Community Justice East Dunbartonshire 2021-22 Annual Outcome Activity Return

Read our report below.

On this page you will find information on:

National Outcomes:

 

1. Community Justice Partnership / Group Details

Name of local authority area/s East Dunbartonshire
Name and contact detail of the partnership Chair Name: Caroline Sinclair
Email: Caroline.Sinclair2@ggc.scot.nhs.uk
Telephone: 07976606185
Contact for queries about this report Name: Willie Kennedy
Email: william.kennedy@eastdunbarton.gov.uk
Telephone: 07917638123

2. Template Sign-off from Community Justice Partnership / Group Chair

I confirm that Community Justice East Dunbartonshire have agreed and submit this return to Community Justice Scotland in terms of Section 27 duty . I also confirm that as part of the Section 23 duty to publish a public-facing annual report on progress towards national and local outcomes, 

Caroline Sinclair,
Chief Officer East Dunbartonshire HSCP,
Chief Social Work Officer East Dunbartonshire Council
Chair Community Justice East Dunbartonshire

29.9.2022

3. Governance Arrangements Describe your current governance structure for community justice arrangements and include links to wider community planning.

  • Community Justice East Dunbartonshire (CJED) is aligned with the Community Planning Partnership; Local Outcome Improvement Plan (LOIP) Outcome 4 (‘East Dunbartonshire is a safe place in which to live, work and visit’) in collaboration with the Community Safety Partnership and Empowered (Violence against Woman and Girls) partnership through the ‘Safer and Stronger Together Strategy’.
  • The tri-partnership reports through LOIP Outcome 4 to the Community Planning Executive Group (CPEG). This group in turn reports to the Community Planning Partnership Board.
  • Monitoring and development of the plan is facilitated jointly through the Community Planning Partnership and the Health & Social Care Partnership (HSCP).
  • CJED is aligned to the HSCP Strategic Plan 2022-25 and reports to the HSCP Partnership Board.
  • Operational responsibility for implementation of the plan sits predominantly with the HSCP. Governance of the delivery through the HSCP is in line with that of other HSCP services as set out in the HSCP Performance Framework.
  • The CJED partnership is chaired by the Chief Officer and Chief Social Work Officer of the HSCP, which gives the partnership direct line of governance as outlined above.
  • The vice chair of CJED is the Police Scotland Area Commander for East Dunbartonshire, which gives an external partner oversight.
  • A Strategic Needs and Strength Assessment is currently being developed to inform the next CJOIP from 2023 onwards.

4. Progress From 2020-21 Recommendations

These recommendations were published at the end of the reporting year and concern 3rd sector engagement, futures planning, and compliance with the Community Justice (Scotland) Act 2016. Please detail what work partners have undertaken, or intend to undertake, in response to the following 2020-21 recommendations:

Recommendation 1: Partnerships should build on work undertaken within the reporting period relating to third sector identification and engagement, and apply lessons learned to ensure they have established mechanisms to identify and engage with victim organisations as well.

  1. What local strengths or recent progress relates to recommendation 1?

    CJED has strong representation from a number of third sector and voluntary organisations: Sacro; Women’s Aid; Families Outside; and Victim Support Scotland, are members of the partnership. The Third Sector Interface, who is also a member of the partnership, represents local voluntary organisations through East Dunbartonshire Voluntary Action (EDVA). There are mechanisms in place for partners to engage with and commission third sector organisations e.g. Justice Social Work services, work closely with the Wise Group; Sacro and Streetcones to deliver services.

Recommendation 3: Partnerships should undertake (or evidence the work already undertaken) to understand the future need and demand on their services: in particular, but not constrained to, recovery from the pandemic.

  1. What gaps or emerging changes in need and demand for services have been identified?

    The Strategic Needs and Strength Assessment (SNSA) to identify the needs of East Dunbartonshire, has identified emerging gaps during the reporting period for example Bail Supervision service; Communication between Custody Centres and local police; gathering views of people on Diversion from Prosecution; disaggregation of National Data to a Local Authority level, to name but a few. This work will continue into the next reporting year.
     
  2. How has this been identified?

    CJED anticipates that any gaps or emerging changes in need and demand for services will be identified through the development of the Community Justice Strategic Needs and Strengths Assessment.
     
  3. How will partners respond?

    All statutory and non-statutory Community Justice Partners have been asked to contribute to the development of the Strategic Needs and Strengths Assessment, with a varied response to date (see section e). CJED will also contribute to the priority setting process once the SNSA is completed.

    Work is underway to develop a Bail Supervision Service in East Dunbartonshire with the expectation to introduce this in late 2022; The Prevention Intervention and Diversion sub group of the partnership will address gaps with Diversion from Prosecution by late 2022 early 2023. Relevant partners will work on communication between Custody Centres and local police and disaggregation of National Data to a Local Authority level over the coming years.
     
  4. What has restricted progress in this recommendation?

    The main barrier to progress in relation to the development of the Strategic Needs and Strengths Assessment of Community Justice East Dunbartonshire has been access to suitable data, and partner capacity to respond to information and data requests at this time. Such requests are facilitated to the best of partner’s ability.

    Throughout 2021/22, Community Justice Partners had to continually adapt their approach to service delivery in response to the ongoing impact of the COVID-19 pandemic (including changes to COVID restrictions). Staffing levels across Community Justice Partners continued to be affected as individuals were required to isolate for periods of time following a positive COVID test result.

    Recommendation 4: Partners should note their collective statutory responsibilities under the Act to ensure that:

    All partners are aware of the statutory obligations, and that clarity and agreement is sought over partner expectations and contribution to ensuring these are met
    all national partners understand and comply with their individual responsibilities to supporting partnerships achieve their aims (section 35)     
                     
  5. What work has been undertaken or planned to make improvements against recommendation 4?

    This recommendation has been incorporated in the interim delivery plan for 2022-23. The plan is to organise and facilitate a partnership development day, to reinforce the statutory duties placed on partners.
    Community Justice East Dunbartonshire has continued to meet virtually throughout 2021/22, via MS Teams, and continues to progress local improvement activity as set out within our Delivery Plan for 2021-22. The Partnership continues to experience a high level of representation and contribution from all statutory and non-statutory Community Justice Partners, through bi monthly partnership meetings, the various sub groups of the Partnership and/or ad hoc work that takes place out with formal meeting structures
     
  6. What did this achieve?

    The development session is scheduled to take place out with this reporting period.
    The development of the new Community Justice Outcomes Improvement Plan (CJOIP) for East Dunbartonshire will provide another opportunity for Partners to contribute to Community Justice strategic planning and service delivery at a local level. As part of the CJOIP development process, the Partnership will draw on the knowledge, skills and experience of all Community Justice Partners, to ensure that the plan accurately reflects our local priorities, and the actions that are required to make progress towards them.
     
  7. In what ways did local partnership compliance to the Community Justice (Scotland) Act 2016 change during 2020/21?

    The Covid-19 pandemic had an impact on all partner organisations. However, partners continued to attend virtual partnership meetings and contribute to achieving the actions set out in the delivery plan for 2021-22 as outlined in this return.

5. Covid-19 Pandemic Impact

The pandemic continued in 2021-22. This section should be used to reflect some of the a) challenges/negative implications and b) opportunities/positive implications from the Covid-19 pandemic on the community justice partnership. This can include impact on the improvement activity, partner collaboration, delivery of services.

Challenges/Negatives Positive/Opportunities

From a local policing perspective, the pandemic resulted in closures and a reduction in a number of services and service provision, which resulted in police undertaking additional roles from other services who would generally have taken the lead role. It is recognised however, that this was as a result of the ongoing changes to Covid restrictions and legislation.

Continued significant disruption to carrying out unpaid work, whilst contact was prioritised throughout for high risk and vulnerable individuals, social distancing measures affected the service’s ability to progress rehabilitation.

Continued to see an increase in the complexity of domestic abuse with lock down restrictions preventing women from seeking support especially where perpetrators remained in the family home.

The backlog of court cases and impact on victims, witnesses, defendants and capacity of justice services to respond.

The ability to offer real work/ volunteering experience opportunities and to meet and build working relationships with people.

 

 

 

 

 

 

 

The pandemic has encouraged the use of enhanced technology equipment in order to facilitate online meetings with partners, and community meetings.

An online reporting mechanism was developed for people to report breaches of Covid 19 outbreaks.

Police still had the ability to respond to persons in need of assistance.

Police have seen a high level of satisfaction from people who came into contact with officers during this time.

Following the Covid 19 pandemic it was identified that monitoring and supporting the physical health care for patients within the Alcohol and Drug Recovery Service (ADRS) and providing enhanced blood screening services was an important priority. Additional Blood Screening Services are now being offered by ADRS. A dedicated service is being provided by the team to enhance and develop the physical health service provided to people in ADRS offering blood screening, ECGs and practical assistance; enhancing the health support provided to people within ADRS.

Expanding medical cover supports and the implementation of the 10 Medically Assisted Treatment (MAT) standards has similarly been a significant priority for ADRS to enable individuals to access medication assisted treatment 5-days per week. To deliver on MAT standards ADRS have been joined by a further Pharmacist Independent Prescriber (PIP) in post two days a week (Wednesdays and Fridays) extending the team’s medical cover from three to five days a week. This will enable further development of same day prescribing and restarts with the aim of increasing timely access to Opioid Substitution Therapy (OST).

 

6. Performance Reporting – National Outcomes

This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes.

 

National Outcome One

Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes
NATIONAL OUTCOME ONE Communities improve their understanding and participation in community justice

With regard to the following indicators:

  • Activities carried out to engage with ‘communities’ as well as other relevant constituencies
  • Consultation with communities as part of community justice planning and service provision
  • Participation in community justice, such as co-production and joint delivery
  • Level of community awareness of / satisfaction with work undertaken as part of a CPO
  • Evidence from questions to be used in local surveys / citizens’ panels and so on
  • Perceptions of the local crime data

 

New activities: What new activities in 2021-22 were driven / undertaken collectively by the community justice partners/hip in relation to outcome one? What was the impact of these activities?
As in the previous reporting period, during 2021/22, opportunities for engagement were limited and the Partnership was not able to undertake as many engagement activities as partnership members would have liked. Opportunities for consultation with communities as part of community justice planning and service provision remained limited, as Community Justice Partners continued to adapt their service delivery in response to the ongoing and evolving impact of the pandemic.  

 

New activities: What new activities in 2021-22 were driven / undertaken collectively by the community justice partners/hip in relation to outcome one? What was the impact of these activities?

However, the Community Justice East Dunbartonshire(CJED) Delivery Plan 2021-22, as agreed and submitted, stated that the local priority action area under National Outcome One was to:

  • Ensure the voices of service users and people with lived experience are heard and used to shape and improve services

The agreed activities were to:

  • Ensure people with lived experience/ expertise are represented on strategic and sub groups.
     
  • Include service user feedback in all outcome measurement of services across partnership
     
  • Re-establish the service user group within Justice Social Work settings.

 

 

 

 

 

  • There is representation of people with lived experience and expertise on a number of strategic and working groups in EDC.


     
  • This is an integral part of the service development work that partners are carrying out. For example information is collated in Justice Services for people exiting a CPO whether Supervision or Unpaid Work and used to develop the service.
     
  • The foundation work is ongoing to identify volunteers for the group. However, Covid restrictions inhibited progress. The SW Assistant and Senior Practitioner within Justice Services are leading on this piece of work, to build on the foundation of the ‘Inclusive Justice’ Co Producing Change project which was established pre pandemic.

 

What ongoing activities took place in relation to outcome one? What was the impact of these activities?

The Statutory Justice Unpaid Work Service receive numerous communications from recipients of work to express their gratitude to the squads. These are collated in an evidence bank. The following example was from a Housing Officer who is responsible for Sheltered Housing Complexes in the area.

‘Firstly I would just like to thank you and your team for the work you have done at Stockiemuir and Burnbank sheltered complexes. Tenants, staff and myself are delighted, and without your team, the areas would have remained untouched. Some tenants have already contacted the wardens and myself to pass on their thanks to you.
Is there any chance that we could meet at Jedworth Court/ The Loaning to have similar work carried out? Canniesburn Court also requires the same. I hope you don't mind me asking for your assistance again.’

 

This builds confidence and pride within the UPW squad members carrying out the work and gives them a feeling of contributing to the maintenance of the communities. It also increases awareness and satisfaction of the work undertaken as part of a CPO.

 

 

 

 

 

 

 

 

National Outcome Two

Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes.
NATIONAL OUTCOME TWO Partners plan and deliver services in a more strategic and collaborative way

Where applicable have regard to the following indicators.

  • Services are planned for and delivered in a strategic and collaborative way
  • Partners have leveraged resources for community justice
  • Development of community justice workforce to work effectively across organisational/professional /geographical boundaries

Partners illustrate effective engagement and collaborative partnership working with the authorities responsible for the delivery of MAPPA

What new activities in 2021-22 were driven / undertaken collectively by the community justice partners/hip in relation to outcome two? What was the impact of these activities?

In the CJED Delivery Plan 2021-22, as agreed and submitted, the partnership agreed to work towards the following actions and activities:

  • Encourage, support and develop multi-agency approaches, which improve effectiveness.
     
    • Develop a Community Justice Strategic Needs and Strengths Assessment(SNSA)



 

 

  • Work is ongoing to develop and finalise the SNSA, through consultation and input from partners within the CJP. Extension to the timeframe for the review of the National Strategy for Community Justice and Outcome Performance Improvement Framework (OPIF) has extended the timescale for completion of this activity and will be carried forward for completion in 2022-23.

 

 

 

Continue cross representation on Alcohol and Drug Partnership (ADP); Community Safety Partnership (CSP); Local Employability Group (LEP), and all associated sub groups.

 

 

 

  • Increase awareness of the vulnerability and needs of children and families affected by parental imprisonment.
    • Encourage the reintroduction of children's visits, given lockdown has been particularly difficult for children of people in prison.



       
  • Continue to engage with Children and Families SW through the Early Intervention and Prevention Group and the Reintegration Group

Once complete, the SNSA of community justice will provide a robust evidence base that will help Community Justice Partners to understand the future need and demand on their services, including recovery from the pandemic. This evidence base will then be used to inform the development of the next Community Justice Outcomes Improvement Plan.
 

  • There is representation on all strategic and working groups from CJED members. This includes chairing both the ADP and CSP. The coordinator represents community justice on various groups within East Dunbartonshire Council (EDC) and across Greater Glasgow & Clyde(GG&C). There is cross representation across all strategic and working groups within EDC.
     
  • HMP Low Moss were running two children's visit sessions per week, Wednesday and Friday at 4pm where the families can have some food together and Dads can play with their children.
     
  • The prison and visitor centre staff did organise events for occasions, e.g. Halloween and Christmas, and Early Years Scotland are running their Father's programme in the prisons again.
     
  • Children and Families SW representatives attend both sub groups of the partnership. Issues of child protection, non-contact orders etc. are identified for people due to be released from prison through the Reintegration group.
  • Address Gender Based Violence and Sexual Offences
    • Deliver Up2U Creating Healthy Relationships perpetrator groupwork sessions
    • Ensure victims of gender based violence/ abuse and sexual offences are supported appropriately






 

  • Increase awareness of Adverse Childhood Experiences (ACEs) and potential impacts and the importance of resilience with all partners.
    • Continue to progress the work of the East Dunbartonshire ACEs and Trauma Collaborative to ensure that there is collaboration between agencies to promote a clearer understanding of the ACEs/ trauma informed approach and the potential impact.



       
  • Introduce robust outcome measurement tools
    • Continue to train new Justice SW staff in the use and utilisation of Justice Outcome Star with clients.

 

 

  • Up2U groupwork sessions were delivered during the reporting year with 25 participants.
     
  • The ‘Safe and Together’ practice model has been introduced in EDC. A multi-agency steering group including representation from East Dunbartonshire Woman’s Aid (EDWA) and Justice Services has been created to oversee the introduction of the model.
  • EDWA attend the Reintegration group to address potential Domestic Abuse issues.

     
  • The East Dunbartonshire ACEs and Trauma Collaborative (EDATC) has continued to meet and progress the Trauma Informed Practice Agenda in East Dunbartonshire. Areas of Work are ongoing to:
    • Employ a Trauma Informed Practice Coordinator.
    • Develop a training implementation plan.
    • Develop a communications strategy
    • Improving the physical environment for staff an service users.
    • Ensure representation of experts by experience
       
  • The majority of JSW staff are trained in the use of Justice Outcome Star. New staff members are trained if and when required. Reports can be run to demonstrate distance travelled by clients. (see Outcome 5 ) Training has been arranged for new staff members in April 2022 outwith this reporting period
  • Improve the reintegration of those individuals who have served a custodial or community based sentence
    • Continue and develop the work of the Reintegration Working Group.

In addition to the work carried out towards the above actions and activities the partnership has engaged at a National level with a number of consultations and initiatives:

  • National Strategy for Community Justice Review process including responding to consultations and attending focus groups.
  • Outcome Performance and Improvement Framework review process.
  • Bail and Release from Custody Consultation response, this was achieved by dedicating a partnership meeting solely to discuss and collect partners views to develop a response.
  • National Care Service consultation response.
  • Restorative Justice.
  • The Reintegration group continues to meet regularly. There have been 35 residents with a release date between April 2021 and March 2022 case managed by the group. (See Outcome 3 below)
     
  • Responding to the numerous consultations during the reporting year has given CJED a voice and an influence

 

 

 

 

 

 

 

 

 

What ongoing activities took place in relation to outcome two? What was the impact of these activities?
  • Community Justice and Justice Social Work Services in collaboration with Child Protection and Educational Psychology drive the East Dunbartonshire ACEs and Trauma Collaborative (EDATC). This multi-agency group has met virtually on a regular basis and has continued to take forward the long-term strategic vision to implement the NHS Education for Scotland (NES) psychological framework to create an ACE (Adverse Childhood Experience) aware and Trauma informed community within East Dunbartonshire. EDACT, therefore follows the proposed framework and has set up 2 sub-groups to cover the key areas promoting transformation.
    • Environment;
    • People and Training;​​​​​

During this reporting period the collaborative started the process to employ a TIP Coordinator using the funding from the Mental Health Recovery and Renewal Fund.
 

  • The Community Justice Coordinator represents the partnership on the Trafficking and Exploitation Working group of the Child Protection Committee, and works closely with the Child Protection Lead Officer to ensure referrals are made appropriately.
     
  • There is CJED representation via the coordinator on the Greater Glasgow and Clyde Community Justice Health Improvement Group chaired by Glasgow City HSCP Head of Health Improvement and Equalities. This group has continued to meet throughout the second year of the pandemic and prioritise responses











 

  • Having a dedicated Coordinator will help progress and provide project management/co-ordination/strategic and/or operational implementation support, alongside Trauma Champions, to progress the National Trauma Training Framework.
     
  • This ensures a collaborative approach to dealing with issues and service delivery within East Dunbartonshire and gives a Justice system input towards Trafficking and Exploitation.

     
  • This meeting provides a focussed and collaborative approach across NHS GG&C on Community Justice and Public Health related matters and initiatives in local areas.

 

  • The chair of the ADP is a member of CJED. There is also representation from CJED partners on the ADP and its sub groups.
     
  • CJED continues to be represented on the East Dunbartonshire Local Employability Partnership (LEP) enabling improvements in employability training and volunteering prospects for people in contact with the Justice system.
     
  • As described in Section 3 above, CJED is in a tri partnership agreement under Local Outcome 4 of the Local Outcome Improvement Plan (LOIP), working in collaboration with the Community Safety Partnership and the Empowered (violence against women and girls) partnership. The leads/coordinators for these three partnerships meet on a regular basis to report on progress towards LO4. The leads/coordinators also attend each of the partnerships to ensure a consistent approach and maintain good collaborative working and communication.
  • This allows substance related issues to be addressed across all services. Moreover, provides the opportunity for collaborative work.
     
  • Collaborative working allows knowledge sharing and identifying access to employment/ volunteering and training opportunities. It also ensures that people in contact with the Justice system are included in all initiatives. e.g. the No One Left Behind Funded ‘Make it work’ project, delivered by the Lennox Partnership.
     
  • The cross representation on partnerships ensures all aspects of a person’s life are addressed where necessary.

 

 

 

 

National Outcome Three

Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes.
NATIONAL OUTCOME THREE People have better access to the services that they require, including welfare, health and wellbeing, housing and employability

Where applicable have regard to the following indicators.

  • Partners have identified and are overcoming structural barriers for people accessing services
  • Existence of joint-working arrangements such as processes / protocols to ensure access to services to address underlying needs
  • Initiatives to facilitate access to services
  • Speed of access to mental health services
  • % of people released from a custodial sentence:

a) registered with a GP
b) have suitable accommodation
c) have had a benefits eligibility check

  • Targeted interventions have been tailored for and with an individual and had a successful impact on their risk of further offending

 

What new activities in 2021-22 were driven collectively by the community justice partnership in relation to outcome three? What was the impact of these activities?
In the 2021-22 Delivery Plan CJED said they would:
Review existing mechanisms and develop pathways for people in contact with the justice system in relation to:
  • Mental Health Services
    • Continue to contribute to Suicide Prevention Sub Group of ADP

 

 

  • CJED members including the Co-ordinator attend and contribute to the Suicide Prevention sub group of the ADP. Progressing work towards actions in the Action Plan 2021-2022.

 

  • Housing and homelessness services
    • Continue to address housing needs through reintegration group for residents released from custody.



       
  • Substance use services
    • Improve the capacity of Criminal Justice Teams Alcohol Brief Interventions (ABI) and approaches.
       
    • Provide Naloxone training to Justice SW staff.
       
    • Promote and increase the use of the Naloxone postal service.
       
    • Introduce and Develop the Peer Navigator (Justice) Test of Change post, funded through the DDTF.
  • Housing needs are addressed prior to release from custody. To date all housing issues that are addressed prior to release have had a positive outcome. All MAPPA clients are allocated a housing officer to carry out ERAs etc.




     
  • ABI training has been delivered to the Justice Team. There has however been a number of staff changes.
    The introduction of the Joint senior addiction nurse and Peer Navigator posts will increase capacity to carry out ABIs within Justice Services.
  • Multi-agency Naloxone training was delivered by ADRS. 5 staff within Justice Services were trained. All JSW staff have completed the SDF online training.
  • All promotional material has been received from the ADP and ASDRS and distributed by JSW and other partners.
  • Work has progressed with this post. A full tender was issued and following the evaluation process, a preferred provider (APEX Scotland) was identified and awarded the contract. Initial meeting between JSW and Apex Scotland on 18.2.22. Apex have advertised for a Peer Navigator to assist in the operation of the Wayfinders; Paving the way to positive destinations service.

Wayfinders: Paving the way to positive destinations Service.
Working in collaboration with the Alcohol and Drug Partnership and sponsored by the Community Justice Partnership, JSW services secured funding from the Drugs Death Task Force, via the CORRA Foundation, to commission a Peer Navigator post to enhance 

  Justice client's ability to access addiction service and in-turn reduce drug deaths. Apex Scotland were the successful provider in the tender process. This service is aimed at men subject to community-based disposals and those returning to the community after custodial sentences. The Peer Navigator will have lived expertise and will use relationship-based practice to develop supportive and meaningful relationships with clients, many of whom are often difficult to engage.
The project will take a Public Health approach and focus on those people who often spiral around the system(s), are excluded from the support they need and experience a combination of at least three of the five severe and multiple disadvantages; The project will focus on three main areas; Diversion, Community Payback Orders and Custodial releases. Firstly, the navigator will engage with clients on Community Sentences including Diversion from Prosecution where the service could offer the sentencer a viable alternative option to a custodial sentence by getting the client to the right door at the right time to address issues. Serving, to aid compliance, whilst ensuring better outcomes for the client without breach action and a possible loss of liberty. An integral part will be developing relationships with clients prior to release from custody. Whilst working with their families, through specialist partners, in order to support the client’s transition to the community
The primary aim of the service is to support clients to engage with JSW and Alcohol and Drugs Recovery Service (ADRS) as well as other relevant support services and to support the well-documented difficult transition from custody to community, whereby clients can often relapse into problematic drug/alcohol issues, with often-significant harm to self and others.
It is envisaged that the relationship between Navigator and client will serve to engender hope, build self-efficacy and enable clients to
  • Co-location of drug/alcohol practitioner with Justice Social Work.
     
  • Development of local DTTO provision. Review of current provision and development of local arrangements. ADRS support to develop locality provision.

 

achieve their good life goals/positive outcomes, whilst serving, to aid compliance, whilst ensuring better outcomes for the client without breach action and a possible loss of liberty.
Statistics will be compiled in terms of type of Order/Licence managed, length of involvement and intervention undertaken. In relation to measuring impact, Outcome Star Online will be utilised.
The Peer Navigator recruitment process took place during the reporting period; however, the post was not filled by the end of the period.
  • Joint Senior Addiction Nurse will be co-located in JSW. Proposal is 2 days in JSW to carry out DTTO and other health and wellbeing work.
  • Meetings between JSW and ADRS to develop this service. Senior Addiction Nurse joint post job description agreed, and advertised with interviews held in February 2022.

DTTO Service
Following commitment in both the ADP and CJP delivery plans
East Dunbartonshire HSCP has made a commitment to the provision of DTTOs in the ADP Delivery Plan 2020-2023, noting that the:
‘the ADP will work in partnership with Criminal Justice Social Work to support individuals on DTTOs and look at alternative diversionary activities and support pathways for men and women in Justice services.’
East Dunbartonshire’s Community Justice Delivery Plan 2021-2022 continued to recognise the need, laid out in previous plans to:
‘Develop local DTTO provision. Review of current provision and development of local arrangements. ADRS support to develop locality provision’

  A business case was developed outlining how the DTTO service would be operated from East Dunbartonshire Justice Services with an addiction worker located in the Justice offices. However, given the recognition that EDC will never have a significantly high number of DTTO clients there is an opportunity to review how we best meet the needs of Justice client’s, with addiction issues through a public health approach.
Prior to beginning this piece of work, any East Dunbartonshire resident subject to a Drug Treatment and Testing Order (DTTO) had to travel to Dumbarton in order to receive a service. There are no direct public transport links between East Dunbartonshire and Dumbarton. Given the complex needs of clients subject to DTTOs, this was an unacceptable and indefensible position.
The proposal was that a Senior Addiction nursing post is co-located within Justice Services, to carry out the assessment of Justice referrals to ADRS; signposting and diversion advice. The Addiction nurse will contribute to the assessment of prospective DTTO clients. Will undertake oral testing in line with testing regimes and undertake DTTO motivational and therapeutic work.
Funding for this post was split between CJ DTTO funding, ADP support to justice funding for two days per week and additional ADP funding to cover the additional three days per week in ADRS.
During the reporting period, there were two DTTOs.

In addition to the above;
There has been an increase in individuals accessing Buvidal, with 15 individuals in treatment, with early results appearing positive. ADRS will continue to promote the use of Buvidal as one of a range of treatment options, which provides enhanced treatment, and
  • Employment services
    • Develop working relationships with the Local Employability Partnership.
recovery options with increased uptake of Buvidal and more personalised recovery options.

ADRS in partnership with Turning Point Scotland provide a non-fatal overdose response service. This service aims to provide a consistent assertive outreach service to engage with those at risk of overdose and reduce drug related deaths and harms; (MAT Standard 3 Assertive Outreach and Anticipatory Care - All people at high risk of drug-related harm are proactively identified and offered support to commence or continue MAT). The team receives a weekly report from A&E of all hospital presentations by our service users for appropriate follow up and assertive outreach. The new service operates 10am-10pm 7 days a week enhancing the service cover provided.
  • Collaborative working allows knowledge sharing and identifying access to employment/ volunteering and training opportunities. It also ensures that people in contact with the Justice system are included in all initiatives. E.g. the developing of the No One Left Behind Funded ‘Make it work’ project, delivered by the Lennox Partnership, to support people in contact with the Justice System. This project will see an Employability Key Worker co-located in Justice Services two days per week. Referrals will be made from Supervising SW for people on CPOs and the UPW manager.

 

 

 

 

What ongoing activities took place in relation to outcome three? What was the impact of these activities?
Reintegration Group
Community Justice East Dunbartonshire take a multi-agency approach to plan for the reintegration of residents on release from prison back to East Dunbartonshire, through one of its working groups.
The Reintegration Working Group, is a multi-agency group involving Justice Services, Alcohol and Drugs Recovery Services, Homelessness, Youth Justice and Young People; Police Scotland, the Scottish Prison Service, the Wise Group ‘New Routes’ mentoring service, Families Outside and Prison Healthcare; East Dunbartonshire Women’s Aid; Job Centre Plus.
This group was set up to address any needs highlighted through analysis of the information received via the Data Sharing Agreement between the SPS and the Local Authority/ HSCP, which provides information on scheduled releases, returning to East Dunbartonshire for the subsequent 12-week period. This allows partners to work in partnership and case manage people’s needs and plan for release, ensuring adequate support has been identified and referrals have been made prior to liberation (i.e. housing, mental health, employability, welfare, addictions). This ensures that all people leaving custody and reintegrating back into East Dunbartonshire are assessed to provide bespoke packages of care and screened to ensure any adult or child protection issues are highlighted.

The Reintegration group have case managed 35 residents with a release date between April 2021 and March. There were a number of needs addressed prior to release. 67% of releases referred to ADRS, engaged with the service. 80% had a positive outcome for housing for example. However only 17% took up the offer of Voluntary Throughcare. Reasons for non-engagement ranged from moving out with the Local Authority area; returned to custody and deportation.

Areas that are also measured are Child Protection issues and any Domestic Abuse aggravators, thus the inclusion of Children and Families SW and East Dunbartonshire Woman’s Aid to the group.

Any potential issues with the proximity of victims to the release address is also considered.

 

 

 

 

National Outcome Four

Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes
NATIONAL OUTCOME FOUR Effective interventions are delivered to prevent and reduce the risk of further offending

Where applicable have regard to the following indicators.

  • Use of ‘other activities requirements’ in CPOs
  • Effective risk management for public protection
  • Quality of CPOs and DTTOs
  • Reduced use of custodial sentences and remand

a) Balance between community sentences relative to short custodial sentences under one year
b) Proportion of people appearing from custody who are remanded

  • The delivery of interventions targeted at problem drug and alcohol use [NHS Local Delivery Plan (LDP) Standard]
  • Number of Police Recorded Warnings, police diversion, fiscal measures, fiscal diversion, supervised bail, community sentences (including CPOs , DTTOs and RLOs )

Number of short-term sentences under one year.

 

What new activities in 2021-22 were driven collectively by the community justice partnership in relation to outcome four? What was the impact of these activities?
  • Identify and enhance alternative sentencing disposals
    • Increase the use of Diversion from Prosecution options through the continued work of the Early Intervention and Prevention working Group
Prevention Intervention and Diversion Group
The Prevention; Intervention and Diversion group (PID) is a sub group of the CJP. This group, originally known as the Early Intervention and Diversion group; went through a metamorphosis during the reporting year.
The Police Scotland LALO chairs this multi-agency group. The aim is to reduce the instances of people entering into the full criminal justice and court system thus reducing offending and reoffending.
  This will be achieved by providing meaningful interventions and access to appropriate services to address the underlying causes of alleged offending, whilst responding to the needs of the individual which can interrupt a cycle of offending and/or prevent further offending.
To enable all referrals to be considered suitable for diversion from prosecution.
Members of the group include:
  • Justice Social Work Service
  • Young People and Youth Justice Service
  • Police Scotland
  • SACRO
  • Scottish Fire and Rescue Service
  • Crown Office and Procurator Fiscal Service (COPFS)
  • Alcohol and Drugs Recovery Service (ADRS)
  • We Are With You
  • SFAD
  • EDC Homelessness Team
  • Mental Health Service
  • Community Safety

The group will adopt a case management approach to people on Diversion from Prosecution, similar to the Reintegration Group approach. The group is evolving with every meeting and through discussion with members.

During the reporting period, there were:
55 referrals received for Diversion from Prosecution. Following robust risk assessment, 36 (63%) cases commenced. Of these 35, 97% were successfully completed.

  • Introduce Structured Deferred Sentence as a sentencing option in East Dunbartonshire.


















     
A dedicated Justice SWA and commissioned Women’s support worker managed all Diversion from Prosecution cases during the reporting year. This gave a focused approach to supporting people and getting them to the right door at the right time in order to successfully complete their order and address their underlying needs.

Structured Deferred Sentence
Structured Deferred Sentencing was introduced in East Dunbartonshire as an option for the courts on the 6th September 2020. All servicing courts were informed and provided with relevant information regarding the target client group and support structures.
In East Dunbartonshire SDS will be aimed at:
  • Adults aged 18+ with lower-level substance use, experiencing poor mental health, and with a limited offending history who may pose a low/medium risk of re-offending and have a less entrenched pattern of offending.
  • Are at a lower risk of custody
  • Are not currently subject to a statutory order, and
  • Are motivated to engage with a short structured intervention

SDS takes a multi-agency approach to directly provide and tailor interventions for people with a range of complex needs without the need for a court order.
This provided CJSWR writers the opportunity to request a Structured Deferred Sentence as an option for clients if assessed appropriate.

Unfortunately, during the remainder of the reporting period since the introduction of SDS there were no orders. However, at time of writing there have been five SDS orders.

 

  • Develop Bail Supervision offer in East Dunbartonshire


     



 

  • Continue to use Wise Group CBT Re-connect online service.

 

 

 

 

 

 

 

Bail Supervision
Bail and Release from Custody Consultation Jan/Feb 2022 response submitted by partnership.
Proposals put forward by SWS regarding Bail Assessments of people from Local Authorities that do not have a court within their boundary. Bail Supervision is being developed in East Dunbartonshire with implementation late 2022 early 2023.
 
  • There have been 29 clients who have accessed this online resource resulting in 308 hours of other activity achieved, as well as the personal benefits for clients.

“The facilitator was really good. Finding out about the triggers and how to deal with your anger was good too.”

“All of the sessions I was a part of I took away something that benefited me, as my boss said he noticed a difference in me and how I conduct myself at work”.

The attached file was written by a person on UPW and expresses the feeling of the squad members when helping an elderly woman in the community.

  • Develop and promote trauma informed practice.
    • Continue to progress the work of East Dunbartonshire ACEs and Trauma Collaborative and the work of the Sub groups
    • People and Training
    • Environment

.



Statistics for the East Dunbartonshire population in custody
indicate.

Prison Population

  • During 2021/22 the average number of :
  • Males in custody was 62 (0.86% of the total average male population of 7180)
  • <5 were between 18-20 years of age.
  • There were no under 18s in custody.
  • The average male remands was 15 (25%)
  • 60% of male convicted people were serving a sentence of 4 years or over (including life).
  • Females in custody was <5 (0.68% of the total average female population of 293)
  • Female remands was an average of <5
     
  • Unfortunately there are no Local authority statistics on sentences under 12 months for 2021/22.

Analysis of CPO Exit Surveys indicate that compared to previous
years the use of other activities increased from around 10% to 90%.
Of those people who carried out other activities, 90% found it useful.
90% of people completing an exit survey said that being on a CPO
would help them reduce or stop offending. A full breakdown can be
seen in Outcomes 5;6 and 7.

The East Dunbartonshire ACEs and Trauma Collaborative (EDATC)
has continued to meet and progress the Trauma Informed Practice
Agenda in East Dunbartonshire. Areas of Work are ongoing to:

  • Employ a Trauma Informed Practice Coordinator.
  • Develop a training implementation plan.
  • Develop a communications strategy
  • Improving the physical environment for staff and service users.
  • Ensure representation of experts by experience.

 

What ongoing activities took place in relation to outcome four? What was the impact of these activities?
   

National Outcome Five

Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes.
NATIONAL OUTCOME FIVE Life chances are improved through needs, including health, financial inclusion, housing and safety, being addressed.

Have regard to the following indicator.

  • Individuals have made progress against the outcome
How do partners measure outcome five for individuals? If this information has been collated, what does it show?

Justice Social Work uses Justice Outcome Star to measure and track people’s progress along the journey of change and find out about their strengths and needs

 


 

The Reintegration Group measures the outcomes of people case managed by the group on release from a custodial sentence, based on the needs highlighted prior to release.

 

Two reports were run for Justice Outcome Star over the timeframe of the reporting year.  Read these below

Read distance travel report

Read snapshot report

The use of the Star gives a visual representation of people’s progress and allows a joint action plan to be established to address needs.

Read star online summary

Read star online action

The Reintegration group case managed 35 idents with a release date between April 2021 and March. There were a number of needs addressed prior to release. 67% of releases referred to ADRS, engaged with the service. 80% had a positive outcome for housing issues; 43% referred to New Routes service took up the offer. However only 17% took up the offer of Voluntary Throughcare. Reasons for non-engagement ranged from moving out with the Local Authority area; returned to custody and deportation in one case.

Performance Reporting – National Outcomes This section is designed to capture the evidence and data that
has been used by your partnership over the reporting period to
assess progress against the national outcomes

Diversion from Prosecution cases are supported by a dedicated
Social Work Assistant and a Women’s Support Worker
commissioned through Sacro. They support people on Diversion to
address their needs and explore the circumstances surrounding their
offences whilst linking with services and moving people on to
positive destinations.

Maintaining an outcome measure identifies areas where services
could improve.

View the Reintegration outcome measurement

During the reporting period, there were:
55 referrals received for Diversion from Prosecution. Following
robust risk assessment, 36 (63%) cases commenced. Of these 35,
97% were successfully completed.
Moving forward, the Partnership would like to get to a position where
we are able to evidence the impact that Diversion has had on
individuals through developing and introducing an exit questionnaire
and follow up after a lapsed period of time.

East Dunbartonshire Justice Social Work Exit Questionnaires

East Dunbartonshire Justice Services offer a questionnaire to people to complete at the end of their time working with the service, to enable the collection of valuable qualitative data on their experience of completing their Orders. The exit questionnaires capture feedback that can help to evidence progress towards both the structural and person-centric national outcomes for community justice.

Supervision

During 2021/22, 6 people completed an exit questionnaire following a period of working with Justice Social Work on a Supervision Requirement as part of a Community Payback Order or other statutory requirements. Although a low number, this has remained similar over the previous 3 years

Local Measures
  • % of people who had been on Supervision who said that all their needs were taken into account.
    • 2021/22 = 67% (4/6)
    • 2020/21 = 100% (5/5)
    • 2019/20 = 100% (6/6)
       
  • % of people who had been on Supervision who said that they had contact with other agencies during their order and found this helpful.
    • 2021/22 = 33% (2/6)
    • 2020/21 = 80% (4/5)
    • 2019/20 = 33% (2/6)
  • % of people who had been on Supervision who said that they had issues, which were not dealt with during their order.
    • 2021/22 = 17% (1/6)
    • 2020/21 = 0% (0/5)
    • 2019/20 = 17% (1/6)
Unpaid Work
During the period, 20 people completed an exit questionnaire
following a period of Unpaid Work as part of a Community Payback
Order. This is a decrease in comparison to previous years
  • % of people who said that during the experience of Unpaid Work all their circumstances were taken into account.
    • 2021/22 = 100% (20/20)
    • 2020/21 = 94% (34/36)
    • 2019/20 = 100% (38/38)
If available, provide a supporting case study or other
information to demonstrate activity and impact relating to
outcome five.
 

Read Jill's case study

 

 

National Outcome Six

Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes.

NATIONAL OUTCOME SIX

People develop positive relationships and more opportunities to participate and contribute through education, employment and leisure activities 

Have regard to the following indicator.

  • Individuals have made progress against the outcome
Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome six for individuals? If this information has been collated, what does it show?

Towards the end of the reporting year, the ‘Make it Work’ Justice Employability project was introduced, funded by the No One Left Behind fund. The project was set up to specifically work with people in contact with the Justice system in East Dunbartonshire.

 

 

Unpaid Work Exit Questionnaire
As stated above During the period, 20 people completed an exit questionnaire following a period of Unpaid Work as part of a Community Payback Order. This is a decrease in comparison to previous years.

 

 

 

 

 

 

 

 

 

The Lennox Partnership provide updates to the Local Employability Partnership. To date there have been 21 referrals, 8 have started on the service 6 have been successfully placed with a further two referred to Fairstart, which is also delivered by the Lennox Partnership in East Dunbartonshire, 2 have moved into employment 1 has gained his CSCS card and I has moved into further education. There has been 2 non-engagement for various reasons, including reconviction. This shows that with the right support.

Local Measures

  • % of people who said that the experience of Unpaid Work they carried out helped to improve their skills?
    • 2021/22 = 100% (20/20)
    • 2020/21 = 95% (34/36)
    • 2019/20 = 97% (35/38)
       
  • % of people who said that the during their experience of Unpaid Work they carried out any other activities other than unpaid work?
    • 2021/22 = 90% (18/20)
    • 2020/21 = 10% (4/36)
    • 2019/20 = 11% (4/38)
       
  • % of people who said that they had found these activities useful?
    • 2021/22 = 90% (16/18)
    • 2020/21 = 25% (1/4)
    • 2019/20 = 25% (1/4)
If available, provide a supporting case study or other
information to demonstrate activity and impact relating to
outcome six.
 

Read David's case study and Read Jack's case study

 

National Outcome Seven

Performance Reporting – National Outcomes This section is designed to capture the evidence and data that has been used by your partnership over the reporting period to assess progress against the national outcomes.

NATIONAL OUTCOME SEVEN

Individuals’ resilience and capacity for change and self-management are enhanced

Have regard to the following indicator.  Individuals have made progress against the outcome
Providing evidence on person centric outcomes has been challenging for most areas. How do partners measure outcome seven for individuals? If this information has been collated, what does it show?

Supervision Exit Questionnaire
As stated earlier during 2021/22, 6 people completed an exit questionnaire following a period of working with Justice Social Work on a Supervision Requirement as part of a Community Payback Order or other statutory requirements. Although a low number, this has remained similar over the previous 3 years.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Unpaid Work Exit Questionnaire
During the period, 20 people completed an exit questionnaire following a period of Unpaid Work as part of a Community Payback Order. This is a decrease in comparison to previous years.

Local Measures
  • % of people who had been on Supervision who said that during their order they looked at why they offended?
    • 2021/22 = 83% (5/6)
    • 2020/21 = 100% (5/5)
    • 2019/20 = 100% (6/6)
       
  • % of people who had been on Supervision who said that during their order they considered the impact their offending had on their victims.
    • 2021/22 = 83% (5/6)
    • 2020/21 = 100% (5/5)
    • 2019/20 = 100% (6/6)
       
  • % of people who had been on Supervision who said that being on an order has helped them to stop or reduce offending.
    • 2021/22 = 83% (5/6)
    • 2020/21 = 100% (5/5)
    • 2019/20 = 100% (6/6)
       
  • % of people who had been on Supervision who said that their attitude/behaviour to offending changed during the course of your order?
    • 2021/22 = 83% (5/6)
    • 2020/21 = 100% (5/5)
    • 2019/20 = 100% (6/6)
       
  • % of people who had been on Supervision who said that things in their life improved as a result of being on an order?
    • 2021/22 = 50% (3/6)
    • 2020/21 = 80% (4/5)
    • 2019/20 = 83% (5/6)
       
  • % of people who said that the experience of Unpaid Work has helped you to stop or reduce their offending?
    • 2021/22 = 90% (18/20)
    • 2020/21 = 81% (29/36)
    • 2019/20 = 100% (38/38)
If available, provide a supporting case study or other information to demonstrate activity and impact relating to outcome seven.  

See case study in Outcome 5

 

 

 

7. If you have identified other local community justice activities and outcomes which go beyond the national outcomes, then record them here.

Please describe the activity Then describe the impact

 

 

 

8. What other achievements and challenges happened?

Achievements Challenges
 

Community Justice East Dunbartonshire notes and welcomes the announcement made on 21st June 2022 that a final decision on the inclusion of Justice Social Work in the National Care Service will not be taken until further detailed consideration and evidence gathering with key partners has been carried out. However, this does still leave a level of uncertainty as to the future of Community Justice Partnerships and local community justice arrangements.


As in previous years, a challenge for the partnership is year on year funding and the current allocation pathway for Community Justice. Longer term funding 3 – 5 years would ensure stability and allow long term planning.

 

9. 

As described within other sections of this return, CJED is currently in the process of undertaking a Strategic Needs and Strengths Assessment of Community Justice, which will provide the evidence base for the next Community Justice Outcomes Improvement Plan. Once the Assessment is complete, we will consult Community Justice Partners, including those within the Third Sector and those within our communities, including those with lived experience of the justice system, to help identify our priorities for the next plan. The Partnership will then develop the new CJOIP, taking into account the recently published revised National Strategy and the revised Outcomes, Performance and Improvement Framework (once available). A detailed delivery plan will be developed to progress implementation of the new CJOIP. Although the actions within the plan are still to be developed, and will be dependent on the priorities identified through the SNSA and consultation with partners, it is likely that existing collaborative work with community justice partners, will continue.
Due to the growing instability of the National Economy and the ongoing fiscal pressure and need, for savings placed on Scottish Government, there is a possibility that funding for Community Justice may be reduced/removed this will have a major impact on local delivery.