2. We would like to thank every one for attending the presentation today.
Before we begin I would just like to high light some house rules:
Please can you either turn your phone off or place it on silent.
If a toilet break is needed, they are down the corridor to your left.
A fire drill has not been arranged today but in the event of a fire, please
vacate the room to your left and go down the stairs following signs to
safety point outside in the car park.
3. What is Integrated Offender Management?
Integrated Offender Management (IOM) is an
overarching framework that allows local and
partner agencies to come together to ensure
that the offenders whose crimes cause most
damage and harm locally are managed in a coordinated way. (Home Office 2013)
White, R. Graham, H (2012) ‚…Refers to a method of practice that
incorporate many different practitioners, over the term of a persons contract
with the correctional service system, which addresses multiple issues
relating to dynamic risk factors…‛ Pg 90.
4. 4 key principles.
• Reduce crime, reduce re-offending and improve public
confidence in the criminal justice system.
• Address potential overlaps between existing approaches and
programmes to manage offenders and address gaps.
• Align the work of local criminal justice agencies, expanding
and improving on partnerships that already exist at the
local, area and regional level with wider social agendas.
• Simplify and strengthen governance, to provide greater clarity
around respective roles and responsibilities - including
leadership, operational decision making and allocation of
resources.
5. How does it work?
{
Each offender is managed by a Lead Professional, this
could be either a qualified offender manager from
Probation for those serving community orders or
licences, or another agency where they have specialist
skills such as housing to manage the offenders
identified needs . The Lead Professional, working with
other services, will support offenders in accessing and
engaging with services and interventions which are
designed to help them stabilise their life and stop
offending.
6. what does it aim to achieve?
All partners tackling offenders together - local partners, both
criminal justice and non- criminal justice agencies, encourage
the development of a multi-agency problem-solving
approach by focussing on offenders, not offences.
Delivering a local response to local problems - all relevant
local partners are involved in strategic planning, decisionmaking and funding choices.
Offenders facing their responsibility or facing the
consequences - offenders are provided with a clear
understanding of what is expected of them.
Making better use of existing programmes and governance this involves gaining further benefits from programmes such
as the PPO programme, DIP and Community Justice to
increase the benefits for communities. This will also enable
partners to provide greater clarity around roles and
responsibilities.
All offenders at high risk of causing serious harm and/or reoffending are ‘in scope’ - intensity of management relates
directly to severity of risk, irrespective of position within the
criminal justice system or whether statutory or non-statutory
{
7. Who are the key criminal justice partners
involved in the delivery of IOM?
{
Strategic decision making;
Design of the local IOM approach; and
Delivery at the operational level.
8. Integrated Offender Management (IOM) provides a strategic umbrella to
bring together representatives from criminal justice agencies, the local
authority, health services and the voluntary sector, to address locally
determined offending priorities through targeted interventions.
With no prescribed model for the delivery of IOM, local areas are given
significant freedom regarding its implementation. It is hoped that this
will lead to IOM initiatives which are responsive to local need while
retaining the core of the approach outlined in the Home Office Integrated
Offender Management Key Principles document.
Prolific and Priority Offenders (PPO)
Multi Agency Public Protection
Arrangements (MAPPS)
Drug Intervention Programme (DIP)
COMPASS Cohort (Local Offenders)
10. What claims does the IOM model make about its
capacity to reduce re-offending? Does it achieve that
in practice?
‚I.O.M recognises that the police, probation service and youth justice
can achieve better outcomes by working in partnership with other
agencies. I.O.M approaches draw on the resources and support of all
relevant partners to supervise, resettle and rehabilitate young and
adult offenders.‛
Juliet Lyon CBE – Director - Prison Reform Trust
There have been a number of positive developments: these include
the provisions in the Legal Aid, Sentencing and Punishment of
Offenders Act 2012 to restrict the use of remand; the development of
women’s centres following the Corston review; diversion and liaison
schemes in police stations and courts across England, and the use of
conditional cautioning.
11. What are the critical success factors in delivering IOM
programmes?
London Borough of Lambeth Report :
• Impact on offending.
10 clients were taken randomly from the total IOM cohort. They were
selected from offenders who had tested positive for drugs in police cells,
domestic violence offenders and some who had served under 12 months.
Although the sample size is rather small, the results in a positive indicate that
the conviction rate of offenders once they become part of IOM reduced by over
50%.
• Improved assess to drug treatment.
There has been a significant improvement against this indicator since the
IOM service has gone live in July 2012 and the overall performance for this
indicator is above 2010/11 performance. Lambeth is performing above
Regional (London) and National performance.
12. Continued…
• Supporting offenders:
Having further success within the programme, in addition, the
service will now manage prolific offenders who commit a disproportionate
amount of crime.
13. What are the challenges involved in delivering
a successful IOM project?
• Perhaps the clearest empirical findings in this whole field concerned lack of
coordination between what goes on in the prison and what goes on outside.
The problems identified included poor liaison during the custodial
sentence as well as failure to link post release services received in prison.
Other charities and forces fund it –
• “The success of any I.O.M programme relies heavily on the support of partner
agencies.” (Police Service of Northern Ireland, 2009:Online)
• This can be seen, as a disadvantage as any of the charities and organizations
could have opted out any time that decreased funding and could have took
longer for the IOM programme to take off.
• The IOM team and other organizations help to prevent any offender from
reoffending. However, this could be seen as a disadvantage as one of the
organizations involved is the Job Centre Plus. This is because they may be asked
to help prevent reoffending with a drug addiction, and they will have less
knowledge about the subject than others.
14. Continued….
Offenders have a very clear understanding of what is expected of them when they
are completing this programme. This could be a disadvantage as they could take
advantage of the programme and the help they are given which leads to a
disruption in the timetable.
Offenders that take part in the IOM programmes are very high risk, dangerous
and could cause serious harm. This is a disadvantage as at any time an offender
could ‘lash’ out at a member of the IOM, or another offender and could cause
serious harm.
15. Does IOM work?
{
Integrated offender management can work
differently for different types of people, but the
following case study suggests that integrated
offender management is a step in the right
direction in stopping people re-offending.
17. Case Study
{
Alan was in his late 30’s and had committed a range of
offences such as assault, theft and drug offences. He was
addicted to drugs and turned to dealing drugs to fund his
addiction, he got arrested and sent to prison for this, over 16
years he had been arrested 48 times and charged 24 times.
When Alan got released from prison he was managed under
integrated offender management and given the support that
he was needed that would help him to stop re-offending.
Through this he got referred to a specialist drug and alcohol
service by his IOM officer, the officer also helped him secure
accommodation. Alan was also given support with education
to help him read and write which would enhance his
capability to find a job. Alan tested negative for drugs
throughout the time that he was on probation and has not
gone on to re-offend. Alan himself said that through IOM it’s
a really good, different world, he said he couldn’t see a life
past 2015, but now he gets to see his kids more and is now
looking for a job.
18. Observations
1. For the IOM to work effectively, all agencies involved, need to maintain
an agreed framework of support, otherwise each agencies will follow
their own agenda, leaving gaps for problems to arise.
2. To agree to share and Poole resources to provide a better programme for
offenders.
3. To define a prescribed model for the delivery of integrated offender
management so that local area are aware of what is expected of them
4. IOM places more emphasis on community/voluntary sector
19. Bibliography…..
http://www.kentprobation.org/index.php?popup=47
Police Service of Northern Ireland
Pilot integrated offender management programme success.
Last Accessed April 2013
http://www.psni.police.uk/index/news-archive/news2009/news_releases_october_2009/211009_pilot_integrated_offender_manageme
nt_programme_success.htm
White, R. Graham, H (2012). Working with offenders. Routledge: ?. Pg 90.
http://www.bedsprobation.org.uk/component/content/article/36/154
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/
118043/IOM-Key-Principles-Guidance.pdf
https://www.gov.uk/integrated-offender-management-iom
