BeNCH Changing lives South Yorkshire - Essex CRC the team May 2017 TrEvor SHorTT Director of...

BeNCHCumbria & Lancashire

EssexNorfolk & Suffolk

NorthumbriaSouth YorkshireChanging lives

for the betterWorking in partnership to reduce reoffending and improve communities

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Sodexo Justice took ownership of six of the 21 Community Rehabilitation Companies (CRCs) in February 2015, as part of the Government’s Transforming Rehabilitation (TR) programme.These are:• BeNCH

(Bedfordshire, Northamptonshire, Cambridgeshire and Hertfordshire) • Cumbria & Lancashire• Essex• Norfolk & Suffolk• Northumbria• South Yorkshire

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Our PurposeOur purpose is to reduce reoffending and risk of harm and improve the quality of life of those under our supervision and care.

Our Strategic Objectives

To improve the quality of life of our people:• Improve staff engagement• Introduce different ways of working to meet changing employee needs• Improve staff safety, health and wellbeing• Encourage and enable our people to meet their potential

To improve the quality of life for those in our care:• Reduce reoffending and risk of harm• Employ ex-offenders and service users• Promote safety, decency and respect• Enable personal growth through learning and opportunities for change

To grow our business:• Retain and expand our business in line with our purpose• Improve our ability to shape and influence the market• Deliver value for money to boost our competitiveness• Invest in future growth

To increase the value we bring through innovation:• Use technology to improve our business• Build effective partnerships• Develop the Sodexo Justice brand• Deliver our Public Service Pledge commitments

About CRCsWe work towards creating a positive future for the people we work with – service users, victims and their families, communities, our partners and our employees.

We aim to protect the public by delivering effective offender management and rehabilitation services to low and medium risk offenders. This could mean managing people who have been convicted of crimes such as shoplifting, burglary, harassment, alcohol-related motoring offences and domestic abuse.

Together, we supervise around 22,800 offenders in the community and 6,200 people in prison at any one time. We give other support and advice to help them stop offending, get a job or access training and education, find accommodation, sort out debts and benefits, overcome drug or alcohol addiction and plan for their future.

We work closely with a range of partner agencies such as the National Probation Service (which manages high-risk offenders), courts, prison service, police, local authorities, the health service and a range of community-based organisations.

Meet the teamMay 2017

TrEvor SHorTTDirector of operations (Community)Sodexo Justice

NiCk HaLLregional Chief ExecutiveCumbria & Lancashire CRC Northumbria CRC South Yorkshire CRC

Emma oSBorNEregional Chief ExecutiveEssex CRC Norfolk & Suffolk CRC BeNCH CRC

PHiL o’DoNNELLDirectorCumbria & Lancashire CRC

aLEx oSLErDirectorEssex CRC

aLi HaNCoCkDirectorBeNCH CRC

PETE maNGaNDirectorNorfolk & Suffolk CRC

amaNDa CuLLENDirectorSouth Yorkshire CRC

JaN HaNNaNTDirectorNorthumbria CRC

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The model is based on seven core principles:

a person-centred approach

Using the freedom to innovate and tailor support through the use of the Rehabilitation Activity Requirement

motivation at its core

Applying most resource to those who are closer to change and are mostly likely to benefit from it using a new face-to-face assessment tool

Founded on strong and meaningful relationships

Everyone will be allocated a CRC Responsible Officer who manages the Order or Licence, but their main relationship could be with a mentor or key worker in one of our operational partner organisations

Providing practical help for a crime free life

Working with specialist partners to deliver a Community Integration Service, providing a full range of support such as housing, finance, employment and education

achieve and sustaining a non-criminal identity

Focussing on a service user’s potential looking at skills, training and employment opportunities to inspire hope and motivate others

Community engagement

Working with families, other service providers and communities to help change lives and reduce reoffending

Delivered holistically

Using technology to maximise delivery and work collaboratively, subject to compliance and data protection.

A new way of workingOur operating model is being integrated into the business and you can find out more about our approach in this brochure.

Central to our model of delivery is a comprehensive risk and needs assessment of service users based on the risk of serious harm, likelihood of further offending and readiness to change. This approach ensures the right resources are targeted at those individuals who are open to changing their behaviour.

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Our strategic partner NacroNacro is one of the country’s leading social justice charities, with over 50 years of experience working with individuals and communities to enable social inclusion, reduce crime and help offenders turn their lives around. Nacro helps us to shape the strategic direction of our services through their knowledge and expertise in resettlement and in tackling individual and community vulnerabilities: poor physical and mental health, housing, work, education, attitude and family. As a provider of local services in our communities Nacro is well placed to ensure we meet the needs of the people we work with.

Working in partnershipOur new model utilises the voluntary and community sectors, with operational partners now playing an integral part in the delivery of specialist support services such as housing, finance, employment and training, mentoring, family support and women’s services. This is an important change and one that we believe will be essential for achieving our goal of reducing reoffending.

Giving service users a voiceOur operating model not only enhances the support available to services users, it also provides greater opportunity for them to directly influence and impact on our work. We have formed a partnership with User Voice, a leading charity staffed by ex-offenders, to help ensure the views of services users are heard and incorporated into the delivery of operations.

Innovative solutionsWe have invested in new technology and we are developing a new IT management system to track and monitor cases. The new operational management system (OMS) will enable staff to spend more time directly supporting service users and less time on paperwork.

The model is also underpinned by an estates and mobile working strategy which gives practitioners, operational partners and service users greater flexibility and collaboration around the delivery and access of services within their local communities.

While some of these changes will not be fully operational until the launch of our new operational management system, this new approach to balancing technology and experience is one that is absolutely central to our model.

Performance and QualityWe know performance and quality is a key driver for success and reducing reoffending. To maximise performance and ensure quality we regularly undertake audits and best practice reviews as part of our continuous improvement plans. Our work is supported through tailored learning and development programmes delivered through our partner, Laurus Development, alongside internal specialist practitioners. We are also working to enhance our reporting and data analysis tools, which will ensure we can adapt and develop future services to meet market demand.

HMP Addiwell, ScotlandHMP Northumberland, AcklingtonHMP Forest Bank, ManchesterHMP PeterboroughHMP Bronzefield, London

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Northumbria CRCCumbria & Lancashire CRCSouth Yorkshire CRCBeNCH (Bedfordshire, Northamptonshire, Cambridgeshire & Hertfordshire) CRCNorfolk & Suffolk CRCEssex CRC

Local Management CentreNeighbourhood Centre

LMC NC

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PRESTON

NEWCASTLE

SHEFFIELD

NORWICH

CHELMSFORD

MANCHESTER

CUMBRIA

NORTHUMBERLAND

NORFOLK

SUFFOLK

ESSEX

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE

NORTHAMPTONSHIRE

TYNE & WEAR

LANCASHIRE

SOUTHYORKSHIRE

YORK

LONDON

BIRMINGHAM

GLOUCESTER

PORTSMOUTH

HUNTINGDON

Northumbria CRC Cumbria & Lancashire CRC South Yorkshire CRC BeNCH CRC Norfolk & Suffolk CRC Essex CRC

HMP Addiwell, Scotland HMP Northumberland, Acklington HMP Forest Bank, Manchester HMP Peterborough HMP Bronzefield, London

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Sodexo Justice across the UK

Where we operate

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We have six hubs based in Newcastle, Preston, Sheffield, Huntingdon, Norwich and Chelmsford. These are staffed by a combination of management grades, practitioners and administrators; the hub is responsible for effective, high quality case administration across the CRC, as well as case management of some service users.

The hub has overall responsibility for prioritising, allocating and tracking service users whether they are in custody, on Licence or serving Community Orders. The hub also has a vital role in liaising with the Ministry of Justice, National Probation Service and key stakeholders, as well as providing a central performance monitoring function to ensure we are able to track and drive improvements to our performance.

This approach means that we can develop consistent processes and practitioners can focus on the activities which have the greatest impact on reoffending.

Specialist practitioners based in the hub have the responsibility for the overall management of lower risk and less complex cases with the higher, more complex cases going to our field teams based in the community. Each service user is assigned a Responsible Officer who will use a combination of telephone and face-to-face contact depending on the assessment of risk of harm and reoffending. Whether a case is held in the hub or field, each and every service user is given a minimum level of face-to-face contact through one-to-one appointments or group work with our staff and operational partners. You can find out more about our minimum offer on page 11.

Operational officesOur hubs are supported by a network of operational field offices.

Local Management Centres (LMCs) are our primary operational bases where service users report in person. They are supported by a network of smaller Neighbourhood Centres (NCs) which are based in local communities.

Our LMCs and NCs offer interview space and also provide group work rooms for programmes we deliver on-site. The buildings are designed to be suitable for mobile working and to allow our staff the opportunity to meet service users and use hot desking facilities to work flexibly.

Hub ModelOur hub model acts as a ‘nerve centre’, providing umbrella administrative support, head office and case management functions.

This more streamlined approach will be further enhanced following the implementation of our new case management system, which supports operations and enables practitioners to spend more time directly working with the service users under their supervision.

AssessmentAfter sentence at court, the National Probation Service allocates the case to the CRC. At this point our practitioners use an integrated assessment process called the Prioritisation Model to decide whether cases should be managed in the hub or with our field-based practitioners. This is based on the risk of serious harm posed by the individual, the risk of reoffending and how motivated they are to change.

New Directions and Closeness to ChangeAt the initial appointment called ‘New Directions’, we work with the service user to provide an induction to their Order or Licence. At this appointment we make an assessment of their motivation using an innovative tool called Closeness to Change (C2C). C2C has been developed to help ensure that those with the strongest motivation to change are offered the best possible opportunities to do so. It has been designed to work alongside the experience, knowledge and professional judgement of practitioners, which remains vital to reducing reoffending.

The tool will only be offered to service users with high (greater than 49%) Offender Group Reconviction Scores (OGRS). It is made up of two questionnaires designed to assess their attitudes towards reoffending, their motivation to change and the level of social support that they currently receive.

Justice StarJustice Star is our new assessment and planning tool which is designed to help service users to better engage with their own rehabilitation. The tool, which has been accredited by the Ministry of Justice, has been developed in partnership with leading social enterprise Triangle Consulting. It allows individuals to assess their needs and level of motivation in a more visual and interactive way and will identify the steps they need to change their lives for the better. The tool consists of a star shaped graph where each point covers a different area, such as health, family or housing. Service users and practitioners work together to give a mark out of ten for where they think their motivation and needs lie in relation to each area.

After plotting their marks on the star, the service user and practitioner can have a meaningful and collaborative discussion about strengths and needs, and the work they need to do to achieve their goals. Progress will be reviewed after three months or after a significant change, completion of an intervention and at the end of the Order.

Prioritisation ModelThose assessed as closest to changing their behaviour will be offered the most intensive support provisions, while those further from change will be offered alternative appropriate support such as motivation work in line with their needs. Service users who are low risk of harm and low OGRS are classified as ‘green’ in the prioritisation model and do not undertake the C2C assessment.

Research has shown that directing unnecessary resources to those who do not need support or who are not ready to change can have an adverse effect, so the C2C tool is important to ensure resources are focused on the areas where they will have the greatest impact.

Closeness to Change is not fixed and service users can be re-assessed at any stage of their Order or Licence if the practitioner feels it is appropriate. This will usually take place following a significant change such as a breach or in the event of a further offence or escalation of their risk.

Offender Journey

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Rehabilitation Activity Requirement (RAR) The RAR, which was introduced by the Offender Rehabilitation Act 2014, aims to cut reoffending rates by giving individuals more structured support, tailored to their needs. Before sentencing, the National Probation Service will identify to the court the maximum number of activity days required to address the rehabilitation needs of the offender. Once sentenced, the CRC will carry out a risk and needs assessment with the offender to decide which activities will stop them reoffending in the future.

We provide a menu of activities available under the RAR which include:• Non-accredited group work

programmes, aimed at changing offender behaviour

• One-to-one support• Wrap around support,

delivered through our operational partners to help with accommodation, employment, training and education, finance and debt, mentoring, family and parenting support and women’s services.

Community PaybackWe also supervise Community Payback (unpaid work) across our 6 CRCs. Community Payback not only serves to punish an offender but can also bring benefits to the localcommunity, as well as providing the offender with skills to enhance their chance of finding or retaining employment. A requirement can range from 40 to 300 hours depending on the crime committed.

We work on hundreds of Community Payback projects in our local communities each year – including graffiti removal, renovating community buildings and improving communal areas.

Accredited ProgrammesThese evidence-based programmes form part of our provision to courts and cover domestic abuse, violence and general offending behaviour.

GReeN

This group is assessed as low risk of harm, with a low risk of reoffending - research shows that over engagement with this cohort can be counter productive.

a minimum offer of 12 hours will provide:• 2 hours New Directions

meeting• 10 hours contact –

this may include 1-1 sessions, group-work delivered by the CRC or operational partner

• Signposting to community agencies

• Supplemented by kiosk reporting sessions as required until completion of Order

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This is a broad group who are assessed as low risk of harm with a high risk of reoffending OR medium risk of harm with a low risk of reoffending, with low motivation to change.

a minimum offer of 24 hours will provide:• 2 hours at the New

Directions Meeting• 22 hours contact – this

may include a combination of 1-1 sessions, group-work, family/low intensity mentoring and/or Community Integration Service support


ReD

This group is assessed as close to change and will be offered the most intensive package of support.


Directions meeting• 33 hours of face to

face contact including a combination of 1-1 sessions with CRC practitioner, group-work, high intensity mentoring and Community Integration Service support


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This group is not close to change and represents the greatest risk to the public, so work will focus on protecting the public through use of monitoring, surveillance and control.


Directions meeting• 33 hours of face to

face contact including a combination of 1-1 sessions with CRC practitioner, group-work, family/low intensity mentoring and Community Integration Service support


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Through the Gate supporting people as they leave prison

Through the Gate – a service to help people settle back into the community after leaving prison – was launched on 1st May 2015 across England and Wales.

Through a range of experienced operational partners, we are providing high quality resettlement services at 24 prisons in England.

An offender’s journey through the gate

Within 72 hrs

Within 5 days

12 weeks before release

After release

ARRIVeIN PRISON

leAVePRISON

Prison staff complete basic

custody screening

Resettlement staff complete resettlement

plan

Addressing needs and

planning for release

Continue working with resettlement

staff

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For those starting a sentence on or after 1st May 2015, the service begins as soon as they arrive in prison regardless of how long their sentence is or whether they are on remand. Each person is assessed within 72 hours of their arrival and a resettlement plan is created. At least 12 weeks before release, resettlement staff work with the prisoner to help them prepare for release. Together, the six CRCs provide a Through the Gate service to around 6,200 offenders.

Support might include:

• accommodation – help in finding suitable accommodation, maintaining or closing a tenancy or dealing with rent arrears

• Finance – advice on managing money, benefits and debt or bank accounts

• Employment – help with getting ready for work, job searching, training and education

• mentoring – advice, support and encouragement, accessing sports and social activities, help with practical tasks such as form filling or cooking

• Family support and parenting – rebuild family relationships, parenting skills, dealing with family conflict.

Resettlement staff work alongside prison staff to identify other activities or support needs as people prepare to leave prison. As part of the pre-release plan, our resettlement worker will also ensure referrals are made to relevant local services, as well as using our own community providers.

A key feature of our Through the Gate service is the introduction of a bespoke package of support for women. In particular ensuring women leaving custody are connected to local women’s organisations and centres.

It is our ambition to create a service that gives people the best opportunities of living a crime-free life when they leave custody.

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NORTHUMBERLAND

Blyth (LMC)

Berwick (NC)

Hexham

Alnwick

NEWCASTLE (HUB)

PRESTON (HUB)

Preston (LMC)

Carlisle (LMC)

Lancaster (NC)

Workington (NC)

Barrow in Furness (NC)

Blackpool (LMC)

Accrington(LMC)

CUMBRIA

LANCASHIRE

SHEFFIELD (HUB)Sheffield (LMC)

Doncaster (LMC)

Rotherham (LMC)

Barnsley (LMC)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

King’s Lynn (NC)

Bury St Edmonds (NC)

Lowestoft (LMC)

Norwich (LMC)

Ipswich (LMC)

ESSEX

CHELMSFORD (HUB)

Grays (NC)

Chelmsford (NC)

Baslidon (NC) Southend (LMC)

Colchester (LMC)

Harlow(LMC)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE

NORTHAMPTONSHIRE HUNTINGDON (HUB)

Cambridge (NC)

Cheshunt (NC)

Wisbech (NC)

Kettering (NC)

Wellingborough (NC)

Peterborough (LMC)

Huntingdon (LMC)

Northampton (LMC)Bedford (LMC)

Hemel Hempstead (NC)

Stevenage (LMC)Luton (LMC)

Newcastle (LMC)NEWCASTLE (HUB)

Gateshead (LMC)

Sunderland (LMC)

North Shields (LMC)

South Shields (LMC)

NORTHUMBRIA

PRESTON (HUB)

CUMBRIA

LANCASHIRE

SHEFFIELD (HUB)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

ESSEX

CHELMSFORD (HUB)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE

NORTHAMPTONSHIRE

HUNTINGDON (HUB)

NEWCASTLE (HUB)

NORTHUMBERLAND

Blyth (LMC)

Berwick (NC)

Hexham

Alnwick

NEWCASTLE (HUB)

PRESTON (HUB)

Preston (LMC)

Carlisle (LMC)

Lancaster (NC)

Workington (NC)


Blackpool (LMC)

Accrington(LMC)

CUMBRIA

LANCASHIRE


Doncaster (LMC)

Rotherham (LMC)

Barnsley (LMC)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

King’s Lynn (NC)


Lowestoft (LMC)

Norwich (LMC)

Ipswich (LMC)

ESSEX

CHELMSFORD (HUB)

Grays (NC)

Chelmsford (NC)


Colchester (LMC)

Harlow(LMC)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE


Cambridge (NC)

Cheshunt (NC)

Wisbech (NC)

Kettering (NC)

Wellingborough (NC)

Peterborough (LMC)

Huntingdon (LMC)





Gateshead (LMC)

Sunderland (LMC)

North Shields (LMC)

South Shields (LMC)

NORTHUMBRIA

PRESTON (HUB)

CUMBRIA

LANCASHIRE

SHEFFIELD (HUB)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

ESSEX

CHELMSFORD (HUB)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE

NORTHAMPTONSHIRE

HUNTINGDON (HUB)

NEWCASTLE (HUB)

NORTHUMBERLAND

Blyth (LMC)

Berwick (NC)

Hexham

Alnwick

NEWCASTLE (HUB)

PRESTON (HUB)

Preston (LMC)

Carlisle (LMC)

Lancaster (NC)

Workington (NC)


Blackpool (LMC)

Accrington(LMC)

CUMBRIA

LANCASHIRE


Doncaster (LMC)

Rotherham (LMC)

Barnsley (LMC)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

King’s Lynn (NC)


Lowestoft (LMC)

Norwich (LMC)

Ipswich (LMC)

ESSEX

CHELMSFORD (HUB)

Grays (NC)

Chelmsford (NC)


Colchester (LMC)

Harlow(LMC)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE


Cambridge (NC)

Cheshunt (NC)

Wisbech (NC)

Kettering (NC)

Wellingborough (NC)

Peterborough (LMC)

Huntingdon (LMC)





Gateshead (LMC)

Sunderland (LMC)

North Shields (LMC)

South Shields (LMC)

NORTHUMBRIA

PRESTON (HUB)

CUMBRIA

LANCASHIRE

SHEFFIELD (HUB)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

ESSEX

CHELMSFORD (HUB)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE

NORTHAMPTONSHIRE

HUNTINGDON (HUB)

NEWCASTLE (HUB)

NORTHUMBERLAND

Blyth (LMC)

Berwick (NC)

Hexham

Alnwick

NEWCASTLE (HUB)

PRESTON (HUB)

Preston (LMC)

Carlisle (LMC)

Lancaster (NC)

Workington (NC)


Blackpool (LMC)

Accrington(LMC)

CUMBRIA

LANCASHIRE


Doncaster (LMC)

Rotherham (LMC)

Barnsley (LMC)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

King’s Lynn (NC)


Lowestoft (LMC)

Norwich (LMC)

Ipswich (LMC)

ESSEX

CHELMSFORD (HUB)

Grays (NC)

Chelmsford (NC)


Colchester (LMC)

Harlow(LMC)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE


Cambridge (NC)

Cheshunt (NC)

Wisbech (NC)

Kettering (NC)

Wellingborough (NC)

Peterborough (LMC)

Huntingdon (LMC)





Gateshead (LMC)

Sunderland (LMC)

North Shields (LMC)

South Shields (LMC)

NORTHUMBRIA

PRESTON (HUB)

CUMBRIA

LANCASHIRE

SHEFFIELD (HUB)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

ESSEX

CHELMSFORD (HUB)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE

NORTHAMPTONSHIRE

HUNTINGDON (HUB)

NEWCASTLE (HUB)

NORTHUMBERLAND

Blyth (LMC)

Berwick (NC)

Hexham

Alnwick

NEWCASTLE (HUB)

PRESTON (HUB)

Preston (LMC)

Carlisle (LMC)

Lancaster (NC)

Workington (NC)


Blackpool (LMC)

Accrington(LMC)

CUMBRIA

LANCASHIRE


Doncaster (LMC)

Rotherham (LMC)

Barnsley (LMC)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

King’s Lynn (NC)


Lowestoft (LMC)

Norwich (LMC)

Ipswich (LMC)

ESSEX

CHELMSFORD (HUB)

Grays (NC)

Chelmsford (NC)


Colchester (LMC)

Harlow(LMC)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE


Cambridge (NC)

Cheshunt (NC)

Wisbech (NC)

Kettering (NC)

Wellingborough (NC)

Peterborough (LMC)

Huntingdon (LMC)





Gateshead (LMC)

Sunderland (LMC)

North Shields (LMC)

South Shields (LMC)

NORTHUMBRIA

PRESTON (HUB)

CUMBRIA

LANCASHIRE

SHEFFIELD (HUB)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

ESSEX

CHELMSFORD (HUB)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE

NORTHAMPTONSHIRE

HUNTINGDON (HUB)

NEWCASTLE (HUB)

NORTHUMBERLAND

Blyth (LMC)

Berwick (NC)

Hexham

Alnwick

NEWCASTLE (HUB)

PRESTON (HUB)

Preston (LMC)

Carlisle (LMC)

Lancaster (NC)

Workington (NC)


Blackpool (LMC)

Accrington(LMC)

CUMBRIA

LANCASHIRE


Doncaster (LMC)

Rotherham (LMC)

Barnsley (LMC)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

King’s Lynn (NC)


Lowestoft (LMC)

Norwich (LMC)

Ipswich (LMC)

ESSEX

CHELMSFORD (HUB)

Grays (NC)

Chelmsford (NC)


Colchester (LMC)

Harlow(LMC)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE


Cambridge (NC)

Cheshunt (NC)

Wisbech (NC)

Kettering (NC)

Wellingborough (NC)

Peterborough (LMC)

Huntingdon (LMC)





Gateshead (LMC)

Sunderland (LMC)

North Shields (LMC)

South Shields (LMC)

NORTHUMBRIA

PRESTON (HUB)

CUMBRIA

LANCASHIRE

SHEFFIELD (HUB)

SOUTH YORKSHIRE

SUFFOLK

NORFOLK

NORWICH (HUB)

ESSEX

CHELMSFORD (HUB)

BEDFORDSHIRE

CAMBRIDGESHIRE

HERTFORDSHIRE

NORTHAMPTONSHIRE

HUNTINGDON (HUB)

NEWCASTLE (HUB)

HubLocal Management Centre (LMC)Neighbourhood Centre (NC)

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BeNCH CRC0345 601 4390www.benchcrc.org.uk

Cumbria & lancashire CRC0345 608 0213www.clcrc.co.uk

essex CRC0345 608 0211www.essexcrc.co.uk

Norfolk & Suffolk CRC0345 608 0209www.norfolksuffolkcrc.co.uk

Northumbria CRC0345 608 0204www.northumbriacrc.co.uk

South Yorkshire CRC0345 608 1275www.sycrc.co.uk

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