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NOMS Co-Financing Organisation Mark Nickson Head of NOMS CFO. NOMS CFO Core Aim. NOMS CFO aims to identify and remove barriers to employment experienced by offenders in custody and in the community.
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NOMS CFO Core Aim.. NOMS CFO aims to identify and remove barriers to employment experienced by offenders in custody and in the community. Priority 1 - Extending Employment Opportunities to people who without help would face difficulties gaining employment
NOMS CFO • A key objective for NOMS is the reduction of offending • Helping ex-offenders secure employment significantly helps NOMS ability to meet that objective • To offer additionality NOMS CFO must target those offenders not already accessing mainstream provision • Can only be achieved through strong partnerships with public, private and third sector organisations • Payment by results, new and innovative procurement • Robust performance / contract management and monitoring • Robust project administration and management
NOMS CFO – Target Group Offering additionality
Offender Target Group DWP… Unqualified, unskilled and unemployed Skilled, qualified but unemployed SFA… Unskilled, unqualified, de-motivated, drugs / alcohol issues, behavioural issues, debt problems, accommodation problems. NOMS CFO Hard to help group who are currently not able to access mainstream provision, and are therefore unable to return to the labour market
100% 18-24 Over 25 90% 80% 70% 60% Percentage of Participants with identified need 50% 40% 30% 20% 10% 0% Alcohol Attitude & Drugs Education Employment Financial Health Housing Relationships Life Skills & Training Status CFO Needs Analysis
Hard-to-Help Groups • North East – Lifers • North West - Women with low-level mental health needs/Belief in Change • Merseyside - as North West • Yorkshire & Humber - Islamist extremists/sex offenders • South Yorkshire - Sex offenders • East Midlands - Dual Diagnosis Offenders/female sex workers • West Midlands – Travelers / show people • East of England - Female sex workers • South East - Offenders with dependent families (particularly 18-24s) • London – Veterans/young people involved in gang activity/prisoners released following sentences served abroad • South West - Young offenders transitioning into the adult justice system/ Belief in Change/Eden House • Cornwall – link to SW sub-group participants
NOMS CFO NOMS Co-Financing programme allows NOMS to fund activities to engage and motivate hard to help offenders thus increasing their ability to access mainstream services and employment opportunities
NOMS CFO • ESF Co-Financing allocation (2010 – 2014) = circa £140 million (ESF) • Newday (Wales) = Circa £9m • Ring-fenced elements (Cornwall, South Yorkshire, Merseyside) • Remainder split across the rest of England in line with regional agreements • Provision contracted for approx 120,000 participants • Providers paid combination of flat-line monthly profile (68%), DAF (2%) and on achievement of starts (10%) and both hard (10%) and soft (10%) outcomes
Technical Assistance Programme Additional ESF grant of £8.4m is used to develop: • Procurement that supports VCSE sector • Implementation of CATS IT/MI system • Social Enterprise Development • Belief in Change (HMP Risley, HMP Channings Wood) • Employer engagement & Work Programme preparation • ESF publicity materials • Sustainable development initiatives • Developing employment routes for 16-18 year olds
Delivery Model • Long contracts (4 years) • A single prime provider or consortia lead per region • Fixed case management model - Identified barriers to employment, and manages individual action plans • Delivered through CATS • Link to Offender Management arrangements • 70:30 community/custody split • Challenging targets for women and disabled • Mentoring, social enterprise and help for veterans • Intensive delivery to extremely hard-to-help groups • Small specialised providers ensure local needs are met
Traditional performance and contract management focuses on achievement of targets and delivery to timescales. Large elements of the Provider’s performance is unseen Quality Financial Management Relationship with Supply Chain Local engagement Value added activities Performance and Contract Management
Performance and Contract Management • Operational Performance Managers (OPM) • Contract Managers (CM) • Project Integrity Officers (PIO)
4 OPM’s geographically based OPMs still look above the water line at the monthly meeting with Providers Responsible for co-ordination of CFO activity taking place in a specific region including match funding and regional relationships Rely on the expertise of Contract Managers, Project Integrity Officers, Statistics, Finance and other specialists to understand what is happening below the water line Performance and Contract Management - OPMs
CMs ensure that the Providers are delivering what they said they would in their tender Includes introduction of Merlin principles, supply chain analysis and assessment, interrogation of Provider’s financial submissions (new procedures have been introduced) Concentrate on helping us gain a better understanding of what is being delivered below the water line Performance and Contract Management - CMs
PIOs support the OPM in ensuring that; the participant’s journey is appropriately captured and that the soft outcomes (not covered by the Data Integrity Team) are fully evidenced insights are shared and acted upon match funding and regional relationships are functioning appropriately Performance and Contract Management - PIOs
Case Assessment and Tracking System CATS Version 6
Main CATS Screen • All essential information on one screen • Red, Amber, Green - Easily read and understood • Automatically modified screens for prison and probation clients. • Quick and easy to use.
Turning Data into Information CATS as a statistical tool
Geographic Variation Example – Would you consider self employment? • CATS inbuilt APF application allows for highly accurate geocoding of participant addresses. • In this example we can see that the proportion of those participants who would consider self employment varies greatly throughout the country. • On average, 4.2% of participants from the South West stated they would consider self employment. • In contrast, self employment was only considered by 1.9% of participants from the North East.
Geographic Variation Example – Do you have access to transport? • In many cases there is large intra-regional variation in the barriers faced by participants. • In this example we can see that the proportion of participants with access to transport varies greatly within the East of England. • Those in the areas close to London are much more likely to have access to transport than those participants from the more rural northern parts of the region
Progress - Action plans and notes Traditionally difficult to evaluate how ‘soft’ indicators such as action plans and notes effect the progression of a participant towards higher employability.
Progress - Motivation Participants generally start the project unmotivated and disengaged. Improvements to motivational levels lead to a marked improvement to the participants ability to gain employment, as highlighted in the example below. employment not gained employment gained
self presentation achieved by 251 participants 5.4X more likely to later gain employment motivational training achieved by 2856 participants 4.8X more likely to later gain employment interview skills achieved by 1091 participants 3.5X more likely to later gain employment work placement or taster achieved by 448 participants 6.3X more likely to later gain employment access counselling services achieved by 181 participants NO more likely to later gain employment transport advice achieved by 339 participants 4.8X more likely to later gain employment signposting to I.T. training achieved by 44 participants 3.3X more likely to later gain employment childcare/dependent guidance achieved by 1749 participants NO more likely to later gain employment Progress - Soft outcomes and their effect on gaining employment just as likely to gain employment much more likely to gain employment 1x 2x 5x DAF not contracted mentoring number of participants gaining outcome: hard ETE ed/train interview secured motivation 25 other 100 qualifications non-accredited courses 500 1000 employability signposting (referrals) advice 5000
Progress - Interaction between outcomes • Along a participants journey, many soft outcomes may be achieved before employment is finally found. • Network analysis shows that many outcomes are often achieved in conjunction with other specific outcomes, forming outcome clusters.
