Item 12 Appendix 2 - 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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Community Justice Outcome Activity Across Scotland - Local Area Annual Return Template April 2024 Community Justice Scotland Ceartas Coimhearsnachd Alba Community Justice Outcome Activity Across Scotland Local Area Annual Return Template Reporting year April 2023 – March 2024
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Community Justice Outcome Activity Across Scotland - Local Area Annual Return Template 1. Background ........................................................................................................................ 2 2. Statement of Assurance and Data Usage .......................................................................... 2 3. General principles of the template .................................................................................... 3 4. How to fill in the template ................................................................................................. 4 5. Community Justice Partnership / Group Details ............................................................... 5 6. Template Sign-off from Community Justice Partnership / Group Chair............................ 5 7. Governance Arrangements ................................................. Error! Bookmark not defined. 8. The year overall.................................................................................................................. 7 Priority Action One ..................................................................................................................... 9 Priority Action Two .................................................................................................................. 10 Priority Action Three ................................................................................................................ 12 Priority Action Four .................................................................................................................. 13 Priority Action Five ................................................................................................................... 14 Priority Action Six ..................................................................................................................... 17 Priority Action Seven ................................................................................................................ 18 Priority Action Eight ................................................................................................................. 19 Priority Action Nine .................................................................................................................. 21 Priority Action Ten ................................................................................................................... 23 Priority Action Eleven............................................................................................................... 25 Priority Action Twelve .............................................................................................................. 27 Priority Action Thirteen ........................................................................................................... 29 9. Look ahead for your local area. ....................................................................................... 30 1. Background This reporting template has been developed in discussion with community justice representatives from local areas. This template is designed to enable local areas to report on progress towards the community justice outcomes. 2. Statement of Assurance and Data Usage The information submitted to CJS using this template will 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
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3 should be aware that any information held by CJS is subject to statutory Freedom of Information obligations. Completion of the template can help local partnerships to fulfil their requirements under s23 (1b) of the Act by using the developed content to inform the production of the publicly facing summary statement of annual progress. 3. General principles of the template The template and guidance have been developed using the following principles: • Support CJS in developing the evidence base for local community justice activity and progress across Scotland within the reporting year • Support CJS to comply with their duties set out in the Act, Sections 26-30 • Support local partners to comply with their local reporting requirements set out in section 23 of the Act.
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4 4. How to fill in the template The return should be completed and consulted on with partners involved in community justice in your local area. In line with the Act this includes statutory partners, third sector bodies involved in community justice in relation to the area, and such community bodies other persons as partners consider appropriate. CJS expects that completion of this template will be a collaborative effort. This template incorporates guidance to support completion, with the text (in blue) providing reflective prompts to consider when developing your answer, which can be deleted and replaced with your response. These should be considered together through the development of your answer rather than addressed individually. There is no expectation that areas will return substantial numerical data. It is likely that local areas will not have the national data indicators set out by the Community Justice Performance Framework at the time they are completing this template. It is not anticipated that CJS will routinely use or refer to local level national indicator data in the context of the national outcome activity annual report. If in developing the national report it becomes apparent that local-level data may support further analysis of particular outcomes, for example in identifying potential recommendations, exploring data outliers, or areas for further development, we expect this to be taken forward in discussion with the relevant local areas and partners. Instead, we want partners to focus on the qualitative evidence drawn from their activity and insights about impact. Relevant local supporting evidence from the CJS improvement tool that will supplement the national indicator data has been specified under each national outcome in this template. We would encourage partners to develop the response to this template in conversation with each other and view it as an opportunity to reflect on your strengths and needs in partnership. Where the template asks for evidence, a written response will suffice and there is no expectation that you send additional supporting documentation – if there are any aspects CJS is unclear on, it will be our responsibility to request clarification where necessary. If any response or evidence requires details about people with lived experience (e.g. evidence in respect of someone’s life story) please DO NOT include any identifiable personal or sensitive information (as outlined in Schedules 2 & 3 of the Data Protection Act 1998) as CJS does not require such information. If this is unavoidable then please ensure that the data is fully anonymised. If you have any queries about completing the template, then please email CJSImprovement@communityjustice.scot.
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5 5. Community Justice Partnership / Group Details Name of local authority area/s West Dunbartonshire Council Name and contact details of the partnership Chair Name: Beth Culshaw Email: beth.culshaw@ggc.scot.nhs.uk Telephone: 01389 738282 Contact for queries about this report Name: Dominique Haggerty Email: Dominique.haggerty@west-dunbarton.gov.uk Telephone: 07904 996649 6. Template Sign-off from Community Justice Partnership / Group Chair I, Beth Culshaw, confirm that the local community justice partnership representatives have agreed this return as an accurate record, returned to CJS by 27 September 2024. Date:……27th September 2024 Name:…Beth Culshaw, Chief Officer, West Dunbartonshire HSCP Foreword: I am delighted to present this year’s annual report reflecting the progress and positive developments across the Community Justice partnership in West Dunbartonshire. The investment in a full time co-ordinator whose energy and commitment has enthused others, enabling The Partnership to develop the necessary focus aligned to national reporting and priorities and aims whilst being informed by our local data. All Partners have worked with enthusiasm and effectively together to develop both the foundational sub -group arrangements which drive the work of the partnership and start to realise the contribution that relevant partners can make in ensuring community provision and prevention is at the heart of all that we do. I want to thank all those involved in the significant progress made in the last reporting year which we will continue to build on, and recognise the contribution from the Violence Reduction Unit with a representative member becoming part of our Community Justice Partnership, which is helping us to expand and strengthen the voices of those with lived experience to shape and design local delivery. I am confident we have made significant strides in progressing our Community Justice ambitions in West Dunbartonshire and will continue to build on our success as a partnership going forward.
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6 Last year, we asked partnerships to describe their governance structure for community justice arrangements and include links to wider community planning. Please describe any substantive changes since your previous answer. West Dunbartonshire’s (WD) Community Justice Partnership (CJP) governance arrangements have varied slightly since the last annual returns The CJP reports Into the Community Planning Management Group as a distinct and identified partnership as part of West Dunbartonshire’s planning arrangements, As part of our delivery plan for outcome improvement activity – the CJP has established working sub-groups with their own Terms of Reference (ToRs) for individual work strands. These sub groups are operational groups with no decision making authority. The working groups feed into the CJP strategic group where recommendations and required decision making are reported and considered by Community Justice Partnership. The following integrated partnership subgroups have been established. • Authentic Voices • Prevention and Early and Effective Intervention (Including, Care and Risk Management for Young People) • Women and Justice (Joint working group with the VAWGP) • Custody to Community • Arrest Referral Scheme (Joint working group with the ADP) • Caledonian System (Integrated working group with Children & Families Social Work)
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7 WD CJP membership 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 NHS GGC 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 WD Working 4U Service Manager Mentors in Violence Reduction Chief Officer Education Skills Development Scotland West College Scotland 7. The year overall This section should be used to reflect some of the a) challenges/negative implications and b) opportunities/positive implications from the reporting year on the community justice partnership. This can include impact on the improvement activity, partner collaboration, and delivery of services. Challenges / Negatives From April 2022 – October 2023 WD CJP didn’t have a full-time community Justice Co- ordinator. The new co-ordinator came into post in October 2023 and full strategic consideration and planning for community justice statutory duties was actioned. Activity from April – October related to supporting partners to understand their statutory duties, contributing to the Arrest Referral Scheme Pilot, and trend data analysis to better understand the landscape in WD. Following the arrest referral pilot, activity in this regard has ceased whilst the partnership waits on direction from Police Scotland who are the leading agency responsible for the co- ordination and delivery of the scheme nationally. Future work will be a collaborative approach inclusive of all relevant services and will seek to expand on the limitations of the pilot. Funding is an ongoing issue. With the move to reduce prison populations and strategically a presumption in favour of community-based sentences, Justice Services are required to provide a wider portfolio of services but with no enhancement to current budget. This clearly presents challenges in terms of service provision and delivery, with core service delivery in justice being augmented by Health and Social Care Partnership (HSCP) reserves for the last 3 financial years which have now been exhausted.
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8 Positives / Opportunities Notwithstanding the budgetary pressures, since October 2023 there has been much positive progress in the Community Justice landscape across WD. Stakeholder partners have been committed to understanding their statutory duties and undertakings and the partnership has now established integrated process and procedures along with a unified approach to outcome improvement activity. The enthusiasm and commitment form a range of partners in developing the sub- group structures to drive out priorities and aims forward has been exceptional and given clear and discrete focus to areas of development and improvement. The recruitment and investment in a full time co-ordinator post to enable and support the partnership to work effectively and develop the necessary structures to deliver on the priority aims and actions has been key to taking the partnership to the next level in delivering on its ambitions. The appointment through the national violence reduction unit of our lived experience advisor as part of the partnership has been a significant development in helping the partnership to put lived experience at the heart of local development and ensuring those voices shape service for the future Community Justice Outcome Improvement Plan (CJOIP) WD CJP have developed and created their CJOIP for 2024-2026, informed by a six year data analysis to develop and inform the priority areas – a thorough data analysis is provided in the CJOIP document. WD Delivery activity will be driven by the identified subgroup activity. The Community Justice Outcome Improvement Plan is in the process of being formatted and will be ready for publication in October 2024. As part of the CJOIP activity WD CJP will deliver on outcome improvement planning via thematic working groups that each have their individual ToRs and clear data gathering and analysis arrangements. All stakeholder partners have been heavily invested in their contribution to the CJOIP. Partners have contributed to the creation and development of thematic working groups and associated ToRs. Stakeholder partners are chairing the working groups relevant to their expertise and are leading on their contribution to the CJOIP. • Authentic Voices (Chair: Authentic Voices Lead Advisor) • Prevention and Early and Effective Intervention including CARM (Chair: CJ Co- ordinator/VAWG Lead Officer) • Women and Justice (Chair: Women Safety & Support Service: WD Justice Team Manager) • Custody to Community (Chair: WD Justice Social Work Manager) • Arrest Referral Scheme (Chair: Police Scotland) • Caledonian System (Chair: WD Justice Caledonian Systems Team manager) • Performance & Audit (Chair: Justice Social Worker Team Manager)
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9 Priority Action One 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 Nationally determined outcome: More people successfully complete diversion from prosecution1 Local Evidence • Mechanisms are in place to understand the views of people undertaking diversion from prosecution and are used to support improvement. • Mechanisms are in place to understand the views of people supporting the delivery of diversion from prosecution and are used to support improvement. What activity has taken place to increase successful completion of diversion? What impact has there been as a result? To increase the successful completion of Diversion within West Dunbartonshire, we have taken the following actions: • Increased our staffing to support the increase in volume of individuals being referred through diversion from prosecution by COPFS • Raised awareness within social work services to support individuals subject to diversions to meet their identified needs. i.e. referrals to Learning Disability/Mental Health • Joint work with staff from Justice Social Work and other disciplines to support service users successfully complete a period of diversion. • Established links and referral pathways to third sector support services • Use of outcome star to assess need and identify progress throughout the period of diversion. • Staff are linked to national forums to enable them to develop their knowledge and share practice experience with national colleagues. • Trained staff in the use of the Outcome Star needs assessment tool. • Linked with partnership areas including ADP, Housing Partnerships to enable them to support the individual address needs related to the behaviours linked to their behaviours. • Links to SFRS to appropriate awareness courses for individuals Service users have been supported to address needs linked to their behaviour that has brought them into conflict with the law and successfully remove themselves from becoming further entrenched in the justice system. 1 National Indicator: Number of diversion from prosecution: • assessments undertaken • cases commenced • cases successfully completed
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10 Priority Action Two 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 Nationally determined outcome: More people in police custody receive support to address their needs2 Local Evidence: What activity has taken place to support people in police custody to access support? What impact has there been as a result? Police Scotland are leading with the Arrest Referral Scheme (ARS) as part of a national relaunch of the scheme based on learnings from its previous inception. WD ARS Pilot ended in august 2023 and there were recommendations for future activity. The original pilot included addictions services only and the report reflects on this activity. Recommendations from the pilot: 1. From the Contractors’ perspective, this work stream felt impactful and valued by the people who were supported in custody, who, almost without exception, responded as grateful and relieved to have made a connection with support services. It afforded the specialist addiction workers a chance to engage with people in need, at a time when they were very receptive to being modelled a vision of a better, healthier and safer future. It was an effective way to reach and connect with some people who were otherwise unknown to services and unlikely to have found their own way into support. 2. As such, it is the assessment of the Contractors that the withdrawal of this service after the two-year pilot is likely to have a detrimental effect on the wellbeing and support of people who find themselves in a custody setting – and our recommendation is that steps should be taken to secure ongoing funding as a means of mainstreaming this provision. 3. The Contractors also recommend a modified service specification which sites Arrest Referral Mentors within the Custody Suite setting as outlined in the previously submitted service development plan. This will undoubtedly support better collaboration and partnership between Police Scotland/Custody Suite personnel and Arrest Referral Mentors, and has the potential to improve referral rates and alcohol brief intervention rates. Based on learning from the pilot, a newly created ARS scheme working group has been established inclusive of all relevant stakeholder partners. This sub- group will support the strategic priorities of the CJP and the ADP and will work collaboratively to enhance outcomes for WD residents experiencing primarily mental health difficulties and or substance misuse issues. 2 National Indicator: • Number of referrals from custody centres
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11 Group: Arrest Referral Scheme Group Purpose: The high level objective for the group is to support the roll out of the ‘Arrest Referral Scheme’ across the locality. The group will explore opportunity to create, develop and direct enhanced support that is underpinned by a trauma responsive, needs- led framework that effects desistance, diversion, and effectively reduces recidivism. The group will ensure each agency/service contributes towards the achievement of the outcome improvement plan by adopting a ‘whole - person’, ‘whole - family’, ‘whole - systems’ response to service intervention. The group will operate in a targeted manner for those high risk groups to mitigate the impact of being in conflict with the law by recognising the relationship between offending behaviour and complex needs. The group will seek to ensure that WD residents are afforded as much support as possible, provided the right support at the right time, ensuring enhanced outcomes and positive destinations for West Dunbartonshire residents. This model of intervention will seek to provide real opportunity for change for WD resident with complex needs and in turn contribute to making West Dunbartonshire’s communities safer. This multi-agency group will drive forward the ARS and use the CJS Targeted Resources Tool to guide meaningful data collection and analysis. Impact measure for the group will be available next reporting term as it is too early to report on outcomes this reporting period.
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12 Priority Action Three Support the use of robust alternatives to remand by ensuring high quality bail services are consistently available and delivered effectively Nationally determined outcome: More people are assessed for and successfully complete bail supervision3 Local Evidence • Mechanisms are in place to support a high quality bail assessment. • Referral pathways are in place that support identified needs of people on bail supervision. What activity has taken place to increase the use of bail, and support people to access services to address needs while on bail? What impact has there been as a result? To increase the use of Bail within West Dunbartonshire, we have taken the following actions: • Met with local sentencers to raise awareness of the option of Bail supervision and electronic monitoring as an alternative to remand. • Held awareness sessions for faculty colleagues. • Increased our staffing at the local Court to engage with service users, fiscals and lawyers in the support of Bail Supervision. • Trained staff in the use of the Outcome Star needs assessment tool. • Linked with partnership areas including ADP, Housing Partnerships to enable them to support the greater use of Bail within the local authority; • Developed relationships between legal representatives and court staff typically involved in court business to ensure bail assessments are requested timeously and available to sentencers. Service users have been supported to main family connections, maintain employment and address needs related to their offending as part of their engagement with bail supervision. 3 National Indicator: Number of: • assessment reports for bail suitability • bail supervision cases commenced • bail supervision cases completed
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13 Priority Action Four Strengthen options for safe and supported management in the community by increasing and widening the use of electronic monitoring technologies (EMT) No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. What activity has taken place in your area to increase the use electronic monitoring technologies? What impact has there been as a result? As part of ongoing discovery activity WD CJP is undertaking a Strategic Needs and Strengths Assessment (SNSA) to better understand the use of EMT in the locality. The SNA will be a collaborative activity inclusive of WD HSP, ADP, VAWGP and WD CPC strategic groups. There is minimum data available at this time and WD are seeking to work with relevant partners to obtain data to engage in analysis and exploration. The SNSA will be reported on in the forthcoming year and as part of self – assessment activity projected to take place May- September 2025. Recommendations will be shared with the CJP for strategic consideration, oversight and direction.
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14 Priority Action Five Ensure that those given community sentences are supervised and supported appropriately to protect the public, promote desistance from offending and enable rehabilitation by delivering high quality, consistently available, trauma-informed services and programmes Nationally determined outcome: More people access services to support desistance and successfully complete community sentences4 Local Evidence • Availability of local programmes to support desistance from domestic abuse and sexual offending. • Availability of referral pathways to support the needs of local population on community disposals. • Mechanisms are in place to understand the views of people with experience of community disposals to support improvement. • Mechanisms are in place to understand the views of the community justice workforce with regard to supporting the needs of people subject to community disposals to support improvement. WD HSCP funded ‘The Caledonian System’ in WD due to the consistently high domestic abuse prevalence rates in the locality. Staff training has been completed and assessments are now being undertaken in preparation for the group work programme. In partnership with CJS Caledonian Systems, WD CJP hosted a Stakeholder Event to allow partners to better understand the system and where it integrates with wider services, for example, the children’s recovery programme with wider children’s services planning arrangements. The event was very successful and well attended – elected members also attended the event. Since the stakeholder event there have been a further two information and awareness raising events held for partners with another two planned into 2025. These events have been held in partnership with WD Specialist Services and have well received in terms of the wider workforce understanding the response and intervention for men who engage with harmful behaviours. “Very informative session. Also great to hear from community justice agencies who are involved in the local authority and build knowledge of their services” (Comment from a delegate who attended the information and awareness raising event, the evaluations were overwhelmingly positive and the event will be part of ongoing CJP activity in 2024/25.) The Caledonian System activity will be driven by the Caledonian System Steering Group who will report into the CJP. 4 National Indicator: Percentage of: • community payback orders successfully completed • drug treatment and testing orders successfully completed
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15 Caledonian Steering Group Purpose: The high level objective for the group is to support embedding of ‘The Caledonian System’ across West Dunbartonshire. The group is responsible for directing enhanced and targeted activity and actions, which will ensure the fidelity of the system and associated men’s programme. Activity will be underpinned by a trauma responsive, needs-led framework that will contribute to wider activity effecting desistance, diversion, and effectively reduces recidivism with respect to Domestic Abuse and Violence. The group will seek to promote and evidence opportunity for meaningful behaviour change, increased safety, enhanced life opportunities and improved health, by developing a co-ordinated community response model that will, in turn, create safer communities. The group will work toward contributing to the local delivery plan committed to supporting: National Outcomes 2 Ensure that robust and high quality community interventions and public protection arrangements are consistently available across Scotland. Priority Aim 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. National Outcomes 4 Strengthen the leadership, engagement, and partnership working of local and national community justice partners. Priority Aim 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. The activity of the group will also contribute to commitments of The Equally Safe Strategy. 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. The group has created Standard Operating Protocols and Risk Assessment and Safety Protocols between and across service areas to ensure that systems risk is mitigated ensuring the safety of women and children at all times. The group has clear links and pathways with the MARAC steering group to support victim safety activity. The group will seek to understand the views of the community justice workforce with regard to supporting the needs of people subject to community disposals to support improvement as part of ongoing development work. This will be reported on in the forthcoming year. Drug Testing & Treatment Orders The DTTO service is provided by an integrated care team working across West Dunbartonshire to support individuals whose offending is primarily due to their established addiction issues. The staff provide both medical intervention and social work support, encouraging recovery, reduced offending behaviour and promoting stability. Regular attendance at Court reviews from DTTO staff promote service user engagement and sentencers confidence in the use of this disposal.
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16 DTTO staff have established relationships with Addiction Recovery Services supporting services users in their choice of substitute prescribing and supporting links to recovery communities within the local area. What activity has taken place that will support people serving sentences in the community to desist from offending, address their needs, and help them successfully complete their sentence? What impact has there been as a result? We have commissioned services to provide digital support and learning to our service users in order to mitigate against digital poverty and develop access to Justice Services on a virtual platform. Staff continue to provide specialist Justice Supervision to those on community orders or licences, utilising their skills in risk assessment, individualised intervention programmes to enable service users address the cause and effect of their offending behaviours on themselves, families and communities. Ongoing collaborative work with the Council’s Greenspace project and colleagues from the third sector contribute to the local authority’s green space initiatives. Third sector partner, continue to deliver creative workshops using online platforms, designed around lived experiences. Our ongoing collaboration with The Wise Group provides additional support opportunities and the Libertie Project ensures service users are not disadvantaged in terms of digital poverty. New staff are being trained and existing staff annually updated on the suite of assessment tools used within Justice Social Work. A rolling programme of staff training being completed in Trauma Informed Practice to ensure service users are supported appropriately in all their interactions with the Justice Service. Strong partnership working evident in the planning of support for individuals being released from prison. Our justice and housing services are working closely together to ensure short stay accommodation is identified for individuals prior to release and support then provided to access a permanent tenancy During this year we have enhanced our unpaid work service by ensuring that tasks are meaningful to communities and provide learning opportunities for service users, including improving the environment and supporting charitable and voluntary organisations.
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17 Priority Action Six Ensure restorative justice is available across Scotland to all those who wish to access it by promoting and supporting the appropriate and safe provision of available services No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. What activity has taken place to make restorative justice available to people and support them to access it, and what impact has there been as a result? WD CJP is working in partnership with SACRO STOP Restorative Justice Service. The STOP Service is a Restorative Justice initiative that aims to target Hate Crime: ➢ Race ➢ Religion or belief ➢ Sexual Orientation ➢ Transgender Identity ➢ Disability ➢ Misogyny The individual referred to the service will participate in a bespoke programme of work which will aim to change the attitudes and behaviours associated with discrimination and prejudice, to understand the damage caused and to reduce the likelihood of future Hate Crime offences – STOP uses CBT (cognitive behaviour therapy) to challenge the way offenders think and act. STOP also provide information and education to communities and individuals affected by Hate Crime behaviours. STOP is a Scottish Government-funded service. This resource is available from anyone from age 12+ - the CJP will be looking at this resource as part of diversion for young people in conflict with the law – it will be linked with CARM/FRAME activity within the context of youth justice. This activity is a recent collaborative approach between WD CJP and SACRO reporting and impact evidence will be available in the forthcoming year. Evidence and impact reporting will support and inform considerations for wider use of RJ in the locality.
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18 Priority Action Seven 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 Nationally determined outcome: More people have access to, and continuity of, health and social care following release from a prison sentence5 Local Evidence • Health and social care circumstances/care plans are reflected in collaborative plans for release. • Referral pathways and information sharing arrangements are in place to support timely access to health and social care supports upon release. What activity has taken place to support people to access health and social care support after release from prison, and what impact had there been as a result? To support the health and care need of people on release from prison WD CJP has created a Custody to Community Working Group to support delivery of this outcome. Group Purpose: The high level objective for the group is to support WD residents with all health and social care needs when returning to the community following a custodial sentence. The group will identify process, procedure, protocol, and opportunity for integrated partnership working across services including a co-ordinated and unified approach with the Scottish Prison Service. The group will ensure each agency/service contributes towards the achievement of the outcome improvement plan by adopting a ‘whole - person’, ‘whole - family’, ‘whole - systems’ response to service intervention. The group will operate in a targeted manner for those high risk groups by recognising the relationship between offending behaviour and complex needs. The group will seek to ensure that WD residents are afforded as much support as possible, provided the right support at the right time, ensuring enhanced outcomes and positive destinations for West Dunbartonshire residents. This model of intervention will seek to provide real opportunity for change for WD resident and in turn contribute to making West Dunbartonshire’s communities safer. 5 National Indicator: Number of transfers in drug/alcohol treatments from: • custody to community
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19 Priority Action Eight 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 Nationally determined outcome: More people have access to suitable accommodation following release from a prison sentence6 Local Evidence • SPS admissions and liberations information is shared with relevant partners to support suitable accommodation planning. • Proportion of admissions where housing advice was provided. • Percentage of people leaving prison who have been housed by the local authority and have maintained tenancy for more than 1 year What activity has taken place to support people to access suitable accommodation following release from prison, and what impact had there been as a result? • In line with SHORE standards data obtained from the ISP is shared with housing services on a weekly basis. This identifies points of contact and required actions for people in custody who have been sentenced or remanded. • Initial contact is made to the relevant prison either by phone or in person and arrangements made to link in with prisoner. These appointments are carried out by the resettlement team either in the Link Centre, agent visits or phone calls to further afield prisons. • Housing Options interview takes place with prisoner, and from information gained, an assessment is carried out. Relevant agencies are contacted if involved with the person, (this list is not exhaustive however could involve CJSW, Health, Police, Housing). • Tenancy sustainment would always play a vital role in the assessment which could result in rent abatements for up to 12 months (currently under review), or the property could be sub-let in order to maintain the tenancy for the prisoner on release. This would be supported by engagement with housing services and other agencies involved with the prisoner in case there are mitigating circumstances meaning they cannot return to the original tenancy, e.g. victim location, ASBO involvement. 6 National Indicator: Number of: • homelessness applications where prison was the property the main applicant became homeless from
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20 • WDC have a Resettlement team who have their own temporary accommodation flats which are used for prisoner release if requiring homeless accommodation. The resettlement team work closely with the Justice services and have close working relationships with statutory cases. Within the Resettlement is the SOLO who has the responsibility of the MAPPA cases and stable/ suitable accommodation on release. • The resettlement team also benefits from a supported accommodation worker who provides housing support services to those in temporary accommodation. • Close links and referrals are also made with third sector organisations e.g. WISE group and SHINE. • Case studies in the past have shown WDC have housed people straight from custody to permanent accommodation. This can be a complex process and involves engagement and buy-in from all agencies involved. • Conversion of temporary accommodation to permanent accommodation is also made available depending on occupant needs/wishes and availability of accommodation. • Close working and referrals to Housing First for those with multiple and complex needs also takes place.
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21 Priority Action Nine 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 Nationally determined outcome: More people with convictions access support to enhance their readiness for employment7 Local Evidence Effective links between the Local Employability Partnership (LEP) and Community Justice Partnership supports: • local employment, education and training providers to respond to the needs of those with convictions • local employment, education and training providers are confident and competent in providing effective conviction disclosure support • local employers to develop more inclusive recruitment processes and employ people with convictions. • Referral pathways are in place to connect people to appropriate services and support: ▪ at commencement of, during and at the end of a CPO ▪ following release from custody. What activity has taken place to support people to access employability support, and what impact had there been as a result? WD CJP have engaged with the West Dunbartonshire Local Employability Partnership to establish those with convictions and those with experience in community in the community justice process/system as a key target group. The employability strategic partners consist of those organisations that invest resources to support local people to overcome barriers to employment opportunities and identify, secure and keep work improvement. The West Dunbartonshire Strategic Employability Group membership consists of representatives from both statutory and voluntary partners within the employment and training arena. The strategic group is supported by a ‘Creative Design’ Group consisting of service providers working together to overcome barriers to partnership working. It is also supported by a ‘Community of practice’. The community of practice consists of frontline staff working together to identify barriers that prevent the key target groups from accessing services. All three groups, strategic partnership, creative design group and community of practice are aware of the importance of providing support and the steps being taken. WD LEP’s approach centres on customised services that are responsive to those with multiple barriers to opportunity. We have a commitment to ensuring clients are treated 7 National Indicator: Percentage of: • those in employability services with convictions
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22 with dignity and respect at all times and there is a clear focus on fair work and sustainable outcomes. The partnership members not only deliver services directly to identified target groups but also commission specialist services to meet the needs of people within the community justice system. As a result of the activity West Dunbartonshire Employability partnership members have: Raised Visibility and Awareness • Engaged with, and have representation on, the community justice partnership group and appropriate subgroups. • Provided the opportunity for the community justice co-ordinator to promote CJ priorities at partnership meetings. Established Pathways and Progression • Identified those with experience of criminal justice as a key target group for support. • Established contacts with local prison (Low Moss) and initiated dialogue for establishing connections with Greenock prison. • Established referral routes to mainstream employability support and associated benefits advice and learning opportunities. • Commissioned specific, specialist support from a local service provider for those with CJ experience. Supported Employability and Learning Skills • Located an employability support worker within community justice service offices. • Established a single point of contact for access to specialist support. • Provided employability and learning support to CJ experienced clients. Developed Progress Monitoring and Reporting Processes • Established a monitoring framework to record the levels and type of support and outcomes. • Established a process for reporting outcomes and progress. • Established ad hoc and periodical reports highlighting quantitative outcomes (numbers supported, numbers achieving a positive outcome). • Provided the CJ partnership with information and data about progress.
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23 Priority Action Ten Enhance community integration and support by increasing and promoting greater use of voluntary throughcare and third sector services Nationally determined outcome: More people access voluntary throughcare following a short term prison sentence8 Local Evidence • Mechanisms are in place for partners to support people serving short term sentences. • Proportion of people liberated from short term custody: i. made aware of support ii. accepting support offer iii. with a co-ordinated pre-release plan in place. • Mechanisms are in place to understand the views of people accessing voluntary throughcare to support improvement. • Mechanisms are in place to understand the views of community justice partners in delivering voluntary throughcare to support the needs of people leaving short term custody. What activity has taken place to support people to access voluntary throughcare? What impact had there been as a result? Due to the changing National landscape in regard to the national Voluntary Throughcare Service WD CJP is undertaking an SNSA to support this activity. WD CJP is in the process of establishing a working group to engage with discovery activity that combines both voluntary and statutory throughcare. Group Purpose: The high level objective for the group is 2 fold: 1. To support WD adults with all health and social care needs when returning to the community following a custodial sentence regardless of sentence length. 2. To support WD young people who have been looked after & accommodated with all health and social care needs as part of throughcare duties and undertakings. The group will identify process, procedure, protocol, and opportunity for integrated partnership working across services including a co-ordinated and unified approach with the Scottish Prison Service and Secure & Residential Estates. The group will ensure each agency/service contributes towards the achievement of the outcome improvement plan by adopting a ‘whole - person’, ‘whole - family’, ‘whole - systems’ response to service intervention. The group will operate in a targeted manner for those high risk groups by 8 National Indicator: Number of: • voluntary throughcare cases commenced
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24 recognising the relationship between behaviour that is in conflict with the law, complex needs and recidivism. The group will explore opportunity to create, develop and direct enhanced support that is underpinned by a trauma responsive needs-led framework that effects desistance, diversion, and effectively reduce recidivism. The group will seek to ensure that WD residents are afforded as much support as possible, provided the right support at the right time, ensuring enhanced outcomes and positive destinations for West Dunbartonshire residents. This model of intervention will seek to provide real opportunity for change for WD resident and in turn contribute to making West Dunbartonshire’s communities safer. This group is in the early developmental phase and is awaiting a national steer in terms of provision and delivery of voluntary Throughcare. Discovery and delivery activity will be reported on in the forthcoming year. This group will have clear links to the other thematic working groups namely: Custody to Community, Women in Justice and Authentic Voices.
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25 Priority Action Eleven 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 No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. Local evidence: • Mechanisms are in place to support engagement in each local authority, specifically: o a community justice outcomes improvement plan (CJOIP) o a participation statement o an annual report on progress towards nationally and locally determined outcomes. • Mechanisms are in place to support an effective interface between national partner organisations and their local representatives within Community Justice Partnerships. • Evidence of mechanisms to engage non-statutory partners in strategic planning • Use of the Care Inspectorate 'self-evaluation guide to support quality improvement for community justice in Scotland', with focus on Leadership and Direction How has your partnership worked to develop local leadership and enhance strategic planning and collaboration? What impact had there been as a result? WD CJP has created and developed the first Community Justice outcome Improvement Plan for the Authority – the report will be ready for publication in September 2024. The CJOIP was created and developed in partnership with all stakeholder partners who collectively agreed the strategic outcomes priorities and their commitment to the thematic working groups. Each thematic Group is chaired by a stakeholder partner who will lead on the activity, data collection and analysis and co-ordinate the group’s outcome improvement activity. The CJOIP has a clear participation statement: 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 the CJP, and the wider workforce and community. Participation activity is detailed in the CJOIP. All stakeholder partners and partners without a statutory duty have contributed to outcome improvement planning activity and subsequent working group activity. The input from partners has been excellent and has allowed for varying work streams to be progressed. Of note the partner who contribute to WD CJP without any statutory obligation are:
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26 • Council for Voluntary Services (CVS) CVS created the new Partnership logo so that WD CJP is identifiable and has its own unique identity as a community planning partner – raising the profile of Community Justice with wider partners and across the locality. CVS have further supported the formatting of the CJOIP and staff resource directory making them both user friendly. CVS invited community justice to provide an input at their annual conference allowing third sector partners to better understand what Community Justice is and why the third sector contribution to outcome planning is vital. The input was very well received and there have been many networking opportunities as a result. https://wdcvs.com/success-story/making-connections-conference-2024/ • West College Scotland (WCS) WCS have attended the CJP and are now partners in working groups exploring wider education opportunities for those on the fringes of justice of those who have just returned back to the community from a custody setting. All partners have contributed to this end of year report. Partners have been heavily invested in contributing to Community Justice Activity across the locality and this year’s successes are testament to the commitment of partners working towards unified outcomes. In terms of national partnership working the Community Justice Co-ordinator sits on the following National Groups: • MATSIN Justice Forum • National VAWG Partnership • Health Improvement in Police Custody (Police Scotland Targeted (ToM) Operating Model) • Community Justice and Health Improvement WD Justice Social Work Officer sits on the following National Groups: • Social Work Scotland; Justice Standing Committee • Prevention and Early Intervention Operational Forum (chair) • Prevention and Early & Effective Intervention Strategy group (vice chair) WD CSWO sits on the following National group: • National Chief Social Work Officers group Due to the partnership being in a development phase, the Use of the Care Inspectorate 'self- evaluation guide to support quality improvement for community justice in Scotland', will be implemented as part of impact reporting for the forthcoming year
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27 Priority Action Twelve 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 No nationally determined outcome. Progress in delivering this priority action should be evidenced with reference to any relevant local activity. How has your partnership worked to understand and incorporate the voices of victims of crime, survivors, those with lived experience and their families into partnership planning and implementation? What impact has there been as a result? WD CJP has created a working group that will seek to better understand the experiences of justice service users and address their needs within this context. The Authentic Voices working group is responsible to drive this activity: Purpose: The high level objective for the group is to ensure that WD Justice Services collate the view of service users, ex-service users, staff groups, families and other relevant stakeholders to ensure future service provision is borne out of co-production and creates real opportunity for meaningful behaviour change, enhanced life opportunities, improved health, and creates safer communities. The group will explore opportunity to create, develop and direct enhanced support that is underpinned by a trauma responsive needs-led framework that effect desistance, diversion, and effectively reduce recidivism. Membership: WD Authentic Voices Advisor WSSS Team Manager Community Justice Co-ordinator Recovery Co-ordinator Alternatives Manager DACA Manager Trauma Informed Practice Lead Working 4U Team Leader Engagement & Participation Officer Y-Sort-It The Promise Manager Routes Project Action for Children Champions Board MECOPP The group is currently undertaking an Authentic Voices Survey with justice service users and ex-service users. This will explore the varying experiences of different populations including: those with addiction issues, mental health issues, gypsy/traveller community; young people in conflict with the law and the experiences of women and justice. Women and Justice Working Group: Activity will be directed as part of a thematic working group. Group Purpose: There are 2 high level objectives for the group: 1. To engage in discovery activity to better understand the experience of women who come into conflict with the law. The group will seek to explore opportunities and resources for women that affect desistance, diversion, create meaningful opportunity for behaviour
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28 change and effectively reduce recidivism. The group will operate in a targeted manner to address the needs of women who come into contact with the justice system recognising the relationship between offending behaviour and intersectionality. 2. The group will further engage in discovery activity in regard to women as victims/women’s safety within in the justice setting; seeking to better understand service generated risk, process and protocol generated risk, and systemic risk that act as barriers to women’s safety and positive outcomes. Research is underway and will be undertaken in collaboration with SafeLives and the Improvement Service: Research Objectives: 1. To explore the relationship between women’s experience of GBV and what they found effective in supporting ability to engage in justice processes. 2. To explore barriers to engagement and views on what could improve that experience. 3. At contact points with justice processes/services where and how was trauma and impact of GBV responded to that improved outcomes for women and supported recovery. 4. Inform and support improvement of trauma responsive justice provision for women to enable desistence of offending and exit from justice services. This activity is in the developmental phase and further details will be reported in the forthcoming year. .
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29 Priority Action Thirteen Support integration and reduce stigma by ensuring the community and workforce have an improved understanding of and confidence in community justice Nationally determined outcome: More people across the workforce and in the community understand, and have confidence in, community justice9 Local Evidence Community justice partner contribution to joint activity across policy areas to tackle stigma. What partnership-driven activity has taken place to improve understanding of and confidence in community justice across the workforce and local community? ➢ WD CJOIP has been a rolling agenda item that has been discussed at each CJP meeting. Partners and the wider workforce 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’. ➢ 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 the WD CJP and ‘The Caledonian System’. There have also been drop in sessions to support this activity. ➢ 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). ➢ 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’. 9 National Indicator: Percentage of people who agree that: • people should help their community as part of a community sentence rather than spend a few months in prison for a minor offence
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30 ➢ 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. ➢ ‘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 ➢ 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. 8. Look ahead for your local area. Please tell us what the next steps are for your partnership. WD CJP will work to embed the activity of the thematic working groups. The groups and proposed SNSAs will guide future activity and priority actions.