preventing remand in most cases during this year, even with some chaotic and complex young people A number of young people have been subject to CARM during this year, and there have been no instances of further serious harm, indicating the effectiveness of the risk management plans.
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Page 48 of 61 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. For risk management of adults convicted of sexual or serious violent offences this is reported elsewhere by a range of partners, within the MAPPA annual report. https://www.renfrewshire.gov.uk/article/4371/Multi-Agency- Public-Protection-Arrangements-MAPPA---Annual-Reports The unpaid work response to the pandemic was to further develop the range of available unpaid work and other activity projects. Both are reported through the Community Payback Order (CPO) annual report. However, in response to the pandemic and service restrictions there was significant development and UW team implemented another activity pack that contains Information/ awareness sessions plus knowledge checks on a variety of subjects including: • Budgeting • Drug awareness and knowledge check • Overdose awareness • Coping with peer pressure • Basic exercise plan • Alcohol awareness and knowledge check • Fire safety • Mock CSCS topics and exams • Mental health awareness and knowledge checks • Social anxiety • Depression This provision enabled interventions to address specific issues which may have already existed or were exacerbated by the pandemic. Working from home projects also enabled individuals to undertake their unpaid work hours in a manner which was safe for them and the community, whilst continuing to meet the expectations of unpaid work in relation to individuals giving up their time for the benefit of the community. A Lead Artist provided by OneRen (the local charitable trust in Renfrewshire providing culture, leisure and sporting opportunities to help people enjoy active and healthy lives.) created video tutorials/workbooks/instructions and packs to enable women in Renfrewshire to undertake home working. This allowed the continued provision of dementia blankets throughout the pandemic.
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Page 49 of 61 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. • Problem solving • Sleep problems • The Life wheel and goal setting The service also developed working from home unpaid work projects: • Woodwork - Constructing bird boxes & bee hotels these are then distributed to local schools/ nurseries and conservation projects • Textile projects – making face coverings, making the individual squares that make up the Paisley Blanket (a fidget blanket for people with dementia) Renfrewshire has hosted a successful MARAC since 2015. Face-to-face meetings have now been replaced by Microsoft Teams video meetings and there is no intention nor requirement to return to face-to-face meetings. All partners have access to referrals in order to pre-populate research documents prior to meetings. 14 partner agencies participate in the video conference meetings. There is no evidence of a spike in MARAC referrals in Renfrewshire which reach the criteria of domestic incidents with the highest risk of harm, however there was a small increase of 6 cases on previous year (up to 132 cases). MARAC meetings can be adjusted to accommodate should there be a sharp increase in volume of referrals. So far, referrals have been at a similar level to previously, indicating that the process for referrals is continuing to operate appropriately.
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Page 50 of 61 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. Contingencies are also in place for an emergency MARAC referral to be dealt with if required. Renfrewshire Council are continuing to update Safelives who monitor MARAC attendance and caseload across the country on a regular basis and this information is being reported to Scottish Government. Quality of CPOs and DTTOs is reported elsewhere as a single agency response, within the Community Payback annual report submitted to CJS. A review of nursing staff within DTTO was undertaken during this period due to staffing changes. It was agreed that nurses employed within this service would move to being directly managed within addiction services, whilst retaining close working relationships with the overall manager from justice social work. This would ensure that required MAT standards are met within provision, and required clinical support provided to staff. This will be taken forward later in 2022. The delivery of interventions targeted at problem drug and alcohol use. Information as to referral to such services from justice social work services continues not to be reportable. Number of Police Recorded Warnings, police diversion, fiscal measures, fiscal diversion, supervised bail, community These statistics are not currently reported.
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Page 51 of 61 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. sentences including CPOs, DTTOs and Restriction of Liberty Orders (RLO). CPOs are reported to CJS within the CPO annual report and directly to government within statutory returns. Supervised bail is not currently provided by Renfrewshire Council, however how such a provision would be implemented during the pandemic and within available resources is being investigated. Social Work Diversionary activity such as general diversion and Fiscal Work Orders are considered at a COPFS-led community justice meeting. 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? Just Learning The Just Learning – Skills for Employment Project continues to facilitate clients taking part in a range of activities alongside core job sharing. These include; • Assistance with disclosure letters • Think Tank (employability support, CV’s etc) • Yes Programme Just Learning Clients have moved into the following outcomes at this stage; • 24 gained a qualification • 1 into full time education • 2 into Employability Fund • 32 into full time employment
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Page 52 of 61 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. • Various training Opportunities • Digital college • 2 into internal traineeships Think Tank Think Tank is a drop-in service for clients that have recently registered with Invest and this is the first step within the wider service. It is operated as a drop-in so that the client feels under no pressure and would feel comfortable when in engaging. The team assist with building CVs, cover letters etc, but also have guest speakers from voluntary organisations and make use of other members of the Invest team who can offer training opportunities and employment. The programme covers: • Introductions, ice breakers, group rules. • Overview of Invest Services followed by talks from Training Team, Advice Works. • Session on what concerns they may have about moving forward into training, employment, further education. • The impact of convictions on employment, when, what and how to disclose to employers. Disclosure support (When discussing disclosure issues this is done on a one-to-one basis) • Identify Skills Session. Think Tank Due to lockdown, Think Tank sessions had to be halted. However, an attempt was made to do some group work through Microsoft Teams, but it was quickly recognised that when working with client’s one-to-one support was preferred. However, March 2022 saw the return of Think Tank and clients can meet with advisors on a weekly basis, use the IT facilities to update CV’s, apply for work and speak with advisors regarding any issues they may have with employability, housing, wellbeing etc.
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Page 53 of 61 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. • Arrange for clients to attend various Invest training sessions. (First Aid, CSCS Training, STEPS to Excellence) • CV creation/ update, Cover letter, Personal Statements • Future Options Sessions, showing what is available including speakers from SBWA Coordinators, College, Volunteering Routes, and Employers. • Forward Planning – goal setting. • Progress onto YES programme YES The Your Essential Skills (YES) Programme was a follow-on from the success of the Keys to Learn courses that were run throughout 2018. We will be working in partnership with West College Scotland, and it has been requested that 6 courses will run periodically until December 2022. • increased confidence, motivation and transferable skills • increased work ethics and leadership practice. • opportunity to progress to education, training or employment. • SQA / SCQF levelled qualifications if appropriate. • access to college wide resources and facilities YES Invest in Renfrewshire, working in partnerships with West College Scotland, were able to run 3 programmes in 2021/22. Clients were supported on an individual bases by Invest advisors, supporting them with CV, cover letters and making them aware of the disclosure process and writing of disclosure letter. The other 2 days the clients would attend the college and work through their leadership award. 25 individuals attended across all courses, and six were supported into full time employment. All clients remain in employment today. One client has moved into full-time education.
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Page 54 of 61 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. YES is a personalised learning programme within an academic framework which determines the absolute necessity to ensure full participant engagement. It utilises a design-specific skill recording mechanism, created for reflecting on the personal learning journey and which, responds effectively to ensuring that the rights and demands of the specified target group are addressed appropriately. Participant experience concentrates on personal, core and employability skills development and aims to increase individual academic achievement and career opportunities. At the heart of the learning, participants research, practice and model leadership traits to fully understand and appreciate the extent and impact of their previous chosen behaviours and utilise personal management tools, with the intention of reducing recognised employment barriers and increasing positive transformation and life opportunities. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome five. The service user was referred to Invest in Renfrewshire in February 2022, having recently received a conviction. The nature of their conviction was being in possession of a Class A drug with intent to supply. They received a community-based order of unpaid work and a restriction of liberty. They were referred to Invest by a member of staff of the Unpaid Work team. When meeting with them, an action plan was devised to support them into a more positive destination. They were low in confidence after going through the court process and receiving a punishment; they also had a lack of routine in their life and were not sure what direction they wanted to take in their life. As their conviction was also fresh, they were not comfortable speaking about it and were not sure how to best disclose it when applying for work. This was causing the service user to take a step back and not to apply for work.
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Page 55 of 61 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. It was decided that they needed some routine in their life and time to work on themselves, so they were place on Invest’s 8-week personal social development programme – the YES course in partnership with West College Scotland. While on the course, they were able to receive support on disclosing their conviction, update their CV and gain other employability skills as well as completing the SQA leadership award. During their time with Invest, the service user also worked towards completing their allocated unpaid work hours. Since completing the course they have started a kickstart position with a local newsagent which so far, has led to sustained employment over 13 weeks, continuing to work there at the time of reporting. Advisors are still in contact with the service user and have recently been to visit them at their workplace to continue to support them while in employment. 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? Invest in Renfrewshire, within Employability Services, providing continued funding for this initiative. This ensures specific support for individuals with convictions to be supported in overcoming specific barriers to education, employment and training. During this year we also ensured that staff working in this area were provided with training as to the changes to the As restrictions lifted further as we progressed in to 2021, Invest were able to invite a limited number of clients into our offices on a 1-2-1 basis, with measures of safety implied. This was an important move from Invest as it was good to meet with the clients face to face.
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Page 56 of 61 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. Rehabilitation of Offenders Act to assist service users with appropriate disclosure. We also ensured that wider partners were made aware of the changes arising from the new legislation through the provision of staff events. CJR are active partners in the Renfrewshire LEP. They continued contact with service users through telephones or online meetings. This ensured employability support could be maintained and that service users could also make the service aware of any other issues they might be facing. A major area of concern was the mental health of the clients and the isolation that many felt. Service users were referred to the Health & Wellbeing Officer who would make contact and provide additional support. Invest supported 59 people through their Unpaid Work order. Lockdown restrictions made it difficult to get hours worked but Invest supported other activity delivery by remaining in constant contact with the clients on Unpaid Work. Employability support was provided remotely, and training such as Digital College & Open University courses was also offered, as well as our YES programmes which supported with unpaid work hours. Prison visits returned in March 2022 and referrals to meet with staff at The Links centre have been healthy. Staff attend the prison on a Thursday, building up relationships with the prisoners on pre-release. CJR continues to support Kairos Women+, who became a charity in 2021 after previously being a project within Active Communities. Kairos, funded via the Robertson Trust until 2022,
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Page 57 of 61 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. seeks to be a safe, welcoming, and respectful space offering a variety of opportunities and activities for women generally including those with convictions, and good connections to other local services. Strong links have been made with CJSW. Kairos Women+ offers a volunteering pathway for women with convictions, including Unpaid Work placements, as well as general volunteering in group settings. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome six. 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 six for individuals? If this information has been collated, what does it show? Women attending the Women’s’ Community Justice Service have access to a range of individual and group activities and Participating in the Women’s’ Unpaid Work Group has not only reduced the breach rates of women with significant issues but increased their self-worth and craft skills.
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Page 58 of 61 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. interventions that reduce social isolation and improve social skills and resilience. The range of interventions offered by CJSW, by PSP staff, by Just Recovery/Invest, by Housing First all aim to support resilience and the capacity to change. CPO Annual report provides feedback from those undertaking CPOs. We will continue to work to develop a framework for ongoing evaluation of participants’ experience of interventions. Service user feedback in relation to MFMC and Up2U, targeted interventions, demonstrates service user perception of enhanced resilience and capacity for change. If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome seven. Some comments from MFMC service users were: • “It’s helped me realise the impact of my behaviour on others and kept things in perspective to respect others and myself and keep us both safe, secure and enjoy life safely.” • “Understanding of the wrongs of the offence that I did. Sharing and being involved with others in the same position as you. Getting rid of any negative past.”
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Page 59 of 61 8) What other achievements and challenges happened? Achievements Challenges Services and service users have shown remarkable resilience and adaptability during the pandemic and the ongoing recovery. Technology was utilised wherever possible and appropriate to allow service delivery to continue despite public health restrictions and all partners worked hard to ensure that the most vulnerable and most high-risk individuals were supported throughout, moving towards face-to-face access with all service users as distancing and/or access to office accommodation improved. Technology also allowed the maintaining of critical public protection processes throughout the period of restrictions, and MAPPA, MARAC and MATAC meetings all continued, albeit online rather than in person. The focus during the pandemic has been on maintaining services to the best of our ability to ensure individuals have the support they require and that risks are managed. • In Renfrewshire there were 50 drug-related deaths in 2021. This represents a decrease of 25% compared to the previous year of 67 drug-related deaths in 2020. The Drug Death Prevention Group will continue to implement key activities within the Action Plan in order to reduce drug-related deaths and harms. • When maintaining 2m social distancing, MFMC could only be delivered in very small groups which provides resource challenges and impacts on the amount of group learning available. Renfrewshire’s maintenance of 2m social distancing 7) If you have identified other local community justice activities and outcomes which go beyond the national outcomes, then record them here. Local outcomes Please describe the activity Then describe the impact
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8) What other achievements and challenges happened?
Innovative solutions such as the Unpaid Work Services
‘Working from Home’ projects helped service users keep
working towards their community orders where possible.
Additional funding pot from the Scottish Government to assist
with embedding the Whole Systems Approach has been used
to develop joint working with Action for Children for
marginalised young people to access tailored training
opportunities which also counts towards unpaid work hours.
The signed ISP between SPS and local authority partners in
2019 enabled the ongoing provision of information regarding
prisoner release, enabling better targeted voluntary supervision
services.
The recruitment of an ADP Drug Death Prevention Lead Officer
The opening of CIRCLE Recovery Hub, a unique mental health
and addiction service for people looking for a recovery focus.
generally throughout this year, impacted on available
accommodation for service user contact and therefore capacity
for intervention.
• Renfrewshire has limited staff turnover within justice services,
however even permanent social work posts were difficult to
recruit to during this period, temporary posts even more so.
9) Additional Information including, next steps for the partnership
Guidance for Local Partners in the New Model for Community Justice will form the basis of our approach to Community Justice
planning and will support the statutory community justice partners ("the statutory partners") and other community justice partners
and stakeholders to understand their roles to help deliver the new model for community justice. The Community Justice (Scotland)
Act 2016 ("the Act") established the legislative framework for the new model for community justice.Page 66
Page 61 of 61 9) Additional Information including, next steps for the partnership We will ensure that the steps that partners must follow in the development of the improvement plans will form the basis of our strategic planning approach.