Please complete & update as relevant

Name of third sector organisation NGage

Name of prison HMP Central

Name of Service / Project Social Engagement Initiative

Status of Partnership Pack (Under development/Final agreed version)

Under development

Version & date (e.g. Version 1, 20/08/15)

Version 2, 10/12/15

Contents of this pack To be completed by

Introduction No completion required – for info only

The Partnership Development Process No completion required – for info only

Stage 1: Outline proposal Third sector org

Stage 2: Service specification SPS

Stage 3: Agreeing Project Details Third sector org & SPS

Stage 4: Partnership pack sign-off Third sector org & SPS

Stage 5: Delivery, monitoring and evaluation

Third sector org & SPS

Partnership Pack for prison based services

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This pack has been created to assist the development of partnerships between prisons and a wide range of third sector organisations. It has been developed

through extensive consultation with SPS, third sector staff and other stakeholders.

Using the Partnership Pack should help both SPS and third sector staff to clarify:

What activities will be delivered Who the activities will be offered to

What outcomes the activities are expected to contribute towards How the activities will be monitored and evaluated

The resources and practical support that will be required from SPS and others in order to ensure the successful delivery of the activities.

Before starting to complete this Pack, it is suggested an informal discussion

takes place between the Head of Offender Outcomes in the relevant prison and the third sector organisation, to see if the type of service being proposed is likely

to fit with the prison’s current needs.

Due to procurement guidelines and financial policy, public bodies are restricted in

terms of how such services can be funded. This Pack applies to prison-based services which are not subject to tender or formal procurement regulations. These services are commonly funded by the delivery organisation or by

independent trusts and foundations. Governors should follow the guidance provided in the SPS Financial Policy and Guidance manual.

The following colour coding is used throughout the pack to clarify which organisations should be involved with completing each stage. Pale green headings throughout the pack indicate that pages for information only, and do

not require action.

Please work through all of the sections of the Partnership Pack. If the third

sector organisation is intending to deliver the service in multiple prisons, they should submit a separate pack to each relevant establishment.

Electronic copies of this pack can be found at:

http://www.sps.gov.uk/AboutUs/PartnershipWorking.aspx

An example of a completed Partnership Pack, and other resources to help with the

completion of the Pack, can be found on the Criminal Justice Voluntary Sector Forum’s

website: http://www.ccpscotland.org/cjvsf/hot-topics/partnership-working-prisons/

Introduction

Task to be completed by the third sector organisation

Task to be completed by the prison

Both parties to contribute to the task

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Stage 1: Outline proposal completed and submitted to Head of Offender Outcomes

The third sector organisation interested in delivering a service should complete the Outline Proposal section of the Partnership Pack. They should then send the Pack to the Head of Offender Outcomes (HOO) at the relevant prison. Name and contact details for the HOO can be obtained from the prison. Contact details for all Scottish prisons can be found on the SPS website: http://www.sps.gov.uk/

Stage 2: Service Specification completed

and sent to the third sector organisation

The HOO at the relevant prison should complete the Service Specification section and return the Partnership Pack to the third sector organisation, indicating whether the project is of interest. Timeframe: Within 1 month of receiving the outline proposal.

Prison indicates that

this type of service

is required

Prison indicates that

this type of service is

NOT required

Partnership does not

proceed. Process ends.

Stage 3: Project details are discussed

and agreed between the prison and

the third sector organisation

A meeting, or series of meetings, is held between the prison

and the third sector organisation to work through the

operational detail of the project and any differences or

challenging issues.

Stage 4: Partnership sign-off

Can the partnership reach agreement

about the operational details?

Yes

No Partnership does not

proceed. Process ends.

The partnership agreement is signed off by both organisations.

The HOO should add the signed off pack to the relevant

section on SPS Sharepoint.

Stage 5: Delivery, monitoring and

evaluation

Project is delivered, monitored and evaluated in line with the

signed-off partnership agreement

The Partnership Development Process

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The third sector organisation should complete this stage of the Pack.

You may find it helpful to use the Scottish Government’s 5 Step Approach to assist you

with designing your service. It is available to download from:

http://www.gov.scot/Resource/0047/00472843.pdf

Your name Joe Bloggs

Your contact details NGage, 1 The Street, The Town, Postcode

Charity number (if applicable) 00000000001

1. What service are you proposing to deliver in the prison? What activities will you deliver?

We are proposing to deliver a social engagement initiative. We will offer the following

activities within the prison:

one-to-one support available to prisoners on an appointment basis

two, one hour sessions per week designed to improve social and emotion

management skills. Specialist workers who are trained and experienced in

motivating offenders using CBT (Cognitive Behavioural Therapy) techniques will

run structured interventions within the prison (and in the community on release).

These will improve communication and emotion management skills though using

CBT approaches, participatory role play within peer groups. Within the prison,

peer groups will be used to practice holding conversations, allowing prisoners to

learn from each other how to express ideas and develop effective techniques

which help them deal with anger and frustration.

Once liberated, prisoners will be able continue to improve and practice their social and

emotional management skills in the community through the provision of a community-

based structured programme. This service will also seek to help them to build

relationships with pro-social peers (See Q4b for more details of post liberation support)

2. Who do you expect to use your service? Are there any criteria that an individual must meet in order to be referred to the service? Evidence on selecting appropriate target groups

Risk, Needs and Responsivity (RNR) principals suggest that offenders with a medium-

high risk of reoffending are most likely to benefit from structured interventions

compared with those who are low-risk or very high risk.

Offenders who are a high risk of reoffending tend to have the following characteristics:

They have a number of prior convictions

They are serving short term sentences

They have multiple criminogenic needs

Data on the Scottish prison population provided by the Scottish Government confirms

that prisoners serving short term sentences (6 months or less) who have multiple prior

convictions have the highest reconviction rate out of all prisoner groups. Approximately

70% of prisoners under 30 serving under 6 months with more than 10 prior reconvictions

were reconvicted within a year compared with 50% of all prisoners serving short term

sentences.

Which target group will we reach?

This project will therefore target the most prolific male prisoners who are:

STAGE 1: Outline Proposal

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Serving sentences of under 6 months

Have over 10 prior convictions

The total number of prisoners across the whole estate who should be eligible for the

service per annum is based on figures for 2010-11 cohort which suggests 1264 prioners

would fall into this category. As this is an intensive service, which requires considerable

time spent with prisoners, we aim to target 30 offenders per annum.

3. What difference do you expect this service to make to the people who access it?

This service aims to:

Develop supportive and trusting relationships between the staff and the

participants

Improve individual’s social skills – Participants will learn techniques to deal with

social situations

Improve individual’s emotion-management skills – Participants will learn

techniques to improve their emotional management skills. They will be

supported to hold conversations and express ideas and feelings in a controlled

way. By the time they leave the service they will be able to demonstrate

increased ability to deal with stressful situations and to control anger and

impulsive behaviour.

Support people to develop a pro-social identifty and to move away from offending

peers

Increase engagement with community support

Smooth reintegration in to the community on release

Reduce the risk of an individual reoffending

The community-based part of the intervention will also encourage liberated prisoners to

join sports and leisure groups which should help ex-prisoners build relationships with

pro-social networks.

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5a. Will people be able to access your service when they leave prison?

4. What evidence is there that your proposed approach is likely to work? Evidence on what factors contribute to reducing reoffending

The findings from international systematic reviews of ‘what works’ to reduce reoffending

provides strong and consistent evidence that in order to reduce reoffending services need

to target criminogenic needs which have consistently found to be correlated with

reoffending (reference).

A systematic review published by the Minstry of Justice identified several robust studies

which found a clear association between poor social and emotion management

skills and reoffending, therefore they are both justificable targets for interventions

aimed at reducing reoffending. Other dynamic criminogenic needs have been found to be

criminal peers, drug use and criminal attitudes.

Evidence on effective techniques to improve social skills and emotional

management

There is strong and consistent evidence from systematic reviews that show Cognitive

Behavioural Therapy (CBT) is the most effective technique at improving social skills,

managing aggression and reducing reoffending (reference).

Evidence for linking this intervention with existing throughcare process

Although there is a lack of controlled experimental studies which show that throughcare

reduces reoffending, there is a growing body of evidence that throughcare plays an

important role in helping short term prisoners reintegrate back into the community and

that throughcare can enhance the effectiveness of prison-based interventions. With

particular relevance to social skills and emotion management, some research studies

have shown that throughcare can enable prisoners to practice skills they have learned

once they return back to their communities which will help them deal with real life

situations, seek work, control aggression and engage positively with non-offending peers

(reference).

As there are existing throughcare processes, we have designed this intervention to align

with the processes and with the main tenets of effective throughcare which are listed

below. According to an international review of throughcare published in 2013 by SCCJR,

Throughcare should start as early as possible following sentencing

Pre-release planning is important and and prisoners should be involved in

devising these plans

There should be continuity of provision through the gate

Supporting prisoners to practice their skills in the community embeds more

positive behaviour.

There is fairly strong evidence that better outcomes are achieved if the services are

holistic, well structured and continue after release (reference).

Yes

No ☐

5b. If ‘Yes’, in which geographical area(s) will the service be available? This service is available across Scotland.

Once liberated, prisoners will be able continue to improve and practice their social and

emotional management skills in the community through the provision of a community-

based structured programme. As there is strong evidence that criminal peers places

offenders at a high risk of reoffending, once released the users will be encouraged to find

work, join local sports or social clubs of interest so they can forge relationships with non-

offending peers. Where possible, links to clubs and employers will be made prior to

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release to smooth the transition. The community-based service will support -prisoners for

at least 6 months after release or until a time they are confident in using positive social

skills without further support. 6. Are you delivering this service in any other Scottish prisons? If so,

please specify. No, although funding and successful evaluation dependent, we would hope to extend this

service across other SPS establishments.

Once you have completed this section, you should send this Partnership Pack to the Head

of Offender Outcomes (HOO) in the relevant prison. If you have a logic model for this

service, please send this to the HOO as well.

Logic model attached.

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The Head of Offender Outcomes, should complete this stage of the Pack.

Your name Jane Smith

Your contact details Head of Offender Outcomes, HMP Central, Town,

Postcode

1a. Does this service meet an identified need within your prison population?

Yes

No ☐

1b. If ‘no’, what is your rationale for not considering this proposed service?

Return the form at this point.

1c. If yes, what is your rationale for considering this proposed service? What outcomes would be expected to arise from this piece of work? The outline proposal is strongly supported by researched evidence. We have a high

number of short-term repeat offenders in this establishment and this particular service

may fill a gap in our interventions portfolio.

Complete remaining questions in this section.

2. How many people in your prison do you estimate currently have this need? 200 (approximately)

3a. Do you agree with the referal criteria proposed by the third sector organisation in Section 1 Q3?

Yes

No ☐

3b. If no, please specify what changes you would like to make to the criteria.

4a. Are there other third sector providers who are providing similar services in your prison?

Yes ☐

No

4b. If ‘Yes’, (i) please provide details. (ii) How will the prison avoid duplication of services and ensure that similar services liaise and work well together?

Once you have completed this section, you should return it to the relevant third sector

organisation explaining whether or not the proposed service fits with your prison’s needs.

If it does fit with your prison’s needs, a meeting should be arranged to further discuss

the proposed service and complete the next section of the Pack.

Stage 2. Service Specification

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This stage of the Pack should be completed jointly by the Head of Offender Outcomes and the third sector organisation representative.

If, in Stage 2, the prison has indicated an interest in entering into further dialogue about the proposal, then a meeting (or series of meetings) should be

arranged between the Head of Offender Outcomes and the third sector organisation representative to further discuss the proposed service in more depth.

The purpose of meeting is:

to establish whether the prison’s needs and expectations and the third

sector’s proposed services are well matched to discuss the practicalities of what will be required to deliver the service

effectively within a secure environment. to have an open and frank discussion about the proposed service, to work

through any differences, agree on the detail, and record specific

information about the proposed project.

If, following the meeting(s), either party feels that the proposed services and the

needs of the prison are not aligned, you are under no obligation to proceed with the partnership. If you do not wish to continue, you should let the other party know your reasons for this decision as soon as possible.

1. Brief description of the project/service Engage prisoners with a high risk of reoffending with a view to providing 2 x 1 hour peer

learning sessions per week using CBT methods. In addition to this, provide one-to-one

support on on-going, appointment basis.

In terms of developing supportive transitional arrangements, it is intended to deliver six

community-based sessions aimed at improving social skills, emotion management

skills. This service will also include linking ex-prisoners into sport and leisure activities in

the community.

2. Agreed project timeframes

Project start date 1/4/16

Expected project end date 30/03/17

STAGE 3: Agreeing Project Details

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3. Please complete a logic model for the service, to show how it is expected to work Inputs Outputs Outcomes (What do

we need to deliver the service?)

Participation (Who will use our service? What referral criteria will be used? How many people do you expect to work with?)

(You may find it helpful to refer to Stage 1 Q2)

Activities (What will we do? How long will each

activity last?)

(You may find it helpful to refer to

Stage 1 Q1)

Intermediate outcomes (You may find it helpful to refer to Stage 1 Q3)

Long term outcomes (It may be

helpful to refer to Stage 1 Q3)

What outcomes can this service directly

influence?

What outcomes can this service contribute to in

the medium term?

What do we expect to

achieve in the

longer term?

Access to an office & a room suitable for group work

Short-term male prisoners servicing less than 6 months with more than 10 prior convictions. Up to 30 participants p.a.

Run sessions with prison staff and the throughcare team to raise awareness of the service.

Throughcare team are aware of the new service and understand what it delivers.

Increasing number of referrals to the service and number engaging with the service also increases.

Risk of reoffending reduced

Run 2, 1 hour peer learning sessions per week using CBT methods.

Prisoners learn techniques to deal with social situations and improve their emotional

management skills.

More prisoners can demonstrate increased ability to deal with stressful situations, control anger & impulsive

behaviour & express ideas and feelings in a

controlled way

Reintegration into the community on release is smoother

Provide one-to-one support on on-going, appointment basis.

Prisoners feel supported and develop trusting relationships.

More prisoners stay engaged with the programme.

Deliver 6 community-based sessions

More prisoners learn how to apply their skills to real-life situations.

More prisoners engage in proactive activies and can control their aggression.

Link ex-prisoners into

sport and leisure activities in the community.

More prisoners forge

relationships with non-offending peers.

More ex-prisoners

develop a pro-social identity and move away from offending peers.

Further guidance on completing logic models can be found in the Scottish Government’s 5 Step Approach to Designing and

Evaluating Behavioural Change Interventions: http://www.gov.scot/Resource/0047/00472843.pdf

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4. Roles, responsibilities and contact details– Third Sector Staff

a. Staff member delivering the work (main contact)

Name Joe Bloggs

Job title Senior Project worker

Role and responsibilities

within the project Planning and monitoring the service within the

prison and the community

Delivering CBT sessions

Liaising with SPS about the delivery of the service

Telephone number XXXXX

E-mail address XXXXX

b. Other staff members involved in delivering the work (if applicable)

Name(s) Jane Brown

Job title(s) Project worker

Role(s) and responsibilities within the

project

Providing one-to-one support

Delivering CBT sessions

Telephone number(s) XXXXX

E-mail address(es) XXXXX

c. Line Manager

Name John Dow

Job title Service Manager

Telephone number XXXXX

E-mail address XXXXX

d. Chief Executive

Name Sally Jones

Telephone number XXXXX

E-mail address XXXXX

5 Roles, responsibilities and contact details– Prison Staff

a. Head of Offender Outcomes (Main contact)

Name Jane Smith

Role and responsibilities

within the project

Liaising with NGage about the delivery of the service

Facilitating access to establishment

Providing support to access PR2

Telephone number XXXXX

E-mail address XXXXX

6a. Disclosure Please complete the section below for staff members involved in delivering this project to

confirm that they have Disclosure or PVG scheme membership where required.

Staff member

name

Job Title Level of security

clearance required (Standard/ Enhanced

Disclosure or PVG

Scheme membership)

Has

Disclosure been

undertaken?

Joe Bloggs Senior Project

worker

Enhanced

Jane Brown Project worker Enhanced

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7b. Who is responsible for liaising on the Disclosure process for: (a) SPS Jane Smith (b) Third sector organisation? Joe Bloggs

Any Disclosure questions or concerns should be raised with the relevant person named

above.

8. Funding for the project

a. How much will the project cost per year? £20,000

b. How are these project costs to be met? Outline funding has been secured through (Funding Body)

c. Can SPS offer any financial support to this project? Support in-kind through provision of serviced accommodation and associated utilities.

d. If funding is already in place, are there any restrictions as to what that funding can and cannot be used to do? Funding can only be used to support the delivery of the services outlined in this

agreement.

e. When will funding for this project end? 30/03/17

f. If this project demonstrates that it can meet its outcomes, would the

prison consider funding it after this demonstration period? If so, under what circumstances would SPS consider funding the work? SPS would consider continuing its in-kind support.

9. Minimum standards of policies and procedures

The third sector organisation must have appropriate policies and procedures in place,

covering the following areas. Copies of these must be provided if requested by Head of

Offender Outcomes. Responsibility for the quality and content of these policies lies with

the third sector organisation, but it is advisable for the prison to be aware of the content

and ensure that it is relevant to a secure environment.

Policy / Procedure

Does the third sector

organisation have this policy in

place?

Does the policy meet the prison’s

requirements? Child Protection and Protection of Vulnerable Adults Complaints Procedure Confidentiality Data Protection Equality and Diversity Health and Safety (including Risk Assessment) Other(s) – please specify

☐ ☐

10. Insurance

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Has SPS confirmed the third sector

organisation has this insurance in place?

Employers liability insurance

Public liability insurance

Professional indemnity insurance

11. Risk assessment and risk management

The SPS Risk Assessment and Management Process should be used to identify potential

hazards and to manage these. This process will be undertaken by the local prison. The

risk assessment will be shared with the third sector organisation. It will consider:

Access and egress arrangements

Supervision and safety of workers within the prison

The necessary training required by workers (e.g. Personal Protection Training)

a. Has a risk assessment been conducted?

12. Supporting service delivery

a. Within the prison establishment, where will the service be delivered? In the Links Centre classrooms. Office area for NGage staff also within this area.

b. What other support will SPS provide to third sector staff (e.g. escort staff, referrals, promotion of service, photocopying)? Please provide

details. Access to photocopying and general office facilities. The Offender Outcomes Manager

within the Links Centre is also available as a point of support/contact.

13. Information sharing a. What agreements will be implemented in relation to managing client

confidentiality?

All and any written files will be held within securely locked cabinets in an area of the

Links Centre where no other prisoner or agency has access. Sharing of information will

be managed in accordance with legislative requirements set out in the Data Protection

Act.

If third sector staff receive information relating to a crime (either committed or intended)

and/or somebody being at risk, it is expected that this information will passed on to a

SPS member of staff.

b. What arrangements will be in place for the handling and security of information? NGage have outlined the protections in place to preserve integrity of information

security. This includes the printed off referral list only being accessible to Ngage and

Links Centre staff within a controlled area of the prison. Staff will be provided with

Information security awareness training as part of their induction.

c. Will third sector staff have access to PR2 (the Prisoner Records system)?

Yes

No ☐

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N/A - Access to PR2 not required ☐

d. What IT and information systems are required to deliver this service?

A encrypted stand alone PC to enable NGage staff to track and record all referrals will be

needed.

14. Monitoring, review and continual improvement

a. What monitoring data will be collected for this service? (Please refer

back to the relevant elements of your logic model) Inputs: (To be collected via SPS HR training records and NGage staff survey)

All required staff are in place

Induction training completed

Referral criteria and process understood and implemented by staff

Outputs (Participation): (NGage to maintain records of referrals and participation)

Number of prisoners referred

Number of prisoners who go on to participate in the service

Number of prisoners who maintain contact within the community

Outputs (Activities): (Data to be recorded via NGage internal delivery records)

2 x 1 hour sessions completed per week

6 sessions take place within the community

Number of 1:1 sessions

Number of sports and leisure activities engaged with in the community

Outcomes (short term): (Data to be recorded via (i) Staff survey, (ii) Course outcome

reports for each participant (iii) Participant survey)

Proportion of staff that are aware of the service

Number of new skills attained

Proportion of participants that:

o report to feeling supported and would describe relationships as more

trusting

o are assessed as capable as being able to apply their new skills

o have formed relationships with non-offending peers

Increase in demand for access to the service

Outcomes (medium term): (To be followed up in the community, for those that remain

engaged with the service. For those who do not engage, if a return to custody occurs,

SPS will refer for follow up interview with NGage staff)

Proportion of participants that are able to demonstrate an increased ability to deal

with situations and to control anger and impulsivity

Outcomes (long term): (SPS will provide data from PR2 history)

Reduction in offending frequency

Reduction in severity of offending

Desistance from crime

You may find it useful to refer to the Scottish Government’s 5 Step Approach to

Designing and Evaluating Behavioural Change Interventions, to help you with

identifying what information you will need to collect to monitor your service:

http://www.gov.scot/Resource/0047/00472843.pdf

bi. Which member of staff within the third sector

organisation is responsible for collating and submitting monitoring data to SPS?

Joe Bloggs

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bii. Who should this data be sent to? Jane Smith (HOO)

ci.Which member of SPS staff is responsible for collating and submitting relevant monitoring data to the third sector partner? (if relevant e.g.

Information about behaviour on the wings)

Jane Smith (HOO)

cii. Who should this data be sent to? Joe Bloggs

d. How often will this data be submitted? Weekly

e. How often will progress review meetings between the partners occur?

15. Future plans, after the initial funding period If funding is not renewed, an exit strategy will need to be agreed and put in place. This

should include agreement about how people using the services will be advised that the

project is coming to a close and any alternative arrangements that may be put in place.

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Stage 3 (Project Details) of this document sets out the agreed terms of service delivery.

Once the Project Details have been agreed, this Partnership Pack should be signed off by the Head of Offender Outcomes and the Third Sector Partner.

Copies of the agreed Partnership Pack will be held by the Head of Offender Outcomes (HOO) and the Chief Executive of the third sector organisation. The HOO should also send an

electronic copy of the agreed Partnership Pack to the Head of Partnerships at SPS Headquarters.

The information from Partnership Packs will be used:

by the third sector organisation and the prison to agree the terms of service delivery

and to monitor and review the service by SPS to monitor the range, quality and effectiveness of services delivered by third

sector organisations within Scottish prisons by the Criminal Justice Voluntary Sector Forum (CJVSF) to collate evidence of the

contribution that the third sector makes to delivering positive outcomes for people in prison and families affected by imprisonment

by SPS to prepare 6 monthly reports for the Partnership Strategy group.

Ending the partnership

If either party wishes to withdraw from the partnership before the stated partnership agreement end date, they are required to provide notice of this in writing, stating their

reason for withdrawing.

Commitment to the agreed Partnership

I confirm that all sections of this Partnership Pack have been completed and I have read and

agreed to all of the conditions of service delivery set out in Stage 3 (Project details).

The Partnership Pack must be

signed off by:

Name Signed Date

Third sector Chief Executive

Head of Offender

Outcomes

STAGE 4: Partnership Pack Sign Off

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Agreed delivery, monitoring and evaluation requirements are set out in stage 3.

The review process

It is expected that the project will be reviewed on a regular basis (See Q14 in Stage 3 -

Project Details).

The review process is as follows.

The ‘Partnership Review Document’ should be used to support each review meeting.

Reporting template completed ahead of

the meeting

The third sector organisation delivering a service should complete the agreed reporting template and send it to the Head of Offender Outcomes (HOO) at the relevant prison ahead of the review meeting.

The HOO and the third sector staff member responsible for service delivery should meet to discuss progress against the logic model and any emerging issues. Any identified risks should be recorded in the risk logs and steps put in place to address these. Any other actions identified during the review should be recorded in the Partnership Review Document.

Review meeting with HOO

and third sector

organisation

Service delivery continues in line

with any agreed changes and

actions until the next review date/

end of the partnership

STAGE 5: Delivery, monitoring and evaluation