Business Plan 2013/14. Kingston & Richmond Local Delivery Unit. Changing lives for a safer London. Contents. Foreword 3-4

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1 Contents Foreword 3-4 LDU Strategy Map Strategic Priorities 7-8 LDU Strategic Planning Objectives 2013/14 - Offender Assessment Administration of Offender Sentence Protecting the Public Rehabilitation Effective Organisation PTRS and Contract Measures 2013/ Specified Activity Requirement Target 33 Provisional Income and Expenditure 2012/13 33 Glossary of Acronyms Richmond Business Plan Owners and Roles Kingston Kingston & Richmond Local Delivery Unit Business Plan 2013/14

2 3 Foreword While overall levels of crime have fallen in the last 20 years, the British judicial system is facing two formidable challenges. Firstly, we must reduce the level of reoffending. Half of all crime in the UK is committed by known offenders. To protect the public we must reduce the number of offenders who commit further crimes. The proven reoffending rates for offenders on community sentences to Kingston and Richmond are 35.3% and 30.4% respectively. This is against a London average of 33.7% 1. Secondly, we must do so in a way that makes public money go further. Prison is an expensive option. In the last 20 years the number of people in prison increased from 56,000 to 80,000. This costs the tax payer 35,000 per prisoner, per year and the UK is running out of places. Together with the Police and Courts, the Probation Service works to protect the public. Through Community Payback, offender behaviour programmes, curfews and residence programmes, probation officers ensure community based punishments are carried out and offending levels reduced. Restorative Justice will be a sentence option available across London Probation Trust from 1 April Nowhere are the challenges more evident than in London and in Kingston and Richmond. Kingston and Richmond Local Delivery Unit (LDU) has a caseload of 650 offenders 458 are supervised in the community on a Community or Suspended Sentence Order or Licence and 196 are in custody. In terms of offending related issues for service users, thinking and behaviour (66.5%) and lifestyle and associates (56.9%) are the factors that affect the most service users. Other notable areas are 42% have mental health concerns, 36.5% alcohol misuse and 39.1% financial management and income concerns. To reduce reoffending rates while making public spending go further, the Criminal Justice System must embrace further change. It is a difficult and complex task. It will require reform, new skills and open minds. London Probation Trust, including Kingston and Richmond, intends to be at the forefront of this change. Drawing on our track record in three areas: professional expertise, leadership and ability to attract new ideas and investment, we will reduce reoffending rates in the capital by 5% in two years, while increasing organisational efficiency by 10%. the two boroughs. Our leaders understand how to do more with less. By refocusing London Probation Trust s spend and reducing back office costs, we have increased the number of professional frontline probation officers by 17% over three years while managing with 10% less budget. Strong leadership has ensured that while providing a more efficient and effective service, 82% of staff think London Probation Trust is a good place to work and 80% are proud to work for us. London Probation Trust does not have all the answers. We appreciate the need to attract both new ideas and investment. Kingston and Richmond LDU has secured 15,000 of funding from LPT for a service user mentoring service for 2013/14. We are also one of the pilot areas for a debt advice service for our service users. The LDU has worked with local substance misuse partners to develop the services available for service users with risky/problematic alcohol misuse issues. London Probation Trust will continue to embrace change in the Criminal Justice System. We have a clear objective: to reduce reoffending in the capital by 5% in two years. To this end, by 2014 we will increase organisational efficiency by 10%, ensure 80% of community orders and 90% of licences are completed, deliver consistently high quality services and ensure the new model of commissioning works. In Kingston and Richmond we will continue to do our part to meet these aims while focusing on making our borough a safer place to live. James Jolly, Assistant Chief Officer 1. Data for 2009 source derived from merger of MoJ Proven Reoffending dataset with LPT Form 20 records and Delius extracts (M Walpole 09/2012). Kingston and Richmond s professional expertise is the cornerstone of the service we provide, day in, day out. High calibre staff ensure we have the professional experience to deliver quality work. Our deep knowledge of offender behaviours and needs ensures we have all the information necessary to effectively deliver services. Staff and managers play key roles within Multi-Agency Public Protection Arrangements (MAPPA) and Integrated Offender Management (IOM) for

3 5 LPT Strategic Planning Objectives 2012/13 LDU Strategy Map Our strategic priorities are: Quality Efficiency Growth Our strategic objectives are: Offender Assessment Administer of the Offender Sentence Protect the Public Rehabilitation Excellent assessments to deliver desired outcomes Enhance offender engagement Address complex need to reduce high harm Commission and provide effective services Enhance sentencer and Parole Board confidence Improve the quality of and deliver responsive Sentence Plans Safeguard children, vulnerable adults and victims Develop partnerships to grow service provision Deploy research and evidencebased practice Delivered through: Effective organisation Transform operating environment Develop excellent people Increase profile and influence with stakeholders Prepare for a competitive future

4 7 Strategic Priorities Quality London Probation Trust will build on the improvements made during 2012/13 to deliver consistently high quality services. Notable improvements recorded in 2012/13 include: Compliance Community Orders and Licences at 80% (target 75%) Court Report timeliness at 98% (target 95%) Restorative Justice successfully piloted in seven Local Delivery Units (LDUs) Victim satisfaction at 93% (target 90%) Complaints timeliness at 93% (target 90%) During 2013/14 we will prioritise: Continued investment in staff development An intensive focus on delivering excellent services consistently Continued emphasis on offender engagement through the deployment of Skills for Effective Engagement, Development and Supervision (SEEDS) across LPT A sustained focus on improved compliance Delivery of sustained quality improvements by implementing actions that emerge from the outcome of our Recognised for Excellence assessment Plan for Customer Service Excellence submission to EMQC (licenced by the Cabinet Office) in 2014 Improved stakeholder relationships, particularly with sentencers and the Parole Board. Efficiency We will maintain our commitment to deliver services as efficiently as possible ensuring that they are appropriately targeted, evidence based, responsive to assessed offender need and reflect unique and specific local community characteristics. London Probation Trust will continue to take actions designed to meet the challenges of on going budget constraints faced by all public sector organisations. In addition, we will take positive steps to prepare for the introduction of competition to the provision of rehabilitative services in the community. DELIVERED THROUGH EFFECTIVE ORGANISATION Rehabilitation EFFICENCY Protecting the Public GROWTH Changing lives for a safer London DELIVERED THROUGH EFFECTIVE ORGANISATION QUALITY Offender Assessment Administer Court Sentences Growth Based on our experience of working in partnership with Serco (success in securing the CP contract) and in response to the emerging government proposals for competition, London Probation Trust will, through a process of open dialogue, assess the viability of developing strategic arrangements with providers from the private and voluntary sector. Based on our well established and integrated network of relationships with partners (across all sectors) we will continue to develop and expand the services directly provided, or delivered in partnership, that meet the assessed needs of offenders and victims. Our commissioning activity for 2013/14 will focus on the development of Intensive Alternatives to Custody (IAC), extending the provision for Restorative Justice (RJ) and mentoring across London, as well as working with the Deputy Mayor for Policing and Crime to achieve their strategic priorities.

5 9 Offender Assessment London Probation Trust (LPT) will deliver timely, high quality offender assessments to Courts and the Parole Board. Our assessments inform sentencing outcomes and Parole Board decisions, as well as the sentence planning and management process. It is imperative therefore that every assessment is completed with a clear focus on the achievement of positive outcomes that are delivered through targeted and evidenced based interventions. London Probation Trust will ensure that all assessments completed comply with the legislative framework, in particular, amendments to sentencing contained in the Legal Aid and Sentencing Act The Trust is committed to ensure that the work planned and delivered is appropriate to address diverse offender needs, supporting them to make positive changes and so reducing the risk of reoffending. LPT is focused on achieving continuous improvements in the quality of services provided. In collaboration with the Parole Board we will work to increase confidence and capability of all offender managers in planning for, and presenting at, Oral Hearings. Excellent assessments to deliver desired outcomes Excellent assessments to deliver desired outcomes Courts: Deploy and monitor the use of the revised service-wide Targeting Matrix To discuss and finalise deployment with management team once further information is available To undertake a PSR audit for the LDU and disseminate key learning across the LDU Match sentence to assessed offender need Diversion of low risk of reoffending/risk of harm Correlation of assessed risk and sentencing outcome In appropriate cases, reduce short custodial sentences and replace with credible community penalties 5% reduction in the number of Suspended Sentence Supervision Orders (SSOs) 5% increase in successful completion of community sentences 80% of Court assessments are delivered on the day (or within five working days) through Oral or Fast Delivery Reports Verify sentencing and offender need to address identified differentials in outcomes (with specific reference to addressing diverse needs) Enhance sentencer and Parole Board confidence Parole Board: Improve the quality of parole assessments and work pre-release with targeted groups of offenders in response to the Parole Report audit completed in % increase in successful completion of licences (without recourse to recall) Parole Board confidence in the Trust to safely manage long term offenders in the community increased To conduct a Parole Report audit in November 13 and disseminate key learning across the LDU Promote prison and home visiting Conduct a review of recall/annex H reports

6 11 Offender Assessment Excellent assessments to deliver desired outcomes OASys: To improve the quality of OASys Assessments OASys best practice to be a standing agenda item in the monthly practitioner forums which are mandatory for all PO/PSO staff Assurers to provide detailed face to face feedback to assessors as part of the Quality Assurance process Enhance sentencer and Parole Board confidence Courts: Deliver on our Sentencer Engagement Strategy based on the outcomes of the 2012 Sentencer Survey Review and revise communication and collaboration with Super Courts 5% increase in response to the Sentencer Survey Increased positive feedback from sentencers in relation to the service received Evidence of planned Probation/Court liaison across all LDUs initiated by all LDU ACOs Maintain regular liaison with SPO for Lavender Hill Magistrates Court Lead SPO to be the SPOC for any issues related to reports prepared at LHMC Arrange an LDU Judges seminar Excellent assessments to deliver desired outcomes Enhance sentencer and Parole Board confidence

7 13 Administration of Offender Sentence London Probation Trust will maintain responsibility for the management of the majority of sentences imposed by the courts. We will ensure that our work with offenders balances the administration of a proper punishment with rehabilitation, is focused on public protection, targeted on activity that is proven to be effective in reducing reoffending and is well planned and managed competently in the community. As a result, we will ensure that offenders are committed, motivated and supported to change. Every sentence plan will be informed by evidence and responsive to identified needs; risk management plans will be of the highest quality and delivered in a manner that ensures delivery of identified outcomes. In order to secure positive outcomes, the Trust will continue to actively support offenders to comply with their sentence ensuring that every contact with an offender is meaningful and effective. 2012/13 saw a significant improvement in compliance across all measures; it is our intention to build on this, achieving further improvements aligned with objectives contained within the Mayor s Office for Policing and Crime (MOPAC) draft, Police and Crime Plan for London. If offenders do not comply with their court order or post-release licence, we will take prompt and appropriate enforcement action. LPT will continue to deploy initiatives designed to improve the quality of work undertaken with all offenders. These will include: The implementation of SEEDS, the new practice framework that focuses on effective engagement with offenders and delivery of personalised, outcome-focused services that reduce the likelihood of reoffending Deployment of London Enhanced Assessment Review Network (LEARN2), an updated more holistic approach to reviewing the quality of work completed with offenders The provision for clinical supervision to be available for all staff engaged in offender management. The service that we provide will reflect the diverse needs of all offenders who will be fully engaged in achieving the agreed objectives. The Trust will continue to invest in research and technological solutions as a means of identifying new ways of working that are proven to reduce reoffending. We will continue to learn from Service User Councils (a body for the engagement with recipients of probation services), assisting our understanding of the approaches that have an impact from the recipients of our services themselves. Enhance offender engagement Improve the quality of and deliver responsive Sentence Plans Deploy research and evidencebased practice Enhance offender engagement SEEDS deployment completed, approach to offender engagement embedded and its effectiveness/impact on outcomes (compliance and offender feedback) evaluated Pre-SEEDS briefing events in May/June 2013 LDU to undertake SEEDS training in July 2013 Roll out a schedule of observed practice for all practitioners (a minimum of two per year for each PO/PSO) To develop approaches for offenders to be involved in giving feedback about probation Achieve revised compliance measures 5% increase in offender satisfaction Offender Assessment System (OASys) quality assurance targets met In consultation with User Voice, develop new approaches for service users to provide feedback

8 15 Administration of Offender Sentence Improve the quality of and deliver responsive Sentence Plans LEARN2 fully deployed and its effectiveness/impact on outcomes (qualitative improvements in an integrated approach to assessment, sentence/risk management planning and proposed outcomes) evaluated TMonitor the LEARN2 performance Ensure all relevant LDU staff have the opportunity to participate in the LEARN events Direct feedback is provided to practitioners whose cases are reviewed PDOs to be involved as assessors and incorporate learning into practitioner forums Achieve revised compliance measures 5% increase in offender satisfaction Offender Assessment System (OASys) quality assurance targets met 10% reduction in Serious Further Offences (SFOs) that are assessed as insufficient Enhance the quality of pre-release engagement in order to better prepare for resettlement back into the community Use local mentoring scheme to support service users including IOM nominals on release from prison e.g. meet at the gate Evidence of pre-release engagement recorded for all LPT serving prisoners Achieve revised compliance measures 5% increase in offender satisfaction Offender Assessment System (OASys) quality assurance targets met Enhance offender engagement Improve the quality of and deliver responsive Sentence Plans Deploy research and evidencebased practice Fully deploy new CP arrangements to ensure compliance with contract requirements Oversee performance targets and investigate and report back any concerns to LDU and LPT Deploy the new Electronic Monitoring arrangements (once awarded by NOMSdeployment with effect from April 2013) Discuss with management team and consider implementation once further information is available Achieve revised contract measures Achieve effective targeting of curfew requirements

9 17 Protecting the Public Public protection is of overriding importance in all the work undertaken by London Probation Trust. LPT will take action to ensure that services provided address the changing profile of all offenders and establish ways of working that provide public protection, delivering purposeful interventions that can be sustained over significant periods of time. This includes the critical role that our Approved Premises undertakes in enabling the successful and managed reintegration of offenders that present the highest risk of harm back into the community. We will develop and maintain a workforce that works confidently and effectively with individual offenders that pose significant risk of harm, and with serious group offending. We will have a staff group that communicates consistently and with clarity to both colleagues and partners, demonstrating awareness of the impact that offenders have on both their family and the community. In this year, LPT will enhance its approach to the management of high risk offenders by deploying clinical supervision to all offender managers; this initiative will provide an enhanced level of support by offering access to specialist psychological resources. The protection of victims of crime from revictimisation is a priority in ongoing risk assessment and in the implementation of risk management plans. We are committed to improving the quality of the service we provide to victims including continued close liaison with victim-focused agencies, participation in crime prevention initiatives, mediation and reparation work (notably Restorative Justice). We will continue to work in partnership with the Metropolitan Police, children s services and other agencies to manage and reduce the risk of harm presented by offenders; central to this will be active participation in ensuring the full deployment of Multi-Agency Safeguarding Hubs (MASH) in all London boroughs. We will build on existing partnerships identifying new arrangements that further improve the effectiveness of our joint public protection work. Address complex need to reduce high harm In collaboration with health partners, fully deploy the Personality Disordered (PD) Offender Initiative Achieve full deployment Address complex need to reduce high harm Safeguard children, vulnerable adults and victims Safeguard children, vulnerable adults and victims Liaise with LPT strategic lead and local health partners regarding the implementation in the LDU Qualitative improvements to victim orientated offender management practice (in all cases) achieved Victim liaison staff to hold a briefing with LDU staff regarding victim orientated offender management Conduct an audit at the end of 2013 to review the standard of victim orientated work Encourage POs to attend a VLO victims visit Respond to the HMIP Thematic Inspection completed in 2012 Fully deploy MASH arrangements in all LDUs Achieve full deployment Liaise with Richmond and Kingston Local Authorities Safeguarding teams regarding the establishment of the MASH in both boroughs Appoint a PO to act as MASH representative for both boroughs and Safeguarding Children s SPOC

10 19 Protecting the Public Safeguard children, vulnerable adults and victims Develop the LPT approach to Adult Safeguarding and addressing the needs of vulnerable adults Promote initiatives in the LPT Action Plan for Safeguarding Adults including implementation of a learning disabilities screening tool, learning disabilities awareness training and producing Safeguarding Adults at Risk of Significant Harm guidance. Learning disabilities screening tool deployed Address complex need to reduce high harm Safeguard children, vulnerable adults and victims

11 21 Rehabilitation London Probation Trust undertakes a broad range of rehabilitative work with offenders in the community. All services provided or commissioned by the Trust are based on evidence of what is most effective in reducing reoffending with specific cohorts of offenders. In the next twelve months LPT will: Establish the Exit project, an Intensive Alternative to Custody (IAC) for year olds targeted particularly at offenders identified as being engaged in gang-related offending Deploy mentoring services Extend access to Restorative Justice throughout London. In addition LPT will reinvigorate services provided to women offenders through the implementation of actions detailed in the revised Women Offender Strategy. The Trust will continue to actively engage with the Deputy Mayor for Policing and Crime to shape and influence their co-commissioning activity, in particular, local approaches to address Serious Group Offending (SGO), the specific needs of women offenders and Integrated Offender Management (IOM). The Trust will also ensure that access to drugs and alcohol services for offenders are maintained as commissioning responsibility is transferred to the local authority Directors of Public Health, supported by Health and Wellbeing Boards. LPT will continue to work in partnership with a range of other organisations; by targeting our investment we will ensure that the Trust is well placed to deliver services that achieve tangible reductions in reoffending and harm to the community. The Trust will review and revise its infrastructure to ensure that it continues to support the delivery of the most effective approaches to the management of offenders. LPT will seek to secure complementary services which address specific and differing local needs via commissioning or co-commissioning routes. All services provided and commissioned at local and London wide level will address needs as specified in the Desistance Pathways: Housing Drugs and Alcohol Education, Employment and Training Mental and Physical Health Attitudes and Thinking Finance and Debt Management Children and Families Women Commission and provide effective services Develop partnerships to grow service provision All services provided will be evaluated for their effectiveness and the learning from this process will inform future service delivery and commissioning decisions. Commission and provide effective services Restorative Justice (RJ) service implemented across LPT Ensure staff are aware that from 1 April 2013, Restorative Justice is available across LPT and of the referral process to do this Invite Restorative Justice project lead to the LDU to discuss with staff Performance targets met for referrals, commencements, activity requirements and conferences Positive recipient feedback Sentencer Survey results Achievement of revised compliance measures

12 23 Rehabilitation Commission and provide effective services Deploy new services aligned to the Desistance Pathways to include: Housing advice worker located in every LDU Alcohol screening deployed Debt advice service in all LDUs Offender Assessment System (OASys) quality assurance targets met Roll out newly commissioned mentoring service for BME, IOM and other targeted service user groups across the LDU Work with local partners in developing interventions for service users with alcohol misuse issues Deploy LPT Women s Strategy to ensure that every female offender has access to women only provision Investigate the feasibility of women only provision within the LDU e.g. survey female offenders for their views 5% reduction in custodial sentences for women offenders (low OGRS) Achievement of revised compliance measures Positive recipient feedback to women s mentoring service Commission and provide effective services In collaboration with the local authorities and Police, take the strategic lead for IOM Develop a reducing reoffending performance measurement tool Develop an enhanced service delivery package for IOM nominals Develop partnerships to grow service provision

13 25 Effective Organisation The introduction of competition into the provision of probation services will become a reality in the near future; our experience of working alongside Serco in the successful bid to provide Community Payback in London both informs our approach and provides an insight into the challenge ahead. In light of this, LPT will establish a strategic approach to meeting the challenge of competition and make best use of the opportunities that emerge. By identifying further efficiencies and building upon the strength of our organisational position (gained from our range of strategic partnerships across all sectors), we will be better placed to continue to provide services which are proven to deliver tangible reductions in reoffending and harm to the community. To further reinforce this evidence-based approach in 2012/13, LPT established a new Business Development Unit, refreshed its approach to research and invested in the development of business intelligence systems. These changes now provide LPT with developing organisational capability which will be deployed both to influence, and inform, our future direction. LPT will develop an efficient infrastructure that supports the delivery of the most effective approaches to the management of offenders, including assessing the impact of operational changes on the future demand for buildings and information technology. The Trust will continue to prioritise the achievement of qualitative improvements in the delivery of services as well as upgrading internal policy and procedures. It is anticipated that by further developing the quality of services delivered, our aim to receive externally validated quality awards, such as Recognised for Excellence (R4E) and Customer Service Excellence, will also be realised. LPT will continue to demonstrate its commitment to supporting staff at all grades to improve the quality of the work for which they are responsible. The review of Professional Development and Learning will ensure that learning priorities and approaches deployed will be aligned with the needs of individuals and the Trust. Transform the operating environment Develop excellent people Increase profile and influence with stakeholders Prepare for a competitive future Transform the operating environment Enhance Human Resources policies and procedures to improve completion of formal processes A revised, more targeted performance management framework and approach to be deployed Quality management framework developed and deployed (as defined by NOMS requirement) LDU Information Technology needs met and proposed innovations initiated Develop systems to produce accurate cost-base analysis to enhance strategic planning Respond to outcome of R4E evaluation and planned improvements identified ATLAS business process project implemented Stage 2 of LPT Estates Strategy implemented BeWell (wellbeing project) delivered Improve the working environment at 45 High Street 5% efficiencies achieved Average of 8.0 days in recorded absence (2012/13 average: 9.4 days) Achieve revised compliance measures 5% increase in offender satisfaction Offender Assessment System (OASys) quality assurance targets met 10% reduction in Serious Further Offences (SFOs) that are assessed as insufficient Match sentence to assessed offender need Diversion of low risk of reoffending/risk of harm Correlation of assessed risk and sentencing outcome In appropriate cases, reduce short custodial sentences and replace with credible community penalties 5% reduction in the number of SSOs 5% increase in successful completion of community sentences 80% of court assessments are delivered on the day (or within five working days) through Oral or Fast Delivery Reports Verify sentencing and offender need to address identified differentials in outcomes (with specific reference to addressing diverse needs)

14 27 Effective Organisation The introduction of competition into the provision of probation services will become a reality in the near future; our experience of working alongside Serco in the successful bid to provide Community Payback in London both informs our approach and provides an insight into the challenge ahead. In light of this, LPT will establish a strategic approach to meeting the challenge of competition and make best use of the opportunities that emerge. By identifying further efficiencies and building upon the strength of our organisational position (gained from our range of strategic partnerships across all sectors), we will be better placed to continue to provide services which are proven to deliver tangible reductions in reoffending and harm to the community. To further reinforce this evidence-based approach in 2012/13, LPT established a new Business Development Unit, refreshed its approach to research and invested in the development of business intelligence systems. These changes now provide LPT with developing organisational capability which will be deployed both to influence, and inform, our future direction. LPT will develop an efficient infrastructure that supports the delivery of the most effective approaches to the management of offenders, including assessing the impact of operational changes on the future demand for buildings and information technology. The Trust will continue to prioritise the achievement of qualitative improvements in the delivery of services as well as upgrading internal policy and procedures. It is anticipated that by further developing the quality of services delivered, our aim to receive externally validated quality awards, such as Recognised for Excellence (R4E) and Customer Service Excellence, will also be realised. LPT will continue to demonstrate its commitment to supporting staff at all grades to improve the quality of the work for which they are responsible. The review of Professional Development and Learning will ensure that learning priorities and approaches deployed will be aligned with the needs of individuals and the Trust. Transform the operating environment Develop excellent people Increase profile and influence with stakeholders Prepare for a competitive future Develop excellent people Align Professional Development and Learning (PDL) resources to meet operational needs Activity to ensure consistent delivery of the highest standards in service delivery deployed Conduct annual analysis of supervision and appraisal records to better inform organisational development Clinical supervision deployed Achieve Customer Service Excellence award Ensure continual development of all staff grades Qualitative improvement in observed practice SFO outcomes, LEARN2 and other audit outcomes Increase the skill of delivery of Fast Delivery Reports and Oral Hearings confidence in presentation/verbal communication in challenging environments Certificate of competence to be provided following training Line management/leadership development Increase profile and influence with stakeholders Define measures to determine the influence and perception of LPT with external stakeholders Hold an LDU open day for all stakeholders Annual Sentencer Survey complete and take action from results Offender Survey complete and take action from results Staff Survey complete and take action from results Positive media stories within each LDU Prepare for a competitive future Respond to, and continue to influence, the outcome of the MoJ Review of Probation Services Develop new business models that will sustain a public service in London into the future Reconfigure services to match new operating model as defined by new contract arrangements

15 29 Contract and Performance Measures 2013/14 Offender Management Reduce the rate of proven reoffending whilst under the management of a provider of probation services % of orders of the Court and Releases from Custody on Licence are successfully completed % of Pre-Sentence Reports (PSRs) are completed within timescales set by the court (including Remands In Custody) % of cases in which initiation of breach proceedings took place within 10 working days of the relevant unacceptable failure to comply % of licence recall requests to reach NOMS Post Release Section within 24 hours of the decision of the offender manager To achieve a rating of Level 3 or better for creating appropriate records on ViSOR and attendance at both SMB meetings and MAPPA meetings for Level 2 and 3 cases % of offenders surveyed who have engaged positively with the offender management process % of OASys final reviews (terminations) are completed or updated within the appropriate timescales for all Tier 2 (where appropriate), Tier 3, Tier 4 offenders and PPOs % of OASys assessments are assessed as either Satisfactory or Good within OASys Quality Assurance % of Indeterminate Sentence Prisoner (IPP and Lifer) assessment reports are completed by target deadline of date set 2012/ % 79% 97.5% 93.3% 93.2% 98.3% 71.2% 86.5% 79% 89.6% Target TBC 80% 95% 90% 91% 95% 70% 90% 90% 85% Interventions & Restrictions The number of offenders on an order or licence who find and sustain employment Percentage of offenders in employment at termination of their order or licence Percentage of offenders in settled and suitable accommodation at the end of their order or licence The number of Accredited Offending Behaviour Programme completions (excluding sex offender programmes and domestic violence programmes) The number of sex offender programme completions The number of domestic violence programme completions The number of Community Payback completions 2,292 (profiled target 2,205) 53% 84.5% 405 (77% against profiled target) 94 (124% against profiled target) 464 (97% against profiled target) 5,543 (95% against profiled target) Target % 80% N/A Bail Court & Victim Work % of victims responding to NOMS Victim Survey are satisfied or very satisfied with service received 94% Target 90% Key: Probation Trust Rating System (PTRS) Measures Contract Measures * Based on Quarter 3 results ** Thinking Skills Programme (TSP) 440. Aggression Replacement Training (ART) 180. Women s Programme (WP) 50.

16 31 Contract and Performance Measures 2013/14 Management Information All OASys starts in accordance with respective timescales (determined by Tier and assessed Risk of Harm) Drug Rehabilitation Requirements (DRR) completions Alcohol Treatment Requirements (ATR) completions Mental Health Requirement completions UPW requirements starting work within 7 calendar days for both multiple and single orders 2012/ % 734 (profiled target 750) 593 (profiled target 450) % Target 90% % Key: Probation Trust Rating System (PTRS) Measures Contract Measures * Based on Quarter 3 results ** Thinking Skills Programme (TSP) 440. Aggression Replacement Training (ART) 180. Women s Programme (WP) 50.

17 33 Specified Activity Requirement Targets 2013/14 Specified Activity Requirement LPT Completion Targets Structured Supervision Programme Plus 400 Structured Supervision for Women 220 Integrated Domestic Abuse Programme Accelerated 64 Domestic Abuse 180 Internet Sexual Offending 20 Structured Supervision for Anger Management 180 Women s Attendance Centres 220 Restorative Justice 90 Provisional 2013/14 Income and Expenditure Income ( ) Contract with NOMS 120,595,595 Income 7,769, ,365,361 Expenditure Staff 105,839,766 Premises 9,002,187 Transport 706,254 Supplies 8,483,273 Third Party Payments 2,524,860 Partnerships 654,210 Payments To Offenders 289,811 Finance Charges 240,000 Non Cash 625, ,365,361

18 LPT Strategic Planning Objectives 2012/13 35 Glossary of Acronyms Term ACO BME IAC CP IOM LEARN2 LDU MoJ MAPPA MASH NOMS OASys PDO PTRS RJ SEEDS SCA SFO SGO SMT ViSOR Definition Assistant Chief Officer Senior manager responsible for delivery of services at a local level. Black and Minority Ethnic Intensive Alternatives to Custody Bespoke community-based sentences targeted at young adult offenders (18-25 year olds). Community Payback Community Payback is a high visibility method of delivering unpaid work that enables low risk offenders, subject to Community Orders with an Unpaid Work Requirement, to make reparation to their local community. Integrated Offender Management IOM is the overarching framework that brings together agencies across government to prioritise intervention with offenders who cause crime in their locality. London Enhanced Assessment Review Network Programme designed to improve offender management practice within the organisation. Local Delivery Unit The local structure within which probation services are delivered in London. Ministry of Justice Multi Agency Public Protection Arrangements The statutory arrangements for managing sexual and violent offenders. Multi Agency Safeguarding Arrangements The local statutory arrangements for the management of child safeguarding. National Offender Management Service Government Agency part of the Ministry of Justice responsible for commissioning probation services on behalf of the Secretary of State for Justice. Offender Assessment System The national system for assessing the risk and needs of an offender. Practice Development Officer Probation officers assigned to provide local learning opportunities, expert advice and support to colleagues. Probation Trust Rating System The National Offender Management Service method for recording and monitoring the performance of Probation Trusts. Restorative Justice A face-to-face meeting or series of meetings between the victim and the offender. The objectives are to increase offenders capacity to take responsibility for harm caused and to consider ways of putting the harm right. Skills for Effective Engagement, Development and Supervision A new practice framework that focuses on how best to engage offenders and deliver individualised, outcome-focused services that reduce the likelihood of reoffending. Senior Case Administrators Serious Further Offence A sexual or serious offence of violence committed by an offender currently (or recently) subject to supervision in the community. Serious Group Offending Broad definition relating to offending known or suspected to be linked to membership of gangs (either organised or ad hoc). Senior Management Team Violent Offender and Sexual Offender Register Provides a secure database enabling the sharing of risk assessment and risk management information on individual dangerous offenders in a timely way. ViSOR improves capacity to share intelligence and improve the safe transfer of key information when these offenders move between areas, enhancing public protection measures.

19 37 Business Plan Owners and Roles Name Heather Munro Sonia Crozier Everton Bryan SMT Colan Ash Deirdre Bryant Sara Robinson Paul Scarborough Ilid Davies Mary Pilgrim Andrew Hillas Patsy Wollaston Carina Heckroodt James Jolly John Ross Lynne Last Elizabeth George Peter Costello Kate Gilbert Adrian Smith Iain Anderson Role Chief Executive Service Director Corporate Director Senior Management Team Head of Estates Assistant Chief Officer Court Delivery Project Lead Assistant Chief Officer Senior Strategic Advisor for Probation, Mayor's Office and Central Extremism Unit Head of Business Intelligence Head of Public Protection Assistant Chief Officer Women Offenders Assistant Chief Officer Young Adult Offenders Assistant Chief Officer Young Adult Offenders Assistant Chief Officer Safeguarding Children Assistant Chief Officer Safeguarding Adults Head of Information Technology Head of Human Resources Head of Marketing and Communications Head of Performance and Excellence Unit Assistant Chief Officer Business Development Unit Head of Professional Development and Learning Assistant Chief Officer Special Projects For more information contact: 45 High Street, Kingston upon Thames, Surrey KT1 1LQ Tel: Online: Follow us on Facebook: Linkedin: