The Partnership Development Initiative. Researching the voluntary sector in criminal justice. Lessons and Insights

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1 Researching the voluntary sector in criminal justice Lessons and Insights Jennifer Hill Partnership Development Manager

2 The basics A partnership of criminal justice agencies, undertaking work to: Increase the impact of cross-sector working on the ground Build a better understanding of - existing provision by third sector agencies - challenges around provision - solutions ( practitioner and strategic levels ) - necessary processes / practice to ensure quality - shared aims and the benefits of collaboration - measurement of impact Interactive spot the complexities!

3 Scottish Funders Forum Partnership Development Initiative 10 x leading national charities (CJ) Partnerships & Commissioning Prisons Directorate Third Sector Division Community Justice Division

4 Nov 08 Jan 09 Jan 10 Terms of reference Analysis of existing provision Design of Framework Jan 11 Jan 12 Implementation / 3 rd sector development SG policy The task: A map of existing provision by the voluntary sector set in the context of what is required as identified by the planning needs of SPS and CJAs in the context of offender outcomes. This will initially concentrate on a survey of current provision within HMP Edinburgh, Cornton Vale and Polmont YOI and Lothian and Borders Criminal Justice Social Work Services and will include details of funding streams for these services. This map of provision will recognise any gaps in service requirements. The mapping exercise should also capture examples of good practice across Scotland.

5 The Nine Offender Outcomes: Scottish Government strategic guidance 1. Sustained or improved physical and mental well-being 2. The ability to access and sustain suitable accommodation 3. Reduced or stabilised substance misuse 4. Improved literacy skills 5. Employability prospects increased 6. Maintained or improved relationships with families, peers and community 7. The ability to access and sustain community support, including financial advice and education 8. The ability to live independently if they choose 9. Improvements in the attitudes or behaviour which lead to offending and greater acceptance of responsibility in managing their own behaviour and understanding of the impact of their offending on victims and on their own families

6 Rationale To create a working partnership between the voluntary sector, Scottish Prison Service and Community Justice Authorities with the objective of improving the focus, design and delivery of voluntary sector services within the criminal justice arena and the aim of achieving the best quality services for offenders and their families. To ensure that investment reaches potential To ensure that services provided meet need To ensure quality and appropriate governance To create partnerships: parity and recognition To reduce barriers : practical and strategic To better manage local spend To meet local strategic aims

7 The process 3 x questionnaires third sector providers Follow up interviews to tease out detail 1 x questionnaire prisons and social work managers Overseeing the process Steering group of experts representing all partner agencies The Criminal Justice Voluntary Sector Forum Testing key themes A series of workshops engaging all partners to test key themes prior to write up Report Towards a framework for third sector criminal justice services (Sept 2010)

8 A map of existing provision by the voluntary sector What defines a criminal justice service? Who engages with the process? How quickly does the picture change? set in the context of what is required as identified by the planning needs of SPS and CJAs in the context of offender outcomes. Who defines what is required? (non-purchased) What happened to independence? How do organisations categorise their services? Holistic vs specific (e.g. 9 offender outcomes) This will initially concentrate on a survey of current provision within 3 prisons and 5 LA Social Work teams Do these prisons and social work teams view non-purchased work as having any value? Do they know what is being provided? Do they have time to report on something which is not a strategic priority? What about relationships with strategic orgs?

9 and will include details of funding streams for these services. In a competitive market, who wants to share? Redirection of resources for non-purchased services - Whose business is it anyway? When scrutiny is deemed to be a threat This map of provision will recognise any gaps in service requirements. The mapping exercise should also capture examples of good practice across Scotland Third sector role in meeting un-met need Client group need: complexity of picture Statistical review of needs in relation to geography What constitutes good practice? Absence of parameters When attempting to build equality in the sector and strengthen third sector relationships, to identify some organisations over others is risky, without clear evidence for reducing reoffending

10 Using the study for positive change Knowing how we want to work together A Model Framework for partnership working An accessible tool kit for planning, agreeing objectives, negotiating delivery detail, ensuring ongoing communication and review, monitoring and evaluation processes A way to document and review third sector activity across the estate Clarity for all staff involved Partnerships involve people Recurring themes around human behaviour Increased trust and confidence in our partner organisations The chance to build positive relationships across sectors

11 Not the winning, but the taking part? Massive change in culture of partnership working (particularly SPS) Journey undertaken has included staff at the most senior levels and latterly key Scottish Government departments promoting better communication Staff in operational roles feel that their day to day challenges are being addressed at a senior level Huge support from funding bodies and interest in the value of the tool elsewhere Everyone wins The work puts all partners in a more equal position People seem to spend less time ironing out operational problems Locally the Model Framework is being used to plan throughcare services Better co-ordination means that people receive services when they need them

12 Jennifer Hill Partnership Development Manager