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Partnership Working & Liaison & Diversion

Partnership Working & Liaison & Diversion. Positive Practice Event 3 rd June 2014 Crowne Plaza. L&D Development. HO Guidelines 66/90 (1990) Wanted greater support in the CJS for MDOs HO 12/95 (1995) Called for improved multi agency working Bradley Report (2009)

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Partnership Working & Liaison & Diversion

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  1. Partnership Working & Liaison & Diversion Positive Practice Event 3rd June 2014 Crowne Plaza

  2. L&D Development • HO Guidelines 66/90 (1990) • Wanted greater support in the CJS for MDOs • HO 12/95 (1995) • Called for improved multi agency working • Bradley Report (2009) • Set out a blue print for L&D services • Improving health supporting practice (2009) • Set out to improve how services could be delivered • Ministry of Justice (MoJ) 2010 • Set out its plan to roll out L&D services nationally with a operating framework

  3. CJLT • Has been delivering services since 1995 • Coverage across courts and police station • 7 days a week • Adult provision only • Additional functions i.e. risk management

  4. Operating Framework Pilot Sites • Ministerial press release: 10 pilot sites selected nationally. • Merseyside, London, Avon and Wiltshire, Leicester, Sussex, Dorset, Sunderland and Middlesbrough, Coventry, South Essex & Wakefield. • 2014-2017 evaluation.

  5. National Diversion Programme • Supported by the Offender Health Collaborative (OHC).

  6. Operational Framework 2014 • Extending Core Hours 24/7 to Police Custody Suites. • Voluntary Attendees. • All age service: Youth Justice L&D service for CYP. • Coverage across all courts • Include other vulnerabilities Veterans & Women, substance misuse, BME

  7. Operating Framework • To ensure that there is an age-appropriate response • At all stages/points of intervention along the justice pathway • Core team and extended team • Includes: • case identification • secondary screening/triage, • assessment including specialist assessment; • and, referral

  8. Scope of programme • The entry point when an individual comes into contact with the police (or other criminal investigating authority) under suspicion of having committed a criminal offence. • Cater for all ages, providing an age appropriate response for anyone over the age of criminal responsibility. • The service will address a wide range of health issues and vulnerabilities and disadvantaged groups • Mental illness, Learning disability, Women's health needs, black and minority ethnic communities, Veterans, Substance misuse and older people. • The exit point is at sentence or other criminal/youth justice disposal.

  9. L&D central to mental health delivery

  10. Points of operation • Community settings, including schools and restorative justice, where police engage with CYP • Police custody suites and where voluntary attendance occurs • Magistrates’ courts • Youth courts and referral order panels • The Crown Court • Probation to assist with the production of Pre-Sentence Reports (PSR) • Youth offending teams (YOTs)

  11. VULNERABILITIES

  12. Progress so far? • Project Board • Buy in from senior CJ partners/ organisations & Mersey Care • Delivering services across police, courts & other environments • Working to extended provision 1st July

  13. Health & CJS Outcomes • Improved access and outcomes to health and social care and health • Improved criminal justice outcomes for individuals • Reduction in the number of first-time entrants to the youth justice system • Reductions in offending and re-offending • Desistance rates improved

  14. How important are partnerships • Without partnership support this programme of works will not be successful • Importance of existing relationships • A belief that this is everyone's business • Supporting with research, data and TIME • Everyone understanding the importance of the programme • A real sense of buy in from all

  15. Extract from the Programme • Merseyside’s move from adult provision to include youth was a transition of far greater contrast in terms of delivery than the team had initially envisaged. • But this broadening of provision was helped by the project’s “outstanding partnership” with the Youth Offending Service which has provided important support and has understood the pathways of L&D. • This has been important in shaping the delivery of L&D services to young offenders where L&D practitioners work with YOS to provide a wraparound provision for youths in custody or courts.

  16. Partnerships • Investment is needed, in terms of finance, time and staff resources to develop new ways of working and interagency collaboration Review of Multi Agency Working (2013). • I love creating partnerships: I love not having to bear the entire burden of the creative storytelling, and when I have unions like with George Lucas, its really great; not only do I benefit, but the project benefit (Steven Spielberg)

  17. Conclusions • recognizing opportunities for change; • mobilizing people and resources to create changes; • developing a vision of long-term change; • seeking support and involvement from diverse and non-traditional partners; • choosing an effective group structure; • building trust among collaborators; and developing learning opportunities for partners

  18. Contact Details • Mark Sergeant • Mark.sergeant@merseycare.nhs.uk • 0151 255 0040

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