Partnership Pack for prison based services

Transcription

1 Partnership Pack for prison based services Name of third sector organisation Name of prison Name of Service / Project Please complete & update as relevant NGage HMP Central Social Engagement Initiative Status of Partnership Pack Under development (Under development/final agreed version) Version & date (e.g. Version 1, 20/08/15) Version 2, 10/12/15 Contents of this pack Introduction The Partnership Development Process Stage 1: Outline proposal Stage 2: Service specification Stage 3: Agreeing Project Details Stage 4: Partnership pack sign-off Stage 5: Delivery, monitoring and evaluation To be completed by No completion required for info only No completion required for info only Third sector org SPS Third sector org & SPS Third sector org & SPS Third sector org & SPS

2 Introduction This pack has been created to assist the development of partnerships between prisons and a wide range of third sector organisations. It has been developed through extensive consultation with SPS, third sector staff and other stakeholders. Using the Partnership Pack should help both SPS and third sector staff to clarify: What activities will be delivered Who the activities will be offered to What outcomes the activities are expected to contribute towards How the activities will be monitored and evaluated The resources and practical support that will be required from SPS and others in order to ensure the successful delivery of the activities. Before starting to complete this Pack, it is suggested an informal discussion takes place between the Head of Offender Outcomes in the relevant prison and the third sector organisation, to see if the type of service being proposed is likely to fit with the prison s current needs. Due to procurement guidelines and financial policy, public bodies are restricted in terms of how such services can be funded. This Pack applies to prison-based services which are not subject to tender or formal procurement regulations. These services are commonly funded by the delivery organisation or by independent trusts and foundations. Governors should follow the guidance provided in the SPS Financial Policy and Guidance manual. The following colour coding is used throughout the pack to clarify which organisations should be involved with completing each stage. Pale green headings throughout the pack indicate that pages for information only, and do not require action. Task to be completed by the third sector organisation Task to be completed by the prison Both parties to contribute to the task Please work through all of the sections of the Partnership Pack. If the third sector organisation is intending to deliver the service in multiple prisons, they should submit a separate pack to each relevant establishment. Electronic copies of this pack can be found at: An example of a completed Partnership Pack, and other resources to help with the completion of the Pack, can be found on the Criminal Justice Voluntary Sector Forum s website: 2

3 The Partnership Development Process Stage 1: Outline proposal completed and submitted to Head of Offender Outcomes The third sector organisation interested in delivering a service should complete the Outline Proposal section of the Partnership Pack. They should then send the Pack to the Head of Offender Outcomes (HOO) at the relevant prison. Name and contact details for the HOO can be obtained from the prison. Contact details for all Scottish prisons can be found on the SPS website: Stage 2: Service Specification completed and sent to the third sector organisation The HOO at the relevant prison should complete the Service Specification section and return the Partnership Pack to the third sector organisation, indicating whether the project is of interest. Timeframe: Within 1 month of receiving the outline proposal. Prison indicates that this type of service is required Prison indicates that this type of service is NOT required Partnership does not proceed. Process ends. Stage 3: Project details are discussed and agreed between the prison and the third sector organisation A meeting, or series of meetings, is held between the prison and the third sector organisation to work through the operational detail of the project and any differences or challenging issues. Can the partnership reach agreement about the operational details? No Partnership does not proceed. Process ends. Yes Stage 4: Partnership sign-off The partnership agreement is signed off by both organisations. The HOO should add the signed off pack to the relevant section on SPS Sharepoint. Stage 5: Delivery, monitoring and evaluation Project is delivered, monitored and evaluated in line with the signed-off partnership agreement 3

4 STAGE 1: Outline Proposal The third sector organisation should complete this stage of the Pack. You may find it helpful to use the Scottish Government s 5 Step Approach to assist you with designing your service. It is available to download from: Your name Joe Bloggs Your contact details NGage, 1 The Street, The Town, Postcode Charity number (if applicable) What service are you proposing to deliver in the prison? What activities will you deliver? We are proposing to deliver a social engagement initiative. We will offer the following activities within the prison: one-to-one support available to prisoners on an appointment basis two, one hour sessions per week designed to improve social and emotion management skills. Specialist workers who are trained and experienced in motivating offenders using CBT (Cognitive Behavioural Therapy) techniques will run structured interventions within the prison (and in the community on release). These will improve communication and emotion management skills though using CBT approaches, participatory role play within peer groups. Within the prison, peer groups will be used to practice holding conversations, allowing prisoners to learn from each other how to express ideas and develop effective techniques which help them deal with anger and frustration. Once liberated, prisoners will be able continue to improve and practice their social and emotional management skills in the community through the provision of a communitybased structured programme. This service will also seek to help them to build relationships with pro-social peers (See Q4b for more details of post liberation support) 2. Who do you expect to use your service? Are there any criteria that an individual must meet in order to be referred to the service? Evidence on selecting appropriate target groups Risk, Needs and Responsivity (RNR) principals suggest that offenders with a mediumhigh risk of reoffending are most likely to benefit from structured interventions compared with those who are low-risk or very high risk. Offenders who are a high risk of reoffending tend to have the following characteristics: They have a number of prior convictions They are serving short term sentences They have multiple criminogenic needs Data on the Scottish prison population provided by the Scottish Government confirms that prisoners serving short term sentences (6 months or less) who have multiple prior convictions have the highest reconviction rate out of all prisoner groups. Approximately 70% of prisoners under 30 serving under 6 months with more than 10 prior reconvictions were reconvicted within a year compared with 50% of all prisoners serving short term sentences. Which target group will we reach? This project will therefore target the most prolific male prisoners who are: 4

5 Serving sentences of under 6 months Have over 10 prior convictions The total number of prisoners across the whole estate who should be eligible for the service per annum is based on figures for cohort which suggests 1264 prioners would fall into this category. As this is an intensive service, which requires considerable time spent with prisoners, we aim to target 30 offenders per annum. 3. What difference do you expect this service to make to the people who access it? This service aims to: Develop supportive and trusting relationships between the staff and the participants Improve individual s social skills Participants will learn techniques to deal with social situations Improve individual s emotion-management skills Participants will learn techniques to improve their emotional management skills. They will be supported to hold conversations and express ideas and feelings in a controlled way. By the time they leave the service they will be able to demonstrate increased ability to deal with stressful situations and to control anger and impulsive behaviour. Support people to develop a pro-social identifty and to move away from offending peers Increase engagement with community support Smooth reintegration in to the community on release Reduce the risk of an individual reoffending The community-based part of the intervention will also encourage liberated prisoners to join sports and leisure groups which should help ex-prisoners build relationships with pro-social networks. 5

6 4. What evidence is there that your proposed approach is likely to work? Evidence on what factors contribute to reducing reoffending The findings from international systematic reviews of what works to reduce reoffending provides strong and consistent evidence that in order to reduce reoffending services need to target criminogenic needs which have consistently found to be correlated with reoffending (reference). A systematic review published by the Minstry of Justice identified several robust studies which found a clear association between poor social and emotion management skills and reoffending, therefore they are both justificable targets for interventions aimed at reducing reoffending. Other dynamic criminogenic needs have been found to be criminal peers, drug use and criminal attitudes. Evidence on effective techniques to improve social skills and emotional management There is strong and consistent evidence from systematic reviews that show Cognitive Behavioural Therapy (CBT) is the most effective technique at improving social skills, managing aggression and reducing reoffending (reference). Evidence for linking this intervention with existing throughcare process Although there is a lack of controlled experimental studies which show that throughcare reduces reoffending, there is a growing body of evidence that throughcare plays an important role in helping short term prisoners reintegrate back into the community and that throughcare can enhance the effectiveness of prison-based interventions. With particular relevance to social skills and emotion management, some research studies have shown that throughcare can enable prisoners to practice skills they have learned once they return back to their communities which will help them deal with real life situations, seek work, control aggression and engage positively with non-offending peers (reference). As there are existing throughcare processes, we have designed this intervention to align with the processes and with the main tenets of effective throughcare which are listed below. According to an international review of throughcare published in 2013 by SCCJR, Throughcare should start as early as possible following sentencing Pre-release planning is important and and prisoners should be involved in devising these plans There should be continuity of provision through the gate Supporting prisoners to practice their skills in the community embeds more positive behaviour. There is fairly strong evidence that better outcomes are achieved if the services are holistic, well structured and continue after release (reference). 5a. Will people be able to access your service when they leave prison? Yes No 5b. If Yes, in which geographical area(s) will the service be available? This service is available across Scotland. Once liberated, prisoners will be able continue to improve and practice their social and emotional management skills in the community through the provision of a communitybased structured programme. As there is strong evidence that criminal peers places offenders at a high risk of reoffending, once released the users will be encouraged to find work, join local sports or social clubs of interest so they can forge relationships with nonoffending peers. Where possible, links to clubs and employers will be made prior to 6

7 release to smooth the transition. The community-based service will support -prisoners for at least 6 months after release or until a time they are confident in using positive social skills without further support. 6. Are you delivering this service in any other Scottish prisons? If so, please specify. No, although funding and successful evaluation dependent, we would hope to extend this service across other SPS establishments. Once you have completed this section, you should send this Partnership Pack to the Head of Offender Outcomes (HOO) in the relevant prison. If you have a logic model for this service, please send this to the HOO as well. Logic model attached. 7

8 Stage 2. Service Specification The Head of Offender Outcomes, should complete this stage of the Pack. Your name Jane Smith Your contact details Head of Offender Outcomes, HMP Central, Town, Postcode 1a. Does this service meet an identified need within your prison population? Yes No 1b. If no, what is your rationale for not considering this proposed service? Return the form at this point. 1c. If yes, what is your rationale for considering this proposed service? What outcomes would be expected to arise from this piece of work? The outline proposal is strongly supported by researched evidence. We have a high number of short-term repeat offenders in this establishment and this particular service may fill a gap in our interventions portfolio. Complete remaining questions in this section. 2. How many people in your prison do you estimate currently have this need? 200 (approximately) 3a. Do you agree with the referal criteria proposed by the third sector organisation in Section 1 Q3? Yes No 3b. If no, please specify what changes you would like to make to the criteria. 4a. Are there other third sector providers who are providing similar services in your prison? Yes No 4b. If Yes, (i) please provide details. (ii) How will the prison avoid duplication of services and ensure that similar services liaise and work well together? Once you have completed this section, you should return it to the relevant third sector organisation explaining whether or not the proposed service fits with your prison s needs. If it does fit with your prison s needs, a meeting should be arranged to further discuss the proposed service and complete the next section of the Pack. 8

9 STAGE 3: Agreeing Project Details This stage of the Pack should be completed jointly by the Head of Offender Outcomes and the third sector organisation representative. If, in Stage 2, the prison has indicated an interest in entering into further dialogue about the proposal, then a meeting (or series of meetings) should be arranged between the Head of Offender Outcomes and the third sector organisation representative to further discuss the proposed service in more depth. The purpose of meeting is: to establish whether the prison s needs and expectations and the third sector s proposed services are well matched to discuss the practicalities of what will be required to deliver the service effectively within a secure environment. to have an open and frank discussion about the proposed service, to work through any differences, agree on the detail, and record specific information about the proposed project. If, following the meeting(s), either party feels that the proposed services and the needs of the prison are not aligned, you are under no obligation to proceed with the partnership. If you do not wish to continue, you should let the other party know your reasons for this decision as soon as possible. 1. Brief description of the project/service Engage prisoners with a high risk of reoffending with a view to providing 2 x 1 hour peer learning sessions per week using CBT methods. In addition to this, provide one-to-one support on on-going, appointment basis. In terms of developing supportive transitional arrangements, it is intended to deliver six community-based sessions aimed at improving social skills, emotion management skills. This service will also include linking ex-prisoners into sport and leisure activities in the community. 2. Agreed project timeframes Project start date 1/4/16 Expected project end date 30/03/17 9

10 3. Please complete a logic model for the service, to show how it is expected to work Inputs Outputs Outcomes (What do we need to deliver the service?) Access to an office & a room suitable for group work Participation (Who will use our service? What referral criteria will be used? How many people do you expect to work with?) (You may find it helpful to refer to Stage 1 Q2) Short-term male prisoners servicing less than 6 months with more than 10 prior convictions. Up to 30 participants p.a. Activities (What will we do? How long will each activity last?) (You may find it helpful to refer to Stage 1 Q1) Run sessions with prison staff and the throughcare team to raise awareness of the service. Run 2, 1 hour peer learning sessions per week using CBT methods. Provide one-to-one support on on-going, appointment basis. Deliver 6 communitybased sessions Link ex-prisoners into sport and leisure activities in the community. Intermediate outcomes (You may find it helpful to refer to Stage 1 Q3) What outcomes can this service directly influence? Throughcare team are aware of the new service and understand what it delivers. Prisoners learn techniques to deal with social situations and improve their emotional management skills. Prisoners feel supported and develop trusting relationships. More prisoners learn how to apply their skills to real-life situations. More prisoners forge relationships with non-offending peers. What outcomes can this service contribute to in the medium term? Increasing number of referrals to the service and number engaging with the service also increases. More prisoners can demonstrate increased ability to deal with stressful situations, control anger & impulsive behaviour & express ideas and feelings in a controlled way More prisoners stay engaged with the programme. More prisoners engage in proactive activies and can control their aggression. More ex-prisoners develop a pro-social identity and move away from offending peers. Long term outcomes (It may be helpful to refer to Stage 1 Q3) What do we expect to achieve in the longer term? Risk of reoffending reduced Reintegration into the community on release is smoother Further guidance on completing logic models can be found in the Scottish Government s 5 Step Approach to Designing and Evaluating Behavioural Change Interventions: 10

11 4. Roles, responsibilities and contact details Third Sector Staff a. Staff member delivering the work (main contact) Name Joe Bloggs Job title Senior Project worker Role and responsibilities within the project Planning and monitoring the service within the prison and the community Delivering CBT sessions Liaising with SPS about the delivery of the service Telephone number XXXXX address XXXXX b. Other staff members involved in delivering the work (if applicable) Name(s) Jane Brown Job title(s) Project worker Role(s) and Providing one-to-one support responsibilities within the project Delivering CBT sessions Telephone number(s) XXXXX address(es) XXXXX c. Line Manager Name Job title Telephone number address d. Chief Executive Name Telephone number address John Dow Service Manager XXXXX XXXXX Sally Jones XXXXX XXXXX 5 Roles, responsibilities and contact details Prison Staff a. Head of Offender Outcomes (Main contact) Name Role and responsibilities within the project Telephone number address Jane Smith Liaising with NGage about the delivery of the service Facilitating access to establishment Providing support to access PR2 XXXXX XXXXX 6a. Disclosure Please complete the section below for staff members involved in delivering this project to confirm that they have Disclosure or PVG scheme membership where required. Staff member name Job Title Level of security clearance required (Standard/ Enhanced Disclosure or PVG Scheme membership) Enhanced Has Disclosure been undertaken? Joe Bloggs Senior Project worker Jane Brown Project worker Enhanced 11

12 7b. Who is responsible for liaising on the Disclosure process for: (a) SPS Jane Smith (b) Third sector organisation? Joe Bloggs Any Disclosure questions or concerns should be raised with the relevant person named above. 8. Funding for the project a. How much will the project cost per year? 20,000 b. How are these project costs to be met? Outline funding has been secured through (Funding Body) c. Can SPS offer any financial support to this project? Support in-kind through provision of serviced accommodation and associated utilities. d. If funding is already in place, are there any restrictions as to what that funding can and cannot be used to do? Funding can only be used to support the delivery of the services outlined in this agreement. e. When will funding for this project end? 30/03/17 f. If this project demonstrates that it can meet its outcomes, would the prison consider funding it after this demonstration period? If so, under what circumstances would SPS consider funding the work? SPS would consider continuing its in-kind support. 9. Minimum standards of policies and procedures The third sector organisation must have appropriate policies and procedures in place, covering the following areas. Copies of these must be provided if requested by Head of Offender Outcomes. Responsibility for the quality and content of these policies lies with the third sector organisation, but it is advisable for the prison to be aware of the content and ensure that it is relevant to a secure environment. Does the third sector organisation have this policy in place? Does the policy meet the prison s requirements? Policy / Procedure Child Protection and Protection of Vulnerable Adults Complaints Procedure Confidentiality Data Protection Equality and Diversity Health and Safety (including Risk Assessment) Other(s) please specify 10. Insurance 12

13 Employers liability insurance Public liability insurance Professional indemnity insurance Has SPS confirmed the third sector organisation has this insurance in place? 11. Risk assessment and risk management The SPS Risk Assessment and Management Process should be used to identify potential hazards and to manage these. This process will be undertaken by the local prison. The risk assessment will be shared with the third sector organisation. It will consider: Access and egress arrangements Supervision and safety of workers within the prison The necessary training required by workers (e.g. Personal Protection Training) a. Has a risk assessment been conducted? 12. Supporting service delivery a. Within the prison establishment, where will the service be delivered? In the Links Centre classrooms. Office area for NGage staff also within this area. b. What other support will SPS provide to third sector staff (e.g. escort staff, referrals, promotion of service, photocopying)? Please provide details. Access to photocopying and general office facilities. The Offender Outcomes Manager within the Links Centre is also available as a point of support/contact. 13. Information sharing a. What agreements will be implemented in relation to managing client confidentiality? All and any written files will be held within securely locked cabinets in an area of the Links Centre where no other prisoner or agency has access. Sharing of information will be managed in accordance with legislative requirements set out in the Data Protection Act. If third sector staff receive information relating to a crime (either committed or intended) and/or somebody being at risk, it is expected that this information will passed on to a SPS member of staff. b. What arrangements will be in place for the handling and security of information? NGage have outlined the protections in place to preserve integrity of information security. This includes the printed off referral list only being accessible to Ngage and Links Centre staff within a controlled area of the prison. Staff will be provided with Information security awareness training as part of their induction. c. Will third sector staff have access to PR2 (the Prisoner Records system)? Yes No 13

14 N/A - Access to PR2 not required d. What IT and information systems are required to deliver this service? A encrypted stand alone PC to enable NGage staff to track and record all referrals will be needed. 14. Monitoring, review and continual improvement a. What monitoring data will be collected for this service? (Please refer back to the relevant elements of your logic model) Inputs: (To be collected via SPS HR training records and NGage staff survey) All required staff are in place Induction training completed Referral criteria and process understood and implemented by staff Outputs (Participation): (NGage to maintain records of referrals and participation) Number of prisoners referred Number of prisoners who go on to participate in the service Number of prisoners who maintain contact within the community Outputs (Activities): (Data to be recorded via NGage internal delivery records) 2 x 1 hour sessions completed per week 6 sessions take place within the community Number of 1:1 sessions Number of sports and leisure activities engaged with in the community Outcomes (short term): (Data to be recorded via (i) Staff survey, (ii) Course outcome reports for each participant (iii) Participant survey) Proportion of staff that are aware of the service Number of new skills attained Proportion of participants that: o report to feeling supported and would describe relationships as more trusting o are assessed as capable as being able to apply their new skills o have formed relationships with non-offending peers Increase in demand for access to the service Outcomes (medium term): (To be followed up in the community, for those that remain engaged with the service. For those who do not engage, if a return to custody occurs, SPS will refer for follow up interview with NGage staff) Proportion of participants that are able to demonstrate an increased ability to deal with situations and to control anger and impulsivity Outcomes (long term): (SPS will provide data from PR2 history) Reduction in offending frequency Reduction in severity of offending Desistance from crime You may find it useful to refer to the Scottish Government s 5 Step Approach to Designing and Evaluating Behavioural Change Interventions, to help you with identifying what information you will need to collect to monitor your service: bi. Which member of staff within the third sector organisation is responsible for collating and submitting monitoring data to SPS? Joe Bloggs 14

15 bii. Who should this data be sent to? Jane Smith (HOO) ci.which member of SPS staff is responsible for Jane Smith (HOO) collating and submitting relevant monitoring data to the third sector partner? (if relevant e.g. Information about behaviour on the wings) cii. Who should this data be sent to? Joe Bloggs d. How often will this data be submitted? Weekly e. How often will progress review meetings between the partners occur? 15. Future plans, after the initial funding period If funding is not renewed, an exit strategy will need to be agreed and put in place. This should include agreement about how people using the services will be advised that the project is coming to a close and any alternative arrangements that may be put in place. 15

16 STAGE 4: Partnership Pack Sign Off Stage 3 (Project Details) of this document sets out the agreed terms of service delivery. Once the Project Details have been agreed, this Partnership Pack should be signed off by the Head of Offender Outcomes and the Third Sector Partner. Copies of the agreed Partnership Pack will be held by the Head of Offender Outcomes (HOO) and the Chief Executive of the third sector organisation. The HOO should also send an electronic copy of the agreed Partnership Pack to the Head of Partnerships at SPS Headquarters. The information from Partnership Packs will be used: by the third sector organisation and the prison to agree the terms of service delivery and to monitor and review the service by SPS to monitor the range, quality and effectiveness of services delivered by third sector organisations within Scottish prisons by the Criminal Justice Voluntary Sector Forum (CJVSF) to collate evidence of the contribution that the third sector makes to delivering positive outcomes for people in prison and families affected by imprisonment by SPS to prepare 6 monthly reports for the Partnership Strategy group. Ending the partnership If either party wishes to withdraw from the partnership before the stated partnership agreement end date, they are required to provide notice of this in writing, stating their reason for withdrawing. Commitment to the agreed Partnership I confirm that all sections of this Partnership Pack have been completed and I have read and agreed to all of the conditions of service delivery set out in Stage 3 (Project details). The Partnership Pack must be signed off by: Name Signed Date Third sector Chief Executive Head of Offender Outcomes 16

17 STAGE 5: Delivery, monitoring and evaluation Agreed delivery, monitoring and evaluation requirements are set out in stage 3. The review process It is expected that the project will be reviewed on a regular basis (See Q14 in Stage 3 - Project Details). The review process is as follows. The third sector organisation delivering a service should complete the agreed reporting template and send it to the Head of Offender Outcomes (HOO) at the relevant prison ahead of the review meeting. The HOO and the third sector staff member responsible for service delivery should meet to discuss progress against the logic model and any emerging issues. Any identified risks should be recorded in the risk logs and steps put in place to address these. Any other actions identified during the review should be recorded in the Partnership Review Document. Reporting template completed ahead of the meeting Review meeting with HOO and third sector organisation Service delivery continues in line with any agreed changes and actions until the next review date/ end of the partnership The Partnership Review Document should be used to support each review meeting. 17