KSS CRC Annual Service Plan 2018-2019

1. KSS CRC Annual Service Plan 2018-2019

2. CONTENTS 2

3. EXECUTIVE SUMMARY Context for the ASP • This plan is produced in accordance with the Amended and Restated Services Agreement for CPA 21, Kent, Surrey and Sussex, Clause 10.1 and is submitted to the Authority for review (10.1 9b)). Key features of the KSS CRC operating model • Two core functions, Rehabilitation and Resettlement reflecting the service user journey; court to rehabilitation. • Realistic and meaningful challenges to recidivism through MSRP. • Service user ownership through “my problem, my solution” approach. • Innovative, bespoke IT system to increase efficiency and improve job satisfaction. ASP monitoring and accountability • Clear lines of accountability in respect of the ASP, with ownership for activities devolved to middle manager level. • A Metric Action Plan to ensure contract requirements are evident at all levels of the company. • Oversight and scrutiny by the parent company Board through regular meetings and reports. Innovative and flexible • Service users put at the heart of their rehabilitative journey. • Resettlement team is based in communities not prisons to lead prisoners through the gate, not push them out of it. • New assessment and engagement tools designed by experts. • Sound methodological base backed by proven theories. • Heavy investment in data and analytics to demonstrate and flex to what works. 3

4. INTRODUCTION KSS CRC is committed to delivering quality probation services through the provision of innovative, ethical and effective practice, delivered by a highly skilled and engaged workforce. The collaboration between the parent company and CRC staff is key to our success. We continue to draw on the private sector experience of the parent company and the public sector experience of the CRC staff, to deliver a commercially viable public service. Funding issues for all CRCs have been documented and have provided KSS CRC with significant challenges in relation to future planning. In spite of these, this plan identifies the positive approaches that we continue to take to reduce reoffending and protect the public in Kent, Surrey and Sussex. We are building on last year’s success where performance against the service levels was consistently high, coupled with positive feedback on the quality of our work evidenced through independent inspections and audit. Over the last year our achievements have included the development of MySiS, and the refresh of our interventions offer, responding to the needs of both CRC and NPS service users. Our stable delivery model has allowed us to develop our new Excellence directorate, a small team that draws our learning from inspections and audits together cohesively with our policy development and the L&D function. We have also appointed a researcher to this directorate which will ensure that KSS CRC’s practice is led with an evidence based approach. This annual service plan for the operation of the KSS CRC contract covers the period 1st April 2018 to March 2019. Our focus will be on implementing MySIS, our new case management system and M-SAT our new assessment tool, and also embedding our quality strategy. KSS CRC is committed to developing our provision for female service users, as well as enhancing service user employment opportunities. Partnership working is at the heart of our delivery model and we will continue to work with all our audiences and stakeholders, including service users, to ensure collaborative working and responsiveness to local need, in achieving our core aims of reducing reoffending and protecting the public. John Baumback Suki Binning Managing Director – Seetec Chief Executive – KSS CRC 4

5. OPERATING MODEL All functions in KSS CRC have one aim: to reduce reoffending thus protecting the public. Each function has a different set of key priorities specific to their function. Rehabilitation • Producing timely, high quality assessments of risk and need for all community sentences • Identifying how identified needs may be met through the relevant MSRP routeways • Meeting criminogenic need to reduce recidivism • Actively promoting service user engagement through M-SEP. • Flexing M-SEP to respond to changes in service user need • Maintaining oversight of sequenced interventions • Taking enforcement action to uphold the sentence of the court, support the management of risk and enhance public confidence • Supporting and working with individuals subject to enforcement action to increase engagement and maintain focus on successful completion of the sentence • Developing an approach to working with female service users which address issues that matter to women • Encouraging service users to take responsibility for their rehabilitative journey through positive engagement and making every contact matter. Resettlement • Delivering timely, high quality assessments of risk and need for all service users on reception to custody • Producing quality M-SEPs, detailing how needs will be addressed in custody and ‘through the gate’ • Delivering effective IOM in partnership across the CRC • Effective risk of harm management through MSRP Managing risk of harm effectively through MSRP • Encouraging service users to take responsibility for rehabilitative journey through positive engagement - every contact matters • Developing an approach to working with female service users which address issues that matter to women • Delivering ‘through the gate’ services focusing on accommodation, employment, finance and signposting services for sex workers and victims of domestic abuse and sexual violence. Interventions • Delivering Community Payback in line with NOMs and contractual requirements • Delivering high quality Accredited Programmes, in line with Correctional Services Accreditation and Advisory Panel (CSAAP) standards • Supporting Delivery of the Rehabilitation Activity Requirement (RAR) through the co-facilitation of non accredited groups. • Building on current provision with partners to support multi agency delivery of Restorative Justice • Co-commissioning domestic abuse services and become a lead provider in Kent, Surrey and Sussex • Working responsively with female service users to address issues that matter to women. • Encouraging service users to take responsibility for their rehabilitative journey through positive engagement - every contact counts. 5

6. LOCATION KSS CRC operates across the geographical counties of Kent, Surrey and Sussex. From 1st February 2015 to 31st March 2016, as part of Transition and Transformation, KSS CRC moved from a geographical local delivery unit model into CRC wide delivery functions of Rehabilitation and Resettlement (incorporating the Integrated Offender Management unit) both supported by the Interventions team. These functions focus on delivering the My Solution Rehabilitation Programme (MSRP). This drives the principle for services users to own their journey – “my problem, my solution”. There are three NPS Local Delivery Units within Kent, Surrey and Sussex, one located in each county. Provision for facilitating the NPS will be made in accordance with the Amended and Restated Services Agreement (Clause 3.11 (c) (i)). 6

7. AT A GLANCE: • Structures designed to mirror that of the contract compliance framework operated by the Authority • Clear lines of accountability facilitating effective service delivery • Swift and careful scrutiny of the CRC by the parent company • Business and contract risks highlighted and actioned at the most appropriate level GOVERNANCE AND CORPORATE STRUCTURE Governance structures within KSS CRC are designed to deliver a public service from a commercial environment built upon the principles of transparency, clarity and ethical accountability.   The accountability framework is based on clear communication and understanding across the organisation of roles and responsibilities, robust performance, financial, risk and information management systems which integrate into the parent company Board structures. Governance within the CRC KSS CRC Ltd is a private company limited by shares. The majority of the shares in the company are owned by Seetec, with the Secretary of State for Justice retaining a special share. KSS CRC is governed by its Memorandum & Articles of Association. The Directors of the company manage the affairs of KSS CRC. Committees will, or have been, established to cover Audit & Risk, Health & Safety and JNCC. They are responsible for overseeing the establishment and implementation of a sound framework for management of risk. The risk register is reviewed at each meeting of the Audit & Risk Committee CRC Board constitution* The CRC Board consists of the registered Directors who are drawn from the senior staff. *note The CRC Board is the Board consisting of the registered Directors. There is a Justice Executive Board comprising senior managers of KSS CRC and Seetec senior managers. A Justice Supervisory Board reviews governance from a parent level. 7

8. AT A GLANCE: • Representation on Authority Groups at appropriate levels throughout the company • Increased responsiveness of the CRC to Authority positions through the involvement of a diverse range of CRC managers • Speedy identification and resolution of issues ensuring smooth contract management and delivery Governance within the Authority Contract The Amended and Restated Services Agreement and associated Schedules set out the contractual requirements and Authority governance structures: Relationship Management Group This group is responsible for account management, contract review and overseeing the overall success of the relationship between KSS CRC and the Authority.  This group reviews the Annual Service Plan, any continuous improvement plan and service reports. They also receive reports for the other three groups to inform contract review.   The CRC supports this group through attendance by the CRC’s CEO and Head of Contracts Service Management Group This group is responsible for the day-to-day management of the relationship.  This group monitors the operational performance against the key performancemeasures; discusses potential opportunities to improve performance, efficiency and effectiveness; reviews progress against any CRC improvement plans; discusses the findings of the Continuous Improvement Report; identifies and agrees measures to address recurring or material problems with the delivery of service and reports to the Relationship Management Group.  This group is attended by Head of Contracts supported by a Business Intelligence Unit member and Contract Manager, when necessary. Change Protocol Group When necessary this group meets to discuss and agree proposed changes to the contract as set out in Schedule 12 – Change Protocol and, on behalf of the CRC, and will be attended by the Head of Contracts Service Integration Group This group manages the interfaces between the Authority, the NPS, resettlement prisons and KSS CRC.   On behalf of the CRC it will be attended by the Head of Contracts or Contract Manager, with a Head of Service and/or Operational Director(s) when required. 8

9. OPERATIONAL STRUCTURE 9

10. SUMMARY OF PROPOSALS FOR THE DELIVERY OF SERVICES 2017-18: ONE 10

11. SUMMARY OF PROPOSALS FOR THE DELIVERY OF SERVICES 2017-18: TWO 11

12. SUMMARY OF PROPOSALS FOR THE DELIVERY OF SERVICES 2017-18: THREE 12

13. SUMMARY OF PROPOSALS FOR THE DELIVERY OF SERVICES 2017-18: FOUR 13

14. AT A GLANCE: • MSRP and a minimum package of support underpinning all service user engagement, including those with a RAR • An integrated and specialised team to deliver all community sentences across the whole of the contract package area • Diverse range of options to engage every service user • Possessing the ability to draw upon supply chain services commissioned to support service delivery • Service User Council to validate delivery model Rehabilitation The Rehabilitation function delivers structured and targeted work to service users to deliver the sentence of the court to reduce reoffending via the seven routeways contained in MSRP. From this solution, supported by the CRC’s comprehensive suite of non-accredited group work and individual interventions, relevant modules are drawn for those subject to a Rehabilitation Activity Requirement (RAR). Any notion of ‘one size fits all’ is rejected by engaging and empowering the service user to take ownership of the plan. Likewise the Responsible Officer has a high level of flexibility to adjust the content and intensity of the plan according to changes in risk, need and motivation. When implemented, MySIS will enable the Responsible Officers to maintain active, real time oversight of progress to ensure that the sentence plan (M-SEP) is implemented and the expectations of the court are met. Achievements during 2017 includes: • The successful implementation of the function review to integrate assessment into rehabilitation to offer greater resilience, continuity of service user journey and increased flexibility in relation to assessment and sentence planning. IOM moved into resettlement to ensure a seamless through the gate offer is realised. • Continued strong performance against schedule 9 contracted measures, including the implementation of a co-produced approach to meeting and delivering SL06 designed in collaboration with the Community Payback function and members of the service user council. • Implementation of a refreshed approach to IOM across the CRC in line with HMIC recommendations linked to threat, harm and risk. • Women’s Strategy drafted and out for consultation with key stakeholders and partners. • Embedding of commissioned female service user provision across Sussex to ensure all women are seen at a co-located venue, including the development of a revised strengths based programme to be delivered as part of a RAR. • Full roll-out of revised Enforcement Policy and approach to management of absences in late 2017. 14

15. Planned developments for 2018 include: • Embedding of revised Enforcement Policy with a particular focus on management of acceptable absences and defensible decision making and recording. An enhanced emphasis will be given to those subject to stand alone unpaid work and this will link to the current SL10 action plan. • Official Launch of the Women’s Strategy at a stakeholder and partners event, and full implementation of objectives. • Re-commence Case Support Worker Pilot and consider link to service user engagement & compliance as part of revised Quality Strategy and QA approaches. Accountability The Head of Service is accountable for service delivery and the achievement of performance metrics across the Rehabilitation function. Middle managers are in turn individually accountable for quality and performance outcomes within their teams. This responsibility cascades down through the line management structure with each individual being held personally accountable for the quality of their work and performance outcomes, through supervision and performance appraisal. The Responsible Officer is responsible for work undertaken with allocated service users on their caseload Appropriately qualified practitioners work with service users who present the greatest risk of serious harm to known adults and children, subject to thresholds for escalation to the NPS. In addition to individual responsibilities all staff work collaboratively together within their teams and across KSS CRC in support of the overriding objective of reduction reoffending. Location In order to facilitate service user engagement and compliance Rehabilitation teams operate from all current office bases and continue to utilise external contact centres where this enhances engagement within the locality. KSS CRC works across office boundaries, to ensure a comprehensive service for service users who can report more easily to a venue outside the normal catchment area. 15

16. AT A GLANCE: • Innovative approach to resettlement, rejecting notions of pushing prisoners out from the inside • Discharged prisoners are led through the gate by teams based in the communities where they aim to settle • Improved communication through named single points of contact for every prison in the CRC • Ground breaking engagement with short sentenced prisoners who receive more than signposting to services Resettlement Providing a comprehensive and universal service to allocated persons in custody, including short sentenced prisoners, now released with a period of supervision in the community. Resettlement teams support service users ‘through the gate’ working with them to lead them back into the communities to which they belong, rather than standing inside the prisons “pushing them out”. A mixed economy of staff working with their service users in prison and in the community gives increased understanding and flexibility in delivering the sentence plan and responding to individual need. This encourages the rehabilitative process and the objective of securing the seamless sentence. Public and stakeholder confidence is secured through a robust approach to compliance with clear boundaries and risk escalation procedures in place ultimately resulting in recall where service users fail to fulfill their responsibilities. Resettlement team also have their part to play in supporting effective release planning through parole, release following recall and Home Detention Curfew. Progress during 2017 includes: • Completing a functional review which saw changes to the make-up and size of resettlement teams – including the integration of IOM • Introducing a new management structure with dedicated IOM and Through the Gate leads • Completion of a performance management tool and process for Through the Gate Delivery with a refreshed staff operating manual • Successful engagement with revised HDC policies and procedures • Creating of a regional Education, Training and Employment Forum to ensure a partnership approach to ETE delivery • Full integration of accommodation brokerage providers (in custody and the community) to support accommodation outcomes on release • Introduction of a quality assurance framework, bespoke to Through the Gate, has commenced but not yet completed • Implementation of the revised IOM cohort model across KSS Planned developments for 2018 include: • Fully implement quality assurance activity in to Through the Gate. • Further assess and agree the variety and scope of service offered and implement required changes (including women's programme, Domestic Abuse victim services and mentoring). • Improve accommodation outcomes for those released from custody. 16

17. Accountability The Head of Service is responsible for service delivery and the achievement of performance metrics across the Resettlement function. Middle managers are in turn individually accountable for quality and performance outcomes within their teams. Middle managers are assigned lead roles IOM areas linked to their offices. In 2017 two dedicated managers were appointed to oversee through the gate deliver and our engagement with prison based partnerships. Practitioners undertake the role of Responsible Officer. They are responsible for managing the service users on their caseloads. Appropriately qualified practitioners will hold all cases where there is a known risk to a child or known adult. Location Practitioners are based in all KSS CRC office locations but travel flexibly to their allocated resettlement prison in their region. Where service user volume requires some full time staff are in dedicated prison based roles. 17

18. AT A GLANCE: • Delivery of trusted interventions known to positively impact on recidivism • Competitively priced range of products meeting the needs of customers • Adapted delivery methods and styles to satisfactorily address the diverse range of service users • Providing courts with the ability to combine and create different permutations of interventions to secure truly bespoke sentences which have maximum impact Interventions KSS CRC’s approach to delivering interventions is flexible and collaborative. Our aim is to meet the requirements of both multiple commissioners and service users who have multiple needs that underpin their offending behavior. We provide a comprehensive range of rehabilitative and punitive interventions which place the individual at the heart of our work. To promote service user engagement, wrap-around support is provided via the volunteer unit and partner agencies. In order to respond to specific needs, we deliver interventions in partnership, to address the shared priorities of our stakeholders. The teams sitting within the Interventions Directorate work collaboratively across all functions within the CRC and with the NPS. The overriding objective is to ensure that a diverse range of high quality interventions are available, to deliver the sentence of the court and reduce reoffending.   During 2017-18 the interventions directorate: • Worked extensively with NPS Heads, SPOs and RO’s to understand the interventions needed* • Delivered an ETE workshop with a range of NPS staff to explore specific ETE needs within the NPS cohort • Attended interface groups across the region to understand obstacles to screening, referrals and engagement and identify work-arounds and solutions • Undertaken ‘floor – walking’ sessions where possible in NPS offices to ensure Offender Managers understand the range of interventions available* • Provided various briefings in the use of NSIs to access interventions* • Scheduled quarterly rate card reviews to ensure that CRC interventions (rate card delivery) continues to meet the diverse needs of the NPS* • Revised the Sentencer Liaison strategy, to actively promote use of programmes with Courts/NPS* • Cascaded clearer programme suitability to CRC staff and NPS staff* • Consulted with Kent delivery staff to ensure that their working patterns meet business need • Re-launched RESOLVE & DID following promotional work with Sentencers • Embedded monthly Treatment Manager/SPO Reviews of service users with an Accredited Programme* • Hosted and co-hosted 5 employment fairs (3 in custody, 2 in the community) • Co-delivered a range of qualifications to service users in CRC premises • Developed an ETE strategy • Revised the programme facilitator recruitment process to increase staffing *Activities have become business as usual and will be continued throughout the course of the contract 18

19. In 2018/19 the Interventions Directorate will: • Launch the ETE Strategy across the CRC • Recruit above (Programme facilitator) establishment where suitable candidates are available • Launch the revised range of interventions available to the NPS including the development of a specialist compulsive and obsessive behavior intervention as a response to NPS service user need • Double the size of the ETE team and employ three dedicated full time ETE employment coaches to increase service user access to sustainable employment • Review the viability of BSR as a sentencing option in light of the significant withdrawal of Public Health, criminal justice treatment services which are a compulsory element of BSR delivery. • Increase delivery of accredited programmes • Minimise any use of an accredited programme as a licence condition where screening criteria is not met • Continue to promote the use of accredited programmes with NPS Court Teams and sentencers • Become an accrediting centre for mentoring qualifications in order to streamline the process of mentors becoming trained, qualified and available for support Our overall aim for 2018/19 is to increase the use Accredited Programmes as a viable sentencing option which is proven to reduce reoffending. As treatment services in the community are reduced we aim to increase the skills of CRC staff to mitigate the risks of reoffending where criminogenic factors (such as substance misuse) are left unmet by community services. KSSCRC intends to increase our interface with NPS staff to ensure that all available interventions are known to ensure that NPS service users are provided with high quality interventions to address risk and need. Finally, KSSCRC aim to increase sustainable employment outcomes for our service users as we recognise this as a key variable in the process of preventing reoffending. For an overview of all the interventions delivered by KSS CRC please visit the KSS CRC website Accountability The Head of Interventions is responsible for service delivery and the achievement of performance metrics across the function. A single Director of Operations ensures there is an integrated approach across Interventions, Resettlement and Rehabilitation. Within Interventions, there is a Head of Service cascading down though middle managers, who are in turn individually accountable for quality and performance within their locality and /or function. Areas of under performance are addressed through Performance Improvement Plans and individuals are held to account through supervision and performance appraisal. Location Interventions are delivered from office bases across KSS CRC, while responding to local needs and service user location, as well as meeting demand from the NPS and other commissioners. 19

20. AT A GLANCE: • NPS commissioning intentions published in December 2017 • Intervention suite based analysis of NPS service user identified needs • Six new interventions developed based on key area’s of NPS need • Collaborative approach between KSS CRC and the NPS to ensure targeted intervention development Intervention Delivery to the National Probation Service (NPS) In December 2017 the NPS published their intervention commissioning intentions for the South, South East region. Following a round table discussion in which these intentions were reviewed KSS CRC set about developing and/or implementing range of interventions that would meet the requirements identified for NPS service users and become available during 2018/19. The analysis undertaken by KSS CRC showed that the top three needs of service users on the NPS caseload are linked to; 1. Lifestyle & Associates 2. Thinking Behaviour 3. Relationships It also identified that the majority of service users on the NPS caseload in the South East had been convicted of violence related offending and there was a need for support with employment & training, substance misuse and accommodation. In order to meet these needs KSS CRC has developed or will introduce the following interventions which, along with some of the existing suite (as illustrated) will ensure the NPS have all options available to them in order to help reduce reoffending amongst their service users. • Compulsive & Obsessive Behaviour Programme • Job Club • CSCS Card Training • Brief Extended Alcohol intervention • Intervention for Males • Verge of Recall KSS CRC will continue to work closely with the NPS to ensure delivery of these and existing interventions are targeting the right locations using projected referral volume data. This will ensure the CRC can flex delivery and ensure supply meets demand. 20

21. AT A GLANCE: 487 placements available across the CRC in both individual and group settings A diverse range of placements to meet service user need and encourage compliance An opportunity to pay back the community whilst gaining new skills, qualifications and improve job prospects Service user Council input and consultation on the new induction process Community Payback KSS CRC’s approach is to robustly deliver the sentence of the Courts, whilst maximising opportunities for change and growth. Unpaid work is delivered in line with HMPPS and contractual requirements as a punitive intervention, whilst aiming to engage and motivate the service user through completion of the work . In order to respond to specific needs, we deliver unpaid work in partnership with multiple beneficiaries and stakeholders, ensuring a diverse range of high quality projects and placements. The Community Payback team work collaboratively across all functions within the CRC and with the NPS, providing suitable placements for all service users across with an unpaid work requirement. The overriding objective is to ensure that a diverse range of placements are available, to promote compliance, engage the service user and reduce reoffending.   During 2017-18, Community Payback has : • Reviewed demand for Community Payback (CP) • Invested in staff recruitment to build resilience and ensure we have the right staff, in the right place with the right skills. • Achieved a significant reduction in CP stand downs, with three areas now operating at less than 1% stand downs. • Achieved our initial goal of consistently keeping stand downs CRC wide at less than 5%. • Reviewed the original ‘CP Hub’ proposal and implemented  an alternative model which is more cost effective and responsive to service user need. • Aligned the CP Health and Safety processes across KSS CRC and launched a new staff induction and training programme. • Developed our CP Placement Strategy, including the pilot of a successful Women's group in Surrey. • Piloted the use of Volunteers to support the Starting Block, mixed groups and to support service users with behavioural and learning additional needs • Launched the Starting Block to ensure all service users have the best possible start on their unpaid work hours and are all fully aware of the 20% ETE unpaid work hours • Increased female staff by 18% • Increased intensive working • Purchased six new minibuses due to arrive in February 2018 • Consistently remained above the baseline for SL06 and SL10 • Completed the CP risk management guidance which is now with the Unions for consultation 21

22. Areas for development for 2018/19: • Maintain less than 4% stand downs CRC wide • Review staffing model to ensure efficient and effective working with an aligned approach across the CRC • Increased utilisation of 20% ETE, • Increased intensive working • Continued development of women’s provision Key Objectives: • Further increase women only provision in CP including flexi working, in house women's only groups and IPS with women orientated beneficiaries – March 19 (minimum 2 WO projects/ beneficiaries per County) • Increased utilisation of 20% ETE through expanding internal and external ETE providers – September 18 (to be evidenced by increased recording of 20% use of ETE) • Increased intensive working where all unemployed SUs to be recorded as being offered a minimum 21 hours per week. Looking at a more flexible approach – if they cannot work 28 or 21, can they work 10, 14, 17 so at least some evidence of intensive working rather than just yes or no to 28 hours – November 18 • Increase range of projects that support development of SU skills and value – March 19 Accountability The Director of Operations is responsible for service delivery and the achievement of performance metrics across all functions, including interventions which is where Community Payback sits. There is a Heads of Service with responsibility for  the delivery of unpaid work. Responsibility cascades down though middle managers, who are in turn individually accountable for quality and performance within their locality. Areas of underperformance are addressed through Performance Improvement Plans and individuals are held to account through supervision and performance appraisal. Location Community Payback is delivered from all office bases across KSS CRC, while responding to local needs and service user location, as well as meeting demand from the NPS and other commissioners. 22

23. AT A GLANCE: • Ensure highest possible levels of data accuracy • Monitoring compliance against contractual operational requirements • Industry leading Business Intelligence Unit Quality Assurance Arrangements To provide both internal and external stakeholders assurance that KSS CRC are delivering probation services to required levels and data recording is of the highest accuracy, multiple processes have been designed and implemented. They are; • Detailed guidance provided to staff on data recording processes • Dedicated Case Admin team completing the majority of data recording to ensure consistency • Internal audits include checking the validity of data recording • Practice Supervision undertaken on a 6-week cycle • *Excellence & Effectiveness team Thematic Audits (bi-monthly) • Operational Management Information produced daily by the CRCs Business Intelligence Unit • Schedule 7 is RAG rated for each requirements to ensure they are embedded • Schedule 8 monitored and reported to HMPPS through the Annual Service Report highlighting those areas fully embedded and those requiring additional • Implementation of an Integrated Action Plan which registers and monitors all learning activities/actions • Audits discussed at the CRCs Operational Delivery Board (all Senior Operational Managers) • 3-way meetings follow the CRC Operational Delivery Board between the Head of E&E, relevant operational Head of Service and the owner of Integrated Action Plan where actions are set to address issues raised • Progress against milestones is reviewed and the IAP adapted if progress is off-track In addition, during the 2018/19 Contract year the CRC will also implement the following to further strengthen quality assurance activities. • Researcher post from April 2018 and Benchmarking Manager from March 2018 to set standards for QDO work • Impending recruitment of a Data Assurance Administrator to manage data amendment requests to amend where required to ensure data integrity • Quality Development Officers based in local offices from July 2018 to drive best practice *The following slide provides greater detail on the CRCs Excellence and Effectiveness team 23

24. AT A GLANCE: • To be recognised as a provider of sector leading, quality rehabilitation services • provision of innovative, ethical and effective practice • delivered by a high quality, engaged and developed workforce Excellence & Effectiveness During 2017/18 the CRC refreshed its approach to monitoring and improving the quality of its practice. It created a Directorate, Excellence and Effectiveness, with the aim of bringing together internal audits, SFOs, complaints and investigations with policy development and Learning and Development, in order that practice trends, policy changes and L&D activities can be interlinked. The Operations teams and Excellence and Effectiveness work collaboratively to translate practice findings, recommendations and research into tangible actions for improvement, with progress monitored monthly. The team works with key stakeholders to test and review quality standards enabling KSS CRC to be at the forefront of understanding the national quality benchmark. A Quality Strategy has been devised which will enable the CRC to agree standards, identify key themes for improvement, address the root causes of practice issues and share best practice whilst meeting legal and contractual obligations. The strategy aims to deliver the highest quality rehabilitative services. Ensuring the best quality of delivery will result in reduced reoffending, improved communities and an increase in the life chances of service users. To help achieve this, key processes the E&E team have and will undertake include: • Monitor and evaluate practice trend information from internal sources, translating these into embedded policies where appropriate. • Research and evaluate sector leading thinking and practice in order to shape our policy, practice and employee development • Track and assess progress against required improvement actions through the use of an integrated action plan. • Embed a role within each office focused on the quality of practice of its employees • Work with Contract Management to ensure that quality standards and indicators are incorporated into new Supply Chain contracts. • Develop a multi-faceted approach to auditing, to include thematic audits, specific auditing activity to support operational assurance and a ‘360’ practice audit focusing on interactions and practice between practitioners and service users. • Work collaboratively with external audit and inspection agencies.  • Ensure practitioners understand what constitutes excellent practice and provide the development tools to enable them 24

25. AT A GLANCE: • Dedicated Contract Management team • provides contract compliance assurance • a single point of contact for HMPPS • collaborative working relationships with internal and external stakeholders Contract Management Upon award of the Transforming Rehabilitation contract to Seetec, investment in a dedicated Contract Management function was made with the appointment of a Head of Contracts in April 2015, and a subsequent team expansion. The core aim of the Contract Management function is to build strong and collaborative relationships with internal and external stakeholders (HMPPS) and provide visibility to both on the businesses performance in meeting all contractual requirements and obligations. The Head of Contracts and Contract Manager work closely with the Commissioner’s Contract Management Team as well as the CRCs CEO, Operational leads and Business Intelligence team to ensure contractual deliverables are met and data analysis used to evidence this where applicable. In addition the function; • Acts as the primary contact for HMPPS to enable ease and speed of response to any topic that arises • Provides guidance to internal teams to ensure contractual obligation compliance through; • Obligation mapping • Obligation ownership • Obligation scheduling • Provides guidance and support to operational and corporate teams using the holistic understanding of the contract • Act as a conduit for query resolution between the CRC and HMPPS (and other stakeholders where applicable) • Produce and provide HMPPS with evidence based information and reports aligned to CRC or national objectives • Provides support to Interventions delivery team in interpreting and understanding external stakeholder requirements The Contracts Team provide HMPPS, as well as Seetec and CRC Board members, the assurance required that compliance against the contract, schedules and any directions issued are adhered to or action plans are in place to achieve them. 25

26. AT A GLANCE: • Increased working efficiency with service users • An intuitive system that learns which interventions are most effective • A more detailed and targeted Assessment Tool • A more user friendly case management system Transformation (ICT) We have now moved from the Offender Management National Infrastructure (OMNI) onto our own corporate systems in all of our offices and are using the Data Exchange Bridging Solution (DEBS) to access national systems. We have also replaced legacy hardware and software with new equipment and applications. We plan to replace the national case management system we currently use – NDelius – with a new case management system, My Solution Information System (MySIS), to be fully functional within the CRC by the end of 2018. The first version of MySIS will go through a series of testing phases before it is rolled out in the CRC between May and August 2018. We expect MySIS to help our practitioners work more efficiently with service users and to provide our business with critical data to help us understand which of our interventions are most effective. We have also developed a new assessment tool, My Solution Assessment Tool (M-SAT), to replace the national tool, OASys, for which we have received provisional approval from the Her Majesty’s Prison and Probation Service (HMPPS). M-SAT assesses service user need in much more detail than OASys and also assesses strengths and positives in service users’ lives. It will therefore help practitioners match specific needs to the interventions most likely to reduce reoffending in developing a plan for service users (My Solution Engagement Plan – M-SEP). It will help managers understand which practitioners are working most effectively with service users and what it is about their practice which is most effective. It will also help us as a business understand where our interventions having a greater or lesser impact to help inform any commissioning decisions. Our plan is to have M-SAT available for practitioners to use from May 2018. Our rollout plan is contingent on a number of dependencies. The most notable dependency is the successful completion of all the various testing phases scheduled until April 2018. 26

27. AT A GLANCE: • Colocation with the NPS where practicable • Open and welcoming operational centres • Accessible for service users Transformation (Estates) 2017 was a period of significant estate transformation for the CRC which has seen operational staff relocate to new offices in the following locations; • Littlehampton • Ashford • Ramsgate • Gravesend • Guildford In addition our Brighton based corporate team have relocated to now work in the Brighton operational office. We continue to co-locate in Staines and Brighton though we anticipate moving to a new location in Brighton in the late Spring of 2018. Licences from NPS continue to be updated where necessary and where there is a mutual benefit to NPS, the Authority Estates team and ourselves. The estates transformation is scheduled to be completed during 2018, though the strategy will continue to be reviewed and updated. We will continue to work closely with the NPS and Authority Estates team throughout 2018. 27

28. AT A GLANCE: • 2017 Quarter 3 performance (Oct-Dec 17) exceeded all Service Level targets • A continuous improvement cycle ensures focus on performance to help drive results Performance Summary 2017/18 Performance results for Q4 2017/8 are not due for publication until late April, therefore the below focuses on a summary of Quarters 1 to 3 (April to December 2017). As part of the Probation System Review (PSR) Service Levels were revised as of 01 July 2017. As such there were effectively two performance measurement periods, April to June ‘17 and July to December ’17. Across all Service Levels for 2017/18 to date, target was not met on just five occasions as follows, with no performance underachievement recorded for Q3: The below graph illustrating performance against the original metrics via the orange bars (Q1) and the subsequently revised metrics post PSR review in purple and green (Q2 and Q3 respectively). As will be noted, SL05, SL07 and SL17 were removed as part of the PSR, with the introduction of SL18. Therefore performance was only measured for Q1 for those subsequently removed, and from Q2 for the service level added. 28

29. Service Level and Assurance Metric • Areas of Responsibility 29

30. Appendix 30

31. MSRP KEY ROUTEWAYS Designed to help service users understand and create choices, drive consequential thinking and personal responsibility, build confidence and assist change. Home is concerned with having settled permanent accommodation within the community. It covers practical issues, such as how to set up payment schemes for utilities, as well as securing different types of tenancy. Money focuses on the issues of finance, benefit and debt. Modules are designed to help service users manage their money better. Sessions include managing debt, sourcing help and taking control. Future is about the steps needed to locate and secure work, how this is linked to training and education and how the service user can take action themselves to improve their employment chances. 31

32. MSRP KEY ROUTEWAYS Support encourages the service user to think about their responsibilities and what their actions have meant for their families and loved ones. It encourages service users to maintain contact with families when in prison and looks at ways in which they can maintain their relationships Whilst treatment of addiction is covered by other means, often the thinking associated substance misuse requires further challenge. Habit covers the nature of addiction, its link to low self-esteem and steps to regain control. Health modules demonstrate ways in which health care can be accessed, looking at staying healthy, the importance of diet and weight management as well as sexual health issues. 32