Oldham Youth Justice Service

Youth Justice Strategic Plan 2014/15

Date July 2014

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3

Contents

Section Page Number

Title

1

5

Purpose of Plan

2

5

Introduction

3

7

Oldham Youth Justice Service (YJS) Vision

4

8

Local Context

5

9

Structure & Governance

6

15

Performance – Report on National Indicators

7

20

Key Developments during the last 12 months

8

22

Challenges and Risks to Future Delivery

9

23

Youth Justice Service & Prevention Services Budget 2014/15

10

23

Resources and Value for Money

11

24

Service Priorities for 2014/15

12

25

Service Priority Plans

Appendix 1

37

Costed developing good practice plan 2014/15

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1. Purpose of the Plan

This plan seeks to inform the strategic direction of Oldham Youth Justice Service (YJS) in 2014/15 and outline how it will achieve its primary functions and the

identified key objectives and developments.

The primary functions of the services are:

• The reduction in First Time Entrants (FTE) to the criminal justice system

• The reduction in Re-Offending following both pre and post court disposals

• The reduction in the use of Custody for offenders

• To effectively protect the public

• To effectively safeguard children, young people and vulnerable adults

2. Introduction

Oldham is one of ten YOTs in Greater Manchester within the North West region. To the best of our knowledge, Oldham YJS is the only statutory YOT in England

& Wales which is sub-contracted by the Local Authority and directly delivered by an independent charitable trust - Positive Steps (PS). PS also provides an

integrated range of targeted services, including: Information, Advice & Guidance services; an ‘Early Help’ offer aimed at preventing young people from

entering the youth justice system; the Borough’s teenage pregnancy strategy; a young people’s substance misuse service; and the young carers’ support

service. The Centre, through which all these services are delivered, also hosts a range of partner services including: Child and Adolescent Mental Health Service

(CAMHS); a generalist nurse and assistant practitioner team; counselling services; housing advocacy and mediation services and the After-care duty team from

the Council’s Children’s Social Care.

Oldham is a medium-sized YJS, employing 24 staff and currently has 17 volunteers. The YJS is managed in an integrated way alongside other services to

support children, young people and families within a Targeted Services Directorate at PS, the other services include:

• Oasis – Oldham’s young people’s substance misuse

• Family Focus Team, part of the Troubled Families strategy in Oldham

• Multi-Systemic Therapy (MST) across both Oldham and Tameside

• IAG services for young people and adults

• Kickstart alternative curriculum support services

• Oldham Young carers

• DWP/ESF Complex Families

• NLP Consultant providing therapeutic support to clients across the services

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In addition to our directly-employed staff the YJS benefits from a seconded police officer and a CAMHS specialist. Pennine Care Trust provides a Health Team

made up of an Advanced Practitioner/Team Leader and three staff nurses. This team assesses all YJS clients and provides direct medical support or referral

where needed. The Probation service provides funding which enables us to directly employ two Offender Case Managers. We employ a Volunteer

Coordinator and within the YJS have a strong volunteer workforce which contributes, in the main, to the work the service undertakes with young people

subject to Reparation and Referral Orders. The YJS also commissions services for the provision of appropriate adult support under the Police and Criminal

Evidence Act (PACE).

The Service is overseen by the Youth Justice Management Board which includes representatives from the Local Authority and other statutory partners. The

Board holds the service to account for achieving the performance targets, provides challenge were required and endorses the strategic direction and

operational delivery of the service

The YJS has a strong tradition of working effectively with partners at a range of forums including:

• Oldham’s Children’s Trust

• Community Safety and Cohesion Partnership (CSCP)

• Local Safeguarding Children Board

• Drug and Alcohol Action Team

• Offender Management Strategic Group

• Looked After Children multi-agency strategic group

• Integrated Offender Management Steering Group

Positive Steps (PS)

As an independent charitable trust, Positive Steps Oldham (PS) is unique in England in the way it provides an integrated range of targeted support services for

young people. Its charitable objects are:

• To advance the education and training of young people in order to prepare them for working and adult life.

• To promote the industry/education partnerships with particular reference to young people in their last years of formal education.

• The relief of unemployment for the public benefit in such ways as may be thought fit, including assistance to find employment.

• The provision of educational and recreational facilities for young people in the interests of social welfare.

• The promotion of public safety.

• The prevention of crime and the rehabilitation of young offenders.

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• Such other ancillary or incidental training or educational activities and other associated activities for the benefit of the community

Oldham YJS Vision

� Skilled, experienced professionals working in an

integrated, multi-agency / multi-disciplinary team;

� Able to provide expertise to support and challenge

young offenders;

� Able to call upon a range of other co-located

professionals to support our work with offenders;

� Facilitating multi-agency Case Planning Forums to plan

and review intervention plans;

� Celebrating good news stories; and

� Demonstrating positive outcomes through our

We are a TEAM OF EXPERTS:

� Identifying what can be done more efficiently or effectively;

� Creating opportunities for learning from new ways of working both internally and externally;

� Believing that we can find the solutions; but if what we need doesn’t exist, we will create it;

� Not being afraid to do something differently – if what we normally do doesn’t work it has to change;

and

� Extending our boundaries and embracing new thinking.

We use evidence-based practice but also INNOVATE in our approach:

� Reduction in fist time entrants to the criminal Justice

System

� Reducing the rate of reoffending for those already

within the criminal justice system

� Reducing the rate of young people in Oldham being

sent to custody, either for remand purposes or on

final sentence

� Increasing the use of restorative justice within the

criminal justice system

� Increasing the education and training participation

We achieve positive outcomes

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3. Local Context

Oldham lies to the north east of the Greater Manchester conurbation and covers an area of approximately 55 square miles. It is located in the western

foothills of the Pennines and stretches from the northern edge of the Peak District National Park to the outskirts of the City of Manchester and shares its

boundaries with the City of Manchester, the metropolitan boroughs of Tameside and Rochdale, and to the east, Kirklees and Calderdale in West Yorkshire.

Oldham is a Borough of contrasts. From the vibrant urban towns in the west of the Borough that sit adjacent to Manchester City Centre, to the picturesque

villages of Saddleworth that provide a gateway to the Peak District National Park. It is a proud and thriving Borough that is home to approximately 220,000

people, 40% of whom are between 16 and 44 years of age and one fifth under the age of 15.

The Borough has a diverse community with a total population of around 219,600 which is projected to grow by 4%, reaching around 228,100 in 2022. In

contrast with the national average, Oldham has a higher proportion of people aged 15 or under. The proportion of Black & Minority Ethnic (BME) communities

amongst the 10-17 year old population is increasing annually and is currently around 30%. The largest BME groups are of Pakistani and Bangladeshi origin,

with much smaller African-Caribbean, Indian and dual-heritage populations. In the last two years Oldham has seen an increase in numbers of Eastern

European migrants.

Within Oldham, household income is lower than the national average. The 2007 Indices of deprivation suggested that poverty has increased in Oldham since

2004 compared with the country as a whole. Oldham is placed as the 42nd

most deprived area in England and has a high number of low-income

neighbourhoods.

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4. Structure and Governance

The YJS is overseen by a Youth Justice Management Board which reports to both the Children’s Trust and the Community Safety and Cohesion Partnership.

The PS CEO is vice–chair of the Children’s Trust Executive and the YJS Director is the CSCP Priority lead for young people.

Positive Steps Oldham – Board of Trustees

The current board of trustees is as follows:

Mr Alun Frances Principal & Chief Executive The Oldham College

Mrs Shauna Dixon Voluntary Board Member Formerly CEO Oldham NHS Trust

Ms Vicky Davenport Executive Director Groundwork Oldham & Rochdale

Mr Bernie Keay Voluntary Board Member Formerly Senior Civil Servant, Department of Work & Pensions

Cllr Amanda Chadderton Cabinet Member Oldham Council

Cllr Eddie Moores Elected Member Oldham Council

Ms Julie Edmondson Regional Manager Jobwise UK

Cllr Diane Williamson Elected Member Oldham Council

Cllr Joy Wrigglesworth Elected Member Oldham Council

Ms Carol Ormerod Representative Oldham Secondary Schools

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Oldham Youth Justice Service - Membership of Youth Justice Management Board

Name Job title Organisation

Jill Beaumont (Chair) Assistant Executive Director, Early Interventions & Families

Council

Julie Hanson (Minutes) Support Services Manager Positive Steps

Steph Bolshaw Director, Oldham Youth Justice Service Positive Steps

Ann Marie McGinn Supported Housing Project Manager, Housing Strategy

Council

Jo Marshall

Chief Inspector CJ & Partnerships, Oldham Division

Greater Manchester Police

Sarah Jarvis / Derek Rhoden Assistant Chief Executive / TBC Probation Service

Jill Brodie Legal Advisor Oldham Magistrates Court

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Tim Mitchell Chief Executive

Positive Steps

Siobhan Ebden Clinical Network Manager

Community Health Services

Gill Barnard/Julia Taylor Commissioning Manager Clinical Commissioning Group

Chief Inspector, Haydn Roberts Chief Inspector Community Safety Services

Father, David Hawthorn Member of Voluntary Sector Hub Voluntary Sector

Paul Axon Deputy Head of Service Positive Steps

Director - Targeted Services

(Head of YJS) Steph Bolshaw

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Oldham Partnership

To

wn

Cen

tre P

art

ners

hip

/ D

istr

ict

Part

ners

hip

s

Health and Wellbeing

Board

Health and Wellbeing Strategy

Economy & Enterprise

Board

Chief Executive

Economy and Enterprise Strategy

(In development)

Community Safety and

Cohesion

Director – Targeted Service (Young People’s Thematic Lead)

Safe and Strong Communities Strategic Plan

Housing

Partnership

Housing Strategy

Children’s

Trust

Chief Executive (Vice Chair)

Oldham’s

Children’s Trust Strategic Plan

Cultural Strategy

(In development)

Old

ham

Fo

rum

Oldham Leadership Board

AGMA Executive

AGMA Wider Leadership Team

Co-operative Commission

KEY Thematic Boards Corresponding Strategies Positive Steps’ Involvement

Chief Executive

Local Safeguarding

Board

Director Targeted Services

Safeguarding sub groups

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CHIEF EXECUTIVE

Tim Mitchell

Director – Career Guidance & Support

Services Steve Murphy

Young People’s IAG Services National Careers Service

Work Programme Education & Skills Service Health Schools Strategy

Teenage Pregnancy Strategy

Youth Justice Service Early help team

OASIS Family Support Services:

MST ESF/DWP

PSOT Training Consultant Challenge & Support

Kickstart Young Carers

Director - Targeted Services

(Head of YJS) Steph Bolshaw

Business Support Services Finance ICT

Human Resources Administration Performance

POSITIVE STEPS - SENIOR MANAGEMENT TEAM

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Targeted Services

Deputy Head of Youth Justice Service:

Paul Axon

Admin Officers: Angie Roberts Gaynor Kindon MST Business Support Officer: Maria Unwin YJS Volunteers: Panel volunteers Giving back volunteers Volunteer Mentors

Support Services & YO

Panels Manager

Julie Hanson

Director of Targeted Services Steph Bolshaw

YJS Team Manager

(Court/girls): Tracey Booth

ESF Team Manager:

Heather Leech

Police Officer: Diane Kearney Support Worker – (IOM): Claire Flanagan (Resettlement): Lisa Chauhan Case Managers: Ann Marie Maddison Helen Greenough Stephen Woolley (probation) Student Social Worker: Vacant

YOUTH JUSTICE SERVICE OASIS & YOUNG CARERS

Team Manager Jonathan Wilmot

Parent Worker: Margaret Buckley Substance Intervention Workers: Javed Iqbal Michaela Wibberley Mary Thompson Karen Keates David Ioannou Rachael White A&E Liaison Officer: Antony Simpson Support Worker Mohammed Saghir Young Carers Key Workers: Angela Howard Farreha Fareed Clare Boyle

Training Manager/ NLP

Practitioner Dave Stewart

Family Focus Team

Supervisor: Linval Thompson

PCT Health Team Health Team Leader

Janette Butterworth School Health Advisor:

Laura Langhorn LAC Nurse: Angela Laird Staff Nurse Raynor Vernon

De Paul Trust Family Mediation Dave Batchelor (Yvonne O’Mara –

interim)

Education Worker

Rachel Dillon

YJS Team Manager

(Probation./IOM) Suzanne Taylor

Participation Worker: Harley Hegarty Support Worker – (RJ): Sameena Akhtar Case Managers: Cat Johnson Jacqueline Ashurst Nicola Brierley Student Social Worker: Vacant

Triage Case Manager: Muhammed Omar Claire Jeffs (mat leave) Triage Support workers: Safir Rafiq James Brennan

CAMHS Worker

TBC

CAST Support workers: Kelly Coleman (seconded to ROSE) Lauren Wilmot-Carter CAST Police Officers Craig Beazley

Training Officer Phil Cunningham Support Workers Alison Byrne Kathy Knox Sarah Norton Volunteer Rachel Barber

KICKSTART PS

TRADING

Team Leader Steve

Le Carpentier

June 2014

Volunteer Co-ordinator: Martin Sutton

Support Workers: Jenna Oag Clare Boyle

FAMILY SUPPORT SERVICES

(Oldham & Tameside) –

MST Programme Supervisor: Rina Dabhi

FFT Workers: Dan Hay Helen James Corinne Ranson Steve Matley Marlene Davey Maggie Burke Val Bergin Health Worker: Ann Jones

ESF Family Workers:

Lisa Brewis Janice Slater Martin Sutton Jennifer Tait Rachel Roche Lynne Veater Robena Kosar Georgina Garner Andy Fletcher Deborah Tomlinson

Godwyn Erapi

MST Practitioners: Jo Ainsworth Rachael Dale (mat leave)

Kathryn Merrifield

Shemiele Kelly Jason Dunkley

SUPPORT SERVICES

VOLUNTEERS

Team Manager Richard Rawlinson

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5. Performance Report

Performance reports based on the key objectives are provided quarterly to the YJMB and then on to the Children’s Trust and Community Safety and Cohesion

Partnership. Reports are also made to the Local Safeguarding Children Board (LSCB). These reports are used within the YJS Management Team and are shared

across staff teams.

The three main indicators are:

• Number of First Time Entrants

• Re-offending rates

• Custody rates

In addition to the National data set a number of measures are also collected locally for monitoring purposes, included in this plan are the ETE and LAC data

which are only monitored locally.

We also produce local ‘caseload management’ and ‘data checking' reports to help Managers and staff to ensure that data accuracy and client contact

standards are maintained.

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First Time Entrants

First Time Entrants (FTEs) are classified as young people, resident in England and Wales, who received their first youth caution, youth conditional caution or court

conviction, based on data recorded by the Police National Computer (PNC). Nationally the Youth Justice Board utilises Police National Computer (PNC) data linked

to the offenders’ postcodes to report retrospectively on each YOTs performance on a rolling 12 month basis. The indicator measures the rate of first time entrants

to the criminal justice system per 100,000 of 10 to 17 year olds.

Since 2010 when the first PNC figures were published, Oldham’s FTE rate has reduced from 919 to 487. In real terms this is a reduction from 220 FTEs to 119. This

is over 100 less 10 to 17 year olds entering the Youth Justice System for the first time each year.

FTE PNC rate per 100,000 of 10-17 population **Good performance is typified by a negative percentage Oldham North West

Greater Manchester

YOT comparison

group selected* England

Jan 11 - Dec 11 (latest period) 608 759 Not published 660 749

Jan 10 - Dec 10 919 970 Not published 770 928

percent change from selected baseline -33.8% -21.8% Not published -14.3% -19.3%

Jan 12 - Dec 12 (latest period) 492 542 469 690 537

Jan 11 - Dec 11 590 744 685 870 712

percent change from selected baseline -16.6% -27.2% -31.5% -20.7% -24.5%

Jan 13 - Dec 13 (latest period) 487 429 453 400 441

Jan 12 - Dec 12 513 561 496 510 556

percent change from selected baseline -5.1% -23.6% -8.6% -21.6% -20.7%

Although it is clear that overall FTE rates have year on year reduced, we recognise that the rate in Oldham is still higher than the NW and comparative groups and

an ‘early help review’ is being established to systematically assess its cause and impact. This will involve a partnership approach to establish ways to sustain the

reduction and continue to improve in this area. Work has already been done to improve communications and referral processes between the Police and Positive

Steps. Police colleagues have noted an overall increase in arrests in Oldham which may have also had an impact. Early data suggests that the following quarter will

produce a decrease in first time entrants.

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An early help review will involve working through the Youth Justice Management Board, with input from young people who have been through the youth justice

system, to look through the current offer and identify improved ways of working across the partnership. A ‘deep dive’ into custody rates in 2010 produced great

results in establishing causes and solutions and we will utilise this approach again.

Rate of Re-offending

Nationally the rate of reoffending amongst young people is measured using data from the Police National Computer (PNC). All young people who have received a

caution, court conviction (other than custody) or have been released from custody are tracked for a 12 month period. Any further offences over the next 12

months which lead to a court conviction will constitute a ‘proven re-offence’ and be counted in the reoffending measure.

The rate of reoffending is presented in two ways:

A frequency measure of offending - the average number of re-offences per 100 young people.

A binary measure of reoffending - a count of the number of young people who re-offend.

Frequency rate

Latest PNC results show that Oldham has consistently outperformed other YOTs at both a local and national level in managing the number re-offences committed.

After peaking in 2010/11 at a rate of 1.19 re-offences (this was still lower than the GM and North West average) results have dropped by a further 20 points to

0.99 re-offences per 100 young people. This result is contrary to the national trends which show little movement in reducing reoffending rates and is a really

positive outcome for the YJS.

Reoffending - frequency rate Oldham North West

Greater

Manchester

YOT family comparison

group England

frequency rate - Jul 09 - Jun 10 cohort (latest period) 0.92 1.11

Not

published 1.09 0.96

frequency rate - Jul 08 - Jun 09 cohort 1.05 1.06

Not

published 0.91 0.89

change from selected baseline -0.13 0.05 n/a 0.18 0.07

frequency rate - Jul 10 - Jun 11 cohort (latest period) 1.19 1.22 1.29 1.15 1.04

frequency rate - Jul 09 - Jun 10 cohort 0.92 1.11 1.12 1.07 0.96

change from selected baseline 0.26 0.10 0.18 0.08 0.08

frequency rate - Jul 11 - Jun 12 cohort (latest period) 0.99 1.22 1.27 1.22 1.02

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frequency rate - Jul 10 - Jun 11 cohort 1.19 1.22 1.29 1.24 1.04

change from selected baseline -0.20 0.00 -0.02 -0.02 -0.02

Binary measure

The latest reoffending binary rates shows that Oldham YJS has outperformed other YOTs at both a local and national level in terms of limiting the number of young

people going on to reoffend following a court conviction. Since the publication of PNC results started, Oldham has consistently had lower levels of reoffending

compared to YOTs in our family group and north-west. In line with the frequency rate, latest binary figures have also ‘bucked’ the national trend by reducing the

number of reoffenders by 3.2% whilst nationally results have remained fairly static.

Reoffending - binary rate Oldham North West

Greater

Manchester

YOT family comparison

group England

binary rate - Jul 09 - Jun 10 cohort (latest period) 32.6% 36.8%

Not

published 36.5% 34.1%

binary rate - Jul 08 - Jun 09 cohort 34.6% 36.1%

Not

published 32.0% 32.6%

percentage point change from selected baseline -2.1% 0.7% n/a 4.5% 1.6%

binary rate - Jul 10 - Jun 11 cohort (latest period) 37.0% 39.1% 38.9% 39.0% 36.0%

binary rate - Jul 09 - Jun 10 cohort 32.6% 36.8% 35.9% 34.7% 34.1%

percentage point change from selected baseline 4.5% 2.2% 2.9% 4.3% 1.9%

binary rate - Jul11 - Jun 12 cohort (latest period) 33.8% 39.0% 38.6% 38.4% 35.3%

binary rate - Jul 10 - Jun 11 cohort 37.0% 39.1% 38.9% 38.4% 36.0%

percentage point change from selected baseline -3.2% 0.0% -0.3% 0.0% -0.8%

Oldham’s success in managing reoffending is an excellent result and reflects the impact of delivering a holistic young people’s service through Positive Steps. ‘One

stop’ access to crucial services which reduce the risk of reoffending such as young people’s drugs services, Family Focused initiatives, Multi Systemic Therapy and

Careers Advice improve the opportunities to change the lives of young people within the criminal justice system. Positive Steps offers a bespoke package of support

and pathways out of offending which continues to outperform national and regional trends in reoffending.

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Current trends in reoffending suggest that there is a core of young people in the criminal justice system that on balance are becoming more challenging to work

with. In an attempt to address this issue the Youth Justice Board (YJB) has introduced a reoffending toolkit to support YOTs rehabilitate complex, challenging and

dependent young people. It is intended this will be used by Oldham YJS over the course of 2014/15, to better understand the reoffender cohort and continue to

successfully managing reoffending.

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Young People receiving a conviction in court who are sentenced to custody

The custody indicator measures the number of young people given a custodial sentence in a rolling 12 month period and is presented as a rate per 1,000 of the

general 10–17 year old population. Nationally the data is collated through the Youth Justice Management Information System (YJMIS) with comparative data

available from across all English YOTS.

The table below shows annual custody rates over the last four years. In previous years Oldham has had higher rates of custodial sentences than comparable areas.

However the impact of on-going work with magistrates and the YJS court team can clearly be seen in the latest results. The significant fall in the custody rate

reflecting work towards ensuring custody is reserved as a last resort outcome as per the UN Convention on the Rights of a Child. This has resulted in Oldham YJS

outperforming other YOTs at both a national and regional level. In real terms during 2013/14 10 less young people were sentenced to custody than in 2012/13.

Use of custody rate per 1,000 of 10 -17 population -Good performance is typified by a low rate Oldham North West

Greater Manchester

YOT family comparison

group England

Apr 11 - Mar 12 (latest period) 1.22 0.92 Not published 1.07 0.80

Apr 10 - Mar 11 1.18 1.24 Not published 1.08 0.90

change from selected baseline 0.04 -0.32 n/a -0.01 -0.10

Apr 12 - Mar 13 (latest period) 0.90 0.64 0.78 0.86 0.55

Apr 11 - Mar 12 1.18 0.97 1.37 1.06 0.82

change from selected baseline -0.28 -0.32 -0.59 -0.20 -0.27

Apr 13 - Mar 14 (latest period) *0.41 0.58 0.65 0.67 0.44

Apr 12 - Mar 13 0.90 0.66 0.89 0.84 0.63

change from selected baseline -0.49 -0.08 -0.24 -0.17 -0.18

*Calculated using YJB formula as implementation of new case management system prevented electronic submission.

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Engagement of young offenders in suitable employment, education and training (ETE)

The YJS has a statutory obligation to record whether young people completing community and custodial orders are actively engaged in suitable employment,

education or training when their order comes to an end. Oldham YJS use this information to inform a local measure of young offender’s engagement in suitable

ETE. In terms of the local measure, “suitable” is defined as 25 hours or over ETE for school children and 16 hours or over for those reaching post compulsory

education. In exceptional circumstances suitable may also include school age children deemed unable to cope with full time ETE and temporarily placed on a

reduced timetable. Results are extracted using the local case management system (IYSS). Although ETE case data is also submitted centrally to the Youth Justice

Management Information System (YJMIS), the service does not yet offer comparative ETE data at a national level.

This is an important indicator in measuring the impact of the YJS and partner interventions when young people reach the end of their court order. The

employment, education and training “pathway” alongside accommodation, access to health services, engagement programmes etc. is at the heart of YJS delivery.

Having the YJS co-located with the Young Peoples Advice & Guidance Service and a dedicated Education Officer in the YJS working with pre-16s has proved highly

effective and enabled the service to continue to meet the local target of 80%.

Nos of Offenders in Suitable ETE

2013/14 Quarter 1 Quarter 2 Quarter 3 Quarter 4

Target 80% 80% 80% 80%

Accumulated Total 81% 82% 81% 80%

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Looked after children convicted of an offence.

In conjunction with OMBC, the YJS measure the number of young people who have been continuously looked after for a 12 month period who during this time

have committed an offence resulting in a court outcome or caution. The results are measured using a rolling 12 month total and presented quarterly.

Nationally, looked after children come into contact with the youth justice system at a higher rate than the general population: *7.3% compared to 3% of all

children and young people. It is therefore encouraging to see that during 2013/14 Oldham managed to consistently achieve numbers below the local target of 7%.

Percentage of looked after children convicted or cautioned

2013/14 Quarter 1 Quarter 2 Quarter 3 Quarter 4

Target 7% 7% 7% 7%

Rolling Total 4.96% 4.23% 3.82% 4.51%

*Nacro report reducing offending by Looked After Children 2012

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6. Key Developments during the last 12 months

• Continued to embed risk management and management oversight, following the recommendations from HMIP and peer review team in 2013. We have an

increased focus on effective quality assurance and management oversight with a robust procedure in place. This has included participation in four quality

assurance training and evaluation events, facilitated by the YJB across Greater Manchester.

• On behalf of the GM YJS’s have taken a lead in developing collaborative initiatives These have included: the development of a policy and focus group

relating to working with young women in the criminal justice system; development of a strategic partnership with Manchester Metropolitan University;

the establishment of an employee forum in partnership with the resettlement consortium and leading on the resettlement agenda for young people.

• We have established a specific offer for girls and young women within the early Help and post court section of the YJS.

• Leaving custody has long been a difficult transition for young people making resettlement support absolutely vital. We have cemented our place within the

North West Resettlement Consortium. This offers improved access to services for Oldham young people within HMP YOI Hindley and keeps Resettlement

on the local and national agenda. Involvement in the consortium has been successful to date including training and improved outcomes for young people

on release from custody.

• Concerns relating to young people in custody at point of arrest have been identified and some progress made. This has involved setting up a management

focus group to establish processes, monitor arrangements and report to the LSCB, however this requires continued focus in order to ensure full

compliance with legislation.

• In partnership with Oldham Council, we have developed strategies to support young people at risk of child sexual exploitation. This has included seconding

a worker from the YJS into ROSE (Risk Of Sexual Exploitation) team.

• To further develop evidence based practice Oldham YJS have led on the use of viewpoint evaluations with young people. Data from the last nine months

shows that young people working with YJS have a more positive view of the work completed than national averages.

• As part of the YJS Early Help service our triage model is now embedded within practice, delivering reductions in first time entrants.

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• As part of Positive Steps the YJS continues to work closely with Oldham Council in delivering the widerPublic Service Reform agenda.

• We have made significant progress implementing an integrated database which allows all teams within Positive Steps to work on the same system. The

initial move of data onto the Integrated Youth Support System (IYSS) took place in December 2013. It is envisaged through time this system will enhance

partnership working, sharing of information and an improved service to young people, families and victims.

• The volunteering strategy is now reaping benefits with increases in involvement in giving back, mentoring and panel volunteer activities. This is supported

by the appointment of a volunteer co-ordinator.

8. Challenges and Risks

• YJS is now responsible for the delivery of unpaid work; we need to ensure the model we are developing is based on restorative practice, meets the

requirements of the court and is bespoke to the needs of young people, ensuring they move towards positive outcomes.

• Continued financial uncertainty, due to widespread pressure on the public sector and the complex funding structure of the YJS.

• PACE bed availability remains an issue. Work is taking place locally and across Greater Manchester to resolve this issue and is being monitored by the

LSCB.

• Long term remands, or spike events, are a continuing concern. Any such event would have a significant impact on the Local Authority remand budget.

• The new ASSET plus framework, and change of database, could present challenges for delivery. In order to reduce these risks we have offered to become

early adopters for ASSET plus in order to be fully aware, and able to influence, any potential changes.

• Restorative practice is well embedded within ‘post court’ services within YJS, however more work is required to ensure that quality and usage is increased

in the Early Help work. In particular developing practices which divert young people from entrance to the criminal justice system is central to maintaining

the FTE reduction.

a) Youth Justice Service Budget (Post Court and Early Help) 2014/15

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Income Source Post Court

Services

Early help

teams

Total

YJB Integrated Budget Youth Justice Board 527,913 93,958 621,871

Mainstream Council funding Oldham Council 598,700 550,523 1,149,223

ICO Development Grant OPCC 10,000 10,000

Restorative Justice grant Youth Justice Board 8,000 5,281 13,281

Partner Contribution GM Probation Trust 63,474 63,474

Partner Contribution CCG 6,330 6,330

GRAND TOTAL 1,204,417 659,762 1,864,179

The YJS as part of PS benefits from the resources of a range of co-located services including:

• IAG Services for pre- and post-16

• Substance Misuse Intervention Service

• Housing Advocacy Support worker (De Paul Trust)

• Positive Steps Health Team (Oldham Community Health Services) and

• Family Nurse Practitioner (Oldham Community Health Services).

b) Resourcing and value for Money

The complexities of YJS funding streams, which identify resources for specific groups of clients, have both enabled us to target resources towards clients with

the greatest need, but also allowed us some flexibility with individual specialisms to enable a wider group of young people to benefit from enhanced provision.

Oldham YJS, being part of an integrated targeted services delivery model, benefits from increased value for money from many of the co-located service areas.

The young people’s substance misuse service (Oasis) provides an enhanced service to YJS clients and offers training and support to staff. In a service model

which provided us with one substance intervention worker we would not be able to access the additional benefits of a range of staff all with specialist skills.

The Careers Service is also an extremely good example of this as we have the whole service to support our clients, not just one specific worker. This means we

have people in each individual school who have relationships with each head teacher. The same applies with our post 16 providers and colleges as well as

specialist CAs who work with teenage parents and looked after children. This is extremely good value for money and a fantastic resource for our YJS case

26

managers. During this year in order to improve community engagement in delivering Youth Justice we have recruited a team of volunteers to support delivery

of a range of restorative justice interventions and have started to recruit community mentors to support young offenders. As well as potentially improving the

impact of interventions this will also deliver cost benefits.

c) Service priorities and action plans for 2014/15

a) Further reduction in first time entrants;

b) Reduction in re-offending;

c) Reduction in use of custody and remand;

d) Increasing RJ, reparation and victim work;

e) Girls and young women;

f) Resettlement and Positive Progression;

g) Service user participation;

h) PACE legislation and associated work;

i) New assessment tool and staff readiness;

j) Volunteers.

Youth Justice Service

Operational Objective Section Success Indicators Responsibility Assess and

Review Dates

Completion

Dates

a) Further reduction in first time

entrants

YJS • To meet or exceed agreed

targets for 2014/15

• System fully operational that

ensure all young people, from

YJS HoS &

DHoS

YJS DHoS

Quarterly

Quarterly

March 2015

March 2015

27

point of arrest and following

second caution are referred to

YJS Early Help team

• Responding immediately to

Operation Challenger all young

people known to be living in

homes of organised crime

groups are identified and

offered an early help service

YJS DHoS

Quarterly

March 2015

b) Reduction in re-offending; YJS • To meet or exceed agreed

targets for 2014/15

• Have a more sophisticated

understanding of the cohort,

through the YJB reoffending

toolkit, in order to inform

specific intervention to reduce

reoffending

• Have a structured, holistic,

systemic approach to reducing

reoffending by increasing

referrals into families teams

• Establish regular MI reports

that monitors the family

interventions

YJS HoS &

DHoS

YJS HoS &

DHoS

DHoS

Quality and

Performance

Manager

Quarterly

December

2014

Quarterly

Quarterly

March 2015

March 2015

December

2015

March 2015

c) Reduction in use of custody and YJS • To meet or exceed agreed DHoS Quarterly March 2015

28

remand; targets for 2014/15

• Provide a wraparound court

service to all young people

arrested and admitting guilt of

an offence that is likely to

receive either a custodial or

YRO sentence 14/15

• Reduction in bed nights spent at

custody suite by young people

DHoS

DHoS

Monthly

Monthly

March 2015

March 2015

d) Increasing RJ, reparation and

victim work;

YJS • All victims are offered

restorative justice

• Increase number of victims

attending referral order panels

• To have a high quality and cost

effective model for delivery of

unpaid work available

• Young people are offered a

bespoke, restorative unpaid

work requirement

DHoS

YJS Panel

Manager

Kickstart

Manager

DHoS &

Kickstart

Manager

Monthly

Quarterly

Quarterly

Quarterly

March 2015

March 2015

March 2015

March 2015

e) Girls and young women;

YJS • Embed new ways of working in

line with GM Policy for all girls

and young women within the

YJS

• Improved sentencing outcomes,

YJS

Operational

Manager (TB)

Operational

Quarterly

Quarterly

March 2015

March 2015

29

reoffending and custody rates

for young women

• Decrease FTE for young women

and girls

Manager (TB)

YJS

Operational

Manager (TB)

Quarterly

March 2015

f) Resettlement and Positive

Progression;

YJS • Ensure full compliance with the

NW resettlement consortium

pathways

• Have a more sophisticated and

structured monitoring strategy

for resettlement outcomes

• Reduce reoffending on release

from custody

• Utilising GM employer forum to

support young people exiting

custody

YJS HoS

YJS HoS

YJS DHoS

YJS HoS

Quarterly

Monthly

Quarterly

Bi-annually

March 2015

December

2014

March 2015

March 2015

Service user participation; YJS • Viewpoint completion by 70%

of young people on orders

YJS

Operational

Manager (TB)

Monthly December

2014

PACE legislation and associated work; YJS • Multi-agency focus group

meeting regularly

• Monitoring reports provided to

LSCB

• Availability of PACE bed for

Oldham young people if

YJS HoS

YJS HoS

YJS HoS

Quarterly

bi-annually

Monthly

March 2015

March 2015

September

2014

30

required

New assessment tool and staff readiness;

YJS • IT systems to be ready for

launch

• Staff suitably trained ready for

launch

Information

Systems

Manager

YJS

Operational

manager (ST)

Quarterly

Quarterly

March 2015

March 2015

Volunteers YJS • Increase number of volunteers

supporting young people in the

YJS

• Increase the pool of fully

trained Panel volunteers

available for referral order

panels

Volunteer Co-

ordinator

Panel

Manager

Monthly

Quarterly

December

2014

March 2015

31

Appendix 1

Oldham Youth Justice Service –

Developing Good Practice Grant Costed Plan - 2014/15

Activity Outcome Supported Developing Good Practice

Costs

Strategic

Development

• Reduction in FTE

• Reduction in Re-

Offending

• Reduction in Custody

• Effective Public

Protection

• Effective Safeguarding

• Justice and Rehabilitation

• Troubled families / Complex Dependence

• Greater Manchester Youth Justice Service Managers

• Manchester Metropolitan University Strategic Partnership

• Work with Girls and Young Women

• Unpaid Work

• CSE DV Perpetrator work

• Partnership response to relationship violence

• Local Safeguarding Children Board and sub-groups

• Community Safety and Cohesion Partnership

• Development of Oldham wide pre-court diversion scheme

(Youth Restorative Intervention)

• PACE and joint work with Police and CSC

• GM Strategic Managers and Operational Managers Annual

conference

• Junior and volunteer RJ schemes

• Volunteer Coordination Strategy

• Development work with partners

• Youth Justice Convention

• YJB Service Managers Conference

• Attendance at other relevant conferences

• Leading family work for ICO

• Development of the YJS Early Help Offer linked to LASPO

£143,704

32

Activity Outcome Supported Developing Good Practice

Costs

• GM Peer Review training and implementation

• FTE Deep Dive

• Reducing Reoffending joint work with YJB

Management time • As above • Supervision and support

• Annual Appraisal

• Links to IOM and ICO

• Panel development, training and support

• Volunteer coordination and supervision

• Development and delivery of internal training programme

• Service response to GM developments

• Recruitment and training staff and volunteers

• Induction development and delivery

• Peer Review planning and delivery around GM

• Development of therapeutic interventions

• Management support to students

£174,339

Practitioner time • As above • Reducing remands and development of intensive bail

packages

• Implementing new work around girls and young women

• Developing practice around TF and Complex Dependency

• IOM Review and changing ways of working

• ICO review and changing ways of working

• GM Peer Review

• Continued development of wrap-around court services

• Piloting process of pre-court diversion scheme (Youth

Restorative Intervention)

• Continuous development of resettlement support

£236,315

Information Officer • As above • Monitoring system performance and providing reports

• Working with YJS Managers to understand the MI to

improve practice

• Submission of statutory returns

£27,638

33

Activity Outcome Supported Developing Good Practice

Costs

• Guidance on data protection issues

• FOI requests

Training • As above • All staff 14 days training per year

• Training to use Dyslexia friendly resources

• Training for using Rapid English

• Training around Complex Dependency

• Early Help family Engagement Training

• Relationship Violence response training

• CAHMS pre-threshold mental health training

• QA Training for Managers

• LASPO

• On-going Safeguarding training

• Management Development Programme

£34,875

Resources • As above • Improvement in IT facilities

• IT Support for new initiatives

• HR Support

• Subscriptions and publications

• Practitioner commissioning budgets

• Introduction of Rapid English

• Development of Dyslexia friendly resources

£5,000

Total

£621,871