WAIT ’TIL EIGHT

WAIT ’TIL EIGHT

AN ESSENTIAL START-UP GUIDE TO NOMS RJ SCHEME IMPLEMENTATION

Prepared by Thames Valley Partnership

in collaboration with Restorative Solutions and funded through the NOMS Restorative Justice Capacity Building Programme

WAIT ’TIL EIGHTJanuary 2013

written permission. You will treat this document as confidential and you will require any of your employees, agents, sub-contractors or other third parties who have access to this document as required also to treat it as confidential and will not disclose the contents of this document to any third party or use it in any way other than for the purpose detailed above.

You shall not make any commercial use of or make any commercial gain from this document and/or copyright, trade marks, designs, methodologies and/or know-how and related rights contained in this document, without NOMS’ prior written consent.

If you wish to make any additional use of this document outside the scope of the allowed use detailed above you must contact NOMS prior to such desired additional use in order to obtain a licence from NOMS to such additional use and agree the specific terms of that additional use (which shall include agreement to any required additional licence fee payable in connection with such desired additional use).

TheNOMSRestorativeJusticeCapacityBuildingprogrammeispotentiallyoneofthemostsignificantdevelopments

tooccurinthecriminaljusticesysteminrecentyears.Itgivestheopportunitytoembracetherestorationofboth

victimsandoffendersandtoputitattheheartofthewayinwhichcommunitiesseektoamelioratetheimpactof

crime.Forthisreasonthereisaneedtofollowtheevidencebaseanddesignschemes,withcare,inameasuredand

consistentmanner.Thiswait ’til eightguideispartofthatprocess.

TheguidehasbeenfundedthroughtheNOMSRestorativeJusticeCapacityBuildingprogrammeandpreparedby

theThamesValleyPartnership,whichisresponsiblefortheThamesValleyRestorativeJusticeService(TVRJS).The

materialsaimtogivestart-upguidanceontheminimumfoundationsthatneedtobeinplacebeforetrainedstaffcan

beexpectedtoundertakeeffectiveandsustainableRJConferencepractice.Aspartoftheimplementationprocess

ThamesValleyPartnershipprovidesahelpdesktogivefurtheradviceaboutspecificimplementationissues.The

helpdeskcanbeaccessedviaemailon[email protected]andisdescribedinmoredetailbelow.

 wait ’til eightisbasedonthe12years’practiceexperienceofTVRJS’sdeliveryofcommunityandcustodybasedRJ

conferences.ItoffersaframeworkforamethodicalapproachtoplanningandimplementinganRJscheme.

Organisational culture and local context will provide the backdrop to the development of any scheme and for

thesereasonsthisguideshouldbeseenasaspringboardandnotaprescription.Itisdesignedtosignpostand

informthinkingattheintroductionandearlyimplementationstages.IthasagenericrelevanceforRJconference

implementationinwhateversettingandatwhateverstageofthecriminaljusticeprocess.

Eightchecklistsidentifythecriticalissuesthatneedtobeaddressedinordertocreatetheminimum‘supportive

environment’necessarytonurturethedevelopmentofeffectiveRJconferencingpractice.Eachchecklistissupported

byaccompanyingtextandincludesexamplesofpro-formathathavebeendesignedandrefinedovertheyearsand

whichhavebeenfoundtobefunctionalinaTVRJScontext.Thematerialiscapableofstraightforwardadoption,or

revisionandadaptationtofitlocalcircumstances.

InThamesValleyithastaken12yearstoteaseoutsuchmattersandissuesanditishopedthatTVRJS’sexperience

willhelpotherschemestoembedRJconferencingintolocalcriminaljusticesystems.Thisstart-upguidancewilllay

thefoundationsofarobustscheme,ensuringqualityandsustainableprovision.

Thiswait ’til eightguidederivesitsnamefromthekeymessageitseekstoconvey,i.e.thatitisessentialtoaddress

theseeightcriticalsectionsbeforesendingstafffortraining.Thisapproachmaximisestheprospectsofsustainability

andsuccessindeliveringRJinProbationTrustsandPrisonEstablishments.

Help desk:ThepurposeofthehelpdeskistoprovideadvicetoProbationTrustsandPrisonsinrelationtomanagement

anddeliveryissuesconfrontedbymanagersduringtheprocessofimplementation.Specificpracticeandcase-related

questionsshouldbedirectedtoRestorativeSolutionsviatheiradviceline:[email protected].

Managerswhowishtoseekadviceconcerningmanagementanddeliveryissuesshouldsendanemaildescribingthe

problemto[email protected].Pleasegiveyourcontactdetails,availabilityandpreferredmethod

ofcontact.ThequerywillbeallocatedtoanAssociatewithrelevantprofessionalexperienceandrespondedtowithin

threeworkingdays.

ThispackwasdevelopedbythefollowingThamesValleyPartnershipAssociates:

Maggie donnelly(RJFacilitatorandformerPrisonGovernor) Geoff emerson(SeniorProbationOfficer&RJManager)

ray Fishbourne(formerChiefProbationOfficerandTVRJSSteeringGroupChair) Helen Leney(RJFacilitatorandVQAssessor)

Katharine rogers(OperationalProbationManager&SEEDSTrainer) tania wickham(RJFacilitator&formersecondedPrisonProbationOfficer) debbie Coles(secretarialandadministrativesupport)

ColleagueslistedbelowwillassistwiththeHelpDeskservice:

Peter Patrick(formerChiefProbationOfficer&pastChairoftheRestorativeJusticeCouncil) tim newell (formerPrisonGovernorandChairofEscapingVictimhood)

Thankstoover700anonymousvictimsandoffendersinThamesValleywhohaveconsentedtoparticipateinprison-

andcommunity-basedrestorativejusticeconferences.Withouttheirpreparednesstoparticipateitwouldhavebeen

impossibletoidentifythepracticeissuesthathaveinformedthecontentofthisguide.

ThanksalsotothecommitmentofalltheTVRJSconferencefacilitators.Itistheiropennessandwillingnesstoexamine

practicethathasenabledustoidentifythelearningpointsthatformthebasisofthisguide.

Thanksalsotocolleaguesfromotherpioneeringschemesandfromacademiawhohaveworkedwithusandshared

theirexpertiseinordertodevelopasustainableRJscheme.

.



ACKnowLedGeMents

Page

seCtion 1. MAnAGeMent And PLAnninG GrouP 6

seCtion 2. CAse identiFiCAtion And rJ ProCess 14

seCtion 3. estAbLisH need And MAtCH witH AVAiLAbLe resourCe And stAFFinG 26

seCtion 4. inForMAtion sHArinG ProtoCoLs And AGreeMents 44

seCtion 5. risK AssessMent 50

seCtion 6. enGAGeMent ProCess: ViCtiMs And oFFenders 62

seCtion 7. reCordinG sYsteMs And eVALuAtion 74

seCtion 8. inteGrAtion witH oFFender MAnAGeMent ProCess 92

GLossArY. 102

seCtion 1.

MAnAGeMent And PLAnninG GrouP

CHeCKList 1.

[BlankshireProbationTrust/HMPBlank/BlanktownIOMTeam]

NOMS RJ Implementation: Management & Planning Checklist

CONTACT DETAILS OF MANAGER COMPLETING CHECKLIST

Nameofresponsiblemanager:

Contactdetails(location):

Telephonenumber:Emailaddress:

Dateofproject

commencement: Dateof‘signoff’:

CHECKLIST

Action Date

achieved Notes

n ResponsibleSeniorManageridentified

n ConveningaRJPlanningGroup

n Developingacommunicationstrategy

1. Appointment of a senior Management team Member

• ASeniorManagementTeammembershouldbedesignatedashavingresponsibilityforleadingonthedesign

oftheRJschemeandforensuringthatallthenecessarypolicies,proceduresandprocessesareputinplaceto

enableeffectiveandefficientservicedelivery.

• Thispersonshouldhavethedirectauthoritytoallocateandcommitsufficientstaff,timeandagencyresourcesto

ensureeffectiveandefficientservicedeliveryofRJconferencepractice.

• SuchapersonwillbeinapositiontobeseenbythewiderorganisationastheRJ‘driver’andbecomeabeacon

forRJcultureasitembedsitselfintoorganisationalpractice.

2. Convening a rJ Planning Group

• Adecisionwillneedtobemadeastowhetherasingleagencyormulti-agencyplanninggroupistobeconvened.

• Theplanninggroupwillhaveresponsibilityforidentifyingthestrategicaimsofthescheme,developingadelivery

plan (Appendix 1A refers) and identifying and solving the operational challenges involved in embedding RJ

conferencepracticeintoexistingcriminaljusticeagencysystems.

• ItisrecommendedthattheplanninggroupischairedbythedesignatedSeniorManagementTeamRJlead,

whowillhaveresponsibilityforensuringthatthegroupaddressesallthekeyimplementationissuesnecessaryto

establishaneffectiveandcredibleRJscheme.

• It is recommended that the planning group establishes the principle that the RJ scheme will have equal

responsibilityfortherestorationofbothvictimsandoffenders.Thisdegreeofimpartialityisimportantintermsof

publicperceptionandconfidence.ProbationTrustsandEstablishmentshavealonghistoryofbeingfocusedon

offendersanditisimportanttoensurethatRJisnotseensolelyintermsofanoffenderintervention.

• Thebenefitofasingle-agencyplanninggroupisthatitispotentially‘tight’andfocused,andinvolvesanumber

ofoperationalrepresentativesactuallyinvolvedinthedevelopmentofthepractice.However,theweaknessof

asingle-agencyplanninggroupisthatitexcludesthosepartneragenciesonwhichanysuccessfulRJscheme

depends.Itpotentiallyneglectsthenurturingofthewider‘supportiveenvironment’amongstPolice,Courts,CPS,

Establishments,VictimSupportScheme(VSS),LocalAuthorityandHealthpartners.Suchamodelalsohasthe

potentialtoencompassbothCriminalJusticeandwiderneighbourhoodmodelsofRJdelivery.

• Amulti-agencyplanninggroupistherecommendedvehicleforestablishingaRJscheme.Suchanapproachis

morelikelytosecurepartneragency‘buy-in’.Thecombinationofstatutoryandvoluntaryorganisationsrequires

themtoworktogetherinawaythatbestservestheirrespectiveserviceusersandcreateswiderbenefitsforthe

community.Itisalsomorelikelytoachievesystemicownershipofthescheme.

• Inthecontextofamulti-agencyplanninggroupitisadvisablefortheretobeanagreeddesignated‘leadagency’.

It is recommended that a NOMS-based agency takes on this role in the context of this NOMS RJ Capacity

Buildingprogramme.

• Theroleofthe‘leadagency’istotakeresponsibilityforleading,forexample,onthoseoccasionswhenanamed

individual‘bodycorporate’isrequiredforsuchpurposesasbiddingfornewfundingopportunities.

• The‘leadagency’canalsoexertinfluenceatastrategiclevelwiththeotherconstituentstakeholderstocommita

levelofproportionatefinancialorotherin-kindresourcesnecessarytoensurethesuccessofthescheme.In-kind

resourcesmightinclude,forexample,thesecondmentofastaffmembertotheRJscheme.

• Amulti-agencyplanninggroupcanbeparticularlyhelpfulinestablishingeffectiveinformationsharingprotocols

anddeveloping‘joined-up’organisationalprocesses.

• Amulti-agencyplanninggroupshouldberesponsibleforcompilingthescheme’sRiskIssuesLogandContingency

Plans.Membershipoftheplanninggroupshouldbepitchedatasufficientlyseniorlevelsothatintheeventof

problems,blocksorobstaclesbeingidentified,theappropriaterepresentativeisabletonegotiateanddeliver

practicalsolutions.

• ItisrecommendedthatanymixtureofagenciescontainsthekeyestablishedCJAgencies.RJisaboutinfusing

newprocessesintoexistingsystemsandtodothatsuccessfullyyouneedtheweight,knowledgeandcredibility

ofsuchagencies.TheinvolvementofasupportiveandlocalCrownCourtjudgeintheearlyplanningstagescan

beparticularlyhelpfulintermsofshapingandinfluencingtheattitudesoflocalsentencers.

• TheinvolvementofvoluntaryagenciesgivesschemesawidebaseandshouldincludeVictimSupport(VSS).The

potentialforotherlocalvoluntaryagenciestoplayarolewillbedeterminedbylocalcircumstances.Forexample,

insomeschemeslocalmediationservicesmaybeinvolvedinthedeliveryofconferencefacilitationanditmaybe

importantforthemtoberepresentedintheplanninggroup.

• Considerationtobegiventotheplanninggroupmeetingatleastevery6weeksintheearlystagesofthescheme.

• Themainissuestobetakenintoaccountwhendesigningsuchamulti-agencyplanninggroupmodelare:

 -Arethereclearobjectives?

 -Isthererespectandunderstandingofeachpartner’sroleandresponsibility?

 -Istherethewillandsupportfromeachagencyatasufficientlyhighmanagementlevel?

 -Arethepeopleinvolvedabletoexertinfluencewithintheirownagenciesandovercomedifficultiesorbreak

downbarrierswhennecessary?

 -Howwilleffectivecommunicationbemaintained?

 -HowwillthegroupensurethatthevaluesthatunderpinRJarethesameasthosethatunderpintheworkingof

thegroup?

• Thereis‘valueadded’benefittoaservicedeliverythatisunderpinnedbyacollaborativepartnershipcommitment

acrossarangeofstatutoryandvoluntaryagenciesinvolvedinthecriminaljusticesystem.

• Once the planning group has overseen the successful implementation of the RJ scheme, consideration can

begiventoitbecomingapermanentmulti-agencySteeringGroupwhosetaskistoensureandsafeguardthe

sustainabilityandongoingdevelopmentofrestorationofvictimsandoffenders.

• Amulti-agencyplanning/steeringgroupwillrequiretermsofreference,oraprotocol,toregulatehowitoperates

andmakeclearthepurpose,functionsandlinesofaccountabilityforthememberorganisations.Anexampleof

termsofreferenceforsuchagroupcanbefoundatAppendix 1b.

3. developing a Communications strategy

• Theplanninggroupshouldensurethatacomprehensivecommunicationsstrategyisdevelopedtopromoteand

explainthepurpose,values,aims,operatingprocessesandintendedoutcomesto:

 -allkeypartneragenciesandstakeholders,includingunionrepresentativesandotherinterestedparties;

 -allinternalstaffmembers;

 -allthosedirectlyandindirectlyinvolvedinthedeliveryofthescheme;

 -allparticipantsandpotentialparticipants;

 -thelocalmediaandotheropinionformers.

• Considerationshouldbegiventothekeymessagestobedeliveredandthemeansbywhichthosemessages

should be conveyed. This should include a wide range of media so that all sections of the community are

included.

TASK/MILESTONEACTION REquIREDBy WHOMBy WHENEvIDENCE OF COMPLETIONPROGRESSCOMP. DATENOTES Planningprocess determinedResponsibleseniormanageridentified andplanningprocessagreedNamedseniormanagerinplace withclearbrief PlanningteaminplacePlanningteamsetupwith cleartermsofreferenceMembershipandterms ofreference Keyprinciples andvaluesagreedDiscussionandagreement ofkeyprinciplesandvaluesStatementofkeyprinciplesand values KeyaimsidentifiedDiscussionandagreementofkeyaimsStatementofkeyaims DeliveryplaninplaceDeliveryplandiscussed andagreedwithkeymilestonesDeliveryplan NeedforRJidentifiedScopingexerciseundertakenNumberofcasesinscope andestimateofthroughput Outlinebusiness processagreedDiscussionandplanningofprocessof RJservicedelivery

Outlinebusinessprocessmap andco-operationofrelevant departments KeyoutcomesdefinedDiscussionandagreementofkeyoutcomes, includinghowtheywillbemeasured

Statementofkeyoutcomesand descriptionofhowtheywillbe recordedandmeasured Stafftimerequiredfor deliveryidentified

Usingresultsofscopingexerciseandestimate ofattrition,makecalculationstoestimatestaff timerequiredforservice

Staffingneeddescribedfor fullserviceincludingadmin, supervisionandmanagement time Prioritiesofneed identifiedScopingexerciserevisitedto determineprioritieswithineligiblecasesStatementofprioritiesto determinehowcaseswillbe engaged Staffrolessuitablefor RJFacilitatorsidentifiedDiscussionandagreementofstaffroles suitableforRJFacilitationListofstaffroles RJroleinsertedin relevantjobdescriptionDiscussionandagreementofRJjobdescrip- tionandhowitwillbeincludedinamendedjob descriptionforkeystaff Sampleamendedjob descriptions

TASK/MILESTONEACTION REquIREDBy WHOMBy WHENEvIDENCE OF COMPLETIONPROGRESSCOMP. DATENOTES Matchresource availabletoneed Useevidencefromscopingexerciseand estimateofavailableresourcetoplanscope ofservice

Statementofavailablestaffing andestimatedcasethroughput, linkedwithagreedpriorities IdentifyothercostsUndertakedetailedcostinginrelationtonon- staffcosts,includingstafftravel,participant travel,venuecostandrefreshments

Detailednon-staffingcost estimates Identifyrooms, accommodationand othermaterials

Identifyroomsrequiredforstafftoworkinand forconferencestotakeplacein,whichmaybe on-oroff-siteAccommodationplan SelectstafffortrainingApplyselectionprocesstoidentifybest peoplefortheroleListofselectedstaffand evidenceoffairselectionprocess Selectfirstcohort ofcases

Papersifttoidentifyeligibleandsuitablecases, pickingwell-motivatedonesifthiscanbe identifiedListofcases SendstafffortrainingBringstafftogether,allocatecasesandinform themofplanandprocessBriefnoteofmeeting Processfirstcohort ofcases Usestaffselectedtointerview,assessand engagefirstcohortofcases.Progressofcases willcontinuetoconferenceinlinewithtraining schedule

Listoffirstcohortofcaseswith recordsofinterviewsandrecord ofassessmentofsuitabilityand progresstoconference Learnlessonsfrom firstcohortofcases

Meetwithtrainedstaff,recordprogressand analyseblocksanddifficultiestoefficient processingofcases

Recordlessonslearntand amenddraftprocesses,policies andprocedures. Preparestandard documentationand detailedpolicies

Amenddraftprocesses,policiesand proceduresinlightoflessonslearned

Finalprocessmaps,standard documentation,policiesand procedures Publishprocedures andlaunchschemeas partofcommunication strategy

Publishproceduresandlaunchscheme, anddevelopcommunicationsstrategy Detailsoflaunchonorganisa- tion’slocalcommunications systemsandprocesses.

1. name

 TheprojectshallbecalledtheBlankshireAdultRestorativeJusticeService.

2. Legal status of the service Provision

 IntheinterestofclarityandtransparencyitistobeunderstoodthattheServiceProviderisnotabodycorporate

andhasnoseparatelegalpersonality,norisitaregisteredcharity.TheServiceisacollaborativepartnership

betweenagenciesworkingtogetherinpursuitofsharedaims.Becauseofthediversityofitsmembership,the

decentralisationofitsactivitiesandtherangeofdisciplinesfromwhichitspersonnelaredrawn,itisdesirableto

setdowntheadministrativeframeworkandregulatingproceduresinthismemorandumofunderstanding.

3. restrictions of Powers

a) Anycontracts(evenifagreedbytheSteeringCommittee)aresubjecttoacceptancewithintheframeworkof

FinancialInstructionsoftheLeadAuthority.

b) Nopurchaseordisposaloflandorotherfixedassetscanbemade.

c) LegalactiononbehalfoforagainsttheServiceProviderwillbetheresponsibilityofthesecondingorganisation

fromwhichtherelevantmemberofstafforiginates.

d) AnystaffworkingwiththeServiceProviderdosoonasecondedbasisfromanemployingbody.Anystafftobe

recruitedwillbesourced(onasecondmentbasis)fromamemberbodyoftheServiceProvider.

e) TheLeadAuthoritymaintainsallaccountingrecordsandhandlesallfinancialtransactions.

4. Lead Authority

 ALeadAuthorityshallbedesignatedfromthememberagenciesandshallberesponsibleforthemaintenance

ofaccountingrecords,processingoffinancialtransactionsandprovisionoffinancialinformationinrelationtothe

ServiceProvision.

 TheLeadAuthorityshallbeBlankshireProbationTrust,inthefirstinstance.TheSteeringCommitteemustgive

sixmonthswrittennoticetotheLeadAuthorityofanyintentionofwishingtochangetheLeadAuthority.

 TheLeadAuthoritywillappointapersontoactasTreasurertotheSteeringCommittee.

5. the steering Committee

a) Thedevelopmentandoversightoftheservice,delegatedbytheBlankshireCriminalJusticeBoard,shallbethe

responsibilityoftheSteeringCommittee.

b) BusinesstobetransactedbytheSteeringCommitteeshallinclude:

 •Strategicdirectionsettingandoperationaltargetsetting,withinparamenterssetbytheBlankshireJusticeBoard.

 •Approvalofyearplan.

 •Allocationofpooledresources.

 •Reviewoffinancialperformance.

 •Roleofsecondedstaff.

c) EachagencyshallbeentitledtoappointonerepresentativetotheSteeringCommittee.

d) AnyrepresentativenotabletoattendmeetingsoftheSteeringCommitteemaynominateasubstitutetoattendin

hisorherplace,andshouldifpossiblegivenoticetotheServiceProviderManagerbeforehand.

e) terms of reference

 i.TheSteeringCommitteewillmeetatleastsixtimesayear.Minuteswillbekeptofeachmeeting.

 ii.TheSteeringCommitteewill:



 –Guide,adviseanddirecttheServiceProviderManager,viatheChair,andreceivereportsfromtheService

ProviderManagerateachmeeting.

 –Overseethefinancialmanagementoftheserviceprovisionandpreparefuturefundingbids.

 –Facilitate staff secondments to the Service Provider and ensure that staff, including the Service Provider

Manager,receiveappropriatesupportandsupervision.

 –ApproveServiceProviderpolicy,andensurethatagreedpracticeandpolicyisimplementedbystaff.

 –Promotetheserviceprovisionandfacilitatecommunicationwithinthecollaboratingagencies.

 –EnsuretheserviceprovisionisadequatelyresourcedandHealthandSafetylegislationadheredto.

 –Receiveandapprovetheservice’sAnnualReporteachJune.

–EnsuretheprovisionofaperformancereporttotheBlankshireCriminalJusticeBoardtwiceeachyear.

6. steering Committee Chair

 AttheAnnualGeneralMeeting,theCommitteewillelectaChair.He/shemustbeproposedandsecondedand

receiveamajorityofthevotesofthememberspresentandvoting.

7. Quorum

 NobusinessshallbetransactedatanymeetingoftheSteeringCommitteeunlessatleastthreemembersare

present.

8. Voting

 Allquestionsshallbedeterminedbyamajorityofmemberspresentandthemethodofvotingshallbeatthe

discretionoftheChair.Inthecaseofanyequalityofvotes,theChairorothermemberpresidingattheSteering

Committeemeetingshallhaveacastingvote.

9. notice

 MemberswishingtoformallyraiseanissueattheSteeringCommitteeshould,whereverpossible,givenoticeto

theServiceProviderManagerinadvanceofthemeeting.

10. urgency

 UrgentmattersmayberaisedbyanymemberoftheSteeringCommitteeas‘anyotherbusiness’uptothedate

oftheSteeringCommitteesubjecttotheapprovaloftheChair.

11. Agenda

 The Agenda for meetings of the Steering Committee will be prepared by the Service Provider Manager in

consultationwiththeChairandcirculatedinadvanceofthemeeting.

12. Vacancies

 Shouldavacancyoccur,theSteeringCommitteewillassoonasconvenientchooseoneoftheirmemberstofill

thevacancyfortheremainderofthecurrentyear.

seCtion 2.

CAse identiFiCAtion And rJ ProCess

CHeCKList 2.

[BlankshireProbationTrust/HMPBlank/BlanktownIOMTeam]

NOMS RJ Implementation Checklist: Case Identification and RJ Process

CONTACT DETAILS OF MANAGER COMPLETING CHECKLIST

Nameofresponsiblemanager:

Contactdetails(location):

Telephonenumber:Emailaddress:

Dateofprojectcommencement: Dateof‘signoff’:

CHECKLIST

Action Date

achieved Notes

n Identifysustainablelegal,‘business’,assessment,

referralandplanningprocessesto

undertakeRJcasework n Preparedraftprocessmap(s)

andguidanceforstaff

n Usescopingexercisetoidentifypotentialcases 

n Approachandengagepotentiallysuitablecases

n Selectedstafftoprepareanonymisedcase

materialfordiscussionof‘their’casesatRJtraining n Devisemeanstoensurethatlessonsare

learnedfrompracticeforfutureengagement

withoffendersandvictims n Adjustprocessesinlightofearly

experienceandlearning

1. identify sustainable legal, ’business’, assessment,

referral and planning processes to undertake rJ casework

1.1 EstablishmentsandTrustsneedtoidentifyaprocesswhichisrelevanttotheirpopulationandwhichenables

themtoachieveasustainablethroughputofeligibleandsuitablecaseswithinavailableresources.Arangeof

possibilitiesexist.Examplesofsuchprocessesaresetoutbelow.Thelistisnotexhaustive.Adeliverymodel

shouldbedevelopedtosuitlocalneedsandcircumstances.

table 1. examples of possible rJ delivery Models

 *Statutorycasesarethosewhichareundertakenundertheframeworkoflegislation,oracourt-orderedrequirement.

Whilstparticipationrequirestheoffender’sinformedconsent,compliancewiththelegislativerequirementmay

leadtoenforcementactioniftheoffenderfailstoattendmeetingswithRJstaff,orwithdrawstheirco-operation

fromtheprocesswithoutgoodreason.

 *Voluntarycasesarethosewheretheoffenderisnotsubjecttoanylegislativerequirementorprocess.Prison

casesarevoluntary,exceptwheretheprocessiscommencedinprisonandanRJconferenceisproposedaspart

ofapost-releaselicencerequirement.Whilstthisimposesastatutoryobligationontheoffendertotakepart,itis

unlikelythatanoffenderwouldberecalledsolelyforrefusaltoattendanRJconference,althoughthiscouldform

partofapatternofnon-compliance.WhilstundertakingRJinprisonispurelyvoluntary,whereitbecomespartof

asentenceplan,withdrawalfromtheprocesscouldbeseenasnon-complianceandpotentiallydamagingtothe

victimandanegativeinferenceastotheoffender’sprogresscouldbemadeinfutureassessments.

AGENCy & SETTING

vICTIM OR OFFENDER INITIATED

STAT/

vOL* vEHICLE PROCESS

Multi-agencyinitiative,e.g.to

createarestorativeBlankshire Victimandoffender Both

Arangeofvehicles

developedasneeds

identifiedincluding

self-referrals

CJprocesses(seebelow)aspartofrange

ofRJmethodsusedtomeetlocalneed

Probation:

CommunitySentence Offender Statutory

withinformed consent

SpecifiedActivity

Requirement ProposedatPSRStageforalleligibleand

suitableoffenders,deliveredpost-sentence

Probation:

Pre-sentence Offender/Victim Statutory

withinformed

consent DeferredSentence RJwhollyundertakenduringdeferment Probation:

Pre-&Post-Sentence(Comm) Offender Statutory

withinformed consent

Deferredsentence–

RJConference CommunitySentence

RJConferencetakesplaceduring

defermentwhilereparationtakesplace

duringcommunitysentence Probation:

CommunitySentence Offender Voluntary Partofcommunity

sentenceonvoluntary

basisbyoffender

OMoffersRJpost-sentencetoeligible

offenderswhoindicatesuitability

ProbationVLU:

Establishmentorcommunity

post-release Victim Voluntary VLUserviceprovision

tovictims

VictimofferedRJaspartofserviceprovided

byVLUineligiblecasesafterdiscussionwith

OM

EstablishmentorProbation:

SentencePlanningprocess Offender Voluntary

Includedaspartof

assessmentand

sentenceplanningfor

allappropriatecases

SentenceplanningincludesRJasanoption

foralleligiblecases

Probation:

Post-release Offender Statutory

withinformed

consent

RJundertakenasa

post-releaselicence

condition

OffenderoptsintoRJwhilstincustodyand

thisisagreedasalicenceconditiontobe

undertakenafterrelease.

eligible casesarethosecaseswhichmeetarangeofeligibilitycriteriawhichcanbeidentifiedfrombasicfile

data.Examplesofpotentialeligibilitycriteriaaresetoutbelow:

• offence type:Acquisitiveandviolentcrime,includingburglary,assaultandpublicorderoffences.Offenceswill

usuallyrequireanidentifiablevictimwhohassufferedpersonalharm.

• exclusion criteria: Thefollowingoffencesarelikelytobeexcludedbynewschemes:casesinwhichtheoffender

haspleadednotguiltyandatrialhastakenplace;casesofchildabuse(althoughvictimsagedunder18ofother

eligibleoffencesmaybesuitable);andcasesofdomesticviolence(violencebetweenpartnersorex-partners).

• offence seriousness: Alowerthresholdwillneedtobesetatmediumseriousness,whichcouldleadtothe

impositionofacustodialsentence.Thereisnoupperthresholdtoseriousnessofoffence,however,offences

resultingindeath,orsexualoffences,shouldnotbeundertakenbyinexperiencedstaff.

• noMs offender Management Model tier: 

 TheNOMSOffendermanagementmodelsetstieringlevelsforcases(offenders)whichhavebeenassessedusing

therelevanttools,includingOASys.Therearefourtieringlevels,tier1beingtheleastseriousandtier4themost

serious.ItissuggestedthatcasesfortheNOMSRJCapacityProgrammeareselectedprimarilyfromtiers3

and4,andtier2casesthatmaybeatriskofcustody.Wherevictim-referredcasesareunderconsideration,this

criterionshouldbeappliedwithdiscretion,soastoensurethatthevictim’sneedsaregivenproperconsideration.

suitable casesarethosewhichhavebeenidentifiedaseligibleonpaperandarethenconfirmedassuitable

followinganinterviewwiththeoffender,orassessmentundertakenbyamemberoftheRJstaff.Suitabilitycriteria

areusuallyamatterofjudgementordegree.Thesafetyandwell-beingofthevictimmustremainparamount.

Examplesofkeycriteriatoassesssuitabilityaresetoutonthefollowingparagraphs:

• Lack of acceptance of responsibility for causing harm: 

 Completedenialofresponsibility,ortotalvictimblaming,indicateanoffenderwhoisunsuitable.Partialdenial

requirestheassessortomakeajudgementastosuitabilitywhencombinedwithotherelementsoftheassessment.

Few offenders accept total responsibility, but denial of harm when linked with victim blaming can indicate

unsuitability.Insuchcasesitwillbeparticularlyimportanttotakeintoaccounttheneedsandcircumstancesof

thevictim.Somevictimswillnotexpecttheoffendertotakemuchresponsibility,whereasothervictimscould

bedamagedbysuchattitudes.Judgementshavetobemadebythefacilitatoranditmaybenecessaryforthe

facilitatortoshareanyconcernswiththevictimandmakeajudgmentbasedontheirresponse.

• Attitudes likely to lead to revictimisation: 

 Interviewsmayrevealattitudesheldbytheoffenderwhichmayindicateadesireonthepartoftheoffenderto

causefurtherharm.Openquestionssuchas“Whatwouldyouwanttosaytothevictimifyoumetthem?”can

behelpfulinrevealingunderlyingattitudestotheoffenceandthevictimwhichmaybeindicatorsfor,oragainst,

proceedingwiththecase.(Note:Withtheemphasisonspeedyjustice,ProbationCourtstaffwillbefacedwith

makingquickassessmentsastothesuitabilityofoffendersforparticipationinRJaspartofacommunitysentence,

inordertoprovide‘ontheday’oralreportstoCourt.Theassessmentwillneedtobecompletedduringashort

interviewwhichwillneedtocovermanyotherissuesandbereportedtothecourtshortlyafterwards.Appendix 2Aprovidesusefulinterviewquestionswhichcanbeusedininterviewsfortheassessmentofoffendersinsuch

circumstances.)

• severe substance misuse: 

 Mostoffenderswithsubstancemisuseproblemsaresuitable,butwherethesubstancemisuseissoseverethat

theoffenderisunlikelytobeabletoengageinameetinginasoberconditionatanytimeoftheday,thiswillnot

bethecase.

1.2 Setoutbelowaredefinitionsofeligibilityandsuitabilitywhichareusefulconceptstoaidtheidentificationand

selectionofcasesforinclusioninarestorativejusticeprocess.

• Mental health problems:

Mental health problems will not usually be a bar

to participation, however, those suffering with

psychopathy, severe anti-social personality

disorders,unstabilisedpsychiatricdisorders,ora

severeriskofself-harmwillnotbesuitable.

• resistance to take part in a meeting with the victim:

Offendersmaybepresumedtohaveanobligation

tomakeamendsthroughaface-to-facemeeting

with the victim of their crime. Offenders should

not, however, be forced to take part in an RJ

conferenceandthosewhoareresistanttotaking

partshouldnotberequiredtodoso.Nevertheless,

offenders who have agreed to take part under a

courtorderorlicenceconditionmayberequired

todosoinappropriatecircumstances,providing

thiswillnotsodistorttheprocess,orcauseharm

tothevictim.

 Anexampleofareferralformwhichdemonstrates

how eligibility and suitability criteria can be

describedtoenablethosemakingreferralstomake

apreliminaryjudgementisattachedatAppendix 2b.WhereOASysassessmentsarenotavailable,

staff will be expected to use their relevant skills

andknowledgefromothersettings,e.g.preparing

sentenceplans,tomakeappropriateassessments

ofsuitability.

 The principle of offender voluntarism and a

‘presumption in favour of offender participation’

is addressed in Appendix 2C. Put simply, the

‘presumption in favour’ suggests that offenders

should be approached with an expectation that

they have an obligation to meet their victim and

explore ways of making amends. The offender

would be unsuitable if they demonstrated an

intention to cause harm through the process,

nevertheless, this approach does not seek high

levels of motivation to take part because many

poorlymotivatedoffendershavebeentransformed

intheirattitudesthroughmeetingtheirvictims,and

victimshavebenefitedfrombeingabletoexpress

theiremotionsandgetanswerstotheirquestions.

2. Prepare draft process maps and guidance for staff 2.1 Process mapping enables systems to be lean,

efficient,openandeasilyoperatedbythosemaking

referrals,aswellasadministrators,RJPractitioners

andmanagers.ThekeyelementsofanRJprocess

map are shown in the ‘skeleton’ process map

below:

Model restorative Justice Process Map

 An example of a detailed process map for a

Community Sentence Process is attached at

Appendix 2d.

2.2 Processmapsareusefulfortrainingpurposesand

presentations to staff, particularly where referrals

maybemadefromawiderangeofsourceswithin

large organisations. It is useful to place process

mapsontheorganisation’sintranetandaspartof

standardoperatingprocedures.

2.3 Oncetheprocesshasbeenagreedandmapped,

thenguidanceforstaffcanbeprepared.Anexample

ofsuchguidancecanbefoundinAppendix 2e.

• identify Case

• receive referral with key documents

• Check & confirm eligibility

• record case details

• Allocate case to rJ Facilitator

• rJ Facilitator reads case papers

• Assessment interview offender

• Assessment interview victim

• Prepare offender

• Prepare victim

• rJ Conference

• rJ Conference follow-up

• outcome agreement implementation

• outcome agreement monitoring

• review progress of case offender

• review progress of case victim

• Closure

3. use scoping exercise to identify potential cases

3.1 Detailsofhowtocarryoutascopingexercisearesetoutinthenextsection,‘EstablishNeedandMatchwith

AvailableStaffandResources’.

4. Approach and engage potentially suitable cases

4.1 Thescopingexercisewillhaveidentifiedapoolofpotentiallysuitablecasesonpaper.Priortothefirstroundof

training(providedaspartoftheNOMSRJCapacityBuildingProgramme),ajudgementwillneedtobemadeas

towhethertoapproachthesecasesandseektheirengagementwithRJ,orwhethertoundertakethisapproach

afterthetraininghasbeenreceived.Thejudgementwillbebasedontherelevantknowledgeandexperienceof

thestaffselectedandthenatureofthecasestobeapproached.

4.2 Wherestaffselectedtoundergotraininghavealreadybeenworkingwitheligibleoffendersinrelationtotheiroffence

andtheoffenderhasexpressedaninterestinmeetingtheirvictimsoastomakeamends,thenanapproachto

confirmtheywishtoparticipateinRJwouldbeappropriate.Insuchcasesthestaffmemberwillbeabletoprepare

abriefanonymisedsummaryofthecasetobringtothetraining.Wherestaffhavenotbeeninvolvedinworkwith

theeligibleoffendersanddonothaverelevantexperience,theywillbeexpectedtoattendthetrainingwitha

numberofanonymised‘paper’caseswhichcanbeworkedwithimmediatelyonreturn.Theproblemscreatedby

approachingoffenderswithoutpriortrainingistheriskofgivingaconfusingorinaccuratemessageaboutwhatRJ

involves.

5. selected staff to prepare anonymised case material for discussion of ‘their’ cases at training

5.1 Thepurposeoftakingcasematerialtothetrainingistomakethepreparationandlearningreal.Caseswillbe

discussedatthetrainingandanactionplanwillbecompletedbyeachparticipantinrelationtohowtheywilltake

theircaseworkforward.Thecasematerialmustbebrief,relevantandsufficienttoenableadiscussionabouthow

toproceedwiththecasefromapproachingtheoffender/victimtoapproachingtheotherpartiesandpreparing

foranddeliveringanRJconference.Itisadvisedthatthefollowingheadingsareusedandthattwoorthree

sentencesoftextareprovidedundereachheading.

• Outlineoftheoffenceandtheoffender’sattitudetoit.

• Briefdetailsoftheparty(offenderorvictim)forwhomyouragencyhasresponsibility(age,gender,history,

anyidentifiedspecialneedsorcircumstances).

• Impactoftheoffence.

 Thecasestudyshouldbeanonymisedandofbetween50and100wordsinlength.

6. devise means to ensure that lessons are learned for future engagement

6.1 TheearlystagesoftheintroductionofRJfollowingtrainingarerichinopportunitiesforlearning.Theresponsible

managershouldensurethat:

• Eachparticipanthasallocatedtimeforpractice.

• Eachparticipanthasidentifiedopportunitiesforsupervisionandamanagertorefertoinrelationtocaseworkissues.

• Timeisallocatedfortrainedstafftomeetasagroupandsharelearningandidentifygoodpractice.

• Thereisaneffectiveprocessofcommunicationtorecordandspreadlearningandgoodpractice.

7. Adjust processes in light of early experience and learning

7.1 Businessprocessesandwaysofworkingwillneedtobeadjustedinthelightofexperienceandemerging

goodpractice.Itisunlikelythattheperfectmodelwillbeachievedfromtheoutset.Theuseoffeedbackfrom

offenders,victims,referringstaff,practitionersandmanagerstoimprovemethodsandprocessesisvital.

Opportunitiesneedtobecreatedtocapturethisinformationandtouseittomakepositivechangestothe

processesdesignedattheplanningstage.



• Whowasaffectedbywhathappened?

• Whatwouldyouwanttosaytothevictimifyoumetthem?

• Howdoyouthinkthevictimwasaffectedbywhathappened?

• Howresponsiblewereyouforwhathappened?

• Whowastoblameforwhathappened?

• Howcouldyourepairtheharmcausedbytheoffence?

• Whowouldyouwanttobringwithyouifyoumetthevictim?

• Howdoyouthinkthevictimmightfeelaboutmeetingyou?

• Doyouknowthevictimoranyofhisfriendsorrelatives?

• Isthereanyhistoryofissues/difficultiesbetweenyouandthevictimoranyofhisfriendsorassociates?

suitability Assessment & referral Process for Proposing restorative Justice as a specified Activity requirement as part of a community sentence.

1. About restorative Justice (rJ)

 RJ is a Specified Activity comprising up to 4 days of activity. RJ involves the victim, the offender, their

families,friendsandsupportersmeetingtogethertotalkaboutwhathappened,whowasaffectedandhow,

andwhatcanbedonetorepairtheharmcausedbyanoffence.Wherethevictimdoesnotwishtotakepart,

otherrestorativeactivitiestakeplace.

2. eligibility

• Yourcaseiseligibleiftheoffenceisoneofviolenceorhouseholdburglary.

• Domesticabuse,sexoffences,childabuseandoffencesresultingindeatharenoteligible.

• Casesfoundguiltyafteratrialarenoteligible.

• Casesofmediumseriousnesswithatierof3or4areeligible.Tier2casesatriskofcustodymay

 alsobeeligible.

APPendix 2b: exAMPLe oF An eLiGibiLitY And suitAbiLitY AssessMent ProCess For tHose MAKinG reFerrALs wHiCH CouLd be AdAPted to suit LoCAL CirCuMstAnCes

3. suitability

 Pleasecompletethechecklistbelowtoconfirmsuitabilityoftheoffender.Anyquestionsaboutsuitabilitycan

bereferredto:give contact details of person with whom referrals can be discussed.

4. Proposal & Case details

 IfallanswerstotheabovequestionsareNOthenthecaseisbotheligibleandsuitableforRJandaproposal

foranappropriatesentencemaybemadeinaccordancewithLocal Guidance.Pleaseprovidethefollowing

information:

5. next steps

Emailorfaxthisdocumentto:Give contact details of person to whom referrals should be sent.

 once the sentence is passed please let the rJ Administrator know the full details immediately.

SuITABILITy CRITERIA y/N

Doestheoffenderabsolutelydenyanyinvolvementintheoffence?

Comments:

Doestheoffenderexhibitattitudesorintentionswhichcouldleadtorevictimisation?

Comments:

Doestheoffenderhavementalhealthproblemswhichwouldmakethemunsuitable(e.g.unstabilisedpsychiatriccondition,

severeriskofself-harm,previousdiagnosisofpsychopathy,orseverepersonalitydisorder)?

Comments:

Doestheoffenderhavesubstanceabuseproblemsthatwouldmakethemunsuitable?

Comments:

Istheoffendersoresistanttotheprocessthattheirattitudecouldnotbeshifted?

Comments:

OffenderName: y/N Offence:

PSRAuthor: Court:

PPO(Y/N) DateofHearing:

Sentenceproposedin

PSR(pleasetick)

n SuspendedSentenceOrder n CommunityOrder n DeferredSentence

Notes:Communityorsuspendedsentenceordersmustincludeatleast3mthssupervision.

GuidanceonthewordingofyourproposalcanbefoundontheIntranet–Interventions/Re- storativeJustice/PSRProposalforRestorativeJusticeSpecifiedActivity–standardwording.