The next 12 months will be a time of major change as we reshape our service and adapt to a new business environment. The first part of our journey involved the setting up of our Community Rehabilitation Company by bringing together the former Trusts of Cumbria and Lancashire and this has provided a strong platform for future success through the exceptional talent within our workforce. We welcome becoming part of Sodexo Justice Services working in partnership with NACRO and look forward to the new opportunities for innovation and growth this will bring for us over the next seven years of the contract.

Making change happen is the focus of the plan and we will build on our commitment to make a positive future for our service users. This approach will be the springboard to future success and provides the basis for the goals and objectives contained in this plan.

Working with our partners, stakeholders and service users is an essential ingredient to success and we continue to strengthen our relationships to ensure that we deliver our contractual requirements. This will provide both challenges and opportunities especially with the introduction of Payment by Results (PbR) and working in a more commercial environment.

Moving the business forward through the next 12 months will be a shared effort and I am grateful to be supported in this by a talented team of colleagues who are committed to top class performance and making a difference. This plan will ensure that we invest in the training and development of our people to allow them to make a valuable contribution to the success of our company.

Penny BarkerChief Executive Cumbria & Lancashire Community Rehabilitation Company

Penny BarkerChief Executive Officer

Copyright © 2008 Enhance Management Consulting Ltd.

A message from our Chief Executive

IntroductionThis is the Cumbria and Lancashire Community Rehabilitation Company Annual Service Plan for 2015 – 2016. Our plan sets out how we will achieve change by setting goals that are challenging and by working effectively with all our partners. This approach will ensure that the strategy and objectives of the organisation are reflected in departmental business plans and individual appraisals. We will work to continuously improve our performance and delivery of service.

We will:

• Establish a Transition and Transformation Board.• Meet the work volume expectations through understanding the expectations and

ensuring that resources are in place to meet the agreed demand on services.• Meet key performance measures (Goal 1), working with the Authority where there are any concerns to make improvements through agreed processes.• Carry out two service user surveys a year.• Ensure we work to Quality Assurance requirements and participate in a pilot with

the NOMS Quality Assurance Unit.• Review our staffing profile and will engage with our staff to move to the planned new

structures by December 2015.• Move to a new estates structure of one central hub, with three Local Delivery Units, a

number of Neighbourhood Centres and satellite venues with partner agencies, which will be located to meet service user need.

• Implement a new operating model which will enable the CRC to meet the demands of the Offender Rehabilitation Act 2014.• Agree interface arrangements with the NPS and have in place a protocol which is

regularly reviewed.• Agree interface arrangements with resettlement and releasing prisons and have in

place protocols which are regularly reviewed.• Have in place by May 2015 processes and partnerships which will provide excellent

‘Through the Gate’ (TTG) services to provide support to service users to enable them to successfully rehabilitate into their community and desist from further offending.• Engage with Police and Crime Commissioners, Reducing Reoffending Boards,

Community Safety Partnerships and the Troubled Families initiatives to pool resources where appropriate and to provide additional services where commissioned

to do so.• Ensure that the work of the CRC with stakeholders and partners is of the highest

standard and fully meets any contractual requirements.• Utilise performance information and planned audit activity to ensure that the CRC

focuses upon developing and improving performance and creating opportunities for innovative ways of working to reduce reoffending and protect the public.

Our GoalsIn support of our mission, we have set four key goals, targeting what we hope to achieve. Each of these is underpinned by the Key Performance Measures which will enable us to monitor progress towards these goals.

Our Mission and PurposeTo create a positive future by managing risk, changing lives and improving communitiesThis is our business - It will guide our strategy and the day-to-day actions of all our staff.

Our values provide our inspiration to do the things we do:

Innovative Nurturing Supportive Passionate Inclusive Respectful Ethical

•

•

Aligning the Organisation

1 To excel at public protection and reducing reoffending for the diverse communities we serve and service users we manage

2 To grow and harness talent, empower and develop a diverse team of staff and to be an employer of choice

3To develop intelligence, systems and processes that allow us to be more efficient and effective in a period of Transition and Transformation

4To grow and become the market leader in community rehabilitation and secure our long term financial sustainability within a commercial environment

Mission

Goals

Mission

Goals

Key performancemeasures

Objectives, training & development

Governance & Service Delivery

Our key performance measuresOur aim is to meet or exceed the targets shown

We are now looking to strengthen our partnerships to

make a real difference to the communities of

Cumbria & Lancashire.

We are looking in detail at all we do to do it more efficiently

and effectively

To excel at public protection and reducing reoffending for the communities we serve

To supply high quality services which meet user and client requirements and maximise our payment by results fee

1 Reduce reoffending year on year (Performance data not available during 2015/16)

1%

2 Initial contact arranged CO/SSO no later than 5 business days after allocation

97%

3 Initial contact arranged, release from custody, 1 business day after release 97%

4 Sentence plan completed for CO/SSO within 10 days following 1st appointment attended

97%

5 Sentence plan completed for licence cases within 10 business days following 1st appointment attended

97%

6 % of offenders who have an UPW arranged no later than 28 days following allocation

97%

7 % of offenders who have an UPW arranged within 7 calendar days following allocation

75%

8 Offenders who complete the Order of the court 99%

9 % of offenders who have a positive completion of the Order of the court 75%

10 % of completions in licence or post sentence requirements that have a positive completion

65%

11 % of positive UPW completions 90%

12 % of positive Accredited Group Programmes completions 90%

13 % of positive RAR completions 90%

14 % of Basic Custody Screening completions in resettlement prisons (5 days following allocation)

95%

15 % of prisoners who have had pre-release activity and planning undertaken no more than 12 weeks prior to release

90%

16 % of prisoners released on HDC or ROTL whereby CRC provides information for use in the decision making

97%

17 Quality of Breach Information 90%

18 Quality of Recall information 90%

To excel at public protection and reducing reoffending for the communities we serve

Goal

1

To excel at public protection and reducing reoffending for the diverse communities we serve and service users we manage

Performance Measure Target

19 % of service users showing a positive experience 75%

20 % of acceptable Serious Further Offence Action Plans submitted within 3 months of the offender being charged

100%

21 % of individuals from custody with settled accommodation 90%

22 % of accredited programmes meeting accreditation standard 90%

23 Timeliness of breach information 95%

24 Timeliness of recall information 95%

25 % risk escalation referrals accepted 90%

KPM

Goal

6Goal

7

4

This year we will be improving the way we attract, retain, support, develop and

train our staff

Goal

2

To grow and harness talent, empower and develop a diverse staff and be an employer of choice

Performance Measure Target

1 Performance Appraisal Completion 95%

2 Staff Satisfaction – Feeling part of new CRC 80%

Goal

3

To develop intelligence, systems and processes that allow us to move forward and make change happen in a period of Transition and Transformation

Performance Measure Target

1 Timeliness of Contract Accountability Information 100%

2 Implement the new IT Infrastructure, Offender Management System and Assessment Tools

By Oct

2015

Goal

4

To grow and become market leader in community rehabilitation and secure our long term financial sustainability within a commercial environment

Performance Measure Target

1 To increase efficiency by undertaking planned best value service reviews- Accredited Programmes- Attendance Centres

By Feb 2016

2 Use of data analytics to determine interventions in service delivery By Feb 2016

3 Have a commercial strategy and target to increase income, reduce costs and enhance partnership collaboration

By Nov 2015

4 Implement a relationship strategy with commissioners for both new business and to ensure value for money on commissioned services and offender access

By Feb 2016

5 Refine Unit Costings of Rate Card for additional services By Feb 2016

3 Work towards achieving Gold Investors in People Standard 31/03/16

CRC Operational Board(SJS Operational Manager, NACRO

Representative, 6 CRC CEOs)

Sodexo Justice Services

Executive Team

C&LCRC Statutory Board6 Directors (2 C&LCRC, 4 Sodexo

representatives)

C&LCRC Senior Leadership Team

Penny BarkerChief Executive Officer

Sargon SaitHead of Corporate Services

Phil O’DonnellHead of Operations

Mike CravenACE

Cumbria

Louise FisherACE

South & WestLancashire

Joanne DannACE

East Lancashire

Anne MayoLegal

Services

Alan DisleyChangeManager

Seconded toSodexo’s

MobilisationTeam

GeraldineByrne-Thompson

ACE

Business /Commercial

Carlisle / Penrith /Workington /

Barrow / Kendal

Blackpool / Lancaster /

Chorley / Preston /Skelmersdale

Accrington /Blackburn /

Burnley / Nelson

G&SD

C&LCRC Governance Structure

Monthly Relationship Management Group

(NOMs & C&LCRC Representatives & Director of Operations for Community )

Monthly Service ManagementGroup

(NOMs & C&LCRC Representatives)

Local MTT Delivery Group

Monthly Service

Integration Group

(Representatives from NOMs, C&LCRC, NWNPS,

Local Prisons, & Partnership Providers)

CLCRC Contract Accountability Framework

Governance & Service Delivery

G&SD

MTT Delivery Plan

The safe transition from the current CRC organisational delivery arrangements to the new structures and operating model will be overseen by an MTT Project Board consisting of the following:

Chief Executive Officer Penny BarkerHead of Operations Phil O’DonnellHead of Corporate Services Sargon SaitLocal MTT lead Alan Disley

Underneath the Project Board will be the MTT Implementation Team. Phil O’Donnell is the project sponsor and Alan Disley is the project manager.

Members of the MTT Implementation Team will lead the following workstreams:

Service DeliveryKey Milestone – Full implementation of the new operating model by October 2015

EstatesKey Milestone – Movement of all staff into new estate by December 2015

ICTKey Milestone – Implementation of new ICT services by October 2015

PeopleKey Milestones – Confirmation of staffing establishment by April 2015 and new staffing configuration in place by December 2015

PartnershipKey Milestone – Implementation of supply chain by May 2015

PerformanceKey Milestones – Optimity Matrix System developed and implemented by April 2015 and ongoing delivery of operational performance metrics by March 2016

Legal, Financial & CommercialKey Milestone – Ongoing delivery of contract responsibilities within agreed budget by March 2016

CommunicationKey Milestone – Ongoing delivery of internal and external communication strategy to staff and stakeholders by March 2016

G&SD

Partnership Framework

Cumbria and Lancashire CRC engages with a range of organisations as part of a community response to protect the public and reduce reoffending. We understand the importance of an effective interface with the NPS and other agencies and view this as an essential element in assisting service users desist from crime in the most cost-effective way.

We will work closely and collaboratively with HM Prison Service and Shelter, our provider of the universal resettlement service in our host lead provider resettlement prisons:

HMP HaveriggHMP KirkhamHMP Lancaster FarmsHMP Preston To provide a resettlement service for our women offenders, we will also establish close working relationships with HMP Styal and HMP Low Newton where we are host provider. We recognise that not all of our offenders will be located in resettlement prisons designated to their home area for their final months in custody and we will therefore work closely with the relevant prison establishments and host lead providers to ensure individual resettlement needs are met. This includes HMP Durham and HMP Forest Bank. The interface with the prison service will be underpinned by agreed protocol arrangements. Our key partners include the police, courts, local authorities, youth offending teams, healthcare providers, the Office of the Police and Crime Commissioner and local third sector providers. The Reducing Reoffending Boards at both county (Cumbria and Lancashire) and divisional level are the key partnership meetings for harnessing the resources in the community to proactively reduce reoffending. We will work closely with other CRCs to develop best practice including participation in an industry-wide forum. We will also ensure that we are accessible to our service users by sourcing co-location opportunities with partners in areas where service users live and other services they access are provided.

Our commercial strategy and partnership collaboration are aligned and focussed upon key relationships with commissioners and local partners for both new business opportunities and ensuring value for money on commissioned services. In addition to the traditional pathway areas of activity, the following are priorities for partnership working during 2015/16:

Public ProtectionPublic protection is the overriding priority for Cumbria and Lancashire CRC and we will continue to work closely with partners to discharge this critical function. Our established interface with NPS will be a key component in regard to allocation, risk escalation and enforcement. In addition, we will remain proactive partners in Adult and Child Safeguarding Boards and MARACs as well as participation in MAPPA, Counter Terrorism activity and serious organised crime in specific cases.

G&SD

Integrated Offender ManagementIOM remains a priority delivery model. The focus in Cumbria and Lancashire has been on acquisitive crime and violent offenders, including establishing cohorts of Domestic Abuse perpetrators. During 2015/16, we will work with key partners, notably the police, to ensure that there is more alignment between divisional models of delivery to ensure the most effective impact on our communities.

Women offenders Women offenders make up about 15% of our CRC caseload. Cumbria and Lancashire CRC has a long standing relationship with local Women's Centres. Women Community Services are available across the CRC which ensures access to holistic, multi agency interventions via a one-stop shop model for all female service users. This service targets factors known to contribute to female offending, specifically the prevalence of mental health, low self esteem, self harm, substance misuse and experiences of victimisation and provides both groupwork and individual interventions. The service also provides a Through the Gate mentoring service in HMP Styal which assists in the transition from custody into the community. We will continue to work proactively to enhance provision to all women service users.

VeteransWe will implement a new strategy to ensure that we utilise a range of partnership organisations, including local authorities and specific veteran organisations such as the British Legion, to deliver an enhanced service delivery to service users who are veterans of our armed forces

Restorative JusticeWe will work with the two Offices of the Police and Crime Commissioner, the Police and HM Prison Service to develop a strategy and implement county-wide coordinated delivery models for both Cumbria and Lancashire. Restorative Justice is an integral part of our delivery model for service users under licence or post sentence supervision as well as being a core element of our Rehabilitation Activity Requirement.

Community IntegrationWe will continue to develop and grow our community reintegration function, which will have a particular focus on accommodation, ETE, finance and debt and improving positive social ties. We will work to develop this critical function of our work with Shelter, CASS and the Via partnership.

Development of Service User InvolvementWe are committed to enhancing our organisation and service delivery by working in partnership with User Voice to ensure that the service user perspective is fully integrated into our organisation.

MentoringThe use of mentors to assist service users on their desistance journey will be fundamental to the CRC operating model. We will work alongside and support Shelter, PACT, the Buddy Project, Red Rose Recovery and the Well Project to ensure the best possible provision to meet the needs of our service users and enable them to desist from offending.

Supporting our people through appraisal, training and developmentOur people are a key factor in delivering success. We will be supporting them in many different ways through the change process

Appraisal – setting objectives

Personal objectives will be set at appraisal time and will cascade from our corporate objectives. They will align with the corporate goals but will be specific and relevant to our colleagues. This will create a thread of involvement so that we are all aware of the important role that we play in helping our company to achieve success.

Training and Development

The Annual Plan has set the vision for the future. We will achieve this vision with the support of well trained and appropriately skilled colleagues. Through our appraisal process, we will assess the skills requirements for each colleague and put together an individual training and development plan. At a strategic leve,l we will use our Organisational Development Plan to align the training and skills requirements to our business improvement requirements

Leadership Development

As we embark on this journey of change, it is important that our managers are able to provide effective leadership. We will invest in appropriate leadership development to provide them with the skills and tools to stay focused and resilient at a challenging time.

Objectives, Training and Development

Staff Engagement

The involvement of all our colleagues in the journey is an essential ingredient to our success. We have many ways of achieving effective engagements within the day-to-day operation of the company. Regular staff briefings and roadshows take place and staff are encouraged to make comments and suggestions for future service delivery. We have an Offender Management Engagement Group and a Practitioner Group where operational staff are able to shape new initiatives and influence the introduction of new procedures.

We work collaboratively and constructively with the Trade Unions and our Staff Council and Strategic Diversity Group meet regularly to ensure that the wider staff community is represented and that all colleagues work with the senior leadership team to drive improvement and innovation in our business.

Glossary

CASS Cumbria Action for Social Support

CO Community Order

ETE Education, Employment & Training

HDC Home Detention Curfew

MTT Mobilisation, Transition & Transformation

NACRO National Association for the Care & Resettlement of Offenders

NPS National Probation Service

PACT Police & Communities Together

PCC Police & Crime Commissioner

RAR Rehabilitation Activity Requirement

ROTL Release on Temporary Licence

SJS Sodexo Justice Services

SSO Suspended Sentence Order

UPW Unpaid Work