Southampton Reducing Drug Harm Partnership Progress Report and Action Plan
Introduction
Background
On 6th December 2021, in response to Dame Carol Black's review, the Government published their ten-year drug strategy 'From Harm to Hope: A ten-year drugs plan to cut crime and save lives1. The strategy has an ambition to reduce drug use to an overall 10-year low, and includes three core priorities, to:
- Break the drug supply chain
- Deliver a world class treatment and recovery system
- Achieve a shift in the demand for recreational drugs
The strategy is supported by an increase in investment (nearly £900 million) with expected outcomes nationally by 2024 to include:
- Preventing nearly 1,000 deaths
- Delivering around 54,500 new high-quality drug and alcohol treatment places
- Contributing to the prevention of three quarters of a million crimes
- Closing over 2,000 more county lines
- Increasing disruption of illegal drug supply activities
- Reversing the rising trend on drug use and to reduce overall use towards a 30 year low.
Guidance2 setting out how Local Authorities should work to implement this strategy were subsequently published. This guidance included the requirement to set up a ‘Combatting Drug Partnership’. In Southampton, this partnership is called our ‘Reducing Drug Harm Partnership’.
Southampton ‘Reducing Drug Harm Partnership’ (RDHP) has been convened with the following aims;
- To bring together senior leaders and organisations to oversee and support the implementation and meet the requirements of the National Drug Strategy.
- To provide leadership and strategic oversight, working collaboratively across agencies to reduce drug and alcohol harm through accessible, evidence based, harm reduction focussed, high quality, effective and person-centred drug and alcohol prevention, treatment, recovery, and enforcement systems across Southampton
1 - From harm to hope: A 10-year drugs plan to cut crime and save lives
2024 Progress Report and 2025 Action Plan
Introduction to tables
The tables that follow report on the progress made in 2024 and describe the work being planned and delivered in 2025
Theme 1. Breaking Drug Supply Chains
Summary of Strategic Approach
- To continue to identify and map drug supply chains, including those at each level, whether that is the upper, middle or street level
- To target resources to tackle drug supply chains that are of the highest risk or result in the highest levels of harm
- To make the most of all available tactics to catch and convict those at the highest levels of the drug supply chains to cause the most disruption
- To identify and safeguard those vulnerable to drug supply chains and prevent them being exploited further or put at greater risk
- To work as part of an effective partnership to offer support and genuine alternatives to individuals so they can leave the drug supply chain
Detailed Commitments
| Row | Commitment | Lead Agency | Strengths & Achievement/ Progress (January 2025) | Gaps and Challenges (January 2025) | Action Plan for 2025 |
|---|---|---|---|---|---|
| 1. | Targeting the ‘middlemarket’ – breaking the ability of gangs to supply drugs wholesale to neighbourhood dealers | Police | All known drug dealing networks within the city are scored and reviewed each month. The detail is taken to Operation Fortress meetings which specifically address networks linked to the highest levels of drug related harm. Targeted intervention is then undertaken by the most appropriate department with an escalating scale of oversight based on the harm identified |
The city continues to see a large number of drug networks being identified/tracked each month. The resources available are focussed on those who are identified as causing the greatest risk/harm but not every network can have the same level of oversight. The work also targets the drug networks ‘known’ to the police (or provided by partner agencies) and so small numbers of networks unknown to us may operate also. |
To continue the positive progress under Operation Fortress and commit resources to target and disrupt the most serious drug networks in the city. Ensure consistent multi-agency responses to tackle the issues around drug supply including a consideration of approaches like Clear Hold Build. Continue to build uponexisting relations with the South-East Regional Organised Crime Unit andother police forces to tackle the supply into the city from outside. |
| 2. | Going after the money – disrupting drug gang operations and seizing their cash | Police | Officer received additional training, both frontline and investigation officers / staff in relation to powers around seizure and process increasing the likelihood for further seizures | Getting an exact figure for Southampton in terms of cash seizures from individuals and drug networks remains difficult. | To continue to encourage staff in their use of seizure powers and refresh training at stages through the year, as required, to support this. |
| 3. | Rolling up county lines – bringing perpetrators to justice, safeguarding and supporting victims, and reducing violence and homicide | Police |
Based on the use of the OROCHI model to continue to coordinate local and regional policing as well as making use of Hampshire and Isle of Wight Constabulary’s intelligence services the identification of new county lines remains strong. Visits to key addresses continue under Op Fortress by our Neighbourhood Teams and missing or vulnerable persons within our area continue to be highlighted and supported if we believe they may be a victim of county lines. The last county lines intensification week at the end of 2024 resulted in the following:
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The use of vulnerable individuals as runners for drug supply networks or as an opportunity to cuckoo their address continues. Such individuals are often identified after the activity has started and it is difficult to identify them early, prior tothe harm taking place. We are also seeing a change in the identification and targeting of vulnerable persons involved in drug supply with gangs using local youths/individuals and exploiting them rather than the traditional county line notion of bringing vulnerable people from one area to another. |
When vulnerable people whohave been exploited or trafficked are identified then we will continue to use the NRM (National Referral Mechanism) Continue effective partnership working to prevent young or vulnerable people being involved indrug supply and when they have been, provide them an alternative to divert them away from it |
| 4. | Tackling the retail market – improving targeting of local drug gangs and street dealing | Police |
Operation Fortress continues to work for the city and delivers positive results against the highest harm networks (as above) The Priority Crime Team as well as the Neighbourhood Enforcement team continue to provide coverage across the city with the capacity to focus on drug dealing and disruptions at the upper, middle and street level. |
As above, the high number of networks in the city and the finite capacity of the teams means that not every network can be identified and disrupted. When such disruptions do take place then networks are often quickly replaced by another. |
To continue to target the networks and gangs causing the highest harm in the city. To treat youths as victims of exploitation and to continue to target the middle and upper tiers while providing multi-agency support to all those vulnerable. |
| 5. | Restricting the supply of drugs into prisons – applying technology and skills to improve security and detection | No secure estate provision in Southampton | N/A | N/A | N/A |
Theme 2. Deliver a world-class treatment and recovery system
Summary of Strategic Approach
The Strategic Approach during 2025/26 involves continuing working towards the achievement of the 2021 national drug strategy From harm to hope: A 10-year drugs plan to cut crime and save lives - GOV.UK . This includes delivering the national commitments, each included locally. For work led by Southampton City Council, the SCC Tobacco, Alcohol and Drugs Strategy 2023-2028 outlines our focus on help, harm reduction, hope, health promotion & prevention, and health equality (equity). Should a long-awaited national alcohol strategy be published, this will factor into the strategic approach for 2025/26 and beyond.
We will continue to strengthen and update the evidence we use to inform our work. This will include the forthcoming addition to the Young People’s Needs Assessment, new Adult Drug and Alcohol Needs Assessment and scoping Lived Experience Recovery Organisation work. We will continue to use national clinical guidance, including Drug misuse and dependence: UK guidelines on clinical management - GOV.UK. New national clinical guidance for alcohol is expected in 2025.
The additional grant funding to deliver a world class treatment and recovery system between 2023-25 was received via a Rough Sleeping Drug and Alcohol Treatment Grant (RSDATG) and a Supplemental Substance Misuse Treatment and Recovery Grant (SSMT&RG). SCC have been notified that these two grants are combining into one Drug and Alcohol Treatment and Recovery Improvement Grant (DATRIG) for a one-year period for 2025/26. Planning for DATRIG for 25/26 is almost complete and with the Office of Health Improvement & Disparities (OHID) for their approval. The focus is maintaining service activity and strengthening quality. There will be a challenge to maintain long-term strategic work in light of short-term funding.
Detailed commitments
| Row | Commitment | Lead Agency | Strengths & Achievement/ Progress (January 2025) | Gaps and Challenges (January 2025) | Action Plan for 2025 |
|---|---|---|---|---|---|
| 1. | Strengthening local authority commissioned substance use services for both adults and young people, and improving quality, capacity and outcomes | SCC Commissioning |
Grants (2022-2025) increased Substance Use Disorder Services quality & capacity and reduced caseloads in:
Increased funding for Inpatient Detoxification and residential rehabilitation allowed Southampton to achieve national targets. More people entered SUDS in 24/25. The Young People’s Service continues to perform well and feedback on the service is excellent. The Criminal Justice Interventions Team (CJIT) performs above national average for continuity of care, i.e. when people who use substances are released from prison and supported into community treatment. Alcohol Extended Brief Intervention Telephone Line in place and performing well. InReach workers liaise with the Alcohol Care Team at the local hospital, UHS. |
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| 2. | Strengthening the professional workforce – developing and delivering a comprehensive substance use workforce strategy | SCC Commissioning |
The adult service provider has a comprehensive national workforce plan in place which can be provided if required. Staff are provided with access to training and development opportunities. The Young Peoples provider has moved to a talent management and development plan. This is localised to teams and individuals. The provider carries out annual personal development plans which are reviewed quarterly. The staff member then has access to a variety of training courses that can include NVQ type courses and degrees. |
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Continue to ensure that provider workforce plans are in place and all staff are fully trained in specialist drug and alcohol interventions |
| 3. | Ensuring better integration of services – making sure that people’s physical and mental health needs are addressed to reduce harm and support recovery, and joining up activity to maximise impact across criminal justice, treatment, broader health and social care, and recovery | SCC Commissioning |
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| 4. | Improving access to accommodation alongside treatment – access to quality treatment for everyone sleeping rough, and better support for accessing and maintaining secure and safe housing | SCC Commissioning |
Rough Sleeper Drug and Alcohol Enhanced Outreach Team – working with those who are rough sleeping and those at risk of rough sleeping in partnership with SCC Housing Related Support processes. The Rough Sleeper Drug and Alcohol Enhanced Outreach team was funded by DLUCH through the Rough Sleeper Drug and Alcohol Treatment Grant. The grant was awarded in 2021. |
Recruitment has proved challenging, especially in relation to the nurse prescriber role. The provider has been adapting service provision to allow access to nurses within the adult service. | Continue to work jointly with all Rough Sleeper Initiatives in Southampton and with other partner organisations |
| 5. | Improving employment opportunities – linking employment support and peer support to Jobcentre Plus services | SCC Commissioning (incl. links to JCP) |
IPS Service continues to work positively with substance use services and achieves positive results demonstrated by:
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Although the IPS service has and continues to achieve good results, further work could be completed in relation to supporting clients who use alcohol and/or drugs back into employment or volunteering opportunities to promote sustained recovery. |
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| 6. | Increasing referrals into treatment in the criminal justice system – specialist drug workers delivering improved outreach and support treatment requirements as part of community sentences, so offenders engage in drug treatmentProb | SCC Commissioning (incl links Police/ Probation) |
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Probation currently awaiting the sentencing review outcome and this may result in a greater focus on treatment in the community. |
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Theme 3. Achieve a generational shift in the demand for drugs
Summary of Strategic Approach
- Police
- Continue to identify those involved in drug related harm and ensure the application of more meaningful consequences
- Offer individuals a genuine alternative to involvement in drug use and supply to divert them away from such activity
- Work as part of an effective partnership in the provision of services to focus on the above points
- SCC (Children’s) with No Limits -
- Educate children and young people to manage risks and understand unhealthy and risky behaviour.
- Build the protective factors that are critical in enabling children and young people to make healthy lifestyle choices (e.g. about smoking, drugs, alcohol and relationships), overcome problems, and positively communicate and assert their choices.
- Vulnerable families are identified early and supported
- Have robust early help and prevention strategies, services and interventions in place to build protective factors and reduce harm at the earliest stage, so that all children have opportunities to thrive.
- Ensure that services intervene effectively when children are victims of domestic abuse or live in homes where parents experience mental health and / or substance use issues.
- To assess and respond to the drug and alcohol related needs of children involved in the youth justice system.
- To assess and respond to the drug and alcohol related of children where exploitation is an identified risk.
Detailed Commitments
| Row | Commitment | Lead Agency | Strengths & Achievement/ Progress (January 2025) | Gaps and Challenges (January 2025) | Action Plan for 2025 |
|---|---|---|---|---|---|
| 1. | Applying tougher and more meaningful consequences – ensuring there are local pathways to identify and change the behaviour of people involved in activities that cause drug-related harm | Police |
Drug Testing on Arrest (DToA) has been in existence for a number of years now with Hampshire being one of only a handful of police forces to undertake the scheme. Those identified by the use of such test can then be referred to partnership agencies to help with a range of follow up measures |
Testing is only currently available for a range of ‘trigger offences’ which are specifically defined by lay, those being predominantly acquisitive crimes such as burglary, robbery, theft, fraud and some drug-related crimes | To continue to implement DToA and to try and improve data quality and recording of its use and outcomes |
| 2. | Delivering school-based prevention and early intervention – ensuring that all pupils receive a co-ordinated and coherent programme of evidence-based interventions to reduce the chances of them using drugs | SCC (Children’s) with No Limits |
The Buzz educational sessions have continued throughout the year, with Year 9 and 10 children being those principally in scope. The sessions are delivered across most schools and have proved popular with pupils and with teaching staff. DASH have delivered drug education training to staff at the Polygon school and Oasis Mayfield. Also, have one booked with Southampton City College. DASH have developed a 6-week targeted group drug education course for schools and have delivered to courses at Cantell School. |
Its challenging to get into schools for them to receive the training we offer. | Buzz sessions and educational support development will continue in 2025/26 |
| 3. | Supporting young people and families most at risk of substance misuse or criminal exploitation – co-ordinating early, targeted support to reduce harm within families that is sensitive to all the needs of the person or family and seeks to address the root causes of risk | SCC (Children’s) with No Limits |
Co-located specialist drug and alcohol support workers are in post and located within the Youth Hub as planned. Specialist workers are involved in the “Team around the family” and the “team around the professional” – assisting in developing the social work teams in regard to knowledge of drug and alcohol interventions and support. The YP outreach team has been established. Work to provide outreach to young adults as part of the nighttime economy is on-going. The outreach team have started to build relationships with many of the young people who are suspected to be involved in the open drug market in St Marys. DASH have played an active role in supporting the development of the contextual safeguarding approach in the city. |
It has been difficult to get a dialogue with night time economy premises (bars and nightclubs) to explore doing harm minimisation work in their premises. |
Scope with RDHP partners opportunities to offer harm reduction in bars and nightclubs. Continue to develop work within the Youth Hub and the YP outreach teams in 2025/26 increasing the number of young people who are supported with drug and alcohol issues which leave them vulnerable to exploitation |
