Item 12 Appendix 1 - Community Justice Partnership - CPWD
West Dunbartonshire Council · 20 February 2025
Back to Community Planning West Dunbartonshire Management Board — 20 February 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 West Dunbartonshire HSCP Community Justice Local Outcome Improvement Plan (CJOIP) & Delivery Plan April 2024 – April 2026
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2 Chair and WD HSCP Chief Executive Foreword **To be completed** WD HSCP Community Justice Partnership Commitment West Dunbartonshire Community Justice Partnership (WD CJP) is pleased to introduce its vision for Community Justice across the locality for 2024 - 2026. WD CJP will update the strategy bi-annually to build on success, seek to reduce barriers and challenges to successful outcomes, and meet our duties in this dynamic legislative and policy landscapes. Participation Statement WD CJP is committed to continue to engage with WD residents, listen to them and empower them to influence, contribute, and shape, strategic outcome priorities and enablers across and between all facets of WD Justice Service’s portfolio. To inform our Community Justice Outcomes Improvement Plan (CJOIP), WD CJP created engagement and participation opportunities with justice service users (previous and current), justice staff and mangers, partner members of WD CJP, and the wider workforce and community. These included: • WD CJOIP has been a rolling agenda item that has been discussed at each CJP meeting. Partners have been provided with a ‘7 minute briefing’ to help them better understand the aims and objective of the ‘Vision for Justice in Scotland’; the ‘National Strategy for Community Justice’; and the ‘Community Justice Strategy: Delivery Plan’. https://www.gov.scot/publications/vision-justice-scotland/ https://www.gov.scot/publications/national-strategy-community-justice-2/ https://www.gov.scot/publications/national-strategy-community-justice-delivery-plan/ • Focused sessions were arranged for partners to come together as part of working groups to discuss themes and direction of particular work strands relevant to the group’s undertakings to direct and shape the outcomes and improvement activity to the National Aims and identify local priority areas. • Multi-agency partner stakeholders Information and Awareness raising sessions have been hosted (including opportunity for local Elected Members) to provide an overview of Community Justice as a whole; the work, purpose, and function of WD CJP and ‘The Caledonian System’ • WD CJP are in the process of capturing the authentic voices of people who are involved with or (have been involved with) Justice Services ensuring they are represented in the development, shaping and commissioning of service provision. This survey is the first phase - a draft version has been developed in partnership with multiagency stakeholder partners; this draft has been peer reviewed by the partnership and team mangers across justice services and team mangers across WD ADP (Alcohol and Drug Partnership). The next phase will be a redrafted version that will be peer reviewed before the activity is commenced fully across the locality. This activity will ensure that the voices of those with experience of justice systems help to build an improved, more meaningful system, that truly support individuals in their rehabilitation in a trauma informed needs-led way. This activity will be ongoing and future service provision will be borne from a co-production framework with service user influence at its core. • Discussion on local priority aims and deliverables took place across wider working groups and in meetings with other partnerships including WD ADP, WD HSP (Housing Solutions Partnership), WD VAWGP (Violence Against Women and Girls Partnership); WD LEP (Local Employability Partnership); and WD Safe DIG (Development & Implementation Group).
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3 • Following ratification of the draft CJOIP the document was sent to wider staff groups for comment and consideration, all inclusions and amendments contributed to the final published draft. • Community consultation for ‘The Caledonian System’ was undertaken ensuring the voices of women victims, children victims and the wider community were captured in regard to understanding the System’s function; the need for such provision; and support for such an intervention within the local community. Information and Awareness raising sessions have been held to help staff groups to better understand the system and the need for such a joined up approach to tackling Domestic Abuse in West Dunbartonshire. Peer review from multi-agency managers, staff and WD VAWGP was sought for the ‘Caledonian System’ strategic Risk Assessment and Safety Protocol’ along with the ‘Standard Operating Protocol’. • WD CJP consulted with all local community justice partner’s organisations strategic plans, safeguarding potential conflict between WD CJP strategic direction and those of our partners ensuring that important areas or themes were not omitted when devising our CJOIP. • WD CJP worked closely with Community Justice Scotland (CJS) in particular the ‘Community Justice Improvement Tool’ and new Community Justice ‘Targeted Resource to Support National Outcome Improvement Planning in Local Authority Areas Tool’. The new targeted resources were reviewed by relevant service areas for scrutiny an applicability. Comments and considerations were shared with CJS. https://communityjustice.scot/wp-content/uploads/2023/03/Community-Justice-Improvement-Tool.pdf • ‘The Community Service Support Tool’ (CSST) developed by CJS was peer reviewed with WD VAWGP and WD ADP to ensure due diligence and allow partner comment, consideration and discussion regarding potential service generated risk across and between service areas. Comment and consideration were shared with CJS Equalities Statement In developing the Community Justice Outcome improvement Plan (CJOIP), WD CJP carried out an Equalities Impact Assessment (EIA). The purpose of an EIA is to work out how a policy or function will affect the wellbeing of different groups of people with particular needs or who are disadvantaged in some way. An EIA is an opportunity to drive fairness and good practice. As part of the EIA, and in line with the Fairer Scotland Duty, WD CJP also considers the socioeconomic impacts of its policies, process and strategies. WD CJOIP EIA and ‘The Caledonian System’ EIA can be located on the HSCP website. WD CJP is committed to better understanding equalities duties and undertakings, to ensure that service provision is accessible and inclusive. https://www.west-dunbarton.gov.uk/council/key-council-documents/plans-and-strategies/equality-diversity-and-fairness/eia/?step=eia- results-2021 West Dunbartonshire Community Profile West Dunbartonshire is a diverse area with a rich industrial heritage still evident in our local communities today. Across the three main settlements of Clydebank, Dumbarton and the Vale of Leven we see diversity from the densely populated urban centre of Clydebank to the more rural setting of the Loch Lomond and Trossachs National Park sitting in and beyond the northern edge of the Authority. In the most recent review of multiple deprivation in Scotland, published in 2016, West Dunbartonshire’s share of the most deprived communities increased; the largest rate of increase in relative deprivation since the previous measurement in 2012. One of the most persistent and important challenges faced in West Dunbartonshire are inequalities between the health of people living in the most and least disadvantaged circumstance. People experiencing disadvantaged life circumstances are more likely to develop a long term health conditions at an earlier age, experience more health problems during their lives and have shorter
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4 lives, in particular West Dunbartonshire is worse than the national average across a range of mental health issues. Of most concern, where West Dunbartonshire is significantly worse than Scotland, are issues around problem drug use and risk taking behaviours. West Dunbartonshire Council Community Planning (CPWD) Priority Outcome Areas CPWD Strategic Priority CPWD Outcomes A Flourishing West Dunbartonshire • Our economy is diverse and dynamic creating opportunities for everyone • Our local communities are sustainable and attractive • Increased and better quality learning and employment opportunities • Enhanced quality and availability of affordable housing options An Independent West Dunbartonshire • Adults and older people are able to live independently in the community • Quality of life is improved for our older residents • Housing options are responsive to changing needs over time A Nurtured West Dunbartonshire • All West Dunbartonshire children have the best start in life and are ready to succeed • Families are supported in accessing education, learning and attainment opportunities • Improved life chances for all children, young people and families An Empowered West Dunbartonshire • We live in engaged and cohesive communities • Citizens are confident, resilient and responsible • Carers are supported to address their needs A Safe West Dunbartonshire • Improved community justice outcomes ensure West Dunbartonshire is a safe and inclusive • place to live • All partners deliver early and effective interventions targeted at reducing the impact of • domestic abuse • Residents live in positive, health promoting local environments where the impact of alcohol • and drugs is addressed • Our residents are supported to improve their emotional and mental health and wellbeing https://www.west-dunbarton.gov.uk/media/4313518/west-dunbartonshire-plan-for-place.pdf West Dunbartonshire Health & Social Care Partnership (HSCP) Strategic Outcomes, Priorities and Enablers Caring communities Outcome: Enhanced satisfaction among people who use our services, an increase in perceived quality of care and equitable access to services ensured. Safe and thriving communities Outcome: People are able to look after and improve their own health and wellbeing, and live in good health for longer, while ensuring that our citizens are safe from harm. Equal communities Outcome: A reduction in the impact of the wider determinants of health. Healthy communities Outcomes: Improved health, an increase in independence and resilience, lower rates of hospital admissions, lower rates of re-admission and a reduction in reliance on health and social care services. WD HSCP’s approach to providing services follows the national integration planning and delivery principles ensuring that: ➢ Our services are joined up and easy to understand from the point of view of the people who use them. ➢ We respect the rights and dignity of people who use our services and take account of the particular characteristics and circumstances of each of them. ➢ Our services are planned and led locally in a way that involves the community and take account of the particular needs of the people who use our services in different parts of the area in which the service is being provided.
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5 ➢ We protect and improve the safety of the people who use our services. ➢ We provide trauma-informed care ➢ We work to improve the quality of our services. ➢ We best anticipate needs and prevent them arising. ➢ We make the best use of the available facilities, people and other resources. ➢ We support community mobilisation http://www.wdhscp.org.uk/media/2666/wdhscp-strategic-plan.pdf This Community Justice Outcome Improvement Plan will support and contribute to the realisation of West Dunbartonshire Council’s and West Dunbartonshire HSCP’s priority outcome areas for community improvement and growth. Community Justice Explained A legal definition of ‘Community Justice’ is provided in section 1 of the Community Justice (Scotland) Act 2016 (the Act). Research offered in the “Vision for Justice in Scotland (2022)” publication helps us to better understand the trajectories of those who enter into justice systems. The evidence appraises the intersectionality of offending behaviours with poverty; homelessness; substance misuse; physical and mental health inequalities; adverse childhood experiences (ACEs); sex; and the impact of trauma – providing greater understanding into what drives and shapes offending behaviour and perpetuates recidivism. By tackling the root causes of offending to reduce recidivism victims are fewer and communities are safer. Evidence shows that sentences served in the community have better outcomes for those involved in justice systems creating real and meaningful opportunity for behaviour change, personal growth, along with space and time for recovery from their own experiences of trauma that are directly linked to patterns of offending. A community based approach to justice offers a balanced, proportionate and thoughtful response to people who pose little or no risk to others in their communities. Seven overarching outcomes are outlined in the ‘National Strategy for Community Justice’ Structural Outcomes 1. Communities improve their understanding and participation in community justice 2. Partners plan and deliver services in a more strategic and collaborative way 3. People have better access to the services they require, including welfare, health and well-being, housing and employability 4. Effective interventions are delivered to prevent and reduce the risk of further offending Personal Outcomes 5. Life chances are improved through needs, including health, financial inclusion, housing and safety being addressed 6. People develop positive relationships and more opportunities to participate and contribute through education, employment and leisure activities 7. Individuals’ resilience and capacity for change and self-management are enhanced “Community sentences are often more effective at reducing reoffending and less costly than prison sentences, particularly when it comes to sentences of under a year. Of those released from prison in 2017/18 who had served a sentence of a year or less, 49% were reconvicted within a year. The average prisoner place costs £37,334 per year, compared to £1,894 for a Community Payback Order.”(Source: Scottish Government, cost of the criminal justice system in Scotland dataset (2016/17)). https://www.legislation.gov.uk/asp/2016/10/contents/enacted “Scotland’s communities have benefitted from around 10 million hours of unpaid work carried out by people serving community sentences since 2011.” (Source: Justice Social Work Statistics in Scotland: up to end of year 2021-22).
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6 Community Justice Scotland Community Justice Scotland (CJS) is a Non-Departmental Public Body (NDPB) founded in 2016 following the passing of the Community Justice (Scotland) Act 2016. CJS’s focus is on seeking solutions that work and deliver the right balance of redress and rehabilitation for our society. Prevention of offending is at the heart of the justice system, addressing the causes of offending will reduce the numbers of people entering the system and deliver a safer Scotland. CJS work closely with national and local partners to further develop and improve community justice services across Scotland, addressing the needs of individuals with offending behaviour or are at risk of entering the criminal justice system. CJS lead on developing better means of identifying and assessing needs and are at the centre of producing and making available new research, accurate data and information so that improvement activity is always evidence-led. Collaboratively, with a wide range of partners including those in the third sector, victims groups and business, CJS identify best practice and opportunities for innovation and the reintegration of people from prison to local communities. CJS provide opportunities for those with lived experience of the justice system to inform and influence the development of community justice services, policy and legislation. West Dunbartonshire Health and Social Care Partnership Community Justice Partnership (WD HSCP CJP) The remit of West Dunbartonshire’s Community Justice Partnership is to prevent and reduce further offending by addressing its underlying causes. The multi-agency partnership is the strategic mechanism where partners collaborate to safely and effectively manage and support those who have come into conflict with the law, helping them to fully integrate into their community and realise their potential for the benefit of all citizens. The partnership priorities the safeguarding of victims ensuring they are afforded protection and supported in their recovery from the impact of crimes committed against them. This collective, trauma informed approach to Justice, minimises the harm caused by drugs, homelessness and poverty (and its related consequences to the person, family and the wider community) and has the potential to transform lives and reduce offending which in turn transforms communities. This collaborative response to local Justice is underpinned by priorities identified in “The Community Justice (Scotland) Act 2016; “Vision for Justice in Scotland (2022)”; “The National Strategy for Community Justice (revised 2022)”; the ‘Community Justice Strategy: Delivery Plan (revised 2024’;West Dunbartonshire Community Planning Local Outcome Improvement Plan 2017 – 2027; and West Dunbartonshire’s HSCP Strategic Plan 2023-2026. WD CJP Partners ➢ WD HSCP Chief Officer (Chair) ➢ Chief Social Work Officer/Head of Service Children’s Health and Justice ➢ Head of Service: Addictions, Mental Health and Learning Disability ➢ Head of Service for Strategy and Transformation ➢ Justice Social Work Manager ➢ Community Justice Coordinator ➢ Health Improvement Lead - Community Justice ➢ Chief Officer Housing, Employability and Communities ➢ Police Scotland ➢ Scottish Courts & Tribunal Service ➢ Scottish Fire & Rescue Service ➢ Scottish Prison Service ➢ Third Sector: Chief Executive, WD Community & Volunteering Services ➢ Violence Reduction Unit ➢ WD Working 4U Service manager ➢ Chief Officer Education ➢ Skills Development Scotland ➢ West College Scotland
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7 National Community Justice Strategic Planning & Improvement Arrangements National Vision for Justice in Scotland National Strategy for Community Justice National Community Justice Delivery Plan The national delivery plan is designed to complement the Scottish Government’s Vision for Justice in Scotland. The delivery plan will consequently drive improvement nationally towards the aims in the strategy and ultimately what is detailed in the Vision for Justice in Scotland. Community Justice Performance Framework The national performance framework sets out nationally determined outcomes which are to be achieved in each local authority area, along with national indicators which are to be used in measuring performance against these. Community Justice Scotland Improvement Tool In order to be evaluative, local evidence should be collected and considered by community justice partners throughout the reporting year to support a more robust assessment of performance across the outcomes. Care Inspectorate Self- Evaluation Tool This guide was developed to support a partnership approach to undertaking self- evaluation. Partners will ensure that, individually and collectively, they consider how they contribute to the efficient and effective delivery of community justice West Dunbartonshire Community Justice Outcome Improvement Plan (CJOIP) WD HSCP Community Justice Governance Arrangements commitments to the national strategy by means of multi-agency (stakeholder partner) operational working groups with clear high level objectives, terms of reference, and data collection and analysis stipulations; a commitment to undertaking Strategic Needs and Strengths Assessments; and enhancing process/protocol and communication pathways with stakeholder partners.
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8 Justice Service Users Demographic Information 2017 – 2023 0 200 400 600 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Reports by sex Male Female Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022 - 2023 0 8 55 87 126 82 78 52 46 20 8 4 5 491 2021-2022 0 8 33 64 68 86 75 49 37 18 13 4 5 460 2020-2021 0 7 21 40 65 67 44 36 25 13 14 5 2 339 2019-2020 2 9 47 73 81 108 54 43 43 20 7 4 5 496 2018-2019 0 15 34 81 80 83 53 43 34 24 7 1 4 459 2017-2018 0 12 33 76 99 78 79 51 30 15 13 3 3 492 0 500 1000 1500 2000 2500 3000 Social Work Report by Age (males) Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022 -2023 0 0 7 11 16 17 21 11 18 2 4 1 0 108 2021-2022 0 0 2 9 6 12 12 9 11 2 1 1 0 65 2020-2021 0 1 1 4 6 14 10 1 4 1 1 2 0 45 2019-2020 0 5 4 11 16 15 10 5 4 7 1 1 1 80 2018-2019 0 1 8 15 14 19 8 6 5 2 2 1 0 81 2017-2018 0 2 5 7 12 16 8 9 1 6 3 1 5 75 0 50 100 150 200 250 300 350 400 450 500 Social Work Report by Age (female)
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9 Those involved with justice services in WD are overwhelmingly White Scottish. There are more males than females referred to justice services. For women involved with services the age group concentrate ranges from 21-50 years of age and for males 21-60 years of age. 2017-2018 2020-2021 0 100 200 300 400 500 White Scottish Other British African other Other ethnic background Gypsey Traveller White Other Asian other Caribbean Black, black… Not Known Polish Pakistani, Pakistani… Black, Black Scottish,… Irish Mixed or Multiple Ethnic… Indian, Indian Scottish,… African, African Scottish,… Black Other Ethnic Group (Males) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 020406080100120 Ethnic Group (Females) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
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10 West Dunbartonshire Local Outcome Improvement Planning Priorities & Delivery Plan 2024 - 2026 WD CJP is committed to improving and enhancing the justice landscape across the locality to enhance and improve service provision, aligning with the 4 National Aims and 13 Priority Action duties spotlighted in the National Strategy for Community Justice. WD CJP will deliver local National Aim 1: Optimise the use of diversion and intervention at the earliest opportunity. Priority Action 1: Enhance intervention at the earliest opportunity by ensuring greater consistency, confidence in and awareness of services which support the use of direct measures and diversion from prosecution. Priority Action 2. Improve the identification of underlying needs and the delivery of support following arrest by ensuring the provision of person-centred care within police custody and building upon referral opportunities to services including substance use and mental health services. West Dunbartonshire Police Statistics 2017-2023 In common with most areas across Scotland, West Dunbartonshire has benefitted from a reduction in overall crimes over the last 10 years, however last year saw a slight rise in Total Offences. West Dunbartonshire has remained stubbornly and persistently above the Scottish figure for both Total Crimes and Total Offences. Total Crimes in West Dunbartonshire reduced in 2022-2023 while the Scottish figure rose slightly by 5 (from 523 to 528) per 10,000 of the population. In 2022-2023, West Dunbartonshire recorded a reduction of 15 (from 605 to 590) per 10,000 of the population in Total Crimes, two Crime Groups saw slight increases (Crimes of dishonesty and Damage and reckless behaviour). In 2022-2023, West Dunbartonshire recorded an increase of 50 (from 460 to 510) per 10,000 of the population in Total Offences, one Offence Type saw significant increase (Road Traffic Offences). Crime group West Dunbartonshire 2013- 14 2014- 15 2015- 16 2016- 17 2017-18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 Total Crimes 692 659 645 607 572 623 636 736 605 590 Non-sexual crimes of violence 128 116 125 120 119 112 125 122 141 139 Sexual crimes 13 19 13 17 22 19 24 24 26 24 Crimes of dishonesty 235 205 201 205 188 207 186 162 164 169 Damage and reckless behaviour 131 129 120 119 108 109 104 97 95 100 Crimes against society 185 191 187 146 135 175 196 207 158 158 Coronavirus restrictions . . . . . . 1 124 21 0 Total Offences 948 681 666 567 439 447 480 496 460 510 Antisocial offences 309 271 245 233 176 189 175 177 155 135 Miscellaneous offences 32 29 38 26 25 21 27 32 30 25 Road traffic offences 608 381 384 308 238 237 278 287 275 350 West Dunbartonshire continues to have one of the highest levels of reported Domestic Abuse in Scotland. The prevalence rates of Domestic Abuse in WD are particularly concerning in regard to the impact on the adult victim and children/young people. Domestic Abuse is recognised as a Gender Based Violence (GBV) and is tackled in Scotland by adopting the gendered analysis in our understanding of this crime. In WD Domestic Abuse overwhelmingly and disproportionately affects
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11 women, children and young people, with the majority of perpetrators male, and the majority of primary victims are women. This is reflective of the National and Global picture in the Violence Against Women and Girls (VAWG) Landscape. The rate of domestic abuse related crime per 10,000 of the population in West Dunbartonshire was 140, compared to 114 for Scotland. Area 2012- 13 2013- 14 2014- 15 2015- 16 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 2023 West Dunbartonshire 168 163 136 152 155 153 148 150 168 161 140 Scotland 113 110 112 108 109 110 112 115 119 118 114 West Dunbartonshire currently has the fourth highest prevalence rates for domestic abuse per 10,000 of the population across Scotland. This is a very concerning statistic given the size of the local authority and that WD have consistently been ranked 1st-3rd for the past 15 years. This would suggest that historically, the response to Domestic Abuse has been inadequate and hasn’t went far enough to protect adult and children victims. WD Social Work Report Requests 618 575 636 455 576 599 537 488 547 331 455 486 0 100 200 300 400 500 600 700 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Individuals 537 488 547 331 455 486 Reports/Orders/Licences/Cases 618 575 636 455 576 599 Social Work Reports Individuals Reports/Orders/Licences/Cases
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12 0 20 40 60 80 100 120 140 160 180 200 2017-2018 2018 -2019 2019 -2020 2020 -2021 2021 - 2022 2022-2023 2023-2024 JSW Report Main Outcomes (Male) Custody with Extended Sentence Custody with SRO Custody RLO DTTO CPO (No unpaid work) CPO (unpaid work) Other penalty Monetary Penalty Deferred (3mths) Warrant for Apprehension/recall Admonition Absolute discharge other 0 10 20 30 40 2017-2018 2018 -2019 2019 -2020 2020 -2021 2021 - 2022 2022-2023 2023-2024 JSW Main Outcomes (Female) Custody with Extended Sentence Custody with SRO Custody RLO DTTO CPO (No unpaid work) CPO (unpaid work) Other penalty Monetary Penalty Deferred (3mths) Warrant for Apprehension/recall Admonition Absolute discharge other
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13 West Dunbartonshire Justice Social Work undertook an audit of Diversion from Prosecution statistics to better understand ‘The Use of Diversion’ Trends from the 2017-2023. 17 8 3 3 3 0 0 0 21 21 4 4 3 1 2 0 14 14 13 13 11 0 1 3 24 19 10 10 8 2 0 3 25 22 15 15 11 0 3 1 33 24 14 13 8 0 1 3 0 5 10 15 20 25 30 35 Diversion from Prosecution (Female) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 17 14 2 2 2 0 0 0 32 32 10 10 5 2 4 2 37 37 17 17 14 5 2 0 40 28 11 11 5 3 0 1 64 58 22 22 2 22 1 0 72 47 14 13 8 2 1 0 0 10 20 30 40 50 60 70 80 Diversion from prosecution (male) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022 - 2023
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14 Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022-2023 2 1 3 1 3 1 2 1 14 2021-2022 2 2 4 2 2 2 5 1 1 0 1 22 2020-2021 1 5 3 1 1 11 2019-2020 3 1 1 4 1 3 3 0 1 0 0 17 2018-2019 1 1 3 2 1 1 1 10 2017-2018 1 1 2 0 10 20 30 40 50 60 70 80 Diversion from Prosecution (Male) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022-2023 2 3 3 2 2 1 1 14 2021-2022 1 2 2 1 3 2 1 1 1 1 15 2020-2021 1 3 2 1 2 1 10 2019-2020 2 1 2 2 2 1 1 1 1 13 2018-2019 1 1 1 1 4 2017-2018 1 1 1 2 0 10 20 30 40 50 60 70 Diversion from Prosecution (Female) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
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15 Number of assessmen ts undertake n by L/A Accepted by L/A Deemed unsuitable by L/A No. orders commence d No. of individuals for whom orders commence d No. orders completed /terminate d No. cases successfull y completed No. cases terminated without being successfull y completed 2017-2018 31 27 4 8 8 6 6 0 2018-2019 10 5 5 5 5 5 5 0 2019-2020 5 2 3 2 2 1 1 0 2020-2021 3 1 2 1 1 1 1 0 2021-2022 2 1 1 1 1 1 1 0 2022-2023 0 5 10 15 20 25 30 35 Fiscal Work Orders (male) Number of assessmen ts undertake n by L/A Accepted by L/A Deemed unsuitable by L/A No. orders commence d No. of individuals for whom orders commence d No. orders completed /terminate d No. cases successfull y completed No. cases terminated without being successfull y completed 2017-2018 7 6 1 2 2 2 2 0 2018-2019 10 8 2 6 6 6 6 0 2019-2020 2 2 0 2 2 2 2 0 2020-2021 3 1 2 1 1 1 1 0 2021-2022 2022-2023 3 1 2 1 1 1 1 0 0 2 4 6 8 10 12 Fiscal Work Orders (female)
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16 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 10 hours Over 10 and under 20 hours 20 hours Over 20 and under 30 hours 30 hours Over 30 and under 40 hours 40 hours Over 40and under 50 hours 50 hours Length (male) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 0 0.5 1 1.5 2 2.5 3 3.5 10 hours Over 10 and under 20 hours 20 hours Over 20 and under 30 hours 30 hours Over 30 and under 40 hours 40 hours Over 40and under 50 hours 50 hours Length (female) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
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17 c Structured Deferred Sentences *There is no data for 2017-2018. There were no structured deferred sentences given from 2019-2022. Under 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2023 -2024 2021-2022 1 1 2020-2021 1 1 2019-2020 1 1 2 2018-2019 0 2 2 1 5 2017-2018 4 4 8 024681012141618 Fiscal work orders by age (male) Under 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022-2023 1 2021-2022 1 1 2020-2021 1 1 2019-2020 1 1 2 2018-2019 2 2 1 1 6 2017-2018 1 1 2 02468101214 Fiscal work order by age (female) 0 1 2 3 4 5 6 7 Number of structured deffered sentences imposed number of individuals with structured deferred sentences imposed Structured Deferred Sentences 2022-2023 Male Female
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18 Arrest Referral Scheme West Dunbartonshire Alcohol and Drugs Partnership (ADP) made an application to the Scottish Government Drug Deaths Task Force in 2020, for funding to deliver a project that would address the Task Force’s Priority 6: ‘Ensuring Equivalence of Support for People in the Criminal Justice System’. The application proposed the implementation of an Arrest Referral Service, which would provide on- call response to need for people in custody at Clydebank Custody Suite. The Arrest Referral service operated in West Dunbartonshire from July 2021 and concluded in August 2023. Over the duration of the pilot, 61 referrals were made and of those referred 40 people engaged with West Dunbartonshire addiction services. The learning from the pilot indicated that the: ➢ There was a lack of suitable people requiring a referral in custody. ➢ Consent wasn’t always given for referrals from potentially suitable people in custody. ➢ Custody suite staff lacked awareness of the Arrest Referral Service and therefore referrals weren’t offered at the point of arrest. ➢ ARS referrals couldn’t always be prioritised on shift due to competing policing demands. ➢ Many people detained in custody were not West Dunbartonshire Residents and therefore did not meet the criteria for referrals to services offered in WD. The National Strategy for Community Justice Delivery Plan has made a commitment to relaunch the ARS Scheme nationally with Police Scotland taking the lead. This refresh will address issues identified across all pilot areas inclusive of the issues particular to West Dunbartonshire. National Aim 1: Outcome Improvement Plan • WD CJP will undertake a SNSA (Strategic Needs and Strengths Assessment) to better understand the use of diversion across the locality. This will include an analysis of the use of diversion in a youth justice context. • WD CJP will commit to optimising the use of diversion in favour of custodial sentences. • WD CJP will support the use of the Community Support Services Tool (CSST) for Sheriffs to improve confidence in community disposals.
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19 • WD CJP will work in partnership with WD ADP to ensure commitments to embedding the MAT Standards within custody settings are met from the point of arrest, through prosecution and community sentence pathways. • WD will engage with the National Relaunch of the Arrest Referral Scheme – lead by Police Scotland, this will include all relevant stakeholder partners. • WD CJP will commit to the roll out of the Penumbra Mental Health resources specific to justice settings. • WD CJP will establish multi-agency working groups that support the deliverables attached to National Aim 1: • Arrest Referral Scheme Working group • Prevention & Early & Effective Intervention Working Group • CARM steering group National Aim 2: Ensure that robust and high quality community interventions and public protection arrangements are consistently available across Scotland Priority Action 3. Support the use of robust alternatives to remand by ensuring high quality bail services are consistently available and delivered effectively. Priority Action 4. Strengthen options for safe and supported management in the community by increasing and widening the use of electronic monitoring technologies. Priority Action 5. Ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistence from offending and enable rehabilitation by delivering high quality, consistently available, trauma-informed services and programmes. Bail Assessment & Supervision Six year trend data reflects that WD Justice Services could not previously accommodate Bail and bail supervision undertakings in the locality. Justice staff have now been trained and Bail Undertaking is now offered as part of the justice portfolio in WD. WD CJP are committed to better understanding the use and applicability of high quality community interventions including the use of bail, electronic monitoring, restorative justice and trauma informed programmes. WD has recently trained staff on Bail Supervision; process, protocols and undertakings. Recent legislative changes have changed the way Bail Supervision is recorded in aggregate returns since 2022. Bail & Supervision Assessments 2022-23
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20 Hate Crime **Statistics provided above are provisional and should be treated as management information. All data have been extracted from Police Scotland internal systems and are correct as at 03/04/2023 • As shown, hate crimes have seen an overall upward trend in the 5 years up to 2022/23. • In 2022/23 a total of 101 crimes were recorded which is higher than the previous 5 year average (76.6). • It is pertinent to note however that the 5 year average figure may have been influenced by the Covid-19 pandemic. • In 2022/23 the detection rate was 70.3%, marginally higher than the 5 year average figure of 67.9%. • In 2022/23 racist and homophobic crimes continued to be the most commonly recorded. • 45% of all crimes were committed against police officers. • In crimes not involving police, 75% of victims were male and 25% were female, the majority were aged 25-45 years. • Approx. 55% of victims were White Scottish. Asian Scottish were the next most commonly targeted. • Similarly, 71% of offenders were male and 29% were female. Most were aged 20 – 45 years. 0 5 10 15 20 25 30 No. assessments submitted to court Bail with EM Bail & Supervision Bail Supervision & EM No Suitable for bail Chart Title Male Female Total 0 5 10 15 20 Commenced Cases Bail with Supervision Bail with Supervision & EM Bail Supervision Breeches Bail Supervision Completed Chart Title Male Female Total
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21 West Dunbartonshire MARAC Statistics April 2022 – March 2023 There were 223 referrals made to WD MARAC for the highest risk cases of domestic abuse from April 2022 - March 2023. 219 of these cases have been female victims. This has shown a slight decrease from the previous year’s referral’s at 238. The average age of victims is 32 years within a range of 17-62 years. In terms of age distribution for victims, with the highest concentration in the 35-39 years age bracket. The average age of perpetrators is 35 years within a range of 18 to 73 years. In terms of age distribution for perpetrators, with the highest concentration in the 35-39 years age bracket. Although MARAC referrals are made in respect of the adult victim, there were 450 children and young people discussed at the meetings that were linked to these referrals. The Caledonian System Due to consistently high Domestic Abuse prevalence rates, in 2023, WD HSCP procured the Caledonian System as part of a ‘Whole Systems’ response to tackling domestic abuse in the local authority. The Caledonian System is an integrated approach to addressing domestic abuse. It combines a court-ordered programme for men, aimed at changing their behaviour, with support services for women and children. Key principles underpinning the Caledonian System The development of the Caledonian System was informed by research and best practice evidence on what works in preventing domestic violence. Among the key theoretical and practical guiding principles underpinning the system are: ➢ A 'systems approach' - the combination of services for men, women and children. Working together with the whole family is central to the Caledonian System's ultimate aim of reducing the risk of harm to women and children. Research is clear that working with men in isolation is potentially dangerous in terms of raising the risk of harm to women partner -
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22 the systems approach also encompasses being embedded in a wider system of multi-agency working as a pre-requisite for successful intervention. ➢ Working towards 'good lives' - in working with men, ‘the system’ does not focus only on their deficits, but also on their personal goals for a 'good life' and how they could achieve these as a means of motivating them towards positive change. ➢ An 'ecological model' of behaviour - 'ecological models' of behaviour, including abusive behaviour, argue that behaviour is influenced at various levels, from the individual, to the familial, to broader social and cultural contexts. This model influences how the programme works with men - for example, examining social stereotypes about gender roles as well as exploring the specific factors in individual men's lives that may have contributed to their propensity to abuse, such as their own exposure to violence and their use of alcohol and drugs. WD Justice Social Work has trained 12 qualified staff on the Caledonian System and men’s programme. The team have Caledonian 2 day introductory training which was delivered by the Community Justice Scotland, National Caledonian Delivery Team. This training covered both an overview of the integrated Caledonian System as well as the key aspects of screening men for the Caledonian Systems programme. In December 2023, the National Team returned and delivered the 4 day Case managers Training to the majority of qualified social workers within the team. This was vital in equipping the team with the necessary overview and skills in delivering the 14 dedicated sessions to men, in preparation for their inclusion in the Caledonian group work programme. In April 2024, 4 staff from the team (including a manager, 2 social workers and a CJO) attended the 5 day Caledonian Group Worker training in Glasgow which again was delivered by the National Team and equipped the team to deliver the 26 week Caledonian Men's programme and subsequent maintenance sessions that is required, prior to the conclusion of their order. Since this time both QSW's and CJO's have been attending various training sessions from the above noted suite of training and this will continue into 2025. This will offer the existing staff team the opportunity to undertake this training and provide resilience within the team both in relation to case managers and group workers as well as within the various roles included within the Caledonian system. WD Women’s Safety and Support Service 2021-2024 The Women’s Safety and Support Service work within Justice Services to bring a range of assistance for women who need support as a result of currently experiencing or having experienced Domestic Abuse or any other form of gender based violence. Women are automatically offered support at the point of justice court report for Domestic Abuse. The WSSS work in partnership to assess, manage and reduce the risks posed to women and children. The WSSS is a partner in the ‘Caledonian System’ providing services for women victims and children & young people. The service: ➢ Works with women and children to plan person-centred safety using a trauma informed, strengths based, and empowerment approach. ➢ Works in partnership with women, children and other services to support understandings of the impact of Domestic Abuse and support with recovery plans offering 1:1 and group support.
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23 ➢ Works with strategic partnerships to plan and meet locality needs and national outcomes for all forms of gender based violence against women ➢ Provides information events and training based on locality needs WSSS Service Outcomes: Outcome 1 Work with established referral pathways proactively contact women to offer advice and support and promote engagement Work in partnership with referrers to promote engagement of women and identify women offenders who have additional vulnerabilities as a result of VAWG. Outcome 2 Work with national risk assessments to identify and plan with women person centred interventions in partnership with other agencies and multi-agency forums e.g. MARAC, MATAC DSDAS. Promote sensitive routine enquiry. Work intensively to support women offenders through complex trauma informed intervention. Outcome 3 Develop and support recovery plans addressing wider impact of VAWG Individual and group support with women to establish emotional recovery and community reintegration and engagement Support women to understand impact on children and provide strengths based approach for parent and children's recovery. Outcome 4 Develop and deliver awareness raising events . Work in partnership with specialist services and VAWG partnership Deliver SARA 3 training . Develop and deliver online and in person education opportunities Develop and disseminate good practice guide for commercial sexual exploitation awareness. WSSS Referral Data 2021-2024 WSSS Service Support: In total 72 women received direct, ongoing supports throughout the recovery model across 2023- 2024. This was the same as previous year however, overall engagement increased by 23%. In addition, 20 women offenders became actively engaged which was 98% of progressed women offender referrals. 71 cases were recorded by age from available information. 87% of women were aged between 21 and 40 years of age. The Service undertakes Safe Lives assessments as well as contributes to SARA V3 risk assessment focused on perpetrator risk, victim vulnerabilities as a structured professional judgement tool to assess the level and immanency of risk and priorities relevant factors associated with risk. The service works intensively to support women offenders through complex trauma informed intervention. Referrals Re-Referrals Women Offenders 2021-2022 113 13 9 2022-2023 151 22 24 2023-2024 136 25 26 113 13 9 151 22 24 136 25 26 0 20 40 60 80 100 120 140 160 Referral Data 2021-2022 2022-2023
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24 Group work has demonstrated significant success. Eight women have engaged regularly and have shown improvements in all 11 indicators of well-being when assessed in week 1 and week 7. Service user involvement directs the focus of intervention and women’ s feedback has demonstrated an increase in empowerment, confidence, domestic abuse awareness and a reduction in isolation enabling women to make decisions for their and their children’s safety and well-being. National Aim 2: Outcome Improvement Plan • WD CJP will complete an SNSA for all community based sentences to better understand the local landscape and support the development of improvement planning activity - ensuring victim safety as paramount. • WD CJP will work closely with WD ADP to ensure that the MAT Standards are considered and adhered to through all community interventions in particular to this priority action through prosecution and at court. • WD CJP will work closely with the VAWGP and MARAC to ensure commitment to the “Equally Safe” Strategy - in particular the undertakings of Quality Standard No.4: “Men desist from all forms of violence against women and girls and perpetrators of such violence receive a robust and effective response. • WD CJP will partnership work with SACRO “Stop” restorative justice resource – providing restorative justice as diversion, and a programme response to Hate Crime. • WD CJP will establish multi-agency working groups that supports the deliverables attached to National Aim 2: • The Caledonian System Steering Group • Women & Justice Working Group • MARAC Steering Group National Aim 3. Ensure that services are accessible and available to address the needs of individuals accused or convicted of an offence. Priority Action 7. Enhance individuals’ access to health and social care and continuity of care following release from prison by improving the sharing of information and partnership-working between relevant partners. Priority Action 8. Ensure that the housing needs of individuals in prison are addressed consistently and at an early stage by fully implementing and embedding the Sustainable Housing on Release for Everyone (SHORE) standards across all local authority areas. Priority Action 9. Enhance individual’s life skills and readiness for employment by ensuring increased access to employability support through effective education, learning, training, career services and relevant benefit services Priority Action 10. Enhance community integration and support by increasing and promoting greater use of Voluntary Throughcare and third sector services. Since the Covid-19 pandemic there has been a changing landscape across the Scottish Prison Service (SPS). The re-establishment and development of process and protocol has created an opportunity for WD CJP to be an integral part of development and design. Communication with SPS have endorses a joint commitment to ensure that each WD resident within any custodial setting will receive a continuity of health and social care that is inclusive of the MAT Standards. WD CJP will seek to engage wider partners i.e. G4S to better understand the complexities in the local landscape and respond to these ensuring the principles of trauma responsive justice systems.
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25 Statutory & Voluntary Throughcare In 2018-2019/2019-2020 there was the highest total number of individuals subject to statutory throughcare. Both through care in the community and in custody saw higher numbers than any other year. 0 50 100 150 200 250 300 Through Care in the community Throughcare in custody Total Individuals subject to stautory throughcare Through Care in the community Throughcare in custody Total Individuals subject to stautory throughcare 2022-2023 F 0 2 2 2022-2023 M 84 92 176 2021-2022 F 0 1 1 2021-2022 M 83 94 177 2020-2021 F 2 1 3 2020 - 2021 M 65 99 164 2019-2020 F 0 2 2 2019-2020 M 91 103 194 2018-2019 F 3 0 3 2018-2019 M 115 130 245 20217-2018 F 0 1 1 2017-20178 M 83 94 177 Statutory Throughcare 2022-2023 F 2022-2023 M 2021-2022 F 2021-2022 M 2020-2021 F 2020 - 2021 M 2019-2020 F 2019-2020 M 2018-2019 F 2018-2019 M 20217-2018 F 2017-20178 M
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26 Voluntary Throughcare Due to ongoing changes with the Scottish Prison Service - in particular, custody sentencing guidelines, use of remand, and voluntary throughcare - WD CJP requires to better understand the complexities of the local landscape with particular consideration to stakeholder partner’s strategic undertakings and commitments. There are significant projected changes to Voluntary Throughcare (VT) provision with remand populations being offered VT for the first time – WD CJP will support the national agenda regarding VT in the context of the Custody to Community Working Group with a view to significantly improve the uptake of VT offered to residents serving short term sentences. To ensure that WD resident’s health and social care needs are met legally and lawfully, Information Sharing Protocols (ISPs) are under consideration and WD will ensure that they are embedded as part of local process. Male Females 0 2 4 6 8 10 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 0 0 4 10 3 6 0 1 0 0 0 0 Voluntary Assistance Male Females
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27 Home Detention Curfew (HDC) 6 Year trend data 2017-2023 HDC will be considered as a Strategic Needs & Strengths Assessment to better understand the data trends over the past 6 years and inform outcome improvement planning priorities. This will be considered in the context of ongoing policy and legislative changes to early and planned release from prison. There is an ongoing national review and implementation of SHORE Standards. WD CJP is committed to understanding the learning from this pilot, and will ensure that the learnings are embedded at a local level where appropriate with consideration to the National and Local housing crisis. Unde r 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 65+ Total 2017-2018 1 9 10 27 3 10 1 3 64 2018-2019 1 1 6 2 14 3 3 2 0 32 2019-2020 1 3 6 2 2 2 1 1 18 2020-2021 1 4 5 1 2 2 2 27 2021-2022 2 1 4 3 4 1 2 17 2022-2023 2 5 3 3 2 2 1 18 0 10 20 30 40 50 60 70 Home Detention Curfew (Male) Under 16 16-17 18-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 0ver 65 Total 2022-2023 2021-2022 2 1 4 4 4 1 2 0 0 0 18 2020-2021 0 2019-2020 1 1 2018-2019 2 1 1 4 2017-2018 1 7 1 9 0 5 10 15 20 25 30 35 Home Detention Curfew (Female)
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28 Employability The data shows that the number of males and females engaged with justice services were overwhelmingly unemployed across each year from 2017-2022. There is a distinct lack of those engaged with a training scheme or engaged with full time education. WD Local Employability Partnership (LEP) has commissioned The Lennox Partnership to deliver specialist support to justice service users. The service is trauma informed, needs – led and supports service users at every stage of their employability journey. WD CJP and The Lennox Partnership have agreed on required data sets and a commitment to impact reporting. 0 50 100 150 200 250 300 350 400 450 Full time education Employed/Self Employed Unemployed Training Scheme Not Seeking Employment Other Employment staus (Males) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 0 10 20 30 40 50 60 70 80 Full time education Employed/Self Employed Unemployed Training Scheme Not Seeking Employment Other Employment Status (Females) 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
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29 National Aim 3: Outcome Improvement Plan • WD CJP will undertake an SNSA with key partners create a Standard Operating Protocol to support the continuity of resident’s health and social care needs when moving from a custody to community setting. WD CJP will assume a “whole person – whole system” approach to ensure that all needs are met. • WD CJP will work in partnership with housing partners to ensure safe and secure housing from custody to community in line with the SHORE standards. An SNSA will be undertaken to better understand the use of HDC in the locality. WD Housing will share data contributing to justice outcome improvement planning activity. • WD CJP engage in discovery activity regarding the needs of those on remand. This will be informed by NHS GGC ‘Community Justice & Remand population Health Needs Assessment’ • WD CJP will work closely with WD ADP and WD HSP to better understand the Custody to Rehabilitation landscape and ensure that the needs are met for this particular cohort of justice service users. • WD CJP will work in partnership with The Lennox Partnership to ensure that the needs of justice services users are met regarding employability/training. • WD CJP will establish multi-agency working groups that supports the deliverables attached to National Aim 3: • Custody to Community Working Group • Women & Justice Working Group • Authentic Voices working Group National Aim 4. Strengthen the leadership, engagement, and partnership working of local and national community justice partners. Priority Action 11. Deliver improved community justice outcomes by ensuring that effective leadership and governance arrangements are in place and working well, collaborating with partners and planning strategically. Priority Action 12. Enhance partnership planning and implementation by ensuring the voices of victims of crime, survivors, those with lived experience and their families are effectively incorporated and embedded. Priority Action 13. Support integration and reduce stigma by ensuring the community and workforce have an improved understanding of and confidence in community justice. National Aim 4: Outcome Improvement Plan: • WD CJP will ensure governance over the activity of the working/steering groups. Each working/steering will develop a clear terms of reference, data collection and analysis requirements and report directly to WD CJP. • WD CJP will work collaboratively with local strategic partnerships, planning groups, and those with lived experience. • WD CJP will undertake self-assessment to contribute to quality improvement and service development activity. • WD CJP will commit to hosting regular Information and Awareness raising events; develop communications pathways; and engage in other profile raising activity, to help stakeholder partners better understand the benefits to a trauma informed approach to justice .
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30 • WD CJP will commit to training all justice staff to a trauma skilled level. • WD CJP will establish a multi-agency working group that supports the deliverables attached to National Aim 4: • Authentic Voices Working Group