1. KSS CRC Annual Service Plan

2. CONTENTS Executive Summary 3 Introduction 4 Operating Model 5 Location6
Governance and Corporate Structure 7
Governance within the CRC
Governance within the Authority Contract 8
Corporate Structure 9
Summary of Proposals for the Delivery of Service
10-13
Service Delivery Plans
Assessment
14-15
Rehabilitation
16-17
Rehabilitation (Interventions)
18-20
Resettlement
21-23
Transformation (ICT & Estates) 24
Performance Summary 2016 25
Annual Service Plan Actions
26-34
Appendix 35
My Solution Rehabilitation Plan (MSRP)
36-37 2

3. Key features of the KSS CRC operating model
EXECUTIVE SUMMARY
Context for the ASP
This plan is produced in accordance with the Amended and Restated Services Agreement for CPA 21, Kent, Surrey and Sussex, Clause 10.1 and is submitted to the Authority for review (10.1 9b)).
Key features of the KSS CRC operating model
Three core functions, Assessment, Rehabilitation and Resettlement reflecting the service user journey; court to rehabilitation.
Realistic and meaningful challenges to recidivism through MSRP.
Service user ownership through “my problem, my solution” approach.
Innovative, bespoke IT system to increase efficiency and improve job satisfaction.
ASP monitoring and accountability
Clear lines of accountability in respect of the ASP, with ownership for activities devolved to middle manager level.
A Metric Action Plan to ensure contract requirements are evident at all levels of the company.
Oversight and scrutiny by the parent company Board through regular meetings and reports.
Innovative and flexible
Service users put at the heart of their rehabilitative journey.
Resettlement team is based in communities not prisons to lead prisoners through the gate, not push them out of it.
New assessment and engagement tools designed by experts.
Sound methodological base backed by proven theories.
Heavy investment in data and analytics to demonstrate and flex to what works. 3

4. INTRODUCTION
KSS CRC transferred ownership to Seetec on 1st February 2015, as part of the Government’s Transforming Rehabilitation programme. The opportunities created by this sale permits KSS CRC to redesign criminal justice provision offering the communities of Kent, Surrey and Sussex a bespoke, innovative, effective and efficient public service delivered through a private company.
Whilst caseloads increased in 2016/17 the general volume of service users and mix of requirements allocated reduced impacting on the WAV Banding the CRC would achieve, which presents the CRC with significant challenges going forward to the next contract year. Despite these funding challenges, this plan identifies the positive approaches that we continue to take to reduce reoffending and protect the public in Kent, Surrey and Sussex.
We are building on the positive start we have made, as recognised by HMIP in their report on Kent and reflected in the praise our Through the Gate service at HMP Lewes has received.  Over the last year, our achievements include moving to a new IT platform, introducing paid and voluntary roles for service users as mentors for other service users, establishing a new Domestic Abuse programme for non-service users in Surrey, commissioning new services to support service users and increasing our accredited programme provision to meet demand. Our delivery model now has a solid foundation from which to further improve and  develop our practice.
This annual service plan for the operation of KSS CRC contract covers the period 1st April 2017 to March Our focus will be on implementing MySIS, our new case management system and M-SAT our new assessment tool, and also reviewing the integration of the assessment function with the rehabilitation team following feedback from HMIP. KSS CRC is committed to developing our provision for female service users, as well as enhancing service user employment opportunities.
Partnership working is at the heart of our delivery model and we will continue to work with all our audiences and stakeholders, including service users, to ensure collaborative working and responsiveness to local need, to achieve our core aims of reducing reoffending and improving lives.
John Baumback Suki Binning
Managing Director – Seetec Chief Executive – KSS CRC 4

5. OPERATING MODEL Assessment Rehabilitation – Service User Management
All functions in KSS CRC have one aim: to reduce reoffending. Each function has a different set of key priorities specific to their function.
Assessment
Producing timely, high quality assessments of risk and need for all community sentences
Identifying how identified needs may be met through the relevant MSRP routeways
Ensuring allocation of service users to their Responsible Officer to commence the sentence plan within five working days of receipt
Reassessing risk and need following any significant change in circumstance to ensure that the interventions are amended accordingly and cases are escalated to the NPS when required.
Rehabilitation – Service User Management
Meeting criminogenic need to reduce recidivism
Actively promoting service user engagement through M-SEP.
Flexing M-SEP to respond to changes in service user need
Maintaining oversight of sequenced interventions
Taking enforcement action to uphold the sentence of the court, support the management of risk and enhance public confidence
Supporting and working with individuals subject to enforcement action to increase engagement and maintain focus on successful completion of the sentence
Developing an approach to working with female service users which address issues that matter to women
Encouraging service users to take responsibility for their rehabilitative journey through positive engagement and making every contact matter.
Rehabilitation – Interventions
Deliver Community Payback in line with NOMs and contractual requirements
Deliver high quality Accredited Programmes, in line with Correctional Services Accreditation and Advisory Panel (CSAAP) standards
Support Delivery of the Rehabilitation Activity Requirement (RAR) through the co-facilitation of non accredited groups.
Build on current provision with partners to support multi agency delivery of Restorative Justice
Co-commission domestic abuse services and become a lead provider in Kent, Surrey and Sussex
To work responsively with female service users to address issues that matter to women.
Encourage service users to take responsibility for their rehabilitative journey through positive engagement - every contact counts.
Resettlement
Delivering timely, high quality assessments of risk and need for all service users on reception to custody
Producing quality M-SEPs, detailing how needs will be addressed in custody and ‘through the gate’
Deliver effective IOM in partnership across the CRC
Effective risk of harm management through MSRP
Encouraging service users to take responsibility for rehabilitative journey through positive engagement - every contact matters
Developing an approach to working with female service users which address issues that matter to women
Delivering ‘through the gate’ services focusing on accommodation, employment, finance and signposting services for sex workers and victims of domestic abuse and sexual violence. 5

6. LOCATION
KSS CRC operates across the geographical counties of Kent, Surrey and Sussex. From 1st February 2015 to 31st March 2016, as part of Transition and Transformation, KSS CRC moved from a geographical focused service user management local delivery unit model into CRC wide delivery functions of Assessment, Resettlement and Rehabilitation. Integrated Offender Management is a stand alone unit. These functions focus on delivering the My Solution Rehabilitation Programme (MSRP). This drives the principle for services users to own their situation – “my problem, my solution”.
There are three NPS Local Delivery Units within Kent, Surrey and Sussex, one located in each county. Provision for facilitating the NPS will be made in accordance with the Amended and Restated Services Agreement (Clause 3.11 (c) (i)). 6

7. GOVERNANCE AND CORPORATE STRUCTURE
AT A GLANCE:
Structures designed to mirror that of the contract compliance framework operated by the Authority
Clear lines of accountability facilitating a command and control structure
Swift and careful scrutiny of the CRC by the parent company
Business and contract risks highlighted and actioned at the most appropriate level
GOVERNANCE AND CORPORATE STRUCTURE
Governance structures within KSS CRC are designed to deliver a public service from a commercial environment built upon the principles of transparency, clarity and honest accountability.  
The accountability framework is based on clear communication and understanding across the organisation of roles and responsibilities, robust performance, financial, risk and information management systems which integrate into the parent company Board structures.
Governance within the CRC
KSS CRC Ltd is a private company limited by shares. The majority of the shares in the company are owned
by Seetec, with the Secretary of State for Justice retaining a special share. KSS CRC is governed by its Memorandum & Articles of Association. The Directors of the company manage the affairs of KSS CRC. Committees will, or have been, established to cover Audit & Risk, Health & Safety and JNCC. They are responsible for overseeing the establishment and implementation of a sound framework for management of risk. The risk register is reviewed at each meeting of the Audit & Risk Committee
CRC Board constitution*
The CRC Board consists of the registered Directors who are drawn from the senior staff.
*note The CRC Board is the Board consisting of the registered Directors. There is a Justice Executive Board comprising senior managers of KSS CRC and Seetec senior managers. A Justice Supervisory Board reviews governance from a parent level. 7

8. Governance within the Authority Contract
AT A GLANCE:
Representation on Authority Groups at appropriate levels throughout the company
Increased responsiveness of the CRC to Authority positions through the involvement of a diverse range of CRC managers
Speedy identification and resolution of issues ensuring smooth contract management and delivery
Governance within the Authority Contract
The Amended and Restated Services Agreement and associated Schedules set out the contractual requirements and Authority governance structures:
Relationship Management Group 
This group is responsible for account management, contract review and overseeing the overall success of the relationship between KSS CRC and the Authority. 
This group reviews the Annual Service Plan, any continuous improvement plan and service reports. They also receive reports for the other three groups to inform contract review.  
The CRC supports this group through attendance by the CRC’s CEO and Head of Contracts
Service Management Group 
This group is responsible for the day-to-day management of the relationship. 
This group monitors the operational performance against the performance measures; discusses potential opportunities to improve performance, efficiency and effectiveness; reviews progress against any CRC improvement plans; discusses the findings of the Continuous Improvement Report; identifies and agrees measures to address recurring or material problems with the delivery of service and to report to the Relationship Management Group. 
This group is attended by Head of Contracts supported by a Business Intelligence Unit member and Contract Manager, when necessary.
Change Protocol Group 
When necessary this group meets to discuss and agree proposed changes to the contract as set out in Schedule 12 – Change Protocol and, on behalf of the CRC, will be attended by the Head of Contracts
Service Integration Group 
This group manages the interfaces between the Authority, the NPS, resettlement prisons and KSS CRC.  
On behalf of the CRC it will be attended by the Head of Contracts or Contract Manager, with a Head of Service and/or Operational Director(s) when required. 8

9. Rehabilitation Interventions
CORPORATE STRUCTURE
Managing Director
Chief Executive
Rehabilitation Interventions
Assessment
Resettlement
Corporate
Services HR
Rehabilitation
Middle Managers
Staff
Supply Chain 9

10. CLAUSE REQUIREMENT RESPONSE
SUMMARY OF PROPOSALS FOR THE DELIVERY OF SERVICES : ONE
CLAUSE
REQUIREMENT
RESPONSE
3.11 Interfaces with the Authority in its Provision of the National Probation Service and prisons
3.11 (a) (i)
Perform interventions and other services for the Authority in its provision of the National Probation Service
Service Delivery Plan
3.11 (a) (ii)
Transfer cases to the Authority if the Authority determines that risk has increased
3.11 (a) (iii)
Prepare breach information
3.11 (a) (iv)
Provide information to the Authority for the purposes of providing advice to courts
3.11 (b)
Agree protocols for the operational arrangements between the NPS and resettlement prisons
Corporate Structure and Governance
3.11 (c) (i)
Provide a facility in the Contractor Premises for not less than three Authority personnel for each NPS LDU
Location
3.11 (c) (ii)
Provide any other facilities and support that the parties may agree in writing
For negotiation upon receipt of a request from the Authority 10

11. CLAUSE REQUIREMENT RESPONSE
SUMMARY OF PROPOSALS FOR THE DELIVERY OF SERVICES : TWO
CLAUSE
REQUIREMENT
RESPONSE
3.11 (d)
Compliance with confidentiality
KSS CRC will comply with all confidentiality clauses as set out in Clause 36.4 of the ARSA.
3.12 Interfaces with the Community Rehabilitation Company
3.12 (a)
Forum participation
KSS CRC will participate in forums designed to share best practice and promote effective and efficient provision of probation services.
3.12 (b)
Obtaining services from resettlement prisons outside KSS CRC
KSS CRC will negotiate with the Lead Host CRC or Host CRC the provision of services for Allocated Persons being released from resettlement prisons within their scope.
3.12 (c)
Delivering services for other CRCs
KSS CRC will deliver services in accordance with its Rate Card for other CRCs.
3.12 (d)
Release from a non-resettlement prison
KSS CRC will negotiate with the governor of any non-resettlement prison where it wishes to provide services access to that Allocated Person. 11

12. CLAUSE REQUIREMENT RESPONSE
SUMMARY OF PROPOSALS FOR THE DELIVERY OF SERVICES : THREE
CLAUSE
REQUIREMENT
RESPONSE
3.12 (e)
Liability to KSS CRC in respect of the provision or receipt of services
KSS CRC acknowledges and accepts that the Authority has no liability in respect of the provision or receipt of services.
3.13 Interfaces with statutory partnerships
3.13
Provision of probation services
KSS CRC will carry out the provision of probation services in accordance with Clause 3.2 (c).
3.14 Interfaces with non-statutory partnerships
3.14 (a)
Subcontractors (Clause 4.1)
KSS CRC does not have material subcontractors in its operating model. It does however have a supply chain as set out in Schedule 6. 12

13. CLAUSE REQUIREMENT RESPONSE
SUMMARY OF PROPOSALS FOR THE DELIVERY OF SERVICES : FOUR
CLAUSE
REQUIREMENT
RESPONSE
3.14 (b)
Responding to local needs
KSS CRC has undertaken extensive profiling of its service user cohorts to ensure that its supply chain provision is commensurate with need.
3.15 Interfaces with other persons
3.15 (a)
Third party services
KSS CRC will co-operate and liaise in good faith with the Authority and use all reasonable endeavours to ensure that any Third Party services are provided efficiently and with the minimum of disruption to the Authority.
3.15 (b)
Connectivity
KSS CRC will use its best endeavours to ensure that its services are flexible and able to interface with and be capable of interworking with technology and systems employed by the Authority.
3.15 (c)
Electronic monitoring providers
KSS CRC will work collaboratively with any EM provider for CPA 21 13

14. Assessment AT A GLANCE: Expert assessment at point of first contact
A widely publicised central contact point for external organisations
A consistent front door service
Increased confidence through clarification and assurance of earlier external assessments
Innovative, bespoke assessment tool developed by forensic specialists
Assessments linked to evidenced proposals for action
Assessment
The Assessment function is the consistent front door for service users subject to community sentences. Responsible for producing timely and high quality assessments of risk and need for all service users subject to community sentences, the Assessment function also commences the sentence planning process prior to allocation of service users to responsible officers where plans are finalised and delivered. A focused and front loaded approach to assessment delivers accuracy of risk assessment and a comprehensive needs analysis which supports the service user throughout their rehabilitative journey.
Progress during 2016 includes:
Co-located presence in MASH to ensure live access to relevant safeguarding information and to contribute to the appropriate management of risk
Implementation of a whole CRC approach to consistent front door service including one number booking for inductions and first work session
Introduction of a harmonised induction process to ensure quality and consistency across the three counties of the CRC, including handover record from assessment to rehabilitation to maintain continuity
Comprehensive review of sentence planning tools completed and updated good practice guidance launched to support implementation of learning from NOMS audits and HMIP recommendations
Planned developments for 2017 include:
Implementation of function review to integrate assessment into rehabilitation to offer greater resilience, continuity of service user journey and increased flexibility in relation to assessment and sentence planning
Introduction of MySIS and M-SAT/M-SEP to further enhance the assessment process 14

15. Schedule 9 Metrics - Assessment
Metric Definition %
Trigger Plan
SL01
Initial contact CO/SSO orders: contact arranged to see within five business days
97%
92%
SL03
Completing the plan (CO/SSO) within 10 business days after first attended appointment
SL06
Priority of arrangement of unpaid work: within seven days of NPS allocation
75%
65%
SL16
Quality of Breach Referral
90%
80%
Assurance Metrics E
Breach referral timeliness
60% G
Risk Escalation Quality
Accountability
Senior Probation Officers are responsible for the line management of all practitioners within the Assessment function. They ensure the achievement of the aforementioned metrics whilst keeping oversight of quality through the regular assurance of work allied to the KSS CRC quality assurance framework identified within the Organisation’s Quality Assurance, Audit and Performance Strategy. The practitioners working in the team are experienced and confident assessors who are familiar with working at pace to produce comprehensive and high quality assessments. Where an identifiable risk of serious harm to known adults or children is identified by the NPS within the Case Allocation System (CAS) it is managed appropriately by being incorporated into the risk management and sentence plan prior to handover to the allocated Responsible Officer. During 2017 the outcome of the function review will be implemented which will see the re-alignment of both Assessment SPO and RO resource into rehabilitation and resettlement based on caseload and workload analysis.
Service users and location
The client group is spread across the KSS area. At the current time, whilst staff work within designated teams they work flexibly and travel within the locality to effectively meet the demands of the Assessment function and service user need. 15

16. Rehabilitation AT A GLANCE:
MSRP and a minimum package of support underpinning all service user engagement, including those with a RAR
An integrated and specialised team to deliver all community sentences and IOM across the whole of the contract package area
Diverse range of options to engage every service user
Possessing the ability to draw upon supply chain services commissioned to support service delivery
Service User Council to validate delivery model
Rehabilitation
The Rehabilitation function delivers structured and targeted work to service users to deliver the sentence of the court to reduce reoffending via the seven routeways contained in MSRP. From this solution, supported by the CRC’s comprehensive suite of non-accredited group work and individual interventions, relevant modules are drawn for those subject to a Rehabilitation Activity Requirement (RAR). Any notion of ‘one size fits all’ is rejected by engaging and empowering the service user to take ownership of the plan. Likewise the Responsible Officer has a high level of flexibility to adjust the content and intensity of the plan according to changes in risk, need and motivation. When implemented, MySIS will enable the Responsible Officer to maintain active, real time oversight of progress to ensure that the sentence plan (M-SEP) is implemented and the expectations of the court are met.
Achievements during 2016 includes:
In June KSS launched the new Quality Assurance, Audit and Performance Strategy which outlined the CRC’s commitment to quality assurance across all operational functions and gave a framework for the assurance activities that would take place over the preceding year. To drive the implementation of the strategy and framework a specialist operational team was assigned to lead on this critical area of business. Made up of Senior Probation Officers with a trach record of driving excellent performance, the team has seen the successful implementation of the strategy including thematic audits linked to safeguarding, women, enforcement and compliance and most recently IOM. In addition to this the have continued to be the benchmark for quality reviews in relation to death, complaints and SFOs achieving 100% good rating on all SFO reviews
Embedding of IOM into co-located hubs across the CRC
Employment of ex and current service users as Case Support Workers, a recommendation made by the Service User Council to increase support for those identified as most hard to reach
Female SU strategy visioning and strategy planning completed
Quality Assurance, Audit and Performance Strategy launched and three operational audits linked to safeguarding, women and compliance and enforcement completed
Comprehensive review and refresh of RAR good practice guidance in response to HMIP recommendations
Comprehensive review of enforcement policy including refreshed approach to managing absences 16

17. Planned developments for 2017 include:
Implementation of function review to integrate assessment into rehabilitation to offer greater resilience, continuity of service user journey and increased flexibility in relation to assessment and sentence planning and IOM into resettlement to ensure seamless through the gate offer is realised
Implementation of a refreshed approach to IOM across the CRC in line with HMIC recommendations linked to threat, harm and risk
SU engagement and compliance strategy to be launched
Female Service User strategy to be launched
Embedding of commissioned female service user provision across Sussex to ensure all women are seen at a co-located venue

18. Schedule 9 Metrics - Rehabilitation
Metric Definition %
Trigger Plan
SL05
Arrangement of Unpaid Work within 28 calendar days of allocation
97%
SL07
Completion of the sentence of the Court: termination of the sentence
99%
SL08
Completion of Community orders and Suspended Sentence Orders
75%
65%
SL10
Delivery of Unpaid Work
90%
80%
SL11
Delivery of the Programme requirement: Programme completion rate
SL12
Delivery of the rehabilitation activity requirement: RAR completion rate
SL16
Quality of breach referral
Assurance Metrics A
Quality of engagement with allocated person
60% E
Breach referral timeliness
95%
85% G
Risk escalation quality
Accountability
The Director is accountable for service delivery and the achievement of performance metrics across the Rehabilitation function. This responsibility cascades down through the line management structure with each individual being held personally accountable for the quality of their work and performance outcomes, through supervision and performance appraisal. The Responsible Officer is responsible for work undertaken with allocated service users on their caseload
Appropriately qualified practitioners work with service users who present the greatest risk of serious harm to known adults and children, subject to thresholds for escalation to the NPS. In addition to individual responsibilities all staff work collaboratively together within their teams and across KSS CRC in support of the overriding objective of reduction reoffending.
Location
In order to facilitate service user engagement and compliance Rehabilitation teams operate from all current office bases and continue to utilise external contact centres where this enhances engagement within the locality. KSS CRC works across office boundaries, to ensure a comprehensive service for service users who can report more easily to a venue outside the normal catchment area. 18

19. Rehabilitation (Interventions)
AT A GLANCE:
Delivery of trusted interventions known to positively impact on recidivism
Competitively priced range of products meeting the needs of customers
Adapted delivery methods and styles to satisfactorily address the diverse range of service users
Providing courts with the ability to combine and create different permutations of interventions to secure truly bespoke sentences which have maximum impact
Rehabilitation (Interventions)
KSS CRC’s approach to delivering interventions is flexible and collaborative. Our aim is to meet the requirements of both multiple commissioners and service users who have multiple needs that underpin their offending behavior. We provide a comprehensive range of rehabilitative and punitive interventions which place the individual at the heart of our work. To promote service user engagement, wrap-around support is provided via the volunteer unit and partner agencies. In order to respond to specific needs, we deliver interventions in partnership, to address the shared priorities of our stakeholders.
The teams sitting within the Interventions Directorate work collaboratively across all functions within the CRC and with the NPS. The overriding objective is to ensure that a diverse range of high quality interventions is available, to deliver the sentence of the court and reduce reoffending.  
During , the Interventions Directorate has :
Reviewed demand for Accredited Programmes (AP’s) and Community Payback (CP)
Invested in staff recruitment to build resilience and ensure we have the right staff, in the right place with the right skills.
Achieved a significant reduction in CP stand downs.
Launched the Accredited Programme tracker, to provide Management Information and enable barriers to the individual service user journey to be addressed.
Reviewed the original ‘CP Hub’ proposal and implemented an alternative model which is more cost effective and responsive to service user need.
Aligned the CP Health and Safety processes across KSS CRC and launched a new staff induction and training programme.
Developed our CP Placement Strategy, including the pilot of a successful Women's group in Surrey.
Built our AP facilitator training capacity and have worked with NOMs to extend training to other CRC’s.
Launched the Peer Mentor Service
Extended the Volunteer Service into Surrey and Sussex, to provide comprehensive in house provision which is now available to the NPS across the CRC
Launched a Surrey PCC funded group for non convicted perpetrators of domestic abuse
Launched a multi agency, co-delivered group for convicted and non convicted perpetrators of domestic abuse, in Kent and Medway. 19

20. Planned developments for 2017-18 are to:
Review and revise the Sentencer Liaison strategy, to raise awareness and actively promote use of programmes with Courts/NPS.
Implement and embed internal guidance on programme suitability, particularly with regards to licence cases.
Increase volume/frequency of Accredited Programme delivery to meet demand and minimise programme waiting times.
Re-launch Building Skills for Recovery and Resolve with enhanced wrap around support, to maximise opportunities for successful delivery.
Promote Drink Impaired Drivers Programme with the Courts and NPS to obtain sufficient referrals, to commence delivery.
Ensure the process for monthly Treatment Manager/SPO Reviews of service users with an Accredited Programme is fully embedded, that individuals are actively managed through the pipeline and any barriers to completion are addressed.
Implement the formal partnership between the Peer Mentor Unit and Programmes team to increase service user engagement and compliance.
Review the Accredited Programmes tracker, to maximise functionality for administrators, operational staff and managers
Review and revise core training requirements for programmes staff, to ensure that they have the required skills to respond to specific service user needs.
Promote employment opportunities for service users by organising an Employment Fair and Surrey/Sussex
Develop a Service User Apprenticeship Strategy.
Embed Peer Mentoring across KSS CRC
Implement the Community Payback Placement Strategy to reduce stand downs, meet diverse needs and provide a wider range of placements that add value.
Expand the range of Community Payback placements that enable female service users to complete their hours in a safe, non judgemental environment with other women.
Increase use of the 20% ETE allowance and Intensive Work within CP to develop skills, enhance employability and meet contract requirements.
Our overall aim for 2017/18 is to build on the achievements of the previous year and consolidate delivery across all Intervention functions. This involves maintaining quality standards and increasing throughput, in order to further reduce programme waiting times and CP stand downs. The foundations for this is our investment in recruitment and training, which will come fully to fruition in 2017/18 adding resilience to local teams. We will continue to work collaboratively with Rehabilitation and Resettlement functions to ensure a collaborative approach is taken to the case management of service users. We will promote compliance through the improved targeting of suitable service users through the Courts and the provision of wrap around support by volunteers and peer mentors. The latter will enable individual service users to make a positive contribution to the lives of others, while gaining the opportunity to develop their own skills by obtaining a recognised qualification in mentoring and befriending. We will revise our ETE strategy to improve employment outcomes for service users and take a lead multi agency role in promoting the ETE needs of service users and links to reduced re-offending.
For an overview of all the interventions delivered by KSS CRC please visit the KSS CRC website 20

21. Schedule 9 Metrics - Interventions
Metric Definition %
Trigger Plan
SL05
Contractor Delivery of Unpaid Work
97%
SL06
Priority Arrangement of Unpaid Work
75%
65%
SL10
90%
80%
SL11
Contractor delivery of the Programme Requirement.
SL12
Contractor Delivery of the Rehabilitation Activity Requirement.
Assurance Metrics A
Quality of Engagement with Allocated Person
N/A D
Accredited Programme Quality
Accountability
The Director of Interventions is responsible for service delivery and the achievement of performance metrics across the function. As Co-Chair of the CRC Delivery Meeting, the Director works alongside the Director of Operations to ensure there is an integrated approach across the two directorates. Within Interventions, there are two Heads of Service with responsibility for the restrictive and rehabilitative interventions. Responsibility cascades down though middle managers, who are in turn individually accountable for quality and performance within their locality and /or function. Areas of under performance are addressed through Performance Improvement Plans and individuals are held to account through supervision and performance appraisal.
Location
Interventions are delivered from office bases across KSS CRC, while responding to local needs and service user location, as well as meeting demand from the NPS and other commissioners. 21

22. Resettlement AT A GLANCE:
Innovative approach to resettlement, rejecting notions of pushing prisoners out from the inside
Discharged prisoners are led through the gate by teams based in the communities where they aim to settle
Improved communication through named single points of contact for every prison in the CRC
Ground breaking engagement with short sentenced prisoners who receive more than signposting to services
Resettlement
Providing a comprehensive and universal service to allocated persons in custody, including short sentenced prisoners, now released with a period of supervision in the community. Resettlement teams support service users ‘through the gate’ working with them to lead them back into the communities to which they belong, rather than standing inside the prisons “pushing them out”. A mixed economy of staff working with their service users in prison and in the community gives increased understanding and flexibility in delivering the sentence plan and responding to individual need. This encourages the rehabilitative process and the objective of securing the seamless sentence. Public and stakeholder confidence is secured through a robust approach to compliance with clear boundaries and risk escalation procedures in place ultimately resulting in recall where service users fail to fulfill their responsibilities.
Progress during 2016/17 includes:
Completed transition from initial supply chain model to CRC delivery.
Implemented our supply chain solution to accommodation advice and brokerage
Completed a gap analysis of service user need outside of the mandated areas to inform planning of provision
Introduced a dedicated supervisory role within the prisons to manage logistics and focus of quality assurance
Trialed a female service user programme to meet the bespoke needs of female service users.
Planned developments for 2017/18 include:
Complete review of Through the Gate and community supervision staffing to add resilience and ensure effective contingencies are in place.
Review staffing model for Through the Gate work to add resilience to staff turnover
Move Integrated Offender Management (IOM) in to the Resettlement Function
Review management of Through the Gate to ensure consistence of delivery and reduce impact of IOM changes on TTG delivery
Complete roll out of management information system to manage the requirements of the contract and provide assurance to NOMS, NPS and Prisoner Service stakeholders.
Review the mandated service offer in line with the revised specification from April 2017
Roll out of women’s programme across the female estate 22

23. Schedule 9 Metrics - Resettlement
Metric Definition %
Trigger Plan
SL02
Initial contact release from custody: face to face appointment arranged to take place within one business day after release
97%
92%
SL04
Completing the plan for allocated persons released from custody within 10 days of first attended appointment
SL07
Completion of sentence of the Court: termination of the sentence
65%
55%
SL09
Completion of licence and post supervision periods
SL13
Completion of resettlement plans five business days after basic custody screening
95%
90%
SL14
Pre release planning. No later than 12 weeks prior to release.
85%
SL15
Contribution to assessments for discharge (for CRC cases) within 10 business days of request
SL17
Recall referral quality
80%
Assurance Metrics A
Quality of engagement with allocated person
75%
60% C
Allocated person resettlement services accommodation F
Recall referral timelines G
Risk escalation quality 23

24. Accountability Location
The Head of Service is responsible for service delivery and the achievement of performance metrics across the Resettlement function. Middle managers are in turn individually accountable for quality and performance outcomes within their teams. Middle managers are assigned lead roles for individual prisons and working with prison service colleagues to design and implement delivery agreement plans for each establishment.
Practitioners undertake the role of Responsible Officer. They are responsible for managing the service users on their caseloads. Appropriately qualified practitioners will hold all cases where there is a known risk to a child or known adult.
Location
Practitioners are based in all KSS CRC office locations but travel flexibly to their allocated resettlement prison in their region. Where service user volume requires some full time staff are in dedicated prison based roles. 24

25. Transformation (Estates)
AT A GLANCE:
Increased working efficiency with service users
An intuitive system that learns which interventions are most effective
A more detailed and targeted Assessment Tool
A more user friendly case management system
Transformation (ICT)
We have now moved from the Offender Management National Infrastructure (OMNI) onto our own corporate systems in all of our offices and are using the Data Exchange Bridging Solution (DEBS) to access national systems. We have also replaced legacy hardware and software with new equipment and applications.
We plan to replace the national case management system we currently use – NDelius – with a new case management system, My Solution Information System (MySIS), in The first version of MySIS will go through a series of testing phases before it is rolled out in the CRC in August We expect MySIS to help our practitioners work more efficiently with service users and to provide our business with critical data to help us understand which of our interventions are most effective.
We have also developed a new assessment tool, My Solution Assessment Tool (M-SAT), to replace the national tool, OASys, for which we have received provisional approval from the National Offender Management Service (NOMS). M-SAT assesses service user need in much more detail than OASys. It will therefore help practitioners match specific needs to the interventions most likely to reduce reoffending in developing a plan for service users (My Solution Engagement Plan – M-SEP). It will help managers understand which practitioners are working most effectively with service users and what it is about their practice which is most effective. It will also help us as a business understand where our interventions having a greater or lesser impact to help inform any commissioning decisions. Our plan is to have M-SAT available for practitioners to use from August 2017.
Our plan is contingent on a number of external and internal dependencies. The most notable external dependency is the publication by NOMS of the final versions of messaging interface and exchange details and all business process information.
Transformation (Estates)
The CRC extended lease or licence agreements for most office locations until the end of This has allowed resources to be focused on the relocations of Maidstone, Crawley and Redhill operational offices and Maidstone corporate centre. The relocations were scheduled throughout the year with moves occurring between from May through to December. The CRC Estates strategy continues to be reviewed and updated accordingly in line with existing property locations, dependent on suitability and availability. The CRC continues to work closely with the NPS and Authority Estates team to ensure strategies are aligned and mutually beneficial wherever possible. Progress continues to be made with further relocations in the early part of 2017. 26

26. Performance Summary 2016/17 AT A GLANCE:
2016 average Performance exceeded the Q3 baseline target for 15 of 16 Service Levels
2016 average Performance exceeded the end state target* for 12 of 16 Service Levels (*to commence Q1 2017)
A continuous improvement cycle ensures focus on performance to help drive results
Performance Summary 2016/17
Performance results for Q4 2016/7 are not due for publication until late April, therefore the below focuses on a summary of Quarters 1 to 3.
The CRC has performed well against the 16* Service Level (SLs) baseline targets, with the 2016 average exceeding Q3 targets for 15 of these. The one exception being SL07 – Termination of the Sentence, an administrative task of terminating/closing cases on the nDelius (Case Management System) one a sentence has been completed.
Whilst average performance has provided very positive results, when Q3 is taken in isolation a small reduction in percentage achieved in the following SLs may result in service credits being applied
SL01 Initial Contact within 5 days (CO/SSO) – 0.61% below target
SL10 Completion of Unpaid Work – 0.70% below target (1.2% below target in Q2)
SL11 Completion of Accredited Programme – 4.01% below target
SL13 Completion of Resettlement Plans – 0.62% below target**
*Service Level 14 is not currently measurable
**Representations submitted to the Authority for a service credit waiver however due to prisoner access issues 27

27. Appendix 27

28. MSRP
KEY ROUTEWAYS
Designed to help service users understand and create choices, drive consequential thinking and personal responsibility, build confidence and assist change.
Home is concerned with having settled permanent accommodation within the community. It covers practical issues, such as how to set up payment schemes for utilities, as well as securing different types of tenancy.
Money focuses on the issues of finance, benefit and debt. Modules are designed to help service users manage their money better. Sessions include managing debt, sourcing help and taking control.
Future is about the steps needed to locate and secure work, how this is linked to training and education and how the service user can take action themselves to improve their employment chances.

29. MSRP
KEY ROUTEWAYS
Support encourages the service user to think about their responsibilities and what their actions have meant for their families and loved ones. It encourages service users to maintain contact with families when in prison and looks at ways in which they can maintain their relationships
Whilst treatment of addiction is covered by other means, often the thinking associated substance misuse requires further challenge. Habit covers the nature of addiction, its link to low self-esteem and steps to regain control.
Health modules demonstrate ways in which health care can be accessed, looking at staying healthy, the importance of diet and weight management as well as sexual health issues.