1. Public Social Partnership Low Moss Prison
EU SEN
Scotland case study for peer review
Trento, 12/13 Sept 13
Pauline graham

2. The starting point – for Low Moss PSP
A new prison
Lack of coordination in how Prison based and community criminal services are currently funded and delivered
A partnership ethos
A willingness and desire to do something different
The present economic and political climate
The recommendations from the Christie Commission
Key message is that the current arrangement is not working for prisoners

3. The nature of the problem
Wider perspective;
Reconviction rates range between 25-53%
SPS estimates £34, 279 pa is spent on prisoners in Scotland
Estimated cost of £80k for every custodial reconviction
HMP Low Moss;
Estimated 700+ liberations per year from Low Moss
A need for consistent access to key supports
A desire for consistent co-ordination in delivery of support
A need for consistent monitoring of the impact of support
PSP & Co production can be the key to improvement
Key message is that the current arrangement is not working for prisoners

4. The desired outcomes Reduction in reoffending
Reduction in re-incarceration
High level of engagement with services
Outcome 1
Outcome 2
Outcome 3
Outcome 4
Outcome 5
Outcome 6
Outcome 7
Outcome 8
Outcome 9
Sustained or Improved Physical and Mental Wellbeing
The ability to access and sustain suitable accommodation
Reduced or Stabilised Substance Misuse
Improved Literacy Skills
Employability prospects increased
Improvements in attitudes or behaviour which leads to offending …
The ability to
access and sustain community support, including financial advice
The ability to live independently if they choose
Maintained or improved relationships with families, peers and community
Built from government agendas and 3rd sector collaboration to refine for low moss

5. So what type of behaviours are needed to respond?
Agility and ability to embrace uncertainty
Innovation
Challenging assumptions
Creativity and risk taking
External orientation beyond our own parameters
Diverse leadership approaches

6. The PSP Approach PSP Journey
Stage1
Identify opportunities & partners
Stage 2
Create a common understanding and way of working
Stage 3
Co design the service & Pilot
PSP Journey
Talk about the journey to get here, share a war story
If the third sector is key to co-delivering through care then we should actively design the solution. Something which can really work
Working together in a structured way which pools knowledge but retains future competition
More detail on the PSP – Ready for Business

7. How can this PSP make an impact?
Co production has the potential to simplify things
A wide range of community options is a great starting point
Maximise the potential for continuity between in prison and community based supports
Take advantage of what’s already there
Build on existing partnerships and establish more

8. The process of data collection and consultation with target group
Gathering information and data
Engaging prisoners and ex prisoners
Engaging third and public sector agencies
Key message is that the current arrangement is not working for prisoners

9. So what? The present system is not working
Reconviction rates are still high
Significant cost to the public purse
Significant impact on people’s life's
Significant impact on the lives of families
Significant impact on communities
Good individual projects/initiatives exist but there is a lack of cohesion and coordination
Positive impact on individuals but limited impact on system
Continuity and throughcare are the gateway to success
Key message is that the current arrangement is not working for prisoners

10. Developing a business case
We have produced an outline business case to assess the impact we can bring both to prisoners and to the public purse
More work will be done in the pilot phase to explore and monitor the benefit to the wider community
Needs to be refreshed nearer the time
Yr1 2013/14
Yr2 2014/15
Yr /16
No of fewer reconvicts
Estimated no of
reconvictions
Apply
10% reduction
15% reduction
20% reduction 
3-6 months
164 16 25 33
6months to 2 years
126 13 19 26
2-4 years 38 4 6 8
Total
328 50 67

11. The Model: Core principles
Continuity of support and coordination throughout the prisoner journey
Dedicated one to one support
Shared assessment framework and support planning
Person centred, responsive and flexible
People at the centre of the planning process
Strength of a partnership approach
Sell each feature, say why prisoners need this

12. The Model: Key Features
Support plan co-design, monitoring & review – tailored support packages
Through the gate support – support at the most crucial time
Dedicated case worker – Continuity in the assessment and support process post liberation
Direct links with appropriate organisations and services – Commissioning, e.g. health, housing, employment, family supports etc
Continued engagement post liberation – In the locations/services that are key to success
Joint working protocols – Common assessment platform, information sharing and agreed outcomes between agencies
Sell each feature, say why prisoners need this

13. Community based services
The model
Person Based Services
Throughcare Service
Comprehensive assessment, identify needs and appropriate support services
Co-ordinated delivery
Holistic service
Community based services
Throughcare needs assessment by dedicated care worker
Initial focus on stability and getting back on track
Prisoner released

14. The Prisoner journey Initial assessment/Core screen process
Case management forum
Make best use of the induction programme
Early prisoner engagement
Jointly develop a support plan
Engage links with key supports/agencies
In prison support – community links
Release
Ongoing contact, monitoring and review

15. Governance and Management
PSP
Governance Group
Steering Group
Lead Agency
Throughcare Team
Community Based Services

16. How can we all help? We have infrastructure already in place
We can be flexible and responsive
We can facilitate partnerships quickly
We have other added value services e.g. literacy, substance misuse, mental health, employability etc.
We are innovative and imaginative
We are aligned to the ethos underpinning PSP’s
We are person-centred and recovery-focussed
We have proven track record

17. We can all contribute towards....
Reductions in reconviction and re-incarceration
Positive improvements in substance misuse, health and wellbeing, relationships with families, employability, self esteem & community participation
Stronger partnership and collaborative approach
More targeted and appropriate services
Providing value for money

18. Creating a sustainable initiative
High Priority – primarily need to deliver the goods
Sustaining strong links with key agencies – key to success
Post pilot period – tender and commission
Monitoring and evaluation framework - positive ROI
Collecting the evidence - building evidence to prove a positive impact
Beyond the individual – measure the impact/benefits on wider public sector services and communities
Voiceover Big Lottery and Robertson, was nervous about adding them in text as its not signed and sealed

19. What we are achieving Secured funding and commitment
Keep Informing and involving
Win hearts and minds
Jointly contribute and shape
Garner commitment and sign-up against Memorandum of Understanding
Call to arms

20. ….and after that!
Assess progress throughout the year, including lessons learned and challenges faced
Examine how to open up public engagement, promoting diversity, and transparency
Explore how to further stimulate partnership working locally
Consider how to mobilise action in local areas
Share best practice

21. Low Moss PSP Will this result in better outcomes?
Will this result in a reduction in custody?
Will this result in better service delivery?
… it will if we work together and see things in similar ways!

22. EU SEN contact for further information on Public Social Partnership and Low Moss Prison PSP Pauline Graham CEO, Social Firms Scotland