Integrated Offender Management

IOM lead headers - Local Strategic Vision

The Reducing Reoffending Board will develop a clear and overarching framework with a strategy, to support local partners in the management of offenders in the community with an aim of reducing offending in Sutton within the 18-24 cohort and other individuals who are risk assessed as problematic and do not fit into any other offender management group. This will be done by co-ordinating a premium response to those prolific and impactful individuals.

The National Probation Service (NPS), Community Rehabilitation Company (CRC), Metropolitan Police Service (MPS) and partners Integrated Offender Management (IOM) strategy will represent the strategic umbrella that brings together local agencies to prioritise intervention with offenders who are causing the most crime in the locality together with those who are identified as being high risk of harm or a high risk of re-offending. It builds on and expands current offender management programmes such as Prolific and Priority Offenders (PPO), Youth Offending Team (YOT), Drug Intervention Project (DIP), Multi-Agency Public Protection Arrangements (MAPPA), Domestic Violence (DV) and Multi-Agency Risk Assessment Conference (MARAC).

The aim is for the NPS, CRC, MPS and partners to:

  • Reduce crime and reduce the likelihood of offender's re-offending

  • Reduce the risk of harm caused to the public by offending

  • Improve public confidence in London's criminal justice services

  • Improve partnership working recognising that different partners are involved in the lives of offenders at different points and for different purposes

  • Tackle social exclusion of offenders and their families

This strategy will enable the NPS, CRC, MPS and other local partners to work in partnership to maintain a strong focus to deliver on five key areas of activity:

  • Reduce crime, reduce re-offending and improve public confidence in the criminal justice system

  • Increasing compliance with community orders and licences

  • Address potential overlaps between existing approaches and programmes to manage offenders and address gaps

  • Simplify and strengthen governance, to provide clarity around respective roles and responsibilities - including leadership, operational decision making and allocation of resources

  • 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