1. NOMS Co-Financing Organisation Mark Nickson Head of NOMS CFO

2. 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

3. 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

4. NOMS CFO – Target Group Offering additionality

5. Offender Target Group Skilled, qualified but unemployed Unqualified, unskilled and unemployed Unskilled, unqualified, de-motivated, drugs / alcohol issues, behavioural issues, debt problems, accommodation problems. DWP… SFA… 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

6. CFO Needs Analysis 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% AlcoholAttitude & Life Skills DrugsEducationEmployment & Training Financial Status HealthHousingRelationships Percentage of Participants with identified need 18-24Over 25

7. 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

8. 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

9. 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 NOMS CFO

10. 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

11. 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

12. Performance and Contract Management 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

13. Performance and Contract Management Operational Performance Managers (OPM) Contract Managers (CM) Project Integrity Officers (PIO)

14. Performance and Contract Management - OPMs 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

15. Performance and Contract Management - CMs 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

16. Performance and Contract Management - PIOs 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

17. Case Assessment and Tracking System CATS Version 6

19. CATS link with Current Systems

21. 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.

25. Distance Travelled Graph

26. Turning Data into Information CATS as a statistical tool

27. 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.

28. 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

29. 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.

30. employment not gainedemployment gained 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.

31. just as likely to gain employment much more likely to gain employment 1x 2x 5x number of participants gaining outcome: 25 100 500 1000 5000 motivation employability mentoring not contracted other signposting (referrals) advice qualifications non-accredited courses interview secured DAF hard ETE ed/train motivational training achieved by 2856 participants 4.8X more likely to later gain employment self presentation achieved by 251 participants 5.4X more likely to later gain employment work placement or taster achieved by 448 participants 6.3X more likely to later gain employment interview skills achieved by 1091 participants 3.5X more likely to later gain employment signposting to I.T. training achieved by 44 participants 3.3X more likely to later gain employment transport advice achieved by 339 participants 4.8X more likely to later gain employment access counselling services achieved by 181 participants NO 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

32. 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.

33. Demographics Jan 2012 - Present TargetTarget %ActualActual % % of Target Achieved Unemployed6,43357%13,93578%217% Inactive4,87143%3,87022%79% Disabled/ Health Condition2,50222%4,75727%190% Lone Parents7427%8785%118% Aged 50+9849%8695%88% Ethnic Minorities2,73324%3,81921%140% Female1,15510%2,14712%186% Probation7,92870%13,41875%169% Prison3,37630%4,38725%130% Ex-Armed Forces4524%8245%182%

34. Outcomes Jan 2012 - Present

35. Real People not Numbers