‘Supporting People’ Guidance for the National Offender Management Service

Reading the Guidance This guidance is lengthy but is written to allow the reader to either consider the whole document or to dip into the parts which may be of particular interest. Included are two summaries: • ‘Supporting People’ a brief outline for Prison and Probation staff & • Messages to Regional Offender Managers, Chief Officers & Prison Governors The key to the guidance lies in the contents overleaf.

‘Supporting People’ Guidance for the National Offender Management Service

Contents

Page No. Introduction - Purpose of Guidance - Organisation of Guidance Section 1 Brief outline of ‘Supporting People’ for Prison & Probation Staff - What is ‘Supporting People’ - How is ‘Supporting People’ organised - What sorts of services are provided - What is housing related support - Do services have a cost - What I really need is a bed - How do I find out about local services - How do I make a referral for ‘Supporting People’ services - Does custody mean the loss of supported accommodation - Is there any other Probation funded supported accommodation Section 2 Messages to Regional Offender Managers, Chief Officers & Prison Governors - What is ‘Supporting People’ - What is NOMS link to ‘Supporting People’ - The consequences of not engaging with the ‘SP’ process - What action needs taking… ~ Regional ~ Probation Area ~ Prison Service Section 3 ‘Supporting People’ Commissioning process - Administering Authorities - Commissioning Bodies - Core Strategy Development Groups - Excellent Authorities - Cross Authority Access to Services - Five Year Strategy - Reviews - Audit Commission Inspections 6 6

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Section 4 Questions and Answers… - Why bother investing time in ‘Supporting People’ - Who do Probation represent on ‘Supporting People’ bodies - Financial responsibilities - Approved Premises - Voting rights - Conflicts of Interest - Performance of programme - Mapping and Reviews - Role in other groups - Black & Minority Ethnic communities Section 5 Local Probation Service Housing Plans - Purpose of Plan - Local Regional Housing Plans - Target Audience for Plan - Appendix A (5i.) – Outline of Plan Probation Involvement in Service Reviews - Purpose of Service Reviews - Review Process - Strategic Review - Review of Quality, Performance & Cost Effectiveness - Further Evidence / Service Review Investigation - Outcome of Service Review - Reviews of Decision Making Process - NOMS contribution to Reviews - ‘Supporting People’ Review Survey - Appendix A (5ii.) – Assessing Value for Money in Offender linked services. - Appendix B (5ii.) – ‘Supporting People’ Review Feedback Survey ‘Supporting People’ Five Year Strategy - Guidance - Purpose of the Strategy - Probation’s role in the development of the strategy - Providing Data and Priorities - Appendix A (5iii.) – Gathering Housing Support Data from OASys - Appendix B (5iii.) – Recommendation for Prison Service collection of housing and housing support data.

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‘Supporting People’ Guidance for the National Offender Management Service

Eligibility for ‘Supporting People’ Funding - What services are eligible - Approach of ‘Supporting People’ teams - Focus on offenders - What determines how funding should be spent - Interpretation - Asking Questions - Appendix A (5iv.) – Housing Related Support tasks considered Eligible for ‘Supporting People’ funding - Appendix B (5iv.) – Vulnerable Groups identified by ODPM as eligible for ‘Supporting People’ funding - Appendix C (5iv.) – Explanation to Court regarding ‘Supporting People’ eligibility Cross Authority Arrangements - What are Cross Authority Arrangements - Designated Services - Cross Authority Access - Cross Authority Groups - Monitoring ‘Excellent Authorities’ - Appendix A (5vi.) – ‘Excellent Authorities’ in England Preparation for Audit Commission Inspections - Audit Commission inspections - Purpose of inspection - Scope of inspection - Inspection process - Probation involvement - Who should be involved from Probation - Request for information - Contact with inspection officer - Interview with inspection officer - Draft report - Action from report - Appendix A (5vii.) – ‘Supporting People’ Audit outline ‘Supporting People’ in Wales - Funding - Supporting People Operational Plan - Supporting People Planning Group - Regional Supporting People Planning Groups - Cross Boundary Issues - Specialist Advice

68 68 69 69 70 71 74 76 77 78 78 79 80 81 83 84 85 85 86 86 87 87 88 89 89 89 91 93 97 97 97 98 98 98 98

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‘Supporting People’ Guidance for the National Offender Management Service

Section 6 Directory of staff with ‘Supporting People’ responsibilities • • • England Wales National Probation Directorate 100 111 112

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‘Supporting People’ Guidance for the National Offender Management Service

‘Supporting People’ - Guidance for National Offender Management Service (NOMS)1 Staff Introduction
Purpose of Guidance To inform NOMS staff about the ‘basics, of ‘Supporting People’. To suggest action which should be taken by Regional Offender Managers, Chief Officers & Prison Governors in relation to ‘Supporting People’ (‘SP’). To advise NOMS staff about their role in relation to ‘SP’. To suggest the type of information that NOMS staff should be aware of to contribute to the development of ‘SP’ strategy and commissioning. Organisation of Guidance Guidance is offered in five sections: Section 1. Section 2. Section 3. Section 4. Section 5. A brief outline of ‘Supporting People’ for Prison & Probation staff. Messages for Regional Offender Managers, Chief Officers & Prison Governors. An overview of the ‘Supporting People’ Commissioning process. A series of questions and answers exploring various issues in greater depth. Specialist Advice regarding – i. ii. iii. iv. v. vi. vii. viii. Section 6. Probation / NOMS Housing strategies Contributing to ‘Supporting People’ reviews Gathering information for the ‘Supporting People’ Five Year Strategy Eligibility for ‘Supporting People’ Cross Authority Arrangements ‘Excellent’ Authorities Preparation for Audit Commission Inspections ‘Supporting People’ in Wales

A directory of – Staff in the National Offender Management Service who hold responsibilities for ‘Supporting People’

NOMS - National Offender Management Service. From 1st June 2004 the Probation and Prison Services have combined to become the National Offender Management Service.

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Section 1

‘Supporting People’ – Providing Housing Support for Offenders and Victims
What is ‘Supporting People’? ‘Supporting People’ is a central government programme which began on 1st April 2003. It aims to help vulnerable people, with housing related support needs, live independently in the community. Without this support, people may not be able to manage their accommodation and have to live in an institutional setting e.g. hospital, care or custody. Housing related support covers a wide range of activities such as assistance with life skills, budgeting and helping people to understand the consequences of their behaviour e.g. dealing with neighbours. It also covers the provision of emergency accommodation for homeless people and those fleeing domestic violence. Support is available to vulnerable people from all sectors of the community including those who, • • • • • • Are homeless or sleeping rough Have served a prison sentence or are at risk of reoffending Have mental health difficulties Are at risk of violence. Are vulnerable through age , both older and young people at risk Experience substance misuse problems

How is ‘Supporting People’ organised? In England the lead central government department for ‘Supporting People’ is the Office of the Deputy Prime Minister. In Wales the programme is led by the Welsh Assembly. However services are commissioned on a local authority basis. Each authority has a Commissioning Body which directs the services. These bodies are equal partnerships between the local authority, health and probation services. This means that the interests of offenders and prisoners are kept on the agenda. Services are provided by local authorities, Registered Social Landlords and the private and voluntary sector through contracts with the ‘Supporting People’ Administering Authorities (County and Unitary authorities & London boroughs). The Commissioning Bodies are expected to plan for services based on local needs and priority as outlined in such plans as the Crime and Disorder Partnership Plan or the Drug Action Team plan. Services are monitored regularly and all services have to be formally reviewed at least every three years to ensure that they provide value for money & quality and are strategically relevant.

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‘Supporting People’ also recognises that there are people who either do not have a home area e.g. transient drug users or are not able to return to that area due to such things as victim issues or exclusion by court or licence conditions. To accommodate these people authorities in a region are expected to plan to meet the needs of these ‘Cross Authority Service Recipients’. What sorts of services are provided? Each authority will have its own range of services, based on local need. These will include such things as, • • • • • • Emergency access hostels for homeless people Refuges for women fleeing violence Hostel based supported accommodation for people needing a medium level of support ‘Floating Support’ for people who live in individual and shared properties in the community supported by workers visiting regularly. Tenancy Support work which helps people maintain their own tenancies Specialist provision for high risk offenders e.g. Langley House Trust

One area which is not covered by ‘Supporting People’ are the Home Office Approved hostels (“bail hostels”). These remain funded by the Probation Service. What is Housing Related Support? ‘Supporting People’ funding pays for services which provide low / medium level and intense housing related support for the purpose of developing the person’s capacity to live independently or remain living independently. It also pays for specialist supported housing for homeless people, women fleeing violence and high risk offenders. What ‘Supporting People’ does not pay for is, • • • • Rent – this would be paid for by Housing Benefit Housing Management costs – this is included in rent payments Personal care – assisting with bodily functions such as washing or feeding Statutory responsibilities or specific requirements imposed by a court

These may be included in a package of support and care but should be paid for from the appropriate budget. For example, whilst an offender subject to a DTTO2 may be placed in supported accommodation and provided with a programme of developing ‘good tenant’ skills – these cannot be counted as part of the DTTO hours.
Drug Testing and Treatment Order. This order requires an offender to take part in a specific number of hours of structured activity each week.
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The support is generally advice and skills building focussed on managing a home, paying the bills, linking to local services & managing and preventing neighbour disputes. Support in finding move on accommodation and support in establishing a new home is also part of ‘Supporting People’. Do the services have a cost? Virtually all offender services are considered to be short term i.e. the work is planned to be achieved in two years. ‘Supporting People’ pays for short term services and there is no cost to the individual or referring agency. Longer term services may have a cost but anyone receiving Housing Benefit is exempt from paying for long term services. As such most offenders are likely to be free from paying for their housing support services. This sounds very helpful but what I really need is an actual bed! ‘Supporting People’ funds certain specialist housing provision – emergency access hostels, refuges and supported housing for high risk offenders. Secondly, many of the other services for offenders are based in either hostel type accommodation or in dispersed properties with staff support. Thirdly, many housing associations and local authorities are likely to look more positively on an application from an offender who has a history of housing management difficulties - if there is a package of housing support arranged. The overall aim of ‘Supporting People’ is to offer support to help people keep their homes so support will both help an offender to settle more effectively into a home or in some cases can help them overcome existing problems which might have led to the loss of accommodation. If an offender does not need housing related support then ‘Supporting People’ is not the appropriate route to follow. How do I find out about local services? Contact either, • The probation manager or staff member responsible for ‘Supporting People’ in your area or the area where the offender wants to move to, and ask what services are available. A directory of the responsible staff in all probation areas is included in “‘Supporting People’ - Guidance for National Offender Management Service Staff” or The local ‘Supporting People’ team who will generally be based in the Social Services or Social Care directorate of the local authority. In some unitary authorities they may be based in the Housing function. Again should you be

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looking to find accommodation away from the home area the appropriate local authority should be contacted. How do I make a referral for ‘Supporting People’ services? Many probation areas will have specific application forms to make referrals to offender focussed ‘Supporting People’ services. These will be able to be obtained from the person referred to above. It is important that any referrals are made in the appropriate format as most offender accommodation is dedicated to probation referrals within their contracts. Also, it is necessary, for any referrals to other probation areas to be cleared with the team manager for that area as supervision of orders or licences would have to be accepted. Sentenced to Custody – does that mean an offender loses their support? People who are in receipt of Housing Benefit and receiving ‘Supporting People’ services are able to continue to receive housing support (and rent payments) whilst they are in prison (or hospital) if they are still in receipt of Housing Benefit. People in custody are able to claim Housing Benefit if, They are remanded in custody for no longer than 52 weeks They are sentenced to a period which will mean they are not away from their home for more than thirteen weeks3 Specialist advice will need to be consulted but, the message is – if it is appropriate for the prisoner to maintain their supported accommodation during custody – it can be done. Is there any other Probation funded supported accommodation available? Before the end of March 2003, the Probation Service paid for supported housing through the Probation Accommodation Grants Scheme. This money became part of the ‘Supporting People’ funding ‘pot’. As such there are no resources in the service to pay for supported housing other than through ‘Supporting People’.

Whilst there are local interpretations by Housing Benefit Offices this should include prisoners who are serving sentences of six months, or more with Home Detention Curfew.

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SECTION 2

Messages to Regional Offender Managers, Chief Officers and Prison Governors
What is ‘Supporting People’? ‘Supporting People’4 is a central government programme which began on 1st April 2003. It aims to help vulnerable people, with housing related support needs, live independently in the community. Without this support people may not be able to manage their accommodation and have to live in an institutional setting e.g. hospital, care or custody. Offenders and those at risk of offending are identified as important groups within the ‘Supporting People’ programme, recognising that stable housing with appropriate support is likely to reduce reoffending and promote community safety. What is NOMS link to ‘Supporting People’? i. “We ‘pay’ for it!”

‘Supporting People’ brought together a number of funding streams which paid for supported accommodation and housing support. These formed the basis of the ‘SP’ budget. One of these sources of funding was the ‘Probation Accommodation Grant Scheme’ (PAGS). This had previously paid for service contracts with housing providers for housing support for offenders. Almost all of the PAGS funding has been transferred to local authority ‘SP’ Administering Authorities who now manage the contracts with housing support providers. ii. “We are a partner in the ‘SP’ planning and commissioning process!”

In recognition of probation’s contribution to the ‘SP’ budget and our role in promoting community safety, ‘SP’ Directions and Guidance have made the Probation Service an equal partner in ‘SP’ planning groups - Core Strategy Development Groups and the ‘SP’ Joint Commissioning Bodies.5 This provides probation with the opportunity to, not only, influence the overall direction of ‘Supporting People’ but to maintain an oversight over the review and future of existing offender linked services and the development of new provision.
‘SP’ - ‘Supporting People’ The Commissioning Body directs the ‘SP’ programme and is an equal partnership between the Local Authority, Health and Probation.
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What are the consequences of not engaging with the ‘SP’ process? Firstly, any decision to move in this direction would run counter to NOMS commitment to reducing offending through the “Reducing Reoffending National Action Plan”. The action plan emphasises that. “Appropriate and accessible accommodation is the foundation of successful rehabilitation and management of risk of harm to others.” The action plan identifies local attainments to be achieved, including, Contributing to the development of ‘Supporting People’ strategies & Attending and influencing ‘Supporting People’ Commissioning Bodies. Secondly, the Audit Commission, which inspects all ‘SP’ authorities, has made it extremely clear that there is an expectation of an active and committed partnership between the local authority, Health and Probation in the planning and management of the programme. Any failure to undertake this seriously is criticised. Thirdly, to fail to take advantage of the opportunities given to probation by central government, may threaten services for offenders. The ‘Supporting People’ programme is going through a period of enforced ‘savings’ and offender services have never been viewed as the most popular of provision. Without an active engagement in the ‘SP’ process we may not only fail to promote additional services in the future but also lose existing housing support.

What action needs taking…
Regional 1. Regional Offender Managers need to understand and promote the ‘Supporting People’ agenda and its implications for the regions. 2. Regional resettlement strategies need to ensure that ‘Supporting People’ is integral to action plans. 3. National Offender Management Service needs mapping, in relation to housing support, should be coordinated and consistent across both the region and prison & community based services. 4. Probation should have an active and committed presence on ‘SP’ Cross Authority Groups.

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‘Supporting People’ Guidance for the National Offender Management Service

Probation Area 1. Each Probation area should ensure that it engages with the ‘Supporting People’ process through – at a minimum, Identifying a manager to take responsibility for ‘Supporting People’ in the area including the collection, maintenance and dissemination of appropriate information. Ensuring that each Commissioning Body in the Probation area6 has an identified probation representative and a substitute to ensure regular attendance. [ ACO plus Specialist or SPO as substitute] Ensuring that there is a probation representative on each authority’s Core Strategy Development Group. [Specialist or SPO] Contributing to the development of local ‘Supporting People’ strategies through the collection, analysis and sharing of needs mapping information. 2. Probation representatives linked to ‘excellent authorities’ should promote a partnership approach to the planning and commissioning of ‘Supporting People’ services. 3. The lead manager should ensure that board members, managers and staff have regular briefings on the nature of ‘Supporting People’ and how it can be accessed to help offenders gain and sustain accommodation. 4. Each area should produce an annual Probation housing strategy / action plan. 5. Probation staff with ‘SP’ responsibilities should be aware of the timetables of reviews of offender linked services and contribute to the review process and decision making. 6. The ‘SP’ lead officer should seek to ensure that staff do not compromise the funding of ‘SP’ funded services through expecting them to provide services which are a statutory duty of Probation or a requirement of a court order. 7. In relation to Audit Commission inspections of local ‘SP’ administering authorities the Commissioning Body representative should ensure that, They are aware of inspection dates for authorities in their area. Appropriate probation staff engage in the inspection process as fully as possible. Information is provided to the probation inspection officer as fully as is achievable. The inspection provides the opportunity to revise the area’s ‘Supporting People’ Audit
6

This would comprise each Unitary Authority, London Borough or County Council in the area.

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Following publication of the report, the probation commissioner should draw up an action plan which is agreed by area management and shared with relevant staff and Commissioning Body. Prison Service Locally 1. Each prison should nominate a member of staff as the link for ‘Supporting People’ matters. 2. The ‘Supporting People’ link should ensure that they understand the benefits of ‘SP’ and how to access services in their area. This information should be shared appropriately with other staff within the establishment. Nationally 1. The Prison service moves to fully implementing OASys as rapidly as possible. 2. Immediate action is taken to collect basic housing and housing support data. 3. Training is provided to Prison staff and Court Escort staff in pursuing an accurate and rigorous collection of data.

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SECTION 3

‘Supporting People’ Commissioning Process
‘Supporting People’ is a central government programme which enables local authorities to plan, commission and provide housing related support services which help vulnerable people either maintain or work towards independent living. Funding for ‘Supporting People’ is paid by central government and the Welsh Assembly. Services, however, are administered by local authority ‘Supporting People’ teams who are directed by local Commissioning Bodies and assisted in the development and monitoring of the programme by Core Strategy Development groups7. Whilst the form of these groups may differ, it is expected that both groups contain a representative of the Probation service. In relation to the Commissioning Bodies, the ‘Supporting People’ (England) Directions 2003 requires , at least, one representative of all the local probation board in whose area the local authority (known as the Administering Authority) is situated. In reality a single Probation board area often covers a number of Administering Authorities. In County Councils the County holds the function of the Administering Authority. In London each borough is a separate Administering Authority. Administering Authorities Administering Authorities are the only legal bodies within the ‘Supporting People’ framework to whom the ‘SP’ grant can be paid. As such they hold ultimate financial responsibility. Administering Authorities play a key role in: The administration and financial management of the programme. Maintaining information on ‘Supporting People’ services in their area. Ensuring that the ‘Supporting People’ grant is spent on only services defined as eligible by the ‘Supporting People’ guidance. The submission of regular information as required by central government. Advising the Commissioning Body on general financial and compliance issues. Administering Authorities may exercise a veto over any activity or expenditure which is considered to be outside of the grant conditions. Every Administering Authority must enter into a Memorandum of Agreement with the local Commissioning Body, describing how the two bodies allocates and coordinates work.

7

These groups may be called different names in some authorities.

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Commissioning Bodies Commissioning Bodies direct the ‘Supporting People’ strategy and programme. The Commissioning Bodies are composed of representatives of: The Administering Authority i.e. the unitary or county council. Each district authority covered by the Administrative Authority The local Probation board(s) The local Primary Care Trust(s) Whilst there may be additional members who are part of the Commissioning body each of the above groups will exercise only one vote each when making decisions. As such the Probation service holds the same voting powers as the local authority or any of the other partners. Function of Commissioning Body The Commissioning body is required to: 1. 2. 3. 4. 5. 6. 7. 8. 9. Agree a Five year ‘Supporting People’ strategy and Annual plan. Consider any significant changes to the approved ‘SP’ strategy. Consider any significant changes to the approved Supporting People strategy. Review and amend the strategy Consider any guidance or concerns offered by the Administering Authority or the Secretary of State. Oversee the Monitoring and Review process Commission any new service development. Take the final decisions in relation to decommissioning services or in the case of significant refocusing of services. Ensure that the objectives of the strategy and annual plan are achieved.

Commissioning Bodies take a number of forms either being separate groupings which meet to consider ‘Supporting People’ business alone or as part of existing bodies such as Local Strategic partnerships or other similar meetings. As long as the partners to ‘Supporting People’ are part of this group and the business is given appropriate time and focus, these differing models are acceptable. Level of Representation It is expected that probation representatives on Commissioning Bodies realistically represent the Chief Officer. As such, it is normal that the probation commissioner on the group is an Assistant Chief Officer or above. Similarly other organisations are expected to be represented at Director or equivalent level. The reasons for this are to ensure commitment to the ‘Supporting People’ process from senior management and to make certain that there is a high level appreciation of cross cutting strategies and needs within the authority. The

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probation representative should also be able to ‘take ownership’ of the strategy on behalf of their area. It is important that representation on the Commissioning Body is consistent and, as such, a deputy should be appointed by the Probation Area in case of the absence of the normal commissioner. It would seem acceptable to involve a specialist housing or partnership middle manager in this role – often the staff member sitting on the Core Strategy Group. Frequency of Meetings Commissioning Body meetings vary in their frequency between monthly to quarterly. A frequency less that quarterly has been viewed as insufficient to develop effective working relationships and reflect on the progress of the strategy and plans. Core Strategy Development Groups (CSDG’s) Whilst CSDG’s are not contained within the ‘Supporting People’ Directions in the same way as the Administering Authority and Commissioning Bodies8, they are seen as extremely important to the ‘Supporting People’ process. The group is responsible for the main planning activities of the Supporting People Programme and oversees the work of the Supporting People Team. It is responsible for the preparation of the local strategy and annual statement which it will then propose to the Commissioning Body. Members of the Group are expected to inform and consult other stakeholders on the work of the Group and to represent their views at these meetings. In this way the Group can expect to take account of the broadest range of interests in the course of its oversight of the programme. Membership may include: Social Services – including Adult Care and Children’s Services Housing Health Probation Representatives of Provider organisations e.g. National Housing Federation and/or SITRA representing small providers9 Service user representatives who may be co-opted onto the group

The nature and role of the group is outlined in Guidance – ‘Policy into Practice’ The National Housing Federation is the representative body for England’s independent, not for profit, housing providers. With 1400 members it tends to represent large and middle sized organisations. SITRA also provides training, consultancy and information and includes in its membership of over 850 organisations, organisations which provide housing related support as well as housing providers. Whilst not a wholly representative body, SITRA is seen as a valid organisation to reflect the interests of small housing providers and housing support agencies.
9

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As with the Commissioning Bodies these groups may take different forms in each Authority but there should be representatives from Probation and Health as well as the Administering Authority. Essentially the group exists to advise and support the Supporting Team. Level of Representation The level of representation is usually at Middle Manager level, often with Housing and Partnership Managers taking on the role. Ideally the responsibility should be one where both knowledge of the area and the subject are present together with the time and management commitment to playing a full part in the development of strategy. This is particularly important as the representative is probably the person who will enable access to information for needs mapping and reviewing purposes. Frequency of Meetings Meetings are held either every one or two months with some authorities choosing to meet quarterly. Excellent Authorities Those authorities which have been classed as ‘excellent’ in their Comprehensive Performance Assessment are subject to separate grant conditions. Whilst the guidance does expect them to undertake a programme of reviews, the manner in which this is done is a matter for local arrangements. Many SP teams in ‘excellent authorities’ are tending to adhere to the general guidance but there may be some who choose not to operate such groups as the Commissioning Body or CSDG. Cross Authority Access to Services ‘Supporting People’ recognises that for some people there is the necessity to seek accommodation and housing support in another authority other than their home area. This may be due to such factors as: The need for specialist provision The nature of crime and victim Exclusion through court order or licence condition Fleeing domestic violence Homelessness This area is of particular value to National Offender Management Service for whom many people need to be supported away from their area of origin.

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Each authority is expected to be part of a Cross Authority Group10 which should meet no less than every six months. This group should involve at least one member of Probation staff, possibly more, as a number of Areas may be in a Cross Authority grouping. The group is charged with planning strategically for people who need access to these services. This is an area where it is strategically vital for Probation staff to be involved. The group may well be both the springboard for commissioning new services and a support for local services which could be under threat because of low take-up but are used by other authorities for cross authority ‘recipients’. This, for example, is sometimes the case for ‘detox’ services for drug users where the ‘home’ authority may not feel it appropriate to refer locally. Five Year Strategy Every Commissioning Body (other than Excellent Authorities) is expected to submit a Five Year ‘Supporting People’ Strategy to the Office of the Deputy Prime Minister by March 2005. This strategy is a working document and as such should be updated on a regular basis. If quality services are to be developed to meet the needs of local people, there is a need to understand both the strategic demand for services and a clear picture of what provision exists both within the authority and on a cross authority basis. To achieve this, information will be gained from a number of sources e.g. Outcomes of reviews Consultation exercises with service users and providers Needs mapping research Links with existing cross cutting strategies e.g. DAT, Crime & Disorder, YOT, Homelessness strategies Probation staff have access to most information regarding offenders and this provides a strong position for the service to influence priorities – if it can be demonstrated that there is a, strategically relevant, need then priorities can be justifiably negotiated. Many authorities are employing consultants to collect and interpret information but the source of data will be NOMS e.g. OASys data Prison discharge data YOT statistics Practitioner and Manager feedback / surveys Collated Housing statistics for those with central referral points.
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See Section 5v. “Cross Authority Arrangements”

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Reviews Every ‘Supporting People’ service has to be reviewed by the end of March 2006. The aim of the reviews is to ensure that services are: Strategically relevant to the local needs and priorities Services are eligible as housing related support Delivered to a high quality Representing value for money ODPM have suggested that authorities may wish to focus on reviewing contracts which are either high cost or high risk first11. Whilst many of these, particularly high cost services are not focused on offender type services, Probation staff will need to be aware of the impact of reviews on services for offenders. The clear implication from ODPM is that authorities are expected to find services which: Should be paid for from a more appropriate source other than ‘Supporting People’ Do not represent value for money or Are not strategic priorities This seeks to release funding which can either meet savings imposed by ODPM or be used to commission higher priority services. Probation staff should be involved in the reviewing process as they hold both the knowledge of the strategic importance and effective outcomes for offenders. This may not be always appreciated in ‘Supporting People’ teams and will therefore need to be emphasised when discussing the review process... The outcomes of reviews are normally shared with CSDG’s and agreed by Commissioning Bodies. Probation representatives on the CSDG should ensure that any disagreements raised within the group about proposed review recommendations are reported to the Commissioning Body. The probation commissioner should also be briefed on the issue. Audit Commission Inspections12 The Audit Commission is currently undertaking a programme of inspection of Supporting People’ Administering Authorities. These inspections are both a

The ‘risk’ relates to the risk of an organisation not providing the service to the expected level. It does not mean provision for ‘high risk’ client groups e.g. Offenders subject to MAPPA 12 See Section 5vii. “Preparation for Audit Commission Inspections”

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programme of planned visits and 19 authorities who were targeted for early inspection because of identified high cost services in their area. The inspection team comprises of staff from: The Housing Inspectorate The Commission for Social Care Inspection Tenant Inspection Advisers and HM Inspectorate of Probation The inspection team seeks to make a judgment as to both the current level of service provided and the prospects for improvement. As part of the process the Probation Inspector, sometimes with colleagues from other inspectorates, will interview such people as: The Area lead for ‘Supporting People’ The member of the Commissioning Body Any specialist Housing staff Project(s) representative of services for offenders. The inspector will also seek information about probation’s engagement in the ‘Supporting People’ process prior to the inspection.

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SECTION 4

“Questions and Answers…”
“Why should the National Offender Management Service bother investing time in ‘Supporting People…?’ Since April 2003 ‘Supporting People’ has been the government’s long term programme to enable local authorities to plan, commission and provide housing related support services which aid vulnerable people to either maintain or help live independently within the community. The programme brought together a number of previous funding streams which paid for the housing support costs of vulnerable people. This included the Probation Accommodation Grant Scheme which had, up to that time, paid for housing support and supported accommodation for offenders. The funding was transferred to a single ‘pot’ administered by local authorities. Whilst the Probation Service no longer holds the contracts for these services referral procedures and access to the services remain largely unchanged. In fact the development of ‘Supporting People’ has resulted in increased levels of services for offenders in many Areas. The underlying reason as to why the National Offender Management Service – through the Probation Service – should be involved with ‘Supporting People’ is that it is our only real source of supported housing for offenders. ‘Supporting People’ seeks to support local services which have been identified as meeting priority local needs. These may include provision such as Support Services for vulnerable older people who wish to live independently Temporary hostel accommodation including those for offenders and families fleeing domestic violence Support services for people with mental health problems and learning difficulties Floating support for a range of vulnerable people including returning prisoners, young people leaving care Temporary accommodation and support for people with substance misuse difficulties and Support services for people from black and minority ethnic communities whose needs have previously not been met in an appropriate or timely manner.

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All these services, and others offered within the ‘Supporting People’ programme are highly relevant to the needs of offenders, without which they are more likely to fail to benefit from interventions and supervision and significantly more prone to offend. In recognition of the Probation Service’s expert knowledge regarding issues of crime and disorder and their contribution to the ‘Supporting People’ funding, the service has been given, as a right, a seat on all Commissioning Bodies and Core Strategy groups. Probation Commissioners not only have the ability to exert influence on the shape of an authority’s overall programme ensuring its relevance to Correctional Service’s needs but is able to maintain an oversight and influence on the future of existing and new offender developments. The ‘Supporting People’ (England) Directions 2003 require that, at least, one representative of all the local probation boards in whose area the local authority is situated sit on that authority’ Commissioning Body. In summary, ‘Supporting People’ is Correctional Service’s only significant source of housing related support for offenders The service has been made an equal partner in the ‘Supporting People’ planning and commissioning process If we do not actively exercise this role we have only ourselves to hold responsible if opportunities are missed and service levels reduced for offenders. “Probation staff sit on the various ‘Supporting People’ bodies, who do they represent…?” This question needs to be considered at two levels. Firstly, as an equal partner in ‘Supporting People’, Probation staff should be engaging fully in the process. At times this may include consideration of areas which are not immediately connected to Probation’s client group e.g. Community Alarms or Home Improvement Agencies. However, most offenders have other needs, for example they may, Be older people Have mental health needs Have substance misuse difficulties Have disabilities Secondly, there has been debate about whether Probation staff should only be representing those offenders for whom they hold responsibility. It has been agreed that Probation representatives should be holding a specific role in relation

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to all people within the National Offender Management Service remit. This would include: Offenders subject to Probation supervision Victims of crime Returning Prisoners of whatever length of sentence Youth Offending Teams General promotion of measures which seek to reduce crime “Does the Probation service, as a partner in the Commissioning process, have any financial responsibilities if things go wrong…?” There have been a number of authorities who have viewed probation as sharing financial risk with the Administering Authority and Health. Other than in specific cases where there may be jointly financed services where funding includes probation, the probation service should not be expected to shoulder any financial or other risk. ‘Supporting People’ has incorporated virtually all the service’s funding for housing services. So, for instance, if services are being closed after a review, probation Areas should not be asked to contribute to the costs of keeping the services running i.e. The National Offender Management Service should no longer be paying for any supported housing. The arrangements between the Administering Authority and the partners on the Commissioning Body are spelt out in a ‘Memorandum of Understanding’. All probation members of Commissioning Bodies should ensure that: There is a ‘Memorandum of Understanding’ in place for their Commissioning Body and The memorandum clearly states that, • • the Commissioning Body is not a legal entity nor a legal partnership there is not expected to be any financial risk to be met by the Probation Service

All authorities are expected to have created a risk register as part of their strategies and action plans. Again it is important that probation staff ensure these are in place and that there are no risks which are not acceptable to the service. It is worth noting that the Guidance to the ‘Supporting People’ Directions states, …that the Administering Authority is the only body with legal status to whom Grant can be paid, and has ultimate financial responsibility.”13

13

Supporting People (England) Directions 2003, Guidance on the Directions para 10

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“Are Home Office Approved Premises part of the Supporting People system…?” No, Approved premises are part of the Probation service’s statutory function and as such are not viewed as providing housing support. This applies to both those hostels provided directly by the service and those of partner agencies. “There seem to be a lot of representatives from the local authority on the Commissioning Group; surely I will be outvoted if there is disagreement.” The ‘Supporting People’ Directions are very clear about the decision making process in Commissioning Bodies. The membership of the body should comprise one representative from each of the bodies below, The Administering Authority i.e. the unitary or county council. Each district authority covered by the Administrative Authority (County Councils only) The local Probation board(s) Each local Primary Care Trust(s) Additional representatives are able to attend the meeting by agreement and there are likely to be a number of people attending the meeting in an advisory capacity e.g. the ‘Supporting People’ lead officer, secretarial staff. However, the Schedule and Guidance to the Directions make it clear that, Each partner body has only one vote on the Commissioning Body14 The vote of each representative carries equal weight15 Decisions of the Commissioning Body shall be made by unanimous vote Decisions relating to financial or compliance matters cannot be made which are incompatible with the advice of the Administering Authority If decisions cannot be reached the matter may be submitted to the Secretary of State for determination. Whilst this process is clear there is the need for Commissioning Bodies to consider how best to manage disagreements between partners. Good practice would suggest that the Commissioning Body should develop a procedure for managing such disputes.

14 15

Supporting People (England) Directions 2003, Guidance on the Directions para 7 All other bullet points - Supporting People (England) Directions 2003, Schedule 1

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Whilst there is no formal requirement for this process to apply in the Core Strategy Group, the decision making process should be outlined in Terms of Reference and should seek to reflect the spirit of the decision making process for the Commissioning Body e.g. Seek consensus Enabling all sectors to have a fair vote Have a process for resolving difficulties Openly reflect the strength of vote in any recommendation to Commissioning Bodies “There are some members of groups who appear to both plan for services and provide them – are there not conflicts of interest…?” There may well be conflicts of interest inherent in the make up of both Commissioning and Core Strategy groups e.g. Housing authorities or representatives of Voluntary sector housing providers. This is less likely to occur in relation to Probation although there are still some housing related support schemes managed by the service. Whilst most representatives would be sensitive to this, the Audit Commission, in a number of its inspections, has recommended the development of ‘Conflict of Interest’ protocols to guide the work of the groups. “As a member of the Commissioning or Core Strategy groups, how do I know how well the Supporting People Programme is performing…?” Probation is an equal partner in developing and managing the ‘Supporting People’ programme. The service has responsibilities to ensure that the initiative is kept on course and, in particular, services for offenders are maintained and developed in line with local and regional need. The Audit Commission’s inspections of a range of Administering Authorities see a good ‘Supporting People’ programme as having: Strategy A clear vision and challenging objectives Clear priorities which are ranked and work undertaken to achieve the top priorities. Strong links between the ‘Supporting People’ programme and local and national goals and strategies e.g. reducing crime, exclusion, homelessness etc. Sufficient attention being paid to the needs of minority and excluded groups Identification of local and cross authority need

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Business Planning A strong business plan including a rigorous review programme with a commitment to improving services and delivering value for money Good information collection and sharing processes Sound performance management systems Good links between ‘Supporting People’ and social care commissioning Efficient administrative and financial systems which ensure payments are efficiently processed. Identification and management of risk, whether this be within the programme or related to specific service users e.g. high risk offenders Clear and fair dispute resolution procedures. Engagement Ownership and commitment to the programme by senior managers at an authority, district, health and probation level. Efficient, well motivated staff managing and operating the ‘Supporting People’ programme Strong links with providers in the development, delivery and review of services Well developed user involvement in the development and review of strategy and services Delivery Good information about the availability and access to services Effective, quality services which are accessible to those who need them. The most effective way of assessing the quality of the above is probably to go through the areas asking– Have I got information on this area What is the quality of the information How does the planning relate to reality For example – Strategy Do objectives exist Are they clear, SMART and challenging Have they been prioritised or have they been left in a long list ‘to keep things flexible’

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How do these objectives link to local plans – particularly plans which affect services for offenders. Do you know what is contained in other strategic plans regarding offender accommodation and housing related support e.g. Crime and Disorder Strategy Community safety Plan Drug Action Team Plan Youth Offending Team Plan Youth Homelessness Plans Regional & National Resettlement Strategies What do the strategies and plans say about diversity Has attention been paid to the needs of offenders and returning prisoners on a regional / sub regional level (Probation staff may have the best perspective on this particularly in unitary authorities) Business Planning Is there a current business plan – the ODPM may not require a formal plan to be submitted but all authorities should have some form of plan to guide their work How is information collected and shared – are you seeing it e.g. Do you know the cost of offender linked services Do you know how these compare to regional and national costs Are providers meeting their contractual targets What are reviews saying about the offender services What information are you sharing about these services16 What is happening about poor performance Is good practice being shared and promoted Are risks in the programme being identified Are there risk management protocols developed for working with offenders. Are these effective. Are you aware of how a complaint is managed from, a Service User, a Provider, a Partner Agency. Are payments being made to providers regularly and on time Are requirements of ODPM being met as laid out in the grant conditions Is the ‘Supporting People’ team acting efficiently and transparently These are all areas where you, as a representative of the Probation Service, should feel confident in challenging within the group. The ‘Supporting People’
16

See Section 5ii. “Probation involvement in Service Reviews”

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team should be able to either provide you with the information or agree to develop a way of providing it. Engagement Is the Administering Authority taking the programme seriously. Who attends meetings regularly, what work gets done between meetings. Is there a chief officer chairing the Commissioning Body and are there representatives from other agencies at a similar level. Are decisions made or frequently deferred. When you hear from members of the ‘Supporting People’ team do they seem motivated, are they managing the process effectively. There is no doubt that ‘Supporting People’ is a demanding task but all the more reason for good project planning and organisation. Should probation representatives feel concerns regarding performance the matter should be raised tactfully and openly. If the issue cannot be resolved, it should be discussed with the probation commissioner. What is fed back regarding the views of providers and users on how they experience the service. What are the ‘ex PAGS’ providers saying when you meet them. Delivery At the end of the day, the planning and systems are there to deliver good quality services. What feedback are you getting from Probation, Prison and YOT staff about the services which they are referring offenders to. If you are involved in collecting information for reviews, share this with the Commissioning Body representative. What do probation and prison staff think about the service(s) and do they have any feedback from the users who they supervise. “What role should I be expected to play in Needs Mapping and Reviews of services…” These two areas are covered in Section 5. “Have I a role regarding ‘Supporting People’ in other groups I attend…?” ‘Supporting People’ aims to link closely with other local strategies to ensure that local priorities are met and that services are delivered in a ‘joined up’ fashion.

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Many Probation managers, particularly the ACO’s who will be sitting on Commissioning Bodies are also likely to attend, if not chair, DAT’s, Crime and Disorder Partnerships, YOT partnerships. It would create far greater effect if ‘Supporting People’ was linked to these other groups rather than keeping each area in its ‘own box’ There is also a need for Probation staff involved in the ‘Supporting People’ process to keep colleagues, Area Management Groups, Chief Officers and Boards aware of developments and difficulties. “What is our role regarding Black and Minority Ethnic Communities?” ‘Supporting People’ is clear in its aim to meet the needs of minority ethnic groups and individuals. This aspiration has been reinforced by the Audit Commission Inspection process which places high priority on meeting the diverse needs of minority groups. People from ethnic minorities are likely to be represented in all of the groups identified by both ‘Supporting People’ and the National Offender Management Service. The needs of these groups and individuals will differ from one group to another and from those of the white British population. There is an over representation of all black and minority ethnic groups in the criminal justice system, with Afro Caribbean people the most over-represented. Evidence exists of discrimination at all stages of the system. National Offender Management Service staff , in their dealings with ‘Supporting People’ e.g. as Commissioning Body members, should constantly bear in mind that the needs of BME17 groups, both existing and in the future should be represented. This will be throughout the ‘SP’ processes e.g. Mapping the needs of BME groups and identifying existing services Ensuring that during the review of services issues of equality of access are considered. In commissioning and purchasing services, ensuring that equality of opportunity anti-discriminatory practice and valuing and managing diversity are consistently featured. If National Offender Management Service staff are to promote these standards within ‘Supporting People’, it goes without saying that the standards should be demonstrated in our own services and practice.

17

BME – Black and Minority Ethnic Groups

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SECTION 5

i.

Local Probation / NOMS Housing Plans

Purpose of Plan Housing and housing related support is now an integral part of every Probation and Prison Area. Each Probation Area, at a minimum, is expected to be engaged with the local ‘Supporting People’ Commissioning Body and Prisons now have an Accommodation KPI. Many Probation Areas and Prisons are involved in considerably more activity, often providing direct services or housing advice and support in conjunction with partner agencies. Local Authorities have been required to produce plans such as, Supporting People Strategies Housing Strategies Homelessness Strategies These are expected to link with other cross cutting plans and strategies ensuring that the identified needs of vulnerable people are met in a coordinated fashion. In relation to Offender focused services, where do we find our housing support strategy. There may be elements in such documents as, DAT plans Crime and Disorder strategies YOT plans However the quality and depth of planning around housing issues is often covered at quite a superficial level. At a national level the “Reducing Reoffending” National Action Plan18 has been developed. The Accommodation Key Action Area provides strategic direction for such areas as, Identification of housing need Increasing the number of offenders released from custody with a known address The creation of Accommodation Coordination Referral units The plan links national, regional and local action for NOMS.
The complete “Reducing Reoffending” National Action Plan can be found at www.homeoffice.gov.uk
18

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Currently Regional Resettlement strategies are being developed which contain Accommodation as one of the strategic pathways. Whilst these often provide an excellent framework for the region, there is little detail of needs and priorities for individual authorities. ‘Supporting People’ requires information and strategies focused at both an authority and regional level. If the National Offender Management Service is to maximise benefit from ‘Supporting People’ there is the need to create a local planning document which can answer questions such as, How many offenders are there in our borough and what are their housing support needs? How many prisoners are likely to be returning to the authority over the coming year? What services are there to meet the needs of these offenders? Are there going to be any significant changes to the picture over the coming year(s)? How does housing support link to NOMS / Home Office objectives? What are your priorities for work / new services in this borough? What issues need to be considered from a Cross Authority perspective? What are the service’s plans for the next year? A suggested outline for the plan is attached as Appendix A (5i.). Local / Regional Housing Plans With the creation of NOMS and the organisation of the service on a regional basis there is the need to create a Regional Housing plan which fits within the National and Regional Resettlement Strategies. Whilst taking a regional / national overview the plan will need to address the needs of offenders for each Administering Authority. Target ‘Audience’ for Plan The plan has a number of functions – To agree housing related strategy by managers and Boards. To inform and support probation ‘Supporting People’ commissioners and Core Strategy group members. To inform local authority ‘Supporting People’ teams of the needs and priorities of the National Offender Management Service. To make the National Offender Management Service aware of the region’s approach to housing issues. To inform housing providers of the needs of the service and service user requirements.

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Appendix A (5i.)

Local Probation / National Offender Management Service Housing Plan
Outline of Plan 1. Executive Summary The part most people will read so the basic messages need to be contained here, Why housing is important in reducing reoffending Difficulties in finding suitable accommodation Changes over the past year e.g. Homelessness Act ‘Supporting People’ NOMS Criminal Justice Act Contents of the Housing Support Plan Highlighting the main objectives of the service 2. Introduction Aims of Probation Service / NOMS Research and Practice information which supports the need for offenders to be suitably housed.
A homeless returning prisoner is twice as likely to re-offend as one 32% of prisoners are homeless at the time of being taken into Nationally, 40% of prisoners have no stable home to return to. custody. with a stable home.

Offenders in the community and who are subject to community

based programmes are significantly more likely to complete their programme of supervision if they live in stable accommodation.

Context – outline the impact of housing and criminal justice issues over the past and coming year. These could include, • The implementation of the Homelessness Act • Reducing housing stock availability • ‘Supporting People’

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• • • 3.

“Reducing Crime – Changing Lives” including NOMS Criminal Justice Act Regional and National Resettlement strategies Any local changes

Strategic Linkages How does the plan link into local and national business targets and priorities.

4.

Review of Previous Year If there has been a previous Housing plan of some form the objectives should be reviewed drawing out successes, difficulties and any lessons to be learned. This is a document which is used to best effect if shared broadly with partners, so the review should not necessarily include internal issues which are not likely to be understood or relevant to the outside world. Also political sensitivities will need to be considered. If there has not been a previous plan outline the work the Area has been involved in over the year together with achievements or reasons why things have not gone as well as hoped for.

5.

‘PAGS’ Legacy Accommodation It may be helpful to list the units of supported housing and housing support places which passed over to ‘Supporting People’ to which Probation maintains referral rights. Also if there is a local application form, central referral unit or other information about how staff should refer to projects this can be briefly included.

6.

Highlighting Specific Issues / Developments There may be pieces of work, either completed or in progress which merit elaboration or issues which need exploring further. This section should have a purpose e.g. publicise work done or seek to influence the local direction for an issue. For example, in the Northumbria Plan a Joint Protocol being developed with the Probation & Prison services, Housing Authorities and the Voluntary sector was emphasised.

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7.

Profile of Local Authorities This section can outline the features of the local authorities / Administering Authorities in the Probation Area / Region. Areas for inclusion could be, Numbers of offenders worked with over the year Estimates of numbers of returning prisoners Housing status of offenders NFA /Nightshelter Hostel Supported Accommodation Short term Accommodation Who they are living with Suitability of housing / Location of Housing Other issues which may be associated with managing housing e.g. Mental Health Financial Management Perspective of Probation staff – what are the issues, difficulties and priorities for Probation staff. At best this information can be gained from surveys, at a minimum by attending managers meetings and exploring issues. Those Areas with housing services and central referral systems can also make use of referral statistics and supply / demand measures. Offender Housing services – list what is available for offenders within the borough. Objectives – What are the objectives which the Probation service wishes to achieve in relation to the borough / area.

Separate sections would be provided for each authority together with some brief analysis of how that authority / London borough compares to others in the Area. This section may helpfully be summarised by taking an overview of Offender Housing and support needs by comparing a variety of housing linked features for the whole Area / region in tabular form e.g. Homelessness Permanence of accommodation Suitability of Housing Risk of Harm linked to accommodation

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Risk of offending linked to accommodation Financial difficulties Interpersonal skills All this information, and more, can be gained through the use of OASys. Further information about this area is contained in the Advice regarding “Gathering Housing Support data from OASys” – Section 5 iii. Appendix A (5iii.) 8. Communication How are staff, managers and board members going to be kept in touch with what is going on and what approval does the Area give for housing related work.
Production of quarterly update on local & national Supporting Staff with SP responsibility to meet with managers twice a year to gain information on housing issues. Board annually Housing support plan to be presented to senior managers and Housing ‘link person’ nominated in each team to coordinate information. People issues

9.

“Any Other Business” Are there any particular areas of work / issues not covered.

10.

Summary of Objectives List the objectives for the coming year with the owner of the objective and time scale included.

11.

Contact Details It is important to include contact details for those people involved in Housing and ‘Supporting People’ work in the Area. This may be used for seeking advice / information by both internal and external staff.

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ii.

Probation Involvement in Service Reviews

Service Reviews Every service funded by ‘Supporting People’ has to be reviewed by the end of March 2006 and, subsequently, in line with the terms of the contract. This is in addition to the annual self assessment undertaken by service providers using the ‘Quality Assessment Framework’ (QAF) The ODPM19 has issued guidance as to how these reviews will take place which is available on the ‘spkweb’20. Important Note! ‘Supporting People’ programmes continue to have to make savings from their budgets and this seems unlikely to change in the near future. Whilst many authorities have been able to find savings from other sources, it is expected that the Review process will be used to identify where reductions could be made either because, The service is not a strategic priority Costs are unacceptably high Performance is poor As such, both from the perspective of Commissioners and having an investment in services for offenders, the Probation service should give priority to engaging in ‘Supporting People’ reviews. Purpose of Service Review Reviews are intended to enable Administering Authorities to determine whether, A service is meeting the strategic objectives of the local ‘SP’ programme. There is continued demand for the service The service is performing efficiently and effectively in line with the contract. The service is providing good quality services which meet the needs of service users and potential users It is cost effective In addition the organisation providing the service will need to be accredited by the Administering Authority. This is a process which satisfies the authority that the company has a sound business base and operating in an acceptable fashion.
19 20

Office of the Deputy Prime Minister www.spkweb.org.uk

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The Review Process 1. Review Programme

Each Authority is expected to have developed a programme between April 2003 and March 2006 to review all services. ODPM has suggested that ‘Supporting People’ teams to begin by reviewing services which they feel, Present a high risk of not performing to the requirements of the contract or to acceptable levels of quality21 Lack strategic relevance Unlikely to comply with grant conditions i.e. should more properly be paid for from another source e.g. social care or health. Have had recent changes or additions to service provision or cost, or Seem to be High Cost Due to a number of reasons, such as difficulty in recruiting staff, a proportion of Administering Authorities are behind in their review programme. Nevertheless, the ODPM have made it clear that all reviews must be complete by 2006.

Recommendations for Probation Action a. Members of Core Strategy and Commissioning bodies should ensure that they have a copy of the current review time table and be able to identify those services which are either ‘PAGS legacy’ or offender linked schemes, including those for young offenders. b. Any changes to the review timetable should be agreed by the Commissioning Body. Probation representatives should ensure that this takes place. 2. Preparation for Reviews

The review should involve service users, providers and stakeholders in the process and be undertaken in accordance with a common set of criteria and processes set by the ODPM. Providers are expected to complete a self assessment tool which evaluates them against both quality and performance measures. Stakeholders, including probation should be contacted at this point to provide feedback about the service if it is likely to have any relevance to the needs of offenders.
Guidance is clear that the risk relates to the organisation not providing the service to the required level and not to the provision of services for ‘high risk’ client groups.
21

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Recommendations for Probation Action Probation staff should have negotiated with Administering Authorities how they will be involved in the review process for projects which offer support to offenders – See below ‘The National Offender Management Service contribution to Reviews’ 3. Service Review

This is the point at which all the evidence from the ongoing service monitoring is brought together with the provider’s self assessment, any input from stakeholders and local and national guidance on the costs of similar services. The review takes place in four stages, although not all services will have to go through each stage. The evidence at each stage must be evidence based. Stage One – Strategic Review There are two elements to the Strategic Review the Strategic Relevance of the service and the demand for the service This is a desktop exercise which considers all the evidence provided. Strategic Relevance To be seen as strategically relevant to the ‘Supporting People’ programme a service must, provide housing related support not be intended to meet a statutory duty fund only housing related activities be meeting key strategic ‘Supporting People’ objectives This element of the review is essentially addressing two questions, Is the service providing input which is eligible for ‘Supporting People funding Does this service meet an objective of the authority to prevent the loss of independence

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Eligibility Part of the need for rigorous reviewing and cost saving is a concern by the ODPM that some authorities may have ‘shunted’ costs from statutory responsibilities into the housing support budget. ODPM is clear that costs which should more properly be met by Social Services and Health Departments must not be met from ‘Supporting People’. This area is explored further in Section 5iv. – advice on “Eligibility for ‘Supporting People’ Funding”. In short the areas being looked at are, that services should Be provided to develop or maintain an individual’s capacity to live independently or gain independent accommodation. Not include elements of care Not provide specialist counselling as part of ‘Supporting People’ funding. Be aimed at vulnerable people Not be used to discharge duties under community care legislation or in respect of section 117 of the Mental Health act. Not be providing simply general social care or health services Not providing services which area statutory responsibility Services may be providing such activities as care or supervision but these elements should be separately funded from the housing support. For instance some services are composed of funding from a number of sources. As long as the ‘Supporting People’ funding is proportionate to the housing support task, this is acceptable. Recommendations for Probation Action To ensure that ‘Supporting People’ services, which work with offenders, are not penalised as being ineligible there is a need to ensure that both expectations of providers and the way in which this is perceived are not seen as fulfilling a statutory responsibility of the Probation Service e.g. Services provided under ‘Supporting People’ cannot be accredited as part of reporting standards of DTTO or ICCP programmes. Recommendations in PSR’s and directions from courts should refer to ‘Placement at the direction of the Probation Service’ rather than offenders being directed to live at named supported accommodation projects. Whilst it is appropriate for electronic tagging facilities to be installed in supported accommodation, it should be clear that housing support staff do not have any responsibility in relation to the management of offenders curfew arrangements

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Link to other Strategies It is expected that ‘Supporting People’ services contribute to local and national objectives for preventative services and meet the priorities identified in local ’Supporting People’ strategies. This would include services for offenders meeting the priorities expressed in such National Offender Management Service plans as: Probation Area Housing plans22 Regional Resettlement Strategies “Reducing Re-Offending” National Action Plan In addition, the housing support needs of offenders are likely to be contained in local strategies such as: Community Safety Plans including Crime & Disorder Reduction Partnerships and MAPPA plans DAT plan YOT plans Homelessness strategies Domestic violence strategies Prison resettlement arrangements Homophobic and race hate related crime strategies Housing and Regeneration plans including - Anti social behaviour plans. The more effectively the needs of offenders are integrated into a broad range of local plans, the more effective services are likely to be. The closer the link to local and national strategies services have, the stronger their position will be in relation to Strategic Relevance. Recommendations for Probation Action a. The housing support needs of offenders should be represented at all appropriate local groupings attended by Probation staff, and these needs included as objectives in local plans. b. Probation staff responsible for ‘Supporting People’ should collate the objectives in local strategies and plans relating to housing support and ensure they are included in ‘Supporting People’ strategies. c. In ‘Supporting People’ reviews staff completing stakeholder returns should ensure that the strategic relevance of services is emphasised.

22

See Section 5i. Advice on “Probation / NOMS Housing Plans”

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Demand There is a requirement to demonstrate that there is demand for the services locally and that the factors which effect demand are constantly under review. Much of this information will be forthcoming from providers and held by the ‘Supporting People’ teams themselves e.g. numbers of referrals, numbers of acceptances, waiting lists. However there is likely to be information held by those Probation Areas which hold centralised referral systems which will enhance this data. Even in Areas where there is no central system there will be practice information which should be collected from Probation staff. Recommendations for Probation Action Probation staff share information which is held by the area as part of the strategic reviews of services. Where the service is judged to be strategically relevant and there is a demand, the process moves to the next stage to assess performance, quality and cost effectiveness. Where the service is felt not to be strategically relevant or where there is lack of demand the process will move to Stage Four where the future of the service will be considered. Stage Two – Review of Quality, Performance and Cost Effectiveness The next stage is a desktop review of the service based on information which is held in relation to, The quality of the service The performance of the service The cost effectiveness of the service This stage is carried out by the Reviewing Officers in the local team. The guidance recommends that Stakeholder information, collected from organisations such as Probation could also inform this stage. Probation staff may be asked to clarify or add to information, particularly if there are concerns about the service under review. The review is undertaken using common standards produced by ODPM including the providers self assessment. Teams may visit providers to verify that the information and ensure that the assessment offered by the provider is correct.

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Cost Effectiveness Administering Authorities have information on the contract price of each service, which is, effectively, the cost of the service to the authority. A weekly unit cost is used to assess cost effectiveness. The ODPM has published Value for Money tables showing the weekly unit cost for different types of services in different regions. Comparisons can be made against these tables using the unit cost of each service. Caution is raised by ODPM to ensure ‘like for like’ comparisons are made. Copies of these figures which relate to offender services are attached as Appendix A (5ii.). Staff responsible for SP would find it helpful to compare the costs of local services with the national data. Certainly any services which are in the upper quartile (the most expensive 25%) are likely to attract the attention of Administering Authority reviewing officers. Further information regarding this may be forthcoming from the ODPM. Copies of these figures have been circulated to all Areas and responsible staff would find it useful to identify any high cost services which may be vulnerable at review. The Stage Two review will result in a recommendation to Recommission the service or Investigate further. If the recommendation is to investigate aspects of the review in greater depth the process moves to Stage Three if not it moves on to Stage Four.

Recommendations for Probation Action a. Probation staff engage in review process as requested and at a minimum provide written feedback on services – see later. b. Probation staff seek copies of unit costs of offender linked services in their area and ODPM Value for Money tables with a view to determining whether any services may be at risk due to excessive costs.

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Stage Three – Further Evidence / Service Review Investigation This stage involves a more detailed assessment of the quality, performance and cost effectiveness of a service where the Stage Two information has not been sufficient to inform whether the service should be re-commissioned. This may be due to minor or more significant issues. The action taken to resolve the issue should be appropriate for the particular situation and may include, Meetings with the provider Meetings with stakeholders e.g. probation Carrying out a service review investigation to assess the concerns raised about quality and performance – this may also involve meetings with service users. Having gathered the additional evidence, Stage Three of the process will be completed with a recommendation being made for Stage Four. This may be: Re-commissioning the scheme in it present form where concerns can be addressed Renew contract with action plan to improve or change the service Temporary extension of contract with an action plan Change of provider Remodelling of service Decommissioning of service Recommendations for Probation Action If an offender linked project reaches this stage in a review it is important that both local probation staff and commissioning body representative is made aware of the concerns. Staff should feel able to both offer feedback on the quality of service and possible ways in which the service could better provide for the need.

Stage Four – Outcome of a Service Review There are a number of possible outcomes to a review – Re-commissioning the existing service with no changes Renew contract with changes to a service Renew the contract with an action plan – possibly linked to a short term contract to achieve change. Major changes or remodelling of service Transfer the service to another provider

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Decommissioning a service Re-providing of services i.e. essentially commissioning a new service using the resources released form a decommissioned service. Obviously each of these actions has consequences for providers, service users and stakeholders and the processes should be handled appropriately. There will be a need for Administering Authorities to have clear procedures in place regarding the final decision making process. ‘Supporting People’ teams are often given the delegated responsibilities to make decisions regarding re-contracting or remodelling services in line with the ‘Supporting People’ strategy. However, when the recommendation results in decommissioning or a change of provider, it is recommended that the Commissioning Body be notified of the proposal and given an opportunity to advise on it. In reality most Commissioning Bodies make the final decision regarding significant commissioning decisions. If a designated ‘Cross Authority Service’ is recommended to be withdrawn, this cannot be done without the agreement of the Commissioning Body. Recommendations for Probation Action Probation commissioners play a full and informed role in any decisions to decommission, change provider or major remodelling of ‘Supporting People’ services.

Reviews of Decision Making Process ODPM guidance allows providers to seek a review of the process by which a decision has been made by the Administering Authority23 and Authorities should have procedures in place to for such reviews. A review can only be based on one or more of the reasons below: The Administering Authority has failed to consider all the relevant facts at a service review The Administering Authority has failed to adhere to their published service review procedures or The Administering Authority has not taken account of wider strategic considerations for the service.

23

This would seem to relate to the ‘Supporting People’ team

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Where the provider is not satisfied with the outcome of the first stage review of the decision or the way it was carried out, the provider can ask the Commissioning Body to review the decision based on the same principles as above. The Guidance states that the Commissioning Body can only ask the Administering Authority to look again at its decision and has no authority to overturn the Authorities decision. There are authorities where this is not the case and the Commissioning Body has the final say in such matters. The guidance does make it clear that the process for reviewing decisions is for local determination. Recommendations for Probation Action As a Commissioning Body partner, probation staff should ensure that their Commissioning Body has a Review / Complaints system and are aware of their responsibility within it. The NOMS contribution to the Review Process The Probation and Prison services can and should be involved in the ‘Supporting People’ review process. However, realistically the involvement is likely to be fairly modest. ‘Supporting People’ guidance has encouraged the notion of shared expertise and secondment. At the highest level ‘Supporting People’ teams may wish to buy in probation expertise or seek direct involvement in the review of offender linked accommodation support. Whilst this may be the ideal, in the current financial climate it is unlikely to be an option for many Probation Areas or authorities. At a second level, probation staff may be able to offer training around offender accommodation issues. If there are staff who have the blend of knowledge about offender housing needs and inspection this may be a possibility. The most likely approach is to gather information from referring staff in a survey form when asked for it by the Administering Authority. An approach to this is suggested in Appendix B (5ii). Offender Linked Accommodation There are possibly three types of housing provision and support that Probation should actively seek to offer information to the ‘SP’ review process: ‘PAGS Legacy’ Services – these services were the PAGS contracts administered by the probation service until April 2003. The services are largely if not exclusively still composed of probation referrals and there is still considerable knowledge about the schemes as well as continued good relationships. There

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may also be monitoring information still received from the services on a voluntary basis. In short there is still considerable knowledge about current and past performance. Offender Related Schemes – there will be a number of services that, whilst not designated as offender provision may still be accommodating a large number of offenders. These would cover such schemes as those providing support for substance misusers, people with mental health difficulties, foyers etc. There will be considerable local knowledge amongst probation staff about how they have found working with these units. Some areas have lists of these schemes in Accommodation Directories. Other Schemes – one of the main opportunities presented by ‘SP’ was to widen access for offenders to a whole range of schemes. The review process offers an opportunity to challenge the operation of ‘blanket bans’ by some supported housing providers. Probation needs to convince ‘SP’ teams to use the review process to promote decision making based on risk assessment rather than general barring. To seek the views of probation staff about exclusions they have experienced can be helpful in demonstrating the issue. ‘Supporting People’ Review Survey As part of the review process ‘Supporting People’ teams need stakeholder feedback which is both relevant to the client group area and to the ‘Supporting People’ review process. One way of achieving this is by developing a questionnaire format which meets both of these needs and use it to gain feedback from a broad range of probation and prison staff. The local ‘Supporting People’ teams should be approached and informed that this is the standard approach of the Probation service to providing review feedback. A suggested process for the Review Survey is attached as Appendix B (5ii.).

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Appendix A (5ii.)

“Assessing Value for Money in ‘Supporting People’ Services” – Offender linked services
The ODPM sees quartile values as useful for interpreting data as, by definition, 25% of services lie above the upper quartile and 25% lie below the lower quartile. “The quartile values are therefore helpful because any service receiving SP funding below the lower quartile value can be said to be apparently particularly low cost. Conversely, services above the upper quartile are apparently particularly high cost. As long as other aspects of a service (quality, performance, user and stakeholder feedback etc.) are acceptable then AA’s are encouraged not to be too concerned about services with SP funding rates which lie between the quartiles. Instead, AA’s are encouraged to focus their attention on those services well above the upper quartiles or well below the lower quartiles as these may be either: providing poor value for money or vulnerable through under resourcing”
(“Assessing Value for Money in Supporting People Services – Technical Appendix No.1, National Data, Platinum Cut Data – November 2003)

Maximum Offenders Supported Housing Offenders Floating Support Drug Misuse Supported Housing Drug Misuse Floating Support Mentally Disordered Offenders * Note – Approximate value £510.00* £492.63 £633.38 £261.23 £740.57

Mean £190.55 £117.96 £184.62 £89.39 £235.70

Upper Quartile £213.38 £153.43 £241.44 £114.89 £338.73

Lower Quartile £95.02 £41.24 £93.67 £50.02 £112.28

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Appendix B (5ii.)

Process for ‘Supporting People’ Review Feedback Survey
1. ‘Supporting People’ team provide appropriate person in Probation Area with a list of services to be reviewed in the coming three months. 2. Designated person sends “All Area” email:24 “As part of the local ‘Supporting People’ review programme, the Probation Service has been asked to provide feedback on a number of services which may provide housing support for offenders. It is important that we are able to offer our views on these services as they potentially provide much needed supported housing and advice for offenders. If you have had contact with any of the service listed below in the last twelve months could you please either complete the attached questionnaire or email me your telephone number by return. I can then ring you and fill in the questionnaire over the phone. a. ……… b. ……… Please return questionnaires by email or send to… (address / fax)

I would appreciate if the forms could be returned by… Thank you” 3. Information collated by designated person and returned to authority, with copy to probation Commissioning Body representative. Note: Stages 1 and 2 is essentially an administrative task and can be undertaken by secretarial / clerical staff.

24

This should include Probation and Resettlement staff in Prisons

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‘SUPPORTING PEOPLE’ SERVICE REVIEW STAKEHOLDER CONSULTATION RETURN Provider Name: Service Name(s): √ Type of Stakeholder: a. ‘PAGS legacy service to which probation has priority referral access. b. General referral agency c. Other (please detail)

√ Frequency of Contact with service: a. At least weekly b. 1-3 times a month c. monthly d. less frequently than monthly (please detail)

Does the service contribute to the Probation service’s strategic agenda.

YES NO

If Yes how does it contribute: i.

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In your view is the demand for the service rising, falling or remaining stable. (Please provide reasons for your response.)

√ How easy do you find it to refer to this service – (Please provide details) Easy

Difficult

Does this service meet its stated objectives in relation to the housing support needs of offenders referred to the service. (Please provide details) ii.

How would you describe your experience of working with staff in this service.

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Are you aware of any areas of unmet support need for offenders receiving this service. (Please relate to both services provided by the project and in general terms) iii.

√ How would you rate the service provided overall. (Please provide reasons for your comments) Excellent Good Satisfactory Poor Awful

Can you suggest any changes which could improve this service.

Completed by: Name: Position / Job Title: Address:

Tel. No: Email: Date:

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Guidance Notes on Completing Review Feedback Form i. See Stage One – “Strategic Relevance”, remembering that if a service does not pass this threshold it will go no further. The type of information you may find helpful to include would be: The Probation services strategic aims include: Protecting the Public Reducing Reoffending Rehabilitating Offenders The strategic priorities for the year …. As contained the Probation areas ‘Housing Support’ plan / Regional Resettlement Strategy are …. (relate issues to what is provided by this service) The services provided are also priorities contained in, The Crime and Disorder Reduction Partnership strategy Drug Action Team plan etc “Research and practice demonstrates that stable housing is a key factor in reducing offending and ensuring that offenders comply with community supervision and programmes. As such accommodation is an important element in reducing offending and protecting the public through the effective rehabilitation of offenders.” ii. Essentially is this service providing what you expected it to in relation to offenders’ housing and housing support needs. Whilst it would be helpful to mention how this work complements the supervision / change programmes of the offender, remember that to say this is part of a programme of supervision i.e. a statutory function of the Probation Service would probably be extremely unhelpful. This could result in the service being seen as a statutory function and become either ineligible for funding or have it reduced. iii. Include anything which you feel in not being met at the project e.g. a. There does not seem to be very effective work undertaken on budgeting skills. b. It was agreed that applications to Housing Associations would be made for residents at six months, this is not being done. & in the wider community e.g. There is lack of ‘move on’ accommodation for offenders. Offenders find it difficult to get furniture and equipment to set up a home when they move from the hostel.

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iii. ‘Supporting People’ Five Year Strategy
Administering Authorities are required to submit ‘Supporting People’ Five Year strategies to the ODPM by the end of March 2005. Whilst there is not the same expectation on ‘excellent authorities’, it is likely that most, if not all will be submitting a strategy. These strategies will update the Shadow Strategy prepared in 2002 for the implementation of ‘Supporting People’. National Offender Management Service staff will play a key role in the development of these schemes in a number of ways, As members of Commissioning Bodies directing the process As members of the Core Strategy Groups, charged with helping to create the strategy As a partner in the process providing information and priorities regarding offenders As a stakeholder organisation which will be consulted on the draft strategy Guidance This guidance addresses two aspects of the National Offender Management Service involvement, As a partner in the development process As a provider of data and priorities Whilst Probation representatives, sitting on ‘Supporting People’ groups will play a role in relation to all client groups, this guidance focuses on offender related services, particularly those provided by the Probation and Prison Services and Youth Offending Teams. What is the Purpose of the Strategy The purpose of the five year strategy is to, Outline the authority’s overall direction for housing related services Report on the effectiveness of existing services Analyse what services are currently available and how these relate to current and future need. Identify priorities for service development in line with local need and local and national strategies.

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1. Probation’s role in the development of the Strategy
The Probation Service is a partner in both authorities’ Core Strategy Groups and Commissioning Bodies. The Probation commissioner on the Commissioning Body holds equal voting rights to those of the local authority and Health. As such, the Probation Service exercises considerable influence, responsibility and power over the creation of ‘Supporting People’ strategies. Responsibilities The Administering Authority’s ‘Supporting People’ team will undertake much of the work in drawing together the information and data required for the preparation of the strategy. This will include ensuring that any necessary research and consultation takes place. Normally consultation and feedback from stakeholders would include the organisation of Provider forums and local mechanisms for engaging users of services. Core Strategy Group This group is responsible for, Undertaking detailed assessment and analysis of data and opinion and making recommendations to the Commissioning Body Ensuring there are effective working links between the emerging ‘Supporting People’ strategy and other local strategies and plans Making sure that the strategy proposals reflect key stakeholders’ views and the participation of users. Taking responsibility for ensuring that a draft strategy is recommended to the Commissioning Body Responding to any directions of the Commissioning Body Commissioning Body The body, on which Probation is a statutory partner, holds responsibility for, Directing the strategy development Agreeing the strategy and ensuring it contains clear priorities and targets which reflect local need Ensuring the strategy has clear links with related local and national strategies Ensuring that the strategy contributes to the growth of Cross Authority services and working arrangements25

25

See Section 5 vi “Cross Authority Working Arrangements”

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The Administering Authority has to ensure that the strategy represents ‘Best Value’ in the use of the ‘Supporting People’ funding and that the grant conditions are being met. An ‘Excellent’ contribution to developing ‘Supporting People’ Strategy As part of the toolkit prepared by ODPM to help Commissioning Bodies to develop their strategies26 an ‘excellent’ contribution, by the partners involved in Commissioning Bodies, is seen as, Attending or providing a substitute for all CB meetings Having a full understanding and ownership of their responsibilities Being of a sufficiently senior status to be able to take decisions on behalf of their agency Providing good quality information as requested Providing a named contact who can offer analysis, context and commentary on information as needed To have a real influence on the final strategy Recommendation for Correctional Service Staff For Commissioning Body representatives to aspire to the standards above, in relation to the development of ‘Supporting People’ strategy.

2. Providing Data and Priorities
Timescale The strategy is required to be submitted by the end of March 2005. To ensure that the necessary consultation and political processes are pursued, it is likely that the final drafts will need to have been completed by the beginning of December at the latest. As such, most authorities are in the process of beginning to collect information already. Probation should be able to offer information as soon as possible with September / October being the very latest.

26

See www.spstrategytoolkit.org.uk

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Strategy Content The ‘Supporting People’ Five Year strategies will contain information about, Supply Usage Strategic Relevance and Need Much of the first two areas will be gained from existing ‘Supporting People’ databases and the providers of services. National Offender Management Service staff should focus on gaining information about the position of offenders and how this relates to the needs of offenders locally. Staff should also clearly define and rank their priorities for both existing services and potential developments. Strategic Linkages The strategic relevance of housing related support for offenders should be derived and cross referenced with local, regional and national strategies and plans.

Strategic Relevance The issue of Strategic Relevance is explored in greater detail in Section 5ii. “Probation Involvement in Service Reviews”

It should be remembered that Probation staff involved in ‘Supporting People’ processes are representing the National Offender Management Service. As such data should reflect the work of, The Probation Service The Prison Service Youth Offending Teams Recommendation for Correctional Service Staff Probation contributions to ‘Supporting People’ strategies should ensure that the strategic links between the needs of offenders and the services provided for them, and local, regional and national strategies are reinforced.

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Needs Analysis It is vital to provided accurate, up to date information about the housing support needs of offenders living in each authority. Without this, there is a risk of ‘Supporting People’ funding going to services which do not meet current need or which are not seen as a priority. Offenders, as a less popular client group, could miss out on much needed support services. ‘Supporting People’ teams will be expected to, Collect data on the profile of their authority Analyse what is know about different groups’ need for housing support Test out their findings with ‘experts’ e.g. Probation staff Revise data and conclusions in the light of feedback Look for gaps in the information and commission further work Determine priorities Create the draft strategy How do we know what to collect? Some authorities may have developed frameworks for collecting information, others have employed consultants to do the work. Even if these routes have been taken authorities will be reliant on the National Offender Management Service for the information. The data offered to ‘Supporting People’ teams should focus on, What is the offender profile What needs exist and how are they being met What ‘hidden’ groups are there who currently have few links with agencies within the community e.g. short term prisoners What are future needs likely to be What are the service’s ranked priorities Suggested information to be Collected27 For each Administering Authority the figures should be collected in relation to: i. Overall Numbers Prison Community
27 28

- Area of origin28 of prisoner on reception - Local Authority moved to on discharge - Local Authority at time of data collection29

A suggested approach to collecting this information is contained in Appendix A (5iii.) The Local Authority where the offender lived prior to being sentenced to custody, excluding any very temporary accommodation e.g. Approved Premises

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ii. iii.

Gender Age Profile - under 18 - 18 to 20 - 21 to 25 - 26 plus

iv.

Ethnic Origin

1. Accommodation status Prison Community - on reception - on discharge - at time of data collection - Permanent - Temporary - Not known - Partner - Lives Alone

By categories: - NFA (how many times) - Hostel - Supported Housing 2. Living with… - Parent / Relative - Friend 3. Living with Children 4. Suitability of Accommodation 5. Substance Misuse Issues 6. Mental Health Difficulties 7. Learning Difficulties 8. Physically Disabled 9. Victim of Violence General Domestic Violence 10. Risk Linked to Accommodation Risk of Reoffending Risk of Harm to Other Risk of Harm to Offender
29

Care will need to be taken not to double count prisoners returning to the community under Probation supervision.

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11. Housing Support Needs Financial Interpersonal Skills Neighbour Relations All of this information can be derived from OASys30 other than that regarding Prison Discharge. Some Probation Areas also have access to information from: Central Referral systems Informally retained PAGS returns ‘In House’ Housing Advice projects This information will provide a further level of detail for ‘Supporting People teams, particularly in relation to the demand for services and the level of unmet need. This should eventually be met from ‘Supporting People’ returns but at present in ‘mixed client’ projects there is no way to distinguish between offenders and others in terms of returns. Consultation on Creating Priorities Following collection and analysis of the data this should be shared with local Team Managers to determine, How does the picture created relate to their practice and experience What are the areas of unmet need What are the priorities for developing existing or new services These priorities should be agreed by Management at an Area level and used to determine the Area Housing Strategy. Prison Service Currently the Prison Service is not able to provide information in a systematic fashion on offender housing and housing need at a local authority level. There are local initiatives which have been able to provide information and a certain amount of information is able to be gained at a County / Regional level. Whilst, in the long term, OASys will be implemented in the Prison service there is a need to ensure that information is accurately inputted by Prison staff and staff from Court Escort Services.

30

See Appendix A (5iii)

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Recommendation for NOMS / Prison Service Staff The Prison Service should develop and implement systems for collecting data on the housing and housing support needs of prisoners at a local authority level. A suggested template is attached as Appendix B (5iii)

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Appendix A (5iii.) Gathering Housing Support Data from OASys Summary The data outlined in Section 5iii. can largely be gathered and analysed from OASys data exported into Excel. This information can be aggregated by local / administering authority to provide a profile of offender need in a particular authority. Gaining Information The Area ICT section should be approached and asked to provide the OASys data fields as outlined below to be provided as an excel spreadsheet. If there is any confusion regarding this, the task is achieved by, In OASys produce an “Export view” Select the required fields Transfer this to an Access Database for ease of any ’cleaning’ of data Transfer the data to an Excel spreadsheet This approach should work for either a local OASys system or e-OASys. The information can then be sorted in Excel by using the Filter function of the spreadsheet. If this is unfamiliar territory, it is probably best to see if there is someone who can do the work for you or to seek training in this aspect of Excel. OASys Fields Read through the definitions of each field to ensure that you understand what the information you are collecting means e.g. In ‘Alcohol misuse a problem’ you may wish to include those who score both 1 & 2. However in relation to ‘Social Isolation’ you may feel that you should only be counting those who score 2.

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No.
1. 2. 3.

OASys Ref. No.

Field
Date of Birth Address

Nature of Information / Comments
Expressed in age bands First part of Post Code (e.g. DH7) Permanent Independent Housing Bail/ Probation Hostel Supported Housing Transient/Short-Term Accommodation No Fixed Abode No Information Family / Relative Partner Friend Lives Alone Yes / No Fixed Yes / No Collect 1& 2 Collect 1& 2 Collect 2 Yes / No

3.1

Accommodation Status

4.

3.2

Who does the offender live with.

5. 6. 7. 8. 9. 10.

3.2 3.3 3.4 3.5 3.6

Lives with children Currently of No Abode / Transient Suitability of Accommodation Permanence of Accommodation Suitability of Location Accommodation issues linked to risk of serious harm Accommodation issues linked to offending behaviour

11.

Yes / No

12. 13. 14. 15. 16. 17.

4.7 5.2 5.3 5.6 6.1 6.4

Reading, Writing & Numeracy Difficulties Offenders Financial Situation Financial Management Impediment to Budgeting Relationship with Family Relationship with Partner

Collect 1 & 2 Collect 2 Collect 1 & 2 Collect 1 & 2 Collect 2 Collect 2

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No.
18. 19. 20. 21. 22. 23. 23. 24. 25.

OASys Ref. No.
8.4 9.1 10.3 10.6 4.8 13.1 11.1 11.9 12.5 Drug Use

Field

Nature of Information / Comments
Collect 2 Collect 1 & 2 Collect 2 Collect 1 & 2 Collect 2 Yes / No – note this is a very broad field and information should be used with caution. Collect 2 Collect 1 & 2 Collect 2

Alcohol Misuse Social Isolation Mental Health Has Learning Difficulties General Health including disability Interpersonal Skills Understands other people’s views Attitude to Community / Society

Notes on Information Collection Beware duplicate records! Most OASys systems will hold a considerable number of duplicate records. There is only a need for one record per offender, preferably the most current. Duplicates can be taken out manually – a long job or using Excel’s Data – Filter – Advanced Filter – Unique Records feature. At the present time OASys information may not be complete, particularly in relation to accommodation issues. It is advisable to either put a ‘health warning’ on the information that the data represents the minimum numbers or adjust the figures to represent the whole picture e.g. a. Total Number of Offender Records b. Number with Accommodation ‘type’ Information c. Number of b. living in Supported Accommodation d. Percentage in Supported Accommodation = [20/800] x100 e. Adjust for total number = 1000 x 2.5% 1000 800 20 2.5% 25

These figures need to be judged as to their accuracy i.e. does this system produce consistent looking numbers. This information is useful in its own right but when collected across a number of authorities can compare the situation across a county / region. The material needs to be analysed and written in context.

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Example of Use of Information “Not surprisingly, as a regional centre, Newcastle is a magnet for many individuals providing a far higher number of offenders living alone (555 - 28%), compared to neighbouring authorities (Gateshead: 17% - 204 or North Tyneside: 23% -230). The city also sees the highest proportion and actual number of offenders being roofless or living in temporary accommodation: 22% - 443. Suitability of Housing: 365 offenders (27%) live in housing which is not considered to be suitable either in relation to the condition of the property, overcrowding or the proximity to the victim. This is the second highest level in the region…… Support Issues: When exploring the financial position of offenders, Newcastle has the highest proportion of offenders who are facing financial difficulties 49% - 980. The city also has one of the highest figures for offenders who face severe impediments to their ability to budget: 44% - 880…”

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Appendix B (5iii.)

Recommendation for Prison Service Collection of Housing and Housing Support Data.
Collection of Data Local Authorities are required to plan for the Housing31 and Housing Support32 needs of vulnerable people living in or returning to their authority areas. This includes the needs of offenders and in particular vulnerable returning prisoners. Currently, local authority planning is hampered by the paucity of information about the numbers and needs of offenders returning from prisons to their area. Whilst a number of prisons have collected local information and some regions have undertaken initiatives such as ‘snapshot’ surveys or data on sentencing courts, there is no systematic collection of data for prisoners which can inform planning at a local level. In addition some of the information, which is available, is limited in its value due to the lack of rigour in the collection e.g. if a prisoner claims to be NFA this is often taken at face value. Ideally prisons should collect the same information as suggested for the probation service [see Appendix A (5iii.)]. This is unlikely to be achieved until OASys is fully implemented, so it is recommended that a minimum data set is collected until such time. Housing & Housing Support Data This information is required as cumulative data with no need for identifying details. Data would be collected by local authority area. Data would need to be centrally processed to allow for information on ‘out of area’ prison discharges to be added to local information. i. ii. iii. iv.
31 32

Discharging Prison Age Profile Gender Ethnic Origin

Homelessness Act 2002 ‘Supporting People’ Directions and Guidance -ODPM

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v.

Probation /YOT Supervision – numbers who are subject to licence conditions supervised through Probation or YOT and number who are not subject to any conditions. Area of Origin on reception – this would not be the court which had sentenced rather the local authority where the prisoner had resided at the time of being sentenced or with which they had a significant local connection. Area of origin could be expressed as the first part of the postcode e.g. SR1.

vi.

vii.

Area of Discharge – again expressed as post code. Even if a prisoner is claiming to be NFA it would be helpful for them to say which town they were going to. Housing Status On Reception On Discharge

viii.

Status33 Permanent Housing Temporary Housing Supported Housing Hostel NFA Not Known ix.

Housing Support Needs – Number of offenders who have need for support in areas such asManaging finance Interpersonal skills Neighbour relations

Recommendation 3. The Prison service moves to fully implementing OASys as rapidly as possible. 4. Immediate action is taken to collect the data outlined above nationally, collated at a local authority level. 5. Training is provided to Prison staff and Court Escort staff in pursuing an accurate and rigorous collection of data.

33

Definitions should be as defined in the OASys Handbook

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iv.

Eligibility for ‘Supporting People’ Funding

What services are eligible From the beginning of the development of ‘Supporting People’, there has been ongoing debate about what types of service should be funded by the ‘Supporting People’ ‘pot’. This debate continues, fuelled by a concern from central government that some local authorities have funded services which should have more properly been paid for from social care or health budgets. It is acknowledged from the outset that, often, housing related services are composed of a number of elements e.g. Rent Housing Management costs Personal Care Statutory supervision Housing support The ODPM is clear in its resolve to ensure that each element is paid for from the most appropriate source. A revised definition of eligibility is being worked on by ODPM. It is important that this is taken into account when published.34 Approach of ‘Supporting People’ Teams Most authorities are working on the issue of what should or should not be paid for from ‘Supporting People’ funding. Two approaches seem to be developing – i. ii. Those who are seeking precise definitions of what is eligible housing support. Those who are developing commissioning models which would look at a service and come to an agreement with other commissioning partners the proportion of eligible housing support in a service. For example it may be seen that a service is roughly composed of 50% Rent, 5% Housing Management tasks, 35% Personal Care and 10% Housing Support i.e. ‘Supporting People’ funding. The funding would be built up on this basis.

It is probable that most authorities will end up commissioning on the basis of a combination of both approaches.
This will found on the spkweb – www.spkweb.org.uk or ask your local SP team to keep you updated.
34

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Focus on offenders This guidance largely explores eligibility with particular focus on the needs of offenders. However as all offenders have other facets to their lives e.g. being an older person, part of a family, a substance misuser etc. the broader issues will need to be born in mind. What determines how ‘Supporting People’ funding should be spent The ‘Supporting People’ grant is paid to local authorities (Administering Authorities) under Section 3 of the Local Government Act 2000. This section allows grants to be made towards expenditure in, “…providing, or contributing to the provision of, such welfare services as may be determined by the Secretary of State.” The type of service and the amount paid to each authority is outlined in the ‘Supporting People Grant Directions and Conditions’. The conditions expect that the ‘Supporting People’ grant should provide low / medium level housing related services for vulnerable people - for the purpose of developing that person’s capacity to live independently or sustaining their capacity to do so. The schedule to the conditions makes it clear that certain services are not eligible for ‘Supporting People’ funding. These include – Care services which require registration under the Care Standards Act 2000 Nursing or personal care services Services which fulfil a statutory duty by the Administering Authority Psychological therapy or programmes of therapeutic counselling General housing Management services and Services to enforce specific requirements imposed by a Court of Law The conditions also expect that the service is provided as part of a package of support services agreed between the Administering Authority35 and the service provider, and that there is a contract in place between the authority and the provider.
Designated Services (See Section 5vi. “Cross Authority Arrangements”)

There are services which are seen as being of regional or national importance by the Secretary of State. These services cannot have their funding terminated without the written consent of the Secretary of State. Of particular interest to The National Offender Management Service are designated services such as: 35 In practice the ‘Supporting People’ team The Langley House trust - provision for high risk offenders Adullam Housing Association ┐ Stonham Housing Association ├ - housing support for offenders Penrose 2004 ┘ Richard Taylor – AugustHousing Association

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Interpretation On the face of it, these definitions may seem relatively straightforward but when they are applied, in practice, matters can become less clear. Taking an example of ‘doing the washing’ Showing a resident in a supported housing scheme how to use the washing machine, for the first time would be a Housing Management task. Doing the residents washing for them regularly would be Social Care. Reminding a resident that their washing needed doing and how to use the machine the first few times would be a Housing Support task i.e. ‘Supporting People’ eligible. Inevitably ‘grey areas’ appear. Bearing in mind that ‘Supporting People’ exists to help develop or maintain independence skills, the level of input at the beginning of a process may be fairly intense but at the end far lighter. This is acceptable. There are definitions of Care and Social Care laid down in statute under the National Care Standards but there is no similar definition of Housing Related Support. The ‘Supporting People’ grant conditions refer to eligible services in the way outlined below – “Housing related support is about promoting independence by sustaining people in the community. This can be by helping people to avoid homelessness or an undesirable move into an institution. It can also be about providing immediate refuge to homeless people or those at risk of violence. It entails enabling, reminding or assisting service users to live independently and maintain their accommodation.”

If you Touch it- it’s not ‘Supporting People’ Whilst a very rough and ready approach, it has been suggested that if the service provider touches a person or an object then it is unlikely to be Housing Support e.g. Helping a person to wash is personal care – suggesting that they may make friends more easily if they washed more often is Housing support. Taking the rent to be paid is social care – encouraging and reminding someone to pay their rent regularly is Housing support

A list of what is generally accepted as Housing support tasks is attached as Appendix A (5iv)

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Asking Questions A number of questions may illustrate the issue further – 1. What is the purpose of the Housing related support? The service must help people to live in a more independent environment than they would without the support. 2. Does the service help someone maintain their accommodation? The important word is help – housing support is intended to enable a person to gain the skills to be able to tackle a process or activity in the future. The service is not intended to be one which does the work for them. 3. Is the person assessed as vulnerable? Housing support services are not available to the public in general, there is a need to be assessed as being vulnerable in some way e.g. at risk of violence or homelessness. A list of vulnerable groups identified by the ODPM as eligible for ‘Supporting People’ funding is attached as Appendix B (5iv). 4. Can the service be considered to be care or therapy? Neither of these areas can be funded by ‘Supporting People’ 5. Is the service a statutory responsibility of the Administering Authority? If the service is one which the local authority must provide by law e.g. community care, services for care leavers, section 117 aftercare for people with mental health difficulties – these are not eligible for ‘Supporting People’ funding. 6. Is the service enforcing specific requirements imposed by a Court of Law? If this is the case the service is not eligible. The National Offender Management Service Whilst having to always bear in mind the general context of ‘Supporting People’ eligibility, it is largely the last three questions which are likely to affect or be affected by the National Offender Management Service.

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Fundamentally, ‘Supporting People’ cannot pay for activity which – Discharges a statutory responsibility of the National Offender Management Service Enforces specific requirements imposed by a court or Provides therapeutic input
Legacy Funding The ‘Supporting People’ grant conditions acknowledges that there are other services that are eligible for funding from 1st April 2003 due to their being in receipt of one of the legacy funding streams. These may not be providing housing related support alone or at all. The Probation Accommodation Grant Scheme (PAGS) was one of the ‘legacy funding’ streams. However, it is unlikely that this will apply to many, if any, services as the eligibility of PAGS services was assessed prior to them being passed to Administering Authorities. If there are any discrepancies, these are only able to last until the end of the interim contract and the award of a ‘Supporting People’ Five Year contract. Most authorities with concerns about the eligibility of a service would regularise this at the first review and prior to awarding a Five Year contract

To prevent the eligibility of housing support services being compromised National Offender Management Service staff need to ensure that they – 1. Draw a clear distinction between what is provided by housing linked services through ‘Supporting People’ funding and other funding streams e.g. DTTO, ICCP36 2. Ensure that orders made by the court do not name supported housing services in any programmes, directions or requirements e.g. Orders should not be made directing an offender to live at “Any street Supported Housing Project”, rather they should be “Reside at premises as directed by the Probation Service”. Offenders are often placed in supported housing projects as part of their bail conditions. Again by naming the actual project, this may compromise its funding. This may be queried by courts; an explanation is attached as Appendix C (5iv) which can be provided to Magistrates or Judges, either verbally or in writing. 3. Currently, some Probation teams will include work undertaken by supported housing schemes e.g. life skills work, accommodation seeking support, as part of reporting standards for such programmes as DTTO, ICCP or Persistent Offender Programmes. As these programmes are both a statutory duty of the Probation Service and an order of the court they should not be considered as part of the work funded by ‘Supporting People’.
36

Drug Testing and Treatment Order and Intensive Change and Control Programme

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There certainly is no difficulty in paying for this type of service from another funding stream e.g. Drug Action Teams or ICCP funding to run alongside housing support services and provided by the same organisation. 4. National Offender Management Service staff should not expect that housing support services should provide formal counselling or therapeutic input to offenders placed in ‘Supporting People’ funded services unless the financial support for these more intensive services is provided from elsewhere. This is of particular note in projects for people with substance misuse or mental health difficulties. Recommendations for National Offender Management Service Action a. The National Offender Management Service staff must appreciate what services ‘Supporting People’ can legitimately fund and what it cannot. b. The National Offender Management Service staff should seek to ensure that they do not compromise the funding of services by expecting them to provide services which are a statutory duty or a requirement of a court order.

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Appendix A (5iv.)

Housing Related Support Tasks Considered Eligible for ‘Supporting People’ Funding
Support Planning 1. Work with resident to create, review and update Support Plan Setting Up and Maintaining a Home 1. Assessing a person’s support needs in relation to managing their home. 2. Undertaking risk assessment in relation to person’s ability to live independently. 3. Providing advice and assistance to help a resident understand and fulfil their responsibilities as a tenant or towards a mortgage lender. 4. Providing advice and support in gaining essential household furniture and equipment. 5. Providing advice and assistance in getting utilities connected and making arrangements for payment. 6. Providing information and supporting to the resident in claiming benefits to pay for their housing. 7. Providing advice on household budgeting, particularly in relation to regularly paying for rent, mortgage and other housing related charges. 8. Providing information regarding how to access local services such as GP, Post Office, Benefits Office. Ensuring the Property is Safe and Secure 1. Undertaking a risk assessment of the resident in the particular property. 2. Providing advice and support on how to use equipment in the home safely and to recognise when equipment is faulty. 3. Providing advice and assistance to residents on developing good safety routines e.g. locking doors and windows, testing fire alarms. 4. Providing information and advice on how to report repairs and hazards. Life Skills Development 1. Providing advice and support to residents on how to prevent and deal with difficulties with neighbours. 2. Providing information and assistance to residents in contacting and dealing with agencies concerned with housing relate matters e.g. Housing Department, CAB, Advocacy Services.

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3. Providing advice and assistance to help residents manage their health and well being e.g. how to access information and services. 4. Providing information and support in accessing local cultural, leisure and social facilities with a view to aid social integration. 5. Providing information and advice about local services which support the emotional well being of residents. Other Eligible services 1. Assisting residents to move on from short term housing into suitable long term accommodation. 2. Provision of community or social alarms. 3. Advice and support regarding repair work / home improvement work. 4. Providing immediate refuge to homeless people or those at risk of violence.

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Appendix B (5iv.)

Vulnerable Groups Identified by ODPM as eligible for ‘Supporting People’ funding

Services are provided for vulnerable people who would otherwise be at risk of losing their home due to an inability to cope with the demands and requirements of living independently. In assessing whether a service is eligible, authorities should consider whether the service user has any of the vulnerabilities below which may cause them to be in need of support. Previous homelessness or rough sleeping Previous imprisonment, or at risk of re-offending Mental health problems Learning difficulties Being at risk of domestic violence Teenage Pregnancy Vulnerability due to age, including both older people having difficulty coping and young people at risk. Drug and alcohol problems Physical and sensory disability Having HIV or AIDS Being a Refugee A previous history of repeated and unplanned loss of tenancy Travellers

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Appendix C (5iv.)

Explanation to Court regarding ‘Supporting People’ eligibility
The Probation Service would ask that the defendant be ordered to reside / bailed to an address ‘as directed by the Probation Service’. That address will be ……….. The reason for not including the name and address of the property in the order is that it is a supported housing service funded under the ‘Supporting People’ grant Conditions. The Office of the Deputy Prime Minister which issues the grant conditions has determined that ‘Supporting People’ funding is not an eligible service if it is the provision of – “Services to enforce specific requirements imposed by a court of law.”37 The defendant will reside at the property and receive housing related support under the ‘Supporting People’ regime. Any supervision or monitoring by the Probation Service will take place in accordance with National Standards. The provision of a curfew or electronic tagging is acceptable within the property and this will be enforced by the Probation Service and the Security Company managing the electronic monitoring equipment.

37

“Supporting People Programme Grant Conditions, Schedule para. 6.(e), ODPM, 2003

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v.

Cross Authority Arrangements

The ‘Supporting People’ programme recognises that some people, will need access to housing related support outside of their home or originating area. This may be due to such factors as, • • • • posing a risk to themselves or others fleeing violence including domestic violence needing to access specialist support services live a transient lifestyle

Cross Authority arrangements are the ways in which ‘Supporting People’ Administering Authorities and service providers should work together to ensure cross authority access arrangements are in place. This is a field of real interest for the National Offender Management Service as movement across authorities is a significant feature for many offenders’. Monitoring and research to date has shown the groups most likely to use cross authority access are, • • • Offenders Women fleeing violence Homeless people

What are Cross Authority Arrangements There is no such thing as a cross authority service; there is cross authority access to services. Therefore, under the equality of access requirement of ‘SP’, all services may take ‘out of area’ referrals. The ODPM has recognised that there are some services which cater for regional or national needs and a large majority of their referrals will be cross authority. These are termed Designated Services. Designated Services The funding for Designated services cannot be terminated without the written consent of the Secretary of State. The criteria for designation includes, • • • • services which provide for high risk offenders all accommodation based services which provide for women at risk of domestic violence services which cater for a very specialist combination of needs services which offer national coverage

Only accommodation based services were considered for designation.
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Designated services are of particular interest to the National Offender Management Service as they contain provisions which meet the needs of many offenders. For instance, of the 178 services in the most recent ODPM list of designated services38, • • • 40% cater primarily for offenders including mentally disordered offenders 25% primarily for people with alcohol problems 17% primarily for people with drug problems

With 82% of listed services likely to be directly relevant to offenders this emphasises the need for priority involvement of the National Offender Management Service. Cross Authority Access Cross authority access is particularly important for offenders. Offenders may need to move out of their home area because they pose a risk to others or are at risk themselves. There are also victim and media issues to be considered. Offenders may also require cross authority access to support services - to move away from their offending history or because they need to maintain contact with specialist services which are not available in their home area. The ODPM emphasises the importance of the informal support of family, friends and community groups. As such moves for these reasons are recommended to be facilitated not discouraged. The needs of refugees and asylum seekers with appropriate status will also need to be considered in relation to movement across authorities. Enabling offenders to gain access to these support services, when and where they need them, is the key task. There are five types of access / referral arrangements, Host Authority Open Access Structured Referral Multi-lateral Spot Purchasing Where the user has a local connection Where the user self refers to the service Where the user is referred from a statutory agency e.g. probation. Where there is an agreed protocol between the Commissioning Bodies, within the cross authority grouping, to take out of area referrals. Where the originating authority has specifically purchased a place ‘out of the area’ for a service user.

This number does not include accommodation based provision for women fleeing domestic violence for reasons of safety. The list is available on www.spkweb.org.uk

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Cross authority access is represented by all but the first arrangement. Offenders moving from their home area are most likely to be referred using the Structured Referral route, particularly in the case of high risk offenders. This would largely be to ‘PAGS legacy’39 projects where the referral rights of the Probation Service are still part of these contracts. However, offenders will also have cross authority access using other types of referrals and through self referral. It would be of value for prisons and probation areas to make themselves aware of both ‘PAGS legacy’ and other cross authority provisions which may be subject to local multilateral agreements. This is where cross authority arrangements will come into effect. Each Administering Authority will be in a Cross Authority Group (CAG). These groups are responsible for ensuring that arrangements are in place to enable movement between local authority boundaries and ensure cross authority access to support services. Cross Authority Groups The ODPM has divided the country into Cross Authority Groups (CAG’s). This may be a number of unitary authorities or counties or a mixture of both e.g. Tyne & Wear and Northumberland. The group is responsible for producing a detailed cross authority statement for inclusion in local ‘Supporting People’ strategies and which will set the priorities for cross authority working. The statement must demonstrate a commitment to monitoring the pattern of cross authority movement and developing and maintaining access to services for Cross Authority Service Recipients. The CAG should operate in conjunction with member Commissioning Bodies and Core Strategy Development Groups, acting in an advisory role on all issues relating to cross authority access and designated services. London Because of the large number of authorities within a relatively small geographical area, there is a considerable amount of movement between boroughs by SP service users. This makes cross authority access an even greater priority. The Association of London Government acts as the combined Cross Authority Group and Regional Planning Group for the capital.

PAGS legacy schemes are housing support partnerships which were previously funded under the Probation Accommodation Grants Scheme prior to this funding passing to LA’s.

39

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Membership The membership of CAG’s may vary but in general should include, • • • Supporting People Lead Officers from the Administering Authorities included in the grouping A representative of the Probation Service A Health representative

There may be service provider representatives or individuals representing the needs of those client groups most likely to use cross authority access. All CAG’s need to have written terms of reference, an elected chair and secretary and a regular programme of meetings. Functions of the Cross Authority Group • • • • • • • • • • To produce a five year Cross Authority statement in conjunction with members Supporting people strategies. To create a cross authority project plan which sets priorities and manages tasks. To monitor member authorities performance against Cross Authority Baseline Targets published by the ODPM. To identify existing and emerging patterns of cross authority access and analyse trends. To assist individual Commissioning Bodies with their planning for change and growth of cross authority services. To identify where cross authority service recipients may be better served through the provision of local services in their host authority. To plan and propose new services which may be commissioned on cross authority or multilateral bases. To evaluate and assist in the review process of services used by ‘cross authority service recipients’ and Designated services. To liase with other CAG’s at a regional or national level where appropriate to ensure effective cross authority working arrangements. To share good practice amongst partners.

Monitoring The movement of service users across authorities is mapped through the ‘Supporting People’ Client record Form monitoring. This should be compared with the expected movement as published by the ODPM. Whilst it is accepted that the early information was not as robust as it could have been, it is hoped that more accurate data can be collected and targets set.

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This can be used for local, cross authority and national planning and commissioning. Recommendations for National Offender Management Service Action a. To ensure that all Probation areas represent the needs of offenders on Cross Authority Groups. b. To ensure that Probation and Prison resettlement staff are aware of local designated services and cross authority access arrangements. c. To ensure that the interests and needs of offenders and victims are reflected in Cross Authority statements. d. To ensure the cross authority needs for new or remodelled cross authority services for offenders are evidenced and promoted. e. To ensure that The National Offender Management Service develop an evidence base to support cross authority arrangements and Designated services. This would need to include the best available information on to where prisoners are discharged. f. To ensure the needs of appropriate vulnerable and hard to reach groups are included in cross authority statements.

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vi.

‘Excellent Authorities’

Twenty two local authorities in England have been classed as ‘excellent’ in their Comprehensive Performance Assessment40. These assessments relate to the whole local authority, not specifically the ‘Supporting People’ administration. As such, the classification should not be used to necessarily view the performance of the ‘SP’ system. The impact on the ‘SP’ Administering Authority is that it is subject to separate ‘Supporting People’ grant conditions.41 These conditions expect excellent authorities to undertake service reviews in line with the guidance and they must ensure that these are, “…rigorous and disciplined, and take into account the nature, level, quality and cost of services.” As with most aspects of ‘excellent authorities’ practice – how the reviews are carried out is a matter for local arrangements. ‘Excellent Authorities’ do not have to organise Commissioning Bodies and Core strategy Groups. However, most authorities are following the general guidance. The Audit Commission, in their Supporting People Inspection of an ‘excellent authority’ felt that, • That without some form of Core Strategy Group which included partners and the non statutory sector, the ‘Supporting People’ agenda will run a significant risk of failing to adequately represent the collective view of all partners. There should be a Commissioning Group which consistently captures the views of Probation and Health.

It is clear that the Audit Commission sees the value of the formal partnerships in the planning and commissioning of ‘Supporting People’ services. Recommendations for National Offender Management Service Action In ‘excellent authorities’ Probation should promote the value of partnership working and use their influence to ensure that Commissioning Bodies and Core Strategy Groups operate effectively.

These are listed in Appendix A(5iv) The Supporting People Programme Grant for Excellent Authorities (England) Grant Conditions. These are available on www.spkweb.org.uk
41

40

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Appendix A (5vi.)

‘Excellent Authorities’ in England (Correct at August 2004)

• • • • • • • • • • • • • • • • • • • • • • • • • • •

Bexley London Borough Blackburn and Darwen Borough Council Bolton Metropolitan Council Camden London Borough Cheshire County Council City of London Corporation City of Westminster London Borough Council Cornwall County Council Derbyshire County Council Dorset County Council East Riding of Yorkshire Council Gateshead Metropolitan Borough Council Hammersmith and Fulham London Borough Council Hampshire County Council Hartlepool Borough Council Hertfordshire County Council Kensington and Chelsea London Borough Council Kent County Council Kingston upon Thames London Borough Council Kirklees Metropolitan Borough Council Stockton on Tees Council Sunderland City Council Tameside Metropolitan Council Telford and Wrekin Council Wandsworth London Borough Council West Sussex County Council Wigan Metropolitan Borough Council

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Preparation for Audit Commission Inspections
Audit Commission Inspections The Audit Commission has been required to inspect every ‘Supporting People’ Administering Authority in the first five years of the ‘SP’42 programme. Authorities were asked where in this programme they wished to be inspected and a programme for each year drawn up. Recently, the inspection of 19 authorities whose costs were judged to be higher than expected was brought forward and have been visited during 2004.43 The inspections are carried out by a joint inspection team led by a Housing Inspector. The other inspectorates in the team are, • • The Commission for Social Care Inspection44 and HM Inspectorate of Probation

The team also includes a Tenant Inspection Adviser. This guidance briefly outlines the purpose of the inspections but does not seek to detail the work which is undertaken by the local authority in preparation for the visit. The guidance aims to make probation staff aware of the role they are likely to play in the inspection process. It should also be emphasised that the inspection process is learning throughout its programme and there will, inevitably, be changes in the inspection format as further experience is gained. Purpose of Inspection The inspections are intended to promote continuous improvement through identifying areas of strength and concern within an authority, and offer practical suggestions for development. The inspectors make two judgements, 1. How good is the service (Excellent *** / Good** / Fair* / Poor) • • •
42 43

Are there clear, challenging aims Does the service meet the aims How does performance compare with similar authorities

‘Supporting People’ The timetable for inspections is able to be found on – www.audit-commission.gov.uk/reports/guidance “Supporting People” click on link “2004/05 Supporting People Inspection Programme” 44 Previously known as the Social Services Inspectorate

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2. What are the prospects for the service improving (Excellent / Promising / Uncertain / Poor) • • • What is the evidence of service improvement How good are the current improvement plans Will improvements be delivered

Scope of the Inspection The inspection will be based on a number of areas, • • • • • • • The authority’s compliance with ‘Supporting People’ grant conditions The processes and outcome of the authority’s Commissioning of services to meet user needs User involvement and access to services Partnership working Quality and monitoring processes Value for Money and cost effectiveness of the programme and individual services Outcomes for service users.

It would probably be fair to say that earlier inspections did not place as great an emphasis on the final two points which are seen as major elements of future inspections. The inspection is of the administering authority – not just the ‘Supporting People’ team. This will include staff from other linked departments, elected members, providers, partners, nearby authorities’ lead officers in relation to cross authority arrangements, users and other stakeholders. This is an inspection of the operation and impact of the programme, as a whole, in the particular authority. Inspection Process Prior to the inspection, ideally twelve weeks before, both the local authority and the Probation Service will be asked to provide information to the inspectors. This information is appraised and inspectors will, • • • Form an initial impression Determine particular issues to be explored ‘on site’ Identify reality checks to test the quality of the service e.g. particular providers, stakeholders and service users

These impressions will be presented and checked out in a meeting with the administering authority and stakeholders.

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On the date identified the inspection fieldwork will commence, a preliminary report produced which is shared with the authority and, following consultation, the final report published and placed on the Audit Commission website45. Probation Involvement The vast majority of the inspection falls on the shoulders of the administering authority, although there will be demands placed on probation staff and offender focused providers to contribute to the inspection. The minimum involvement of probation staff would be to, • • Submit the ‘paper’ information requested by the Probation Inspector Attend an interview with the Probation inspector

At the highest level probation staff with ‘SP’ responsibilities may be involved in such events as, • • • • • Administering Authorities’ preparation for the inspection Briefings by the Inspection team Attendance at Core Strategy Groups and Commissioning Bodies which are observed by Inspectors Involvement in feedback and consultation meetings Reading the draft report and making any necessary comments

It is recommended that probation staff both make themselves available for the broader range of meetings and promote this within the authority. This fuller involvement not only ensures that information regarding the probation service is accurate but also demonstrates the strength of partnership in an authority. Who should be involved from Probation The straight forward answer as to who should be involved is – the most appropriate people. There will be a request for an interview with the Commissioning Body representative, other key ‘Supporting People staff and specialist accommodation staff. All interviews with probation staff will be undertaken by the Probation Inspection Officer who may involve other members of the inspection team or not. It is likely that the middle managers involved in ‘Supporting People’ – Accommodation and Partnership managers are best placed to prepare the paper information. It may be felt helpful for the Commissioning Body representative and
45

www.audit-commission.gov.uk

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the middle manager to offer themselves for interview together as the broad ranging questions from the inspector may be more fully answered. Request for Information To date the information requested prior to the inspection has included, 1. A copy of the Area’s ‘Supporting People’ audit. These documents were written in early 2003 and are likely to be well out of date. At a minimum, the audit should include comments made on any changes. At best, if there is good notice of an inspection, the audit should be completely revised. An outline of the audit is attached as Appendix A(5vii) 2. A copy of the Area’s Offender Accommodation strategy or Housing Support Plan. This area is covered in Section 5i. 3. An analysis of need for housing support services for offenders in the authority. This should include areas such as, • • • • • Former PAGS funded services Other specialist provision for offenders General services which accept offenders Unmet needs experienced by the Probation Service Priorities for service development

4. Information on services for managing high risk offenders and MAPPA.46 5. Local Information sharing protocols, including risk and confidentiality policies. 6. Information on funding arrangements for services not wholly funded by ‘Supporting People’ e.g. DAT, Health 7. An assessment of the financial viability of accommodation schemes47 e.g. • Are they extremely low cost and insufficiently staffed • Are they high cost and in danger of being targeted for savings 8. Information about any significant changes in the probation area e.g. • Increase / Decrease in staff with Housing / ‘SP’ responsibilities • Change in profile of offenders e.g. increase in younger offenders • Transfer of local authority housing to ALMO’s and LSVT48 • Closure / opening of significant private or voluntary provision for offenders.
46 47

Multi Agency Public Protection Arrangements See Appendix A (5ii.) 48 ‘Arms Length Managing Organisation’ / ‘Large Scale Voluntary Transfer’ – these are the housing management companies or housing associations to which local authorities are required to transfer their stock under government legislation.

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9. Comments on the effectiveness of Probation partnerships with local • Housing • Health & • Social Care agencies These would include partnerships and joint working outside the ‘Supporting People’ fields e.g. DAT’s, Crime & Disorder Reduction Partnerships. 10. Any other relevant information. Information will also be requested on • • • Key probation ‘Supporting People’ personnel in the area Any Specialist accommodation staff Key partners and / or accommodation provision

This information will help the inspector decide who they will interview, to both gain information and ‘reality check’ the information i.e. does the provider have the same opinion of particular aspects of the ‘SP’ administration as the probation commissioner. The probation inspection officer is likely to spend a single day on site so will be hoping to fit as much as is helpful into this day. As such it would be useful to provide a bit of information about the people and services above, including what sort of particular input they may be able to offer. Contact with Inspection Officer The probation inspection officer is likely to make telephone contact with the probation staff member identified as the lead to, • • • • Clarify items in the information Explore new areas Ask for advice regarding services to visit Make arrangements for the Interview(s)

Interview with Inspection Officer The interview is likely to last between one and two hours and will cover a broad range of topics including, 1. Engagement in the ‘Supporting People’ system, • • • Attendance at meetings Commitment of management / Board to ‘SP’ Involvement in decision making in the Commissioning Body 89

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• • •

Information received to enable commissioning and monitoring decisions e.g. appropriate financial and performance information. Provision of needs information and priorities for offenders including prisons and YOT. Communication of ‘SP’ information within NOMS.

2. Links and Partnerships with other agencies in the authority, • • • • • Partnerships e.g. DAT, Crime & Disorder Reduction partnership Relationships with Housing providers, particularly the local authority Involvement in the development of Homelessness and Housing strategies Links with prisons & YOT regarding housing and housing support Links with drug and mental health services

3. Offender Accommodation • • • • • Range and suitability of provision Needs and gaps in provision Priority for service development Management of need for very high / high risk offenders Outcomes of service provision - how do we measure achievement - what information is collected (if any)

4. Managing Risk MAPPA procedures Local risk management agreements Information sharing 5. Local links with the Voluntary & Independent sector Use of private sector Accommodation forums 6. Involvement in Service reviews How is area involved in both, contributing to, and receiving feedback about offender linked services. 7. Needs Mapping How does the service map and prioritise need for offender support. 8. Value for Money Any areas of concern for Inspection Officer or Probation Area.
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9. Prospects for Improvement of ‘SP’ delivery Has ‘SP’ made a real difference to support services for offenders Are there areas for improvement 10. Examples of Good Practice There is a need to be clear about what opinion is and what can be evidenced as fact. Probation staff may be asked to evidence statements or claims. Draft Report A draft report will be circulated to the Administering Authority, To check for factual accuracy To make any submissions regarding the judgements made by the inspectors. Also it can be important that the words and concepts used by the inspectors are not likely to be misread by others in a different light e.g. seen by elected members as overly critical when this was not the intention. Probation Commissioning Body members should ensure that probation has the opportunity to comment on this draft report and submit their comments. The most surprising thing to many probation staff is how little probation is mentioned in the final Audit Commission report. Four or five specific mentions would be the norm. Additional comments would normally be due to particularly good practice or something of real concern. The report should not only be read looking for probation and offenders but also considering the probation performance as part of such areas as, The Core Strategy Group The Commissioning Body Contributing to the development of strategy Action from Report Following the publication of the final report the Probation Commissioning Body representative should draw up an action plan for improving any areas of concern or potential development for probation or other National Offender Management Service staff. This action plan should be agreed by the area’s senior management and shared with appropriate staff and the Commissioning Body.

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Recommendations for Probation Service Action a. Staff responsible for ‘SP’ should ensure they are aware of inspection dates for authorities in their area. b. Appropriate probation staff should engage in the inspection process as fully as possible. c. When an inspection is announced a lead officer be nominated to coordinate information and arrangements. d. Information is provided to the probation inspection officer as fully as is achievable. e. The inspection should provide the opportunity to revise the area’s ‘Supporting People’ Audit f. Probation staff should ensure that they have the opportunity to comment on the draft inspection report. g. Following publication of the report the probation commissioner should draw up an action plan which is agreed by area management and shared with relevant staff and Commissioning Body.

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Appendix A (5vii.)

Audit of Probation Engagement with ‘Supporting People’ Programme and Linked Offender Housing Issues
1. CONTACT DETAILS Probation Area Name of Chief Officer Lead Manager for SP Address Tel. No. Email 2. SUPPORTING PEOPLE / HOUSING STAFFING RESOURCES i. How many staff in your area work directly on housing issues? Please detail number, posts and comment on any changes to this establishment over the past year. Do you provide a housing advice service? If yes, is it provided ‘in house’ or through partnership arrangements. If a partnership with whom. What is the estimated staff time spent on ‘SP’ each month? Include attendance at Commissioning Bodies and other groups. Job Title

ii.

iii.

3. REPRESENTATION ON LOCAL AUTHORITY ‘SP’ GROUPS For each local authority identify the probation representative / grade for the groups below and please indicate the frequency of attendance at each group. Key : A = Always, R = Regularly, I = Infrequently, N = Never
Local Authority Core Strategy Group Frequency of Meeting Attendance at Meeting Commissioning Body Frequency of Meeting Attendance at Meeting

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i. ii. iii. Key:

Are Board members or Elected members represented on any SP groups? Are offender providers represented on the Core Strategy Group? (give details) How satisfied are you with Probation’s position within the ‘SP’ groups (please complete table below) Very Satisfied / Satisfied / Concerned / Very Concerned
Satisfaction with Probation Position

Local Authority

4. STAFF TRAINING i. ii. iii. Have staff involved in representing Probation on ‘SP’ groups received training for this role? What information is provided for Probation staff in relation to ‘Supporting People’ Have you been involved in providing training on offender issues for ‘Supporting People’ staff and commissioners?

5. IMPLEMENTATION OF ‘SUPPORTING PEOPLE’ i. ii. Have you any concerns about the implementation of ‘SP’ by local authorities? Have there been any actual benefits for the National Offender Management Service? Offenders directly from the ‘SP’ programme. Is Probation part of a local Cross Authority Group How frequently does the CAG meet? Is Probation part of the Regional Implementation Group How frequently does the RIG meet?

iii. iv.

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6. ‘SUPPORTING PEOPLE’ AND STRATEGIC PLANNING Within Probation i. ii. iii. Does ‘Supporting People’ appear in your annual business plan? Have you developed a ‘Supporting People’ / Housing Plan? How frequently do you report to Senior Managers / Board on ‘Supporting People’? (attach copies of reports)

Within Local Authorities i. ii. What contributions have been made to the Five Year strategies (if possible attach contributions to strategy) How satisfied are you that the ‘SP’ Five year strategy recognises the needs of offenders? (please complete table below) Very Satisfied / Satisfied / Concerned / Very Concerned

Key:

Local Authority

Offender need in Five Year Strategy

iii. iv.

Have links been made with other Community Plans? (e.g. DAT / Crime & Disorder Reduction / Community Safety / Housing) Has Probation contributed to the development of local Homelessness strategies?

7. NEEDS ASSESSMENT i. ii. iii. iv. Are you using an Assessment Tool to identify offender housing and housing support need? What methods are you using to gather needs information for the ‘SP’ strategies? Have you developed links with the Prison service and YOT’s to help determine offender need locally? What are the major areas of unmet need in your Probation area? 95

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8. ‘SUPPORTING PEOPLE’ REVIEW PROCESS i. ii. Have offender outcome measures been included in ‘steady state’ contracts for offender linked providers. Where do former ‘PAGS funded schemes and other offender linked services appear in the local authority review programmes.
Service Provider Review Date

iii.

Have you an agreed process for contributing to ‘Supporting People’ reviews of offender linked services? (please outline) Have you received information regarding the outcome of offender linked service reviews? Have any significant issues arisen from the review process? (e.g. recommendations for decommissioning / refocusing. How were any concerns dealt with)

iv. v.

9. RELATIONSHIP WITH PROVIDERS i. ii. Do you maintain any formal contact with PAGS legacy providers? Have you an agreed protocol for working with former PAGS providers. (if yes append) Have you an Area Offender Accommodation Forum (if yes who is invited, what are the terms of reference) Do you still receive monitoring information from PAGS legacy projects? (if yes what information is received and how is it used)

iii. iv.

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SECTION 5

viii. ‘Supporting People’ in Wales
‘Supporting People’ in Wales Whilst ‘Supporting People’ is a UK wide initiative, the Welsh Assembly has developed an approach which meets the circumstances in Wales more effectively and reflects its devolved powers in areas such as, housing health and education. This includes a closer link between central, local government & providers and the establishment of two grant schemes rather than the single stream in England. Whilst the ‘Supporting People’ programme in Wales is distinct, it does largely follow the same direction as the English programme in the roles played by the National Offender Management Service staff. Full details of the administration of the programme can be found on the website www.housing.wales.gov.uk . This section seeks to highlight differences in terminology and operation between that set out in the general guidance, for probation and prison staff, and for those working in Wales. Funding Two grant schemes have been established, Supporting People Grant (SPG): which funds supported sheltered projects for older people and other projects providing community care. This is administered by local authorities. Supporting People Revenue Grant (SPRG): which funds all other types of housing support as described throughout this guidance. This funding will be administered by the Welsh Assembly initially and transferred to local authorities by April 2006. Supporting People Operational Plan (SPOP) ‘Supporting People’ is driven by a locally created annual plan coordinated by the Supporting People Planning Group. The plan is intended to act as a revenue resource planning mechanisms and will aim to, Target SPRG resources on a national and local level Provide evidence for the allocation of SPG resources Ensures consistency at a national level which aids equitable distribution of resources locally. Link the plan to Homelessness strategies Promote the ability to live independently and prevent homelessness

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The plan is submitted to the Welsh Assembly in September of each year to enable resources to be allocated for the following year. ‘Supporting People’ Planning Group The Welsh model has a single planning group unlike the two tier English approach. The Supporting People Planning Group (SPPG), is responsible for, The development of the Supporting People Operational Plan. Overseeing, directing and instructing the Supporting People Team in the practical development of the plan. Assessing need, making judgements on and prioritising information based on need. Agreeing a methodology for the project development process. Core membership of the group includes local authority, Health and Probation although other members may be co-opted for specific purposes. Regional Supporting People Planning Groups The Welsh Assembly guidance allows for local authorities to work together to plan for services across a number of authorities, as long as each authority develops its own plan. Also an All Wales Planning group is held under the auspices of the Assembly. Cross Boundary Issues The need for services to meet the needs of people who cannot be supported in their home authority are recognised – Cross Boundary issues- and reflect the same approach as Cross Authority Arrangements in England. Specialist Advice Earl H Smith – Address: Joint Probation and Prison service secondment to Welsh Assembly. Housing Directorate National Assembly for Wales Crown Buildings Cathays Park Cardiff, CF10 3NQ 02920 825634 earl.smith@wales.gsi.gov.uk

Tel: E-mail:

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Section 6

DIRECTORY OF STAFF WITH ‘SUPPORTING PEOPLE’ RESPONSIBILITIES

England Wales National Probation Directorate

‘Supporting People’ Guidance for the National Offender Management Service

Area Avon / Somerset:

Lead Officer Jill Cotgrove, ACO 11 Canon St, Taunton, Somerset, TA1 1SN Tel: 01823 346411

Operational Manager Bristol: Nick Gough, Ashley House, Probation Hostel, 14 Somerset Street, Kingsdown, Bristol. BS2 8ND Tel: 0117 924697 South Gloucester: Garry Holden, Decourcy House Probation, Upper York Street, Bristol. BS2 8QN Tel: 0117 9447200 Bath & NE Somerset: Sue Hull, Bath Probation, The Old Convent , 35 Pulteney Road, Bath. BA2 4JE Tel: 01225 460673 Somerset: Steve Mason, Yeovil Probation, Court Ash House, Court Ash, Yeovil. BA20 1AG Tel: 01935 476461

Bedfordshire:

John Williams, ACO 3 St. Peter’s Street, Bedford, MK40 2PN Tel: 01234 213541 Margaret Lowe, ACPO 1 Brooklands Ave, Cambridge, CB2 2BB Tel: 01223 712345 Marie Orrell, ACO Beech House, Park West, Sealand Road, Chester, CH1 4RJ Tel: 01244 394500 John McGhee, Senior P.O. 1 Brooklands Ave, Cambridge, CB2 2BB Tel: 01223 712353 Liz Garner, Accommodation Manager, 6 Parkway , Wilmslow, Cheshire. SK9 1LS Tel: 01625 530881

Cambridge:

Cheshire:

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Area Cumbria:

Lead Officer Annette Hennessy, ACO, Lime House, The Green, Wetheral, Carlisle. CA4 8EW Tel: 01228 560057 County: Sarah Winwin Sein, ACO, 18 Brunswood Road, Matlock Bath, Matlock, DE4 3PA Tel: 01629 55422 City: Paul Yates, ACO 18 Brunswood Road, Matlock Bath, Matlock, DE4 3PA Tel: 01629 55422 Cornwall Peter Vallis, ACO 22 Lemon Street, Truro, Cornwall, TR1 2LS Tel: 01872 326262 Plymouth: Jon Nason, ACO St Catherine’s House, 5 Notte Street Plymouth, PL1 2TS Tel: 01752 827500

Operational Manager Mike Quille, Development Manager, Georgian House, Lowther Street, Carlisle. CA3 8DR Tel: 01228 522333 Trevor Williams, Sue Parker HM Prison Sudbury, Ashbourne, Derby, DE6 5HW Tel: 01283 584073 (direct dial) 01283 584074 (admin) 07717 766122 (mobile)

Derbyshire:

Devon & Cornwall

Cornwall Mark Frazer, PDO 3 Kings Avenue, St Austell PL25 4TT Tel: 01726 72654 Plymouth: Lucy van-Waterschoot, PDO, St Catherine’s House, 5 Notte Street Plymouth, PL1 2TS Tel: 01752 827500

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Area Devon & Cornwall cont…

Lead Officer N.E. Devon: Mary Mitchell, ACO, 3/5 Barnfield Road, Exeter, EX1 1RD Tel: 01392 421122 Torbay / S. Devon: Kath Morris, ACO, Thurlow House, Thurlow Road Torquay TQ1 3EQ Tel: 01803 213535 Murray Shackleforth, Area Manager 7 Madeira Road, Bournemouth, BH1 1QL Tel: 01202 228000 Keith Norman, ACO, Forest House, Aykley Heads Business Centre, Durham City, DH1 5TS Tel: 0191 383 9083 Mary Archer, Chief Officer, Cullen Mill, 49 Braintree Road, Witham. CM8 2DD Tel: 01376 501626

Operational Manager N.E. Devon: Rachel Bailey, Partnership Development Officer 3/5 Barnfield Road, Exeter, EX1 1RD Tel: 01392 421122 Torbay / S. Devon: Nariman Dubash, PDO, Thurlow House, Thurlow Road Torquay TQ1 3EQ Tel: 01803 213535

Dorset:

Durham:

Essex:

Robin Brennan, ACO Harry Kent, SPO Basildon Bail Hostel, 1 Felmores Basildon. SS13 1RN Tel: 01268 557550

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Area Gloucester:

Lead Officer Peter Blomley, ACO, Bewick House, 1 Denmark Road Gloucester, GL1 3HW Tel: 01452 426263 Barbara Swyre, ACO, Friary House, Middle Brook Street, Winchester SO23 8DQ Tel: 01962 842207 Carole McDougall, Director of Operations Graham House, Yeoman’s House, Ware Road, Hertford, SG13 7HJ Tel: 01992 504444 Brian Siddy, ACO 21 Flemingate, Beverley, East Yorkshire, HU17 0NP Tel: 01482 398255

Operational Manager

Hampshire:

Hertfordshire:

Doug Hook, Programme Manager, Graham House, Yeoman’s House, Ware Road, Hertford, SG13 7HJ Tel: 01992 504444 Hull: Rupert Sellors, SPO New Cross Street, Hull. HU1 3DU Tel: 01482 323049 East Riding of Yorkshire: Adrian Mellor, SPO “Greenawn”, 1 Airmyn Road, Goole, East Yorks. DN14 6XA Tel: 01482 869292

Humberside:

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Area Humberside cont…

Lead Officer

Operational Manager North Lincolnshire: Neill Martin, SPO, 1 Park Square, Laneham, Scunthorpe North Lincolnshire, DN15 6JH Tel: 01472 357454 N.E. Lincolnshire: Les Gordon, SPO, Queen Street, Grimsby, North East Lincolnshire, DN31 1QG Tel: 01472 357454

Kent:

Rob Verity, ACO, Chaucer House, 25 Knightrider Street Maidstone, ME15 6ND Tel: 01622 350828 Ian Philips, ACO, 99-101 Garstang Rd, Preston. PR1 1LD Tel: 01772 201209

Robert Clark, Partnership & Mentor Unit Manager 56 College Road, Maidstone, Kent. ME15 8SJ Tel: 01622 687521 Nicola Greenwood, Partnerships’ Manager Albert Edward House, Unit 1, Block B, The Pavillions, Port Way, Preston. PR2 2YB Tel: 01772 256651 Alan Gray, SPO, 38 Friar Lane, Leicester, LE1 5RA Tel: 0116 2536331 Christine Bull, SPO, 8 Corporation St., Lincoln. LB2 1HN Tel: 01522 510011

Lancashire:

Leicester & Rutland:

Paul Hindson, ACO, 2 St. John Street, Leicester. LE1 3BE Tel: 0116 2516008 Claire Dilley, Acting ACO, 7 Lindum Terrace, Lincoln, LN2 5RP Tel: 01552 520776

Lincolnshire:

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Area London:

Lead Officer Ilid Davies, ACO Mitre House, 223-237 Borough High Street London SE1 1JD Tel: 020 7740 8530

Operational Manager Housing Development Managers – whilst there are ACO’s who sit on Commissioning Bodies the first point of contact for the boroughs should be with the appropriate manager below. All Housing Development Managers are based at, Mitre House, 223-237 Borough High Street London SE1 1JD Bexley / Bromley Croydon Greenwich / Lewisham Lambeth Southwark Martin Tully – Tel: 020 7740 8528 - Mob: 077177 66314 Ealing / Hounslow Hammersmith & Fulham / Wandsworth Kensington & Chelsea / Westminster Kingston / Richmond Merton / Sutton Paul Mellish – Tel: 020 7740 8560 - Mob: 077177 66315 Barnet / Enfield Brent Camden / Islington Haringey Harrow / Hillingdon Lourdes Keever – Mob: 079565 08758

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‘Supporting People’ Guidance for the National Offender Management Service

Area London cont…

Lead Officer

Operational Manager Barking, Dagenham & Havering Hackney Newham Redbridge / Waltham Forest Tower Hamlets Amanda Tooth – Tel: 020 7740 8514 - Mob: 077177 66316

Gt. Manchester:

Sally Drake, Offender Employability Development Manager 6th Floor, Oakland House, Talbot Road, Manchester, M16 0PQ Tel: 0161 872 4802 Peter Murray, ACO, Burlington House, Crosby Road North, Waterloo, Liverpool, L22 0JP Tel: 0151 920 9201 Stuart McDonald, ACO, 4th Floor, St.James Yarn Mill, Whitefriars, Norwich, NR3 1SU Tel: 01603 220117 Roger Pearse, ACO, Walter Tull House, 43-47 Bridge Street, Northampton, NN1 1NS Tel: 01604 658082

Karen Hurley 6th Floor, Oakland House, Talbot Road, Manchester, M16 0PQ Tel: 0161 872 4802 Paul Garner, Housing Officer, 13, North View, Edge Hill, Liverpool, L7 8TS Tel: 0151 281 1245 Elaine Bellamy 17 Palace Street, Norwich, NR3 1RT Tel: 01603 723216 Jim Kellock, Partnerships’ Manager, Walter Tull House, 43-47 Bridge Street, Northampton, NN1 1NS Tel: 01604 658064

Merseyside:

Norfolk:

Northants:

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Area Northumbria:

Lead Officer Hana Knotek, Divisional Director 45, John Street, Sunderland, SR1 1QU Tel: 0191 510 1859

Operational Manager Gateshead & South Tyneside Christine Fiddes, Divisional Director Warwick Street, Gateshead, NE8 1PZ Tel: 0191 478 2451 Newcastle & Northumberland Richard Taylor, Partnership & Accommodation Manager 5-8 Cornwallis Street, South Shields, Ne33 1BB Tel: 0191 420 6245 North Tyneside: Jeff McCartney, Divisional Director, South View, Ashington, Northumberland, NE63 9AH Tel: 01670 520121 Wearside Hana Knotek, Divisional Director 45, John Street, Sunderland, SR1 1QU Tel: 0191 510 1859

Nottinghamshire:

Lesley Daly, ACPO, Marina Road, Castle Marina, Nottingham, NG7 1TP Tel: 0115 840-6455 Peter Fieldhouse, ACO (Partnerships Div), University Court, Staffordshire Technology Park Beaconside, Stafford. ST16 0GE Tel: 01785 223416

Hilary Hare-Duke - Tel: 0115 840-6520 Una Mulrenan - Tel: 0115 840-6524 Marina Road, Castle Marina, Nottingham, NG7 1TP Peter Scott University Court, Staffordshire Technology Park Beaconside, Stafford. ST16 0GE Tel: 01785 223416

Staffordshire:

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Area Suffolk:

Lead Officer Martin Garside, ACO, Foundation House, 34 Foundation Street, Ipswich, Suffolk. IP4 1SP Tel: 01473 408130 Liz Ball, Director of Operations, Bridge House, Flambard Way, Godalming, Surrey. GU7 1JB Tel: 01483 860191

Operational Manager

Surrey:

Jenny Guven, Manager Court & Comm. Supervision Team Woking Centre, White Road Court Woking. GU22 7PJ Tel: 01483 776262

Sussex:

Arthur Wing, ACO 185 Dyke Road, Hove, BN3 1TL Tel: 01273 227966

Chris Shaw, SPO 162 Marine Parade, Brighton, BN2 1EJ Tel: 01273 622300 Sandra Sam Drysdale Nelson House Probation Hostel, 1 Millbank Street, Southbank, Middlesbrough, TS6 6DD Tel: 01642 456811 Paul Wiiliams, Housing Development Manager, Magistrates’ Court, 301 Silbury Boulevard, Witan Gate East, Central Milton Keynes, MK9 2YH Tel: 01908 679734

Teesside:

Lucia Saiger, ACO Probation House, Longlands Road Middlesbrough, TS4 2JL Tel: 01642 230533 Brenda Ball, ACO, 2a Wynne-Jones Centre, Walton Road, Aylesbury, Bucks, HP21 7RL Tel: 01296 483174

Thames Valley:

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Area Warwickshire:

Lead Officer Ian Henshaw, Partnership Manager 2 Swan Street, Warwick. CB34 4BJ Tel: 01926 405817 Anthony Brewerton,ACO, Stourbank House, 90 Mill Street, Kidderminster, Worcs., DY11 6XA Tel: 01562 748375 David Skidmore, 1 Victoria Square, Birmingham, B1 1BD Tel: 0121 248-6666 2 Vacant Posts

Operational Manager

West Mercia:

West Midlands:

Coventry: Pat Royal, ACPO 70 Little Park Street, Coventry. CV1 2UU Tel: 024-7663 0555 Solihull: Sarah Chand, District Manager, 826 Bristol Road, Selly Oak, Birmingham B29 6NA Tel: 0121 248 6680 Birmingham: Mike Tennant, ACO, 1 Victoria Square, Birmingham, B1 1BD Tel: 0121 248-6666 Dudley & Sandwell: Nigel Byford, ACO Laurel Lane, Halesowen B63 3DA Tel: 0121 550 1496

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Area West Midlands cont…

Lead Officer

Operational Manager Wolverhampton & Walsall: John Fenby, ACO Prue Earle House, Union St, Horsley Fields, Wolverhampton, WV1 3JS Tel: 01902 576000

Wiltshire:

Philip Smith, ACO, Rothemere, Bythesea Road, Trowbridge, BA14 8JQ Tel: 01225 781950 Peter Hart, Housing Services Manager, Pavillion 2000, Amy Johnson Way, Clifton Moor, York. YO3 4XT Tel: 01904 698920 Brian Kerslake, Director of Finance & Partnerships 45 Division Street, Sheffield, S1 4GE Tel: 0114 276 6911

Veronica Franklin, Ex. Services Manager, 2 Prospect Place, Trowbridge, BA14 8QA Tel: 01225 763041

North Yorkshire West Yorkshire

South Yorkshire:

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Wales
Area Dyfed / Powys: Lead Officer Jeremy Corbett, ACPO, The Limes, Temple Street, Llandrindod Wells, Powys. LD1 5DP Tel: 01597 827700 Adam Gotley, ACO Cwmbran House, Mamhilad Park Estate, Pontypool, NP4 0XD Tel: 01495 745705 Steve Ray, ACO Alexandra House, Abergele Road, Colwyn Bay LL29 9YF Tel: 01492 85083 Granville Brunt, ACO 33, Westgate Street, Cardiff, CF10 1JE Tel: 0292 078 5007 Operational Manager Charlie Carter Offender Employment and Housing Unit Glamorgan Street, Brecon. LD3 7DW Tel: 01874 614150

Gwent:

North Wales:

South Wales:

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National Probation Directorate

Area of Work Accommodation for High Risk Offenders and ‘Supporting People’

Lead Officer Felicity Hawksley Section Head

Contact Horseferry House Dean Ryle Street London SW1P 2AW Tel: 020 7217 0773

Resettlement and Implementation of ‘National Resettlement Action Plan’

Steve Pitts Programme Implementation Manager (Resettlement)

Horseferry House Dean Ryle Street London SW1P 2AW Tel: 020 7217 0682

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