Safer Communities

Safer Communities – new ways to address the causes and impact of domestic abuse, based on a partnership approach to case management

Living Well addresses services that impact directly onto communities and neighbourhoods. The Safer Communities Project proposes a new delivery model for West Cheshire partners that will work with a cohort of 1,160 victims of domestic abuse, and 156 known perpetrators.

West Cheshire is a relatively low crime area, and there have been ongoing reductions over recent years. However,domestic abuse is a major challenge for public service, with identified costs of £16.5 million per year, but the actual figure is probably nearer to £20 million. It is estimated that 98% of these costs address the consequences of domestic abuse, with only 2% funding prevention.

There is a network of organisations that currently work to address domestic abuse in West Cheshire, overlapping on a range of issues relating to prevention, protection and prosecution.

Altogether Better approach

 

New approach Old approach
 

An access team: To identify need earlier and provide  joined up support to reduce the likelihood of escalation  of the problem.

 

 

A common assessment: Agencies manage risk in a  coordinated, consistent and evidence-based manner.

 

 

Ad hoc arrangements to deal with cases that don’t meet  the highest level of need. This fails to stop a problem  escalating to a high, and therefore becoming serious with  pressure developing on critical and reactive services.

 

Individual risk processes which create unclear pathways  on how to respond to need.

 

An improved core offer to respond to ‘standard’ risk: Involving systematic awareness raising, multi-agency  training, better signposting and enhanced victim support  to prevent escalation of issues.

 

 

An unclear and piecemeal offer for ‘standard risk’ victims  and perpetrators leading to inconsistency and potential  escalation to more serious cases.

 

Multi-skilled locality-based case commissioning teams to provide the right interventions for medium and high risk  victims and perpetrators, involving professionals in police, probation, family advocacy and others.

 

 

Many key workers engaged with the victim and  perpetrator with a limited capacity to solve problems  across agencies and prioritise interventions.

 

A ‘Menu of Interventions’: A new core offer of support  for standard, medium and high risk victims, as well as  perpetrators. This will include personal and household  security, a new refuge offer, therapeutic services and  advocacy for victims.

 

 

No core offer of interventions resulting in inconsistency, delay and confusion.

 

A new offer for medium and high risk statutory and non statutory perpetrators involving Integrated Offender  Management, balancing control and surveillance with  support and challenge to ensure offenders accept their  responsibility. This will include electronic monitoring and  alcohol monitoring.

 

 

Integrated Offender Management currently only  covers a small cohort of prolific offenders, but has  been demonstrated to be very effective intervention. The majority of domestic abuse perpetrators are  addressed by a single organisation.

 

A joint outcomes framework to ensure that all agencies  assess their success against common objectives.

 

A data and intelligence hub to ensure up to date  intelligence informs risk management and commissioning  of interventions.

 

 

Multiple and overlapping performance frameworks  often focused on only the highest level of need.

 

Confusion over data sharing and no common analysis  of impact.

 

Benefits

An integrated whole system approach will provide those at risk with the right information to support them to make informed choices about their lives and manage and reduce the risk. Specialist Case Commissioning Teams will work with people with complex cases, and those who are at medium and high risk.

Integrated Offender Management will provide an integrated service around the needs of high and medium risk perpetrators.

This project will result in £17 million in fiscal benefits, £4.6 million of which would be cashable, meaning that it could be spent elsewhere.

Business Case

 

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