Public Social Partnership
Low Moss Prison
EU SEN
SCOTLAND CASE STUDY FOR PEER REVIEW
TRENTO, 12/13 SEPT 13
PAULINE GRAHAM
The starting point – for Low Moss PSP
▪ A new prison
▪ Lack of coordination in how Prison based and community
criminal services are currently funded and delivered
▪ A partnership ethos
▪ A willingness and desire to do something different
▪ The present economic and political climate
▪ The recommendations from the Christie Commission
The nature of the problem
▪ Wider perspective;
▪ Reconviction rates range between 25-53%
▪ SPS estimates £34, 279 pa is spent on prisoners in Scotland
▪ Estimated cost of £80k for every custodial reconviction
▪ HMP Low Moss;
▪ Estimated 700+ liberations per year from Low Moss
▪ A need for consistent access to key supports
▪ A desire for consistent co-ordination in delivery of support
▪ A need for consistent monitoring of the impact of support
▪ PSP & Co production can be the key to improvement
The desired outcomes
Reduction in reoffending
Reduction in re-incarceration
High level of engagement with services
Outcome 1
Outcome 2
Outcome 3
Outcome 4
Outcome 5
Outcome 6
Outcome 7
Outcome 8
Outcome 9
Sustained or
Improved
Physical and
Mental
Wellbeing
The ability to
access and
sustain suitable
accommodation
Reduced or
Stabilised
Substance
Misuse
Improved
Literacy Skills
Employability
prospects
increased
Improvements
in attitudes or
behaviour
which leads to
offending …
The ability to
access and
sustain
community
support,
including
financial advice
The ability
to live
independently if
they choose
Maintained or
improved
relationships
with families,
peers and
community
So what type of behaviours are needed
to respond?
▪ Agility and ability to embrace uncertainty
▪ Innovation
▪ Challenging assumptions
▪ Creativity and risk taking
▪ External orientation beyond our own parameters
▪ Diverse leadership approaches
The PSP Approach
Stage1
Identify opportunities &
partners
Stage 2
Create a common
understanding and way
of working
Stage 3
Co design the service
& Pilot
PSP Journey
▪ If the third sector is key to co-delivering through care then we
should actively design the solution. Something which can
really work
▪ Working together in a structured way which pools knowledge
but retains future competition
▪ More detail on the PSP – Ready for Business
How can this PSP make an impact?
▪ Co production has the potential to simplify things
▪ A wide range of community options is a great starting point
▪ Maximise the potential for continuity between in prison and
community based supports
▪ Take advantage of what’s already there
▪ Build on existing partnerships and establish more
The process of data collection and
consultation with target group
▪ Gathering information and data
▪ Engaging prisoners and ex prisoners
▪ Engaging third and public sector agencies
So what?
▪ The present system is not working
▪ Reconviction rates are still high
▪ Significant cost to the public purse
▪ Significant impact on people’s life's
▪ Significant impact on the lives of families
▪ Significant impact on communities
▪ Good individual projects/initiatives exist but there is a lack of
cohesion and coordination
▪ Positive impact on individuals but limited impact on system
▪ Continuity and throughcare are the gateway to success
Developing a business case
£ - Projected cost saving
▪ We have produced an
outline business case to
assess the impact we can
bring both to prisoners
and to the public purse
▪ More work will be done in
the pilot phase to explore
and monitor the benefit
to the wider community
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
2013/14
2014/15
2015/16
Yr1 2013/14
Yr2 2014/15
Yr 3 2015/16
Estimated no of
reconvictions
Apply
10% reduction
Apply
15% reduction
Apply
20% reduction
3-6 months
164
16
25
33
6months to 2 years
126
13
19
26
2-4 years
38
4
6
8
Total
328
33
50
67
No of fewer reconvicts
The Model: Core principles
▪ Continuity of support and coordination throughout the
prisoner journey
▪ Dedicated one to one support
▪ Shared assessment framework and support planning
▪ Person centred, responsive and flexible
▪ People at the centre of the planning process
▪ Strength of a partnership approach
The Model: Key Features
▪ Support plan co-design, monitoring & review – tailored
support packages
▪ Through the gate support – support at the most crucial time
▪ Dedicated case worker – Continuity in the assessment and
support process post liberation
▪ Direct links with appropriate organisations and services –
Commissioning, e.g. health, housing, employment, family
supports etc
▪ Continued engagement post liberation – In the
locations/services that are key to success
▪ Joint working protocols – Common assessment platform,
information sharing and agreed outcomes between agencies
The model
Person Based Services
Throughcare Service
Co-ordinated delivery
Throughcare needs
assessment by
dedicated care worker
Prisoner released
Community
based
services
Community
based
services
Comprehensive
assessment, identify
needs and appropriate
support services
Community
based
services
Community
based
services
Community
based
services
Holistic service
Initial focus on stability
and getting back on
track
The Prisoner journey
▪ Initial assessment/Core screen process
▪ Case management forum
▪ Make best use of the induction programme
▪ Early prisoner engagement
▪ Jointly develop a support plan
▪ Engage links with key supports/agencies
▪ In prison support – community links
▪ Release
▪ Ongoing contact, monitoring and review
Governance and Management
PSP
Governance Group
Lead Agency
Throughcare Team
Community Based Services
Steering Group
How can we all help?
▪ We have infrastructure already in place
▪ We can be flexible and responsive
▪ We can facilitate partnerships quickly
▪ We have other added value services e.g. literacy, substance
misuse, mental health, employability etc.
▪ We are innovative and imaginative
▪ We are aligned to the ethos underpinning PSP’s
▪ We are person-centred and recovery-focussed
▪ We have proven track record
We can all contribute towards....
▪ Reductions in reconviction and re-incarceration
▪ Positive improvements in substance misuse, health and
wellbeing, relationships with families, employability, self
esteem & community participation
▪ Stronger partnership and collaborative approach
▪ More targeted and appropriate services
▪ Providing value for money
Creating a sustainable initiative
▪ High Priority – primarily need to deliver the goods
▪ Sustaining strong links with key agencies – key to success
▪ Post pilot period – tender and commission
▪ Monitoring and evaluation framework - positive ROI
▪ Collecting the evidence - building evidence to prove a positive
impact
▪ Beyond the individual – measure the impact/benefits on
wider public sector services and communities
What we are achieving
▪ Secured funding and commitment
▪ Keep Informing and involving
▪ Win hearts and minds
▪ Jointly contribute and shape
▪ Garner commitment and sign-up against Memorandum of
Understanding
Low Moss PSP
▪ Will this result in better outcomes?
▪ Will this result in a reduction in custody?
▪ Will this result in better service delivery?
▪ … it will if we work together and see things in similar ways!
EU SEN contact for further information on
Public Social Partnership and Low Moss
Prison PSP
Pauline Graham
CEO, Social Firms Scotland
pauline.graham@socialfirms.org.uk