1. Partnership Working & Liaison & Diversion Positive Practice Event 3 rd June 2014 Crowne Plaza

2. L&D Development HO Guidelines 66/90 (1990) –Wanted greater support in the CJS for MDOs HO 12/95 (1995) –Called for improved multi agency working Bradley Report (2009) –Set out a blue print for L&D services Improving health supporting practice (2009) –Set out to improve how services could be delivered Ministry of Justice (MoJ) 2010 –Set out its plan to roll out L&D services nationally with a operating framework

3. CJLT Has been delivering services since 1995 Coverage across courts and police station 7 days a week Adult provision only Additional functions i.e. risk management

4. Operating Framework Pilot Sites Ministerial press release: 10 pilot sites selected nationally. Merseyside, London, Avon and Wiltshire, Leicester, Sussex, Dorset, Sunderland and Middlesbrough, Coventry, South Essex & Wakefield. 2014-2017 evaluation.

5. National Diversion Programme Supported by the Offender Health Collaborative (OHC).

6. Operational Framework 2014 Extending Core Hours 24/7 to Police Custody Suites. Voluntary Attendees. All age service: Youth Justice L&D service for CYP. Coverage across all courts Include other vulnerabilities Veterans & Women, substance misuse, BME

7. Operating Framework To ensure that there is an age-appropriate response At all stages/points of intervention along the justice pathway Core team and extended team Includes: –case identification –secondary screening/triage, –assessment including specialist assessment; –and, referral

8. Scope of programme The entry point when an individual comes into contact with the police (or other criminal investigating authority) under suspicion of having committed a criminal offence. Cater for all ages, providing an age appropriate response for anyone over the age of criminal responsibility. The service will address a wide range of health issues and vulnerabilities and disadvantaged groups –Mental illness, Learning disability, Women's health needs, black and minority ethnic communities, Veterans, Substance misuse and older people. The exit point is at sentence or other criminal/youth justice disposal.

9. L&D central to mental health delivery

10. Points of operation Community settings, including schools and restorative justice, where police engage with CYP Police custody suites and where voluntary attendance occurs Magistrates’ courts Youth courts and referral order panels The Crown Court Probation to assist with the production of Pre-Sentence Reports (PSR) Youth offending teams (YOTs)

11. Adult Children and young people Mental health Learning disabilities Autistic spectrum Substance misuse Physical health Personality disorder Acquired brain injury Speech, language and communication needs Mental health (including conduct disorder, emerging symptoms and multiple risk factors for poor mental health) Speech, language and communication needs Attention deficit hyperactivity disorder Learning disabilities Learning difficulties Autistic spectrum Substance misuse Physical health Acquired brain injury Safeguarding issues/child protection issues VULNERABILITIES

12. Progress so far? Project Board Buy in from senior CJ partners/ organisations & Mersey Care Delivering services across police, courts & other environments Working to extended provision 1 st July

13. Health & CJS Outcomes Improved access and outcomes to health and social care and health Improved criminal justice outcomes for individuals Reduction in the number of first-time entrants to the youth justice system Reductions in offending and re-offending Desistance rates improved

14. How important are partnerships Without partnership support this programme of works will not be successful – Importance of existing relationships – A belief that this is everyone's business – Supporting with research, data and TIME – Everyone understanding the importance of the programme – A real sense of buy in from all

15. Extract from the Programme Merseyside’s move from adult provision to include youth was a transition of far greater contrast in terms of delivery than the team had initially envisaged. But this broadening of provision was helped by the project’s “outstanding partnership” with the Youth Offending Service which has provided important support and has understood the pathways of L&D. This has been important in shaping the delivery of L&D services to young offenders where L&D practitioners work with YOS to provide a wraparound provision for youths in custody or courts.

16. Partnerships Investment is needed, in terms of finance, time and staff resources to develop new ways of working and interagency collaboration Review of Multi Agency Working (2013). I love creating partnerships: I love not having to bear the entire burden of the creative storytelling, and when I have unions like with George Lucas, its really great; not only do I benefit, but the project benefit (Steven Spielberg)

17. Conclusions recognizing opportunities for change; mobilizing people and resources to create changes; developing a vision of long-term change; seeking support and involvement from diverse and non-traditional partners; choosing an effective group structure; building trust among collaborators; and developing learning opportunities for partners

18. Contact Details Mark Sergeant Mark.sergeant@merseycare.nhs.uk 0151 255 0040