Business Plan - London Community Rehabilitation Companylondoncrc.org.uk/wp-content/uploads/London-CRC-Business-Plan_201… · business plan sets out the company's priorities for its

Business Plan2014/15

Changing lives for a safer London

Foreword by the Chief Executive Officer of theLondon Community Rehabilitation Company

The London Community Rehabilitation Company (CRC) came into being on 1 June 2014. Thisbusiness plan sets out the company's priorities for its first 10 months. The company begins thisperiod in public ownership. It will pass to a new owner during this time in line with thecompetition currently being run by the Ministry of Justice. The plan reflects the requirement todeliver a seamless service during the period of transition from Probation Trusts to the CRCs andthe National Probation Service (NPS); the desire to enhance the quality of service delivered andthe need to plan for the future of the company post share sale. The plan also reflects the need forthe CRC to respond to the recommendations included in the recently published Her Majesty’sInspectorate of Probation (HMIP) Inspection of Adult Offending Work (IAOW) Report, with specificactions identified to address the significant areas of improvement.

The CRC will inherit some significant strengths from London Probation Trust. The development ofService User Councils offers the possibility of involving service users in the design of future servicedelivery in the CRC. This will be consistent with the company’s need to develop a desistance-based approach, and commitment to embedding equality principles throughout the organisation,particularly within all aspects of operational delivery. Partnership working, both at a strategic levelacross London and at local level, is also a valuable legacy.

The CRC will engage with existing partners to ensure that the roles of the CRC and NPS areclearly explained, that our commitment to partnership working is clear and that the aims of theCRC in developing rehabilitation services are communicated. There are opportunities to innovate,building on existing good practice. Services to women and work with multi-agency ganginitiatives are particularly fertile areas. A close working relationship with the NPS to embed theTarget Operating Model (TOM) is critical.

The CRC will also look to the future and develop an approach to the delivery of services to thecohort of short sentence prisoners for whom it will take on responsibility in the next business year.We will involve staff and partners as widely as possible in a decision about how the companymight best evolve to deliver a quality service across London’s diverse community.

Nick SmartChief Executive Officer

2

www.londoncrc.org.ukChanging lives for a safer London

Contents

Contract and Performance Measures 3Offender ManagementInterventions and RestrictionsManagement InformationSpecified Activity Requirement

London CRC Strategy Map 4

Startegic Priorities 5

Strategic Planning Objectives- Offender Assessment 6- Administration of Offender Sentence 7-8- Public Protection 9- Reducing Reoffending and 10-11

Rehabilitation - Effective Organisation 12

Glossary 13

Business Plan Owners and Roles 14

Contract and Performance Measures 2014/153

Changing lives for a safer London www.londoncrc.org.uk

Offender Management

Reduce the rate of proven reoffending whilst under the management of a provider of probation services

Perecentage of orders of the Court and Releases from Custody on Licence are successfully completed

Perecentage of cases in which initiation of breach proceedings took place within 10 working days of the relevant unacceptable failure to comply

Licence recall requests to reach NOMS Post Release Section within 24 hours of the decision of the offender manager

OASys final reviews (terminations) are completed or updated within the appropriate timescales

OASys assessments are assessed as either ‘Satisfactory’ or ‘Good’ within OASys Quality Assurance

Interventions & Restrictions

The number of offenders on an order or licence who find and sustain employment

Percentage of offenders in employment at termination of their order or licence

Percentage of offenders in settled and suitable accommodation at the end of their order or licence

The number of Accredited Offending Behaviour Programme completions (excluding sex offender programmes and domestic violence programmes)

The number of domestic violence programme completions

Management Information

All OASys starts in accordance with timescales

Drug Rehabilitation Requirements (DRR) completions

Alcohol Treatment Requirements (ATR) completions

Mental Health Requirement completions

Unpaid Work requirements starting work within 7 calendar days for both multiple and single orders

Specified Activity Requirement Targets 2014/15

Structured Supervision Plus

Structured Supervision for Women

Domestic Abuse

Structured Supervision for Anger Management

Target

TBC

73%

90%

92%

90%

90%

Target

1,980

51%

80%

640

550

Outcomes

Outcomes Target

90%

800

600

150

80%

Completions Target

180

98

98

98

www.londoncrc.org.uk

LPT Strategic Planning Objectives 2012/13 74


Effective Organisation

Our strategic objectives are:

Delivered through:

Our strategic priorities are:

Quality Efficiency Development

Developexcellent people

Prepare for acommercial future

Increase profile andinfluence with stakeholders

Assessments arestreamlined, effective

and efficient

Deliver excellentservice userengagement

Demonstrate acontinuous focus on

assessment of risk andharm

Target and provideeffective services

Accurate assessmentsthat identify needs andlead to the achievement

of positive outcomes

Deliver purposefuland collaborativesentence plans

Safeguard children,vulnerable adults and

victims

Develop partnerships toreduce reoffending

Utilise research andevidence to inform

best practice

OffenderAssessment

Administration of theOffender Sentence

Protect thePublic

Reduce Reoffendingand Rehabilitation

London Community Rehabilitation Company Strategy Map 2014-15


Strategic Priorities5


QualityThe London CRC is committed to achieving the highestpossible standards across the range of services for which itis responsible. As an organisation we inherit a number ofinitiatives from London Probation Trust (LPT) from which theCRC will benefit and upon which we will build.

In order to meet this during 2014/15 we will prioritise:• Address the areas for improvement identified in the Her

Majesty’s Inspection of Probation Inspection of Adult Offender Working report on LPT published in May 2014

• Providing a clear definition of the organisation’s quality standards by which all activities will be assessed

• Deploy a refreshed approach to activities that support all staff in meeting defined quality standards

• Develop internal quality measures that provide evidence of progress made and identify areas for further improvement.

EfficiencyThe London CRC will continue to take actions designed tomeet the challenges of ongoing budget constraints faced byall public sector organisations. In 2014/15 our focus will beto deliver services as efficiently as possible ensuring thatthey are appropriately targeted, evidence based, responsiveto assessed offender need and reflect unique and specificlocal community characteristics. In addition, we will takepositive steps to prepare for the transfer to the new providerof rehabilitative services in the community.

DevelopmentThe London CRC will prioritise establishing its uniqueidentity and developing an integrated network ofrelationships with partners (across all sectors). Based on thestrong legacy of LPT we will seek to continue developingand expanding the services directly provided or delivered inpartnership, promote diversity and meet the assessedneeds of offenders and victims. Our commissioning activityfor 2014/15 will focus on extending the provision forRestorative Justice (RJ) and mentoring across London, aswell as working with the Deputy Mayor for Policing andCrime (MOPAC) to achieve their strategic priorities.

Changinglives for a

saferLondon

DELIV

ERED THROUGH EFFECTIVE ORGANISATION

DELIVERED THROUGH EFFECTIVE ORGANIS

ATION

GROWTH QU

ALITY EFFI

CEN

CY

Reha

bilitation

Pro

tecting the Public

Administer Court

Senten

ces

Offender Assessment

CRC Strategic Planning Objectives 2014/15 6


The National Probation Service (NPS) has primary responsibility for all offender assessments at both the pre-sentence and pre-release stage. However, as the lead provider ofrehabilitative services in the community it is imperative that the London CRC has the capacity and capability required to ensure that all post-sentence assessments are clearwith a focus on the achievement of positive outcomes to be delivered through interventions that are targeted and evidenced based.

In addition, the CRC will be responsible for assessing and monitoring the potential risk of harm presented by the offenders under its supervision. Central to this will be theappropriate and effective deployment of the new risk escalation process in collaboration with the NPS.

OffenderAssessment

Assessments arestreamlined, effectiveand efficient

Accurateassessments thatidentify needs andlead to theachievement ofpositive outcomes

Strategic Objective

Assessments arestreamlined,effective andefficient

Accurateassessments thatidentify needs andlead to theachievement ofpositive outcomes

Activity 2014/15

Complete a comprehensive review of assessment of OASys to determine itsposition as the primary assessment and case management tool

Design and develop alternative approaches for assessment/case management forlimited deployment in order to assess their viability/scalability

Ensure that all assessments completed take into account all available informationand accurately reflect the risk, needs and circumstances of the offender

Outcomes

• OASys QA target • Sentence planning outcomes

defined and achieved• Quality of assessments

(improvement measure)

• Revised case management system developed and tested

• Quality of assessments• Quality of sentence planning • Documented evidence of service

user participation• Timeliness of completion

• Quality of assessments (improvement measure)

• Quality of sentence planning • Documented evidence of service

user participation• Timeliness of completion

Owners

Nick SmartIain AndersonLDU ACOs


LDU ACOs



The London CRC will be responsible for the management of the majority of sentences imposed by the courts. We will ensure that our work with offenders is targeted on activitythat is proven to be effective in reducing reoffending, is well planned and managed competently in the community. The service that we provide will reflect the diverse needs ofall offenders who will be fully engaged in achieving the agreed objectives. We will learn from Service User Councils and engagement workers developing our understanding ofthe approaches that have an impact from the recipients of our services themselves.

Sentence plans will be informed by evidence and responsive to identified needs and delivered in a manner that supports the achievement of identified outcomes. It is ourintention to ensure that offenders comply with their sentence and that every contact with the CRC is meaningful and effective. A sustained focus on compliance aligns the CRCwith objectives contained within the Mayor’s Office for Policing and Crime’s (MOPAC) ‘Police and Crime Plan for London’. If offenders do not comply with their court order orpost-release licence, prompt, accurate and appropriate enforcement action will be taken.

London CRC will review and revise its approach to improving the quality of the service it provides, focused on establishing a common set of quality standards, understandingand sharing the learning from a range of quality assurance processes (including a revised approach to the deployment of LEARN) and embedding approaches to effectiveservice user engagement as defined by the Skills for Effective, Engagement, Development and Supervision (SEEDS) programme.

Administrationof OffenderSentence



Utilise research andevidence to informbest practice

Strategic Objective


Activity 2014/15

Service user participation in the sentence planning and review process is evidentin all cases

Service user engagement workers are deployed effectively in all LDUs

Outcomes

• Evidence of improvements aligned to HMIP IOAW recommendations

• Recorded evidence of service user participation in 90% of cases

• 10% compliance in community orders and licences


• Quality of sentence planning (improvement measure)

• LEARN outcomes



Owners

LDU ACOs

LDU ACOsJanett Brown



Administrationof OffenderSentence



Utilise research andevidence to informbest practice

Strategic Objective


Utilise researchand evidence toinform bestpractice

Activity 2014/15

Line managers demonstrate targeted and recorded oversight of offendermanagers’ work – acknowledge good performance and address areas forimprovement

Sentence planning objectives are clearly informed by assessed risk and need andthere is recorded evidence of responsive and regular review of risk and theprogress made

Commissioning decisions and changes to the organisational structure areevidence based and subject to objective review to determine their effectiveness

The CRC participates in Londonwide ‘needs’ analysis (led by MOPAC) in order tosupport the multi-agency approach to reducing reoffending

Outcomes

• Evidence of improvements alignedto HMIP IOAW recommendations• Recorded evidence of active linemanager oversight in 90% of cases• Quality of assessments

(improvement measure)• Quality of sentence planning(improvement measure)• LEARN outcomes





• Quality of sentence planning (improvement measure)

• LEARN outcomes

• Assessed levels of identified need met

• Reduction in reoffending• 10% compliance in community

orders and licences



orders and licences

Owners

LDU ACOs

LDU ACOs

Paul Scarborough

Nick SmartIain Anderson



Public protection is of overriding importance in the work undertaken by all providers of probation services. London CRC will take action to ensure that services providedaddress the changing profile of all offenders and establish ways of working that provide public protection and delivery of purposeful focussed interventions that maximise thecapacity of offenders to change and to minimise the harm they pose.

We will develop and maintain a workforce that works confidently and effectively with individual offenders, recognising factors that might indicate an escalation in their risk, suchas domestic violence, mental health, substance misuse and Serious Group Offending (SGO).

We will work collaboratively with the NPS, to develop joint processes for timely and appropriate allocation of cases, swift enforcement and risk escalation transfers. We will alsowork collaboratively with the NPS Victim Liaison Service Scheme in relation to discretionary victim contact referrals. At a strategic level the process of joint working across thefull range of services will be formalised through the Service Integration Group and the Interface Agreement.

We will have a staff group that communicates consistently and with clarity to service users, colleagues and partners, demonstrating awareness of the impact that offendershave on their families, communities and victims. We will continue to work in partnership with the Metropolitan Police, children’s services, local authorities and other agencies tomanage and reduce the risk of harm presented by offenders. In addition, we will build on existing partnerships identifying new arrangements that ensure the effectiveness of ourpublic protection work, and to meet our contractual and statutory obligations in relation to safeguarding children, serious further offending and domestic homicide reviews.

PublicProtection

Demonstrate acontinuous focus onassessment of riskand harm

Safeguard childrenand vulnerable adultsand victims

Strategic Objective

Demonstrate acontinuous focuson assessment ofrisk and harm

Safeguard childrenvulnerable adultsand victims

Activity 2014/15

Establish a specialist Serious Group Offending (SGO) unit to provide expertintervention for specific complex high risk offenders across the CRC

Qualitative improvements in all identified child protection cases

Evidence that routine checks are completed (with appropriate agencies) andinformation accessed is used to inform the assessment and management of riskin all cases

Develop the CRC approach to adult safeguarding and addressing the needs ofvulnerable adults

Outcomes

• Correlation of assessed risk and sentence planning outcomes

• Reduction in reoffending• 10% improvement in compliance

in community orders and licences



• HMIP thematic recommendationsimplemented

• Assessed levels of identified needmet


orders and licences

Owners

Andrew HillasPatsy Wollaston

Donna CharlesVincentLDU ACOs

Iain Anderson LDU ACOs

Niamh FarrenLDU ACOs



London CRC will be responsible for the management of a broad range of rehabilitative work with offenders in the community. All services provided or commissioned by theCRC will be increasingly evidence based identifying the most effective ways to reduce reoffending with specific cohorts of offenders. We will be responsible for the majority ofservices provided to women offenders in London; building on the strategic approach implemented by LPT, the CRC intends to broaden the scope and access to servicesensuring that they meet the complex needs of service users. In addition, the CRC will have a key responsibility for the delivery of Restorative Justice services across Londonand we will ensure that learning derived from LPT will be integrated into the CRC approach, making certain that we continue to provide constructive interventions that assistboth offenders and victims.

The CRC will establish a positive working relationship with the Deputy Mayor for Policing and Crime. We will work in collaboration to achieve our common strategic objectives inparticular with regards to approaches to address Serious Group Offending (SGO), the specific needs of women offenders and Integrated Offender Management (IOM).

Through developing partnerships with a range of other organisations, the CRC will be well placed to deliver services that achieve tangible reductions in reoffending and harm tothe community. It is essential that we work to secure complementary services which address specific and differing local needs via commissioning or co-commissioning routes.All services provided (directly or indirectly) will be evaluated for their effectiveness and the learning from this process will inform future service delivery and commissioningdecisions.

ReduceReoffending andRehabilitation

Commission andprovide effectiveservices

Develop partnershipsto grow serviceprovision

Strategic Objective


Activity 2014/15

Appropriate levels of service aligned to the seven rehabilitative pathways isavailable across the CRC, to include:• Health (mental and physical) – improve engagement with health providers and

accessibility to services in the community • Housing – ensure access to the appropriate level of support and advice in all

CRC LDUs• Employment – greater reach both Londonwide and locally• Finance and Debt – increase awareness and extend the reach of services

commissioned• Substance Misuse – ensure access to the appropriate level of support and

advice in the community• Women Offenders – develop women’s pathways and address complex need in

partnership with a range of other providers

The ‘shadow’ Service Level Agreement between the CRC and RISE (proposedstaff based mutual) is operational and learning from the new workingarrangements are consolidated

The CRC approach to working with women offenders defined and implementedacross London

Outcomes



orders and licences


• Reduction in reoffending



orders and licences

Owners


Nick SmartKuljit Sandhu

Lucy Satchell-DayLDU ACOs



ReduceReoffending andRehabilitation


Develop partnershipsto grow serviceprovision

Strategic Objective

Developpartnerships togrow serviceprovision

Outcomes


• Reduction in reoffending• 10% improvement in compliance in

community orders and licences







Owners

Nick SmartIain Anderson

Nick SmartLDU ACOs

Andrew HillasPatsy WollastonLDU ACOs

Activity 2014/15

The CRC partnership strategy is deployed, focusing on achieving tangiblereduction in reoffending and rehabilitative outcomes

Establish the CRC as a valued partner within all London boroughs with a specificfocus on full implementation of the London IOM model

Tailored services for young adult offenders are developed in collaboration with theLondon Youth Justice Board and the London Youth Offender Services



In advance of ‘share sale’ the London CRC will focus on establishing and maintaining an efficient infrastructure that supports the delivery of the most effective approaches to themanagement of offenders, including assessing the impact of operational changes on the future demand for buildings and information technology.

We are committed to supporting staff at all grades to improve the quality of the work for which they are responsible. The CRC approach to professional development andlearning will ensure that learning priorities and approaches deployed will be aligned with the needs of individuals and the wider organisation.

As a new and evolving organisation our engagement with stakeholders will be essential to establishing our identity. We will therefore invest in defining and implementing ourapproach to communication with stakeholders, both internal and external.

EffectiveOrganisation

Develop excellentpeople

Increase profile andinfluence with stakeholders


Strategic Objective

Develop excellentpeople

Increase profileand influence withstakeholders


Activity 2013/14

Align Professional Development and Learning (PDL) resources to meet operationalneeds

Conduct annual analysis of supervision and appraisal records to better informorganisational development

Provide consistent induction for all new joiners and deploy personal developmentplans for all staff

Define measures to determine the influence and perception of the CRC withexternal stakeholders

Review and revise the operating model to maximise the efficient and effective useof all staff and infrastructure resources

Engage with the ‘preferred bidder’ in order to develop their approach in the‘mobilisation’ period

Develop and implement a Data Quality Assurance Plan in line with revised nationalexpectations

Outcomes

• Qualitative improvement in observed practice – Serious Further Offences (SFO) outcomes, London Enhanced Assessment and Review Network(LEARN2) and other audit outcomes

• Certificate of competence to be provided following training

• Tangible improvements in line management/leadership competence

• Stakeholder perception survey outcomes

• Evidence of increased awareness of the role and function of the London CRC

• Assessed levels of identified needmet


orders and licences

Owners

Adrian SmithAll CRC Managers

Nick SmartElizabeth George

SMT

www.londoncrc.org.uk

LPT Strategic Planning Objectives 2012/13 2513 Glossary of Acronyms


Term

ACO

CRC

IOM

LEARN2

LDU

MASH

NOMS

OASys

RJ

SEEDS

SFO

SGO

SMT

Definition

Assistant Chief Officer – Senior manager responsible for delivery of services at a local level.

Community Rehabilitation Company – Public body contracted by NOMS to manage community orders and provide rehabilitative services to offendersassessed as presenting a medium/low risk of harm.

Integrated Offender Management – IOM is the overarching framework that brings together agencies across government to prioritise intervention withoffenders who cause crime in their locality.

London Enhanced Assessment Review Network – Programme designed to improve offender management practice within the organisation.

Local Delivery Unit – The local structure within which probation services are delivered in London.

Multi Agency Safeguarding Arrangements – The local statutory arrangements for the management of child safeguarding.

National Offender Management Service – Government Agency part of the Ministry of Justice responsible for commissioning probation services on behalf ofthe Secretary of State for Justice.

Offender Assessment System – The national system for assessing the risk and needs of an offender.

Restorative Justice – A face-to-face meeting or series of meetings between the victim and the offender. The objectives are to increase offenders’ capacity totake responsibility for harm caused and to consider ways of putting the harm right.

Skills for Effective Engagement, Development and Supervision – A new practice framework that focuses on how best to engage offenders and deliverindividualised, outcome-focused services that reduce the likelihood of reoffending.

Serious Further Offence – A sexual or serious offence of violence committed by an offender currently (or recently) subject to supervision in the community.

Serious Group Offending – Broad definition relating to offending known or suspected to be linked to membership of gangs (either organised or ad hoc).

Senior Management Team

14

Name Role

Nick Smart Chief ExecutiveIain Anderson Head of OperationsSMT Senior Management TeamColan Ash Head of Estates, Facilities and Health and Safety Paul Scarborough Head of Business Intelligence Andrew Hillas Assistant Chief Officer –Young Adult Offenders/Serious Group OffendingPatsy Wollaston Assistant Chief Officer –Young Adult Offenders/Serious Group OffendingDonna Charles Vincent Assistant Chief Officer – Safeguarding ChildrenNiamh Farren Assistant Chief Officer – Safeguarding AdultsLucy Satchell-Day Assistant Chief Officer – Women OffendersElizabeth George Head of CommunicationsPeter Costello Business Change ManagerAdrian Smith Head of Professional Development and Learning

Business Plan Owners and Roles


The London Community Rehabilitation Company Limited151 Buckingham Palace RoadLondon SW1W 9SZ

Tel: 03000 480000Online: www.londoncrc.org.ukEmail: [email protected] Follow us on Twitter: @LondonCRCProbation

For more information contact:


Business Plan - London Community Rehabilitation Companylondoncrc.org.uk/wp-content/uploads/London-CRC-Business-Plan_201… · business plan sets out the company's priorities for its

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