Minutes:
The IOM update was presented by Lissa Moore, Assistant Chief Officer with London Probation Services. It was explained that under the restructure that came into effect from 31st May 2014, the previous structure of the Probation Service was changed into a smaller national probation service, and private companies known as Community Rehabilitation Companies. London CRC was one of 21 CRCs that had been created by the Government to deliver probation services to low and medium risk offenders. London CRC would manage almost 25,000 offenders throughout the City at any one time across its 33 local authorities. The Bromley CRC was currently paired with Croydon, and was still in the public sector under the auspices of the Ministry of Justice; it was anticipated that this would change in the near future and that the CRC would then move into the private sector—there were currently three bidders. The result of the bids should be known by the end of August. If the bids went ahead as anticipated, then the CRC would be sold off into the private sector by the end of 2014. The revised structure for this CRC was not yet known, and was currently being formulated. CRC’s would be looking to develop new areas of work; this would include resettlement, and also looking at ways to move prisoners into prisons in their locality. The idea of this was to encourage easier movement into the local community. As the CRC’s would all be private companies, there was going to be a philosophy of “payment by results”. The “results” would essentially revolve around reducing re-offending statistics. There was some concern expressed as to the possible success of IOM (Integrated Offender Management) in the private sector. Lissa Moore explained that a panel made up of operational partners existed, and proposed that an IOM Board be formed. The Board would deal with strategy and governance. The IOM Board would also hold the operational panel to account, and would be answerable to the Safer Bromley Partnership Strategic Group. For this structure to work effectively, priorities would need to be agreed; the results would be cost savings, reduced duplication and more co-ordination. The IOM cohort had been defined—primarily high risk re-offenders, especially in the areas of burglary and robbery. The target level was for an offender to hit 75% on what was known as the “OGRE” Scale, to qualify for entrance onto the IOM scheme. The management framework had not yet been identified as this was complicated; it was something that CRC was working towards resolving. The Information sharing protocol was being developed. Lissa Moore elaborated that there was a problem with funding for the IOM Model, as none was currently forthcoming from MOPAC (Mayor’s Office for Policing and Crime). There was an additional problem with Governance as no IOM Board existed. Lissa Moore speculated that it may be a possible course of action for Bromley Council to take ownership of forming and chairing an IOM Board. It was further hypothesized that as well as acting as IOM coordinators, Bromley Council may be able to seek funding from MOPAC to assist. Rob Vale (Head of Trading Standards) stated that plans for an IOB Board had previously been outlined to the Executive. Mr Vale indicated that he would like to explore how Bromley Council could assist. Mr. Vale indicated that it was possible that if an IOM Board was formed with MOPAC funding, then he may be available to Chair the Board. It was suggested by Councilor Tim Stevens that a bid should be made to MOPAC to help fund the Board. It was agreed by the Strategic Group that Lisa Moore would provide the Borough Commander with the relevant documentation to make a bid, and that the Borough Commander would follow this through. The Strategic Group anticipated that if a new IOM Board was formed, then its meetings could be “bolted on” to existing ones. No timescale was agreed in connection with the formation of an IOM Board, this would depend on MOPAC funding. Clive Davison (LBB Assistant Director-Public Protection) noted the paradox that the CRC would be targeted on results, but that in the same token, there was funding available currently for an IOM Board. Paula Morrison (LBB Assistant Director, Public Health) asked if Public Health should be involved with the IOM Board. The Strategic Group agreed that a representative from Public Health should be on the IOM Board. It was anticipated that if a Bromley IOM Board was set up, it would meet quarterly.
It was agreed that the IOM update from Lissa Moore be noted.
It was further agreed that the Strategic Group would look into setting up
a Bromley IOM Board, and that MOPAC funding would be sought to assist this.