Transcript 18-24 Gangs / Serious Youth Violence Transitions

18-24 Gangs / Serious Youth
Violence Transitions Service
Partnership Working between Islington
Community Safety Unit, London Probation
Trust, Camden & Islington Mental Health
Foundation Trust, Young People Drug &
Alcohol Service and Islington Police Borough
Intelligence Unit.
Background
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2007 - 2008 three young people were murdered in Islington
The Islington Commission on safety and services for young people developed
an action plan to tackle gangs and serious youth violence and new initiatives
and services were developed:
 Bronze group
 Gangs Prevention Service
 Work with vulnerable young women nia and DVIP
 Training for practitioners
 Gangs Disruption Team
 Police YET Team
2009 – 2011 Islington saw a reduction in serious youth violence, of 20.5% in
the year 2009-10 when compared to 2008-09, and in 2010 – 2011 by a further
5.1%
2011 - 2012 Serious Youth Violence increased by 30.8% Islington reviewed the approach following analysis of the young people most at
risk
Background
•
•
•
•
•
2007 - 2008 three young people were murdered in Islington
The Islington Commission on safety and services for young people developed
an action plan to tackle gangs and serious youth violence and new initiatives
and services were developed:
 Bronze group
 Gangs Prevention Service
 Work with vulnerable young women nia and DVIP
 Training for practitioners
 Gangs Disruption Team
 Police YET Team
2009 – 2011 Islington saw a reduction in serious youth violence, of 20.5% in
the year 2009-10 when compared to 2008-09, and in 2010 – 2011 by a further
5.1%
2011 - 2012 Serious Youth Violence increased by 30.8% Islington reviewed the approach following analysis of the young people most at
risk
The need for targeted work with the 18 – 24 age group
2011 figures:
12% of Islington’s population consists of young adults aged 18-24,
%’s of crimes committed by 18-24 year olds in Islington 2010 - 2011;
• 25.8% - Any crime showing a suspect,
• 21% - Any violent crime showing a suspect,
• 38.6% Any robberies showing a suspect,
• 30.9% - Any knife crime showing a suspect,
• 52.9% - Any gun crime showing a suspect.
During the civil disorder last summer it was found that 51% of
offenders linked to Islington (Operation Withern) were aged 18 - 24;
Young people in this age group are therefore particularly vulnerable to
committing violent and drug related offences but at the same time there is
a gap in services for this age group
Approach
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To develop a multi agency wrap around service to young adults aged
18 -24 and age 17+ making transition to adult CJ service
To locate the multi agency team at London Probation Trust with a full
time lead probation officer linked to team
Provide mental health resource to the team through direct work and
training and consultation for front line workers
Provide Substance Misuse treatment and support
Develop and implement joint working protocols and ISA between youth
and adult criminal justice service
Develop and implement a performance outcome framework including
cost benefit analysis.
Develop links to targeted family support services e.g. Families First
Outcomes we are hoping to achieve
Make Islington a safer place for young people, families and the community by
reducing incidences of serious youth violence, knife and gun crime and robberies.
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Reducing offending and re-offending among young people
Less gang-related activity
Less violent crime and serious youth violence (knife / gun crime)
Less violence against women and girls
Greater support and treatment for those suffering from drug and alcohol misuse
Greater support and reparation for individuals and communities that are victims
of crime
Increased resident confidence in the council and the police
Prevention and early intervention to stop young people from becoming involved
in serious youth violence and gangs.
Young people and families at risk supported to access employment and move
away from out of work benefits.
Ensuring that young people who break the law are effectively dealt with.
18-24 Multi Agency Transitions Service Diagram
What we have.....
• Young adults with multiple needs - offending,
mental health, housing, social care, alcohol &
substance misuse, family discord
• No single organization or service can meet all of
these needs - Young adults bounced between
single organizations
• Risk of a dis-integration of services with nobody
'holding the baby'
• Problems in getting access to timely information
from CAMHS, YOS, YOI healthcare, or GP
• Mismatch between criteria for adolescent services
and adults mental health services
• Over reliance on diagnosis-led rather than
individualized formulation based services catered
for an individual's complex set of needs
Child to Adult transition
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Identity - Individuals are still exploring sense of identify up to their mid
to late 20s
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Autonomy - opposition is a normal part of development and identity
formation.
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Peers - Exploring what the person values and finds stressful with peers
helps to identify pros and cons for behaviour change
Diagnosis vs Formulation
What could be done?
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Increase bridging of provision gaps by having a
dedicated mental health component to oversee the
assessment and transition of mental health needs
Locating the mental health component within a multiagency partnership team in one location. Non-Silo
approach
HOWEVER, maintain core service delivery of mental
health/social care interventions separate from CJS
so that there is an exit pathway
Increase timely access to information by locating
the separate organization communication systems in
one place
Help young people develop ways of meeting their
core need for safety, security, belonging, fun,
achievement, respect, etc. during the transitional
period into adulthood
Role of the psychologist
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Support psychologically-informed case management approach by
adopting using clinical formulation to understand needs beyond the
surface behaviours
Use PICM approach to support the team to design risk and needs
assessments that are targeted, proportionate and effective (ie., avoid
the sledgehammer approach or the two sausage is better than one
sausage approach)
Consult to the wider system of services (shared formulation) to produce
a coherent approach that makes more efficient (as well as effective)
use of resources
Provide training - interpersonal engagement, motivational interviewing,
models of psychological and emotional development and functioning
What's different about young people?
• Cognitive Development
• Less cognitively developed adolescents need you to
tailor your discussions to short-term and concrete
changes (vs longer-term goals and values)
• Adolescents may actively seek to disconfirm negative
consequences of their behaviour
Social and Emotional Development
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Identity - Individuals are still exploring sense of identify up to their mid
to late 20s
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Autonomy - opposition is a normal part of development and identity
formation.
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Peers - Exploring what the person values and finds stressful with peers
helps to identify pros and cons for behaviour change
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Cognitive processes - thinking about and making plans for change is
compromised during periods of intense emotion.
Role of the nurse
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Improve the identification and assessment/triaging of target transitions
cohort to local MH and social care services
Oversee diversion (towards more effective community management of
mental health and social care needs)
Provide wider specialist mental health advice and information to the
G&SV team and partner agencies
Provide and keep up-to-date a comprehensive borough profile of
appropriate community and NHS resources to the G&SV team and
partner agencies for the purpose of signposting
Joint case management support with keyworkers for service users who
may not meet the criteria for existing community / NHS resource
provision
Anticipated gains
• Young adult is better understood
• Development of a relational framework that can be used to
contain risk
• G&SV team and services are better equipped to understand and
respond to psychological, emotional and mental health needs.
Hopes…….
MORE….
•Efficient use of local resources
•Targeted use of services
•Equipped workforce
•Integration, less disintegration, between services