1. Mentoring and the CJS Madeleine Rudolph & Jess Haskins
National Offender Management Service
Commissioning Strategies Group
December 2011

2. Overview Mentoring in NOMS
Overview of Informal Mentoring Project (IMP)
Project expectations
Model
IMP Evaluation interim findings
What next?
Your questions

3. Models vary in size, scope, target group, aims and objectives.
NOMS is committed to developing and delivering mentoring to offenders aiming to contribute to reducing reoffending and providing value for money
Mentoring in the criminal justice context is usually seen as supporting and helping those wishing to stop offending and improving positive life outcomes.
Mentoring in NOMS
Mentoring is widely available in the Criminal Justice System (CJS).

4. Informal Mentoring Project
Builds on the principles of the ‘Big Society’ and Localism which challenges local authorities and communities to be more pro-active in crime prevention and reducing reoffending
Overall aim – within 5 years all convicted prisoners will be offered informal mentoring, to support them in desisting from crime and reintegrating into society
Informal mentoring in this context can be described as ‘light touch’, it is not time bound or outcome focussed, but has a purpose and is relevant to the individual needs of the offender

5. Expectation of project
To build on existing provision of local volunteer networks
Integrate informal mentoring into existing provision with the aim to:
encourage increased capacity in local communities
contribute to local cohesion
help de-stigmatise offenders

6. Project model Pro-social modelling Complementary Alongside statutory
Needs based
Desistance
1. The model aims to complement, rather than replace formal, mentoring schemes
2. Works alongside statutory provision
3. The nature of the mentoring offer is based on the agreement and needs of the offender
4. The model will draw on the developing theories of desistance
5. Pro-social modelling underpins the principle of the offer

7. Anticipated Outcomes
Project designed to pilot and roll out mentoring through the voluntary and community sector to offenders
Develop, test out and evaluate the practicality and effectiveness of a larger scale approach to mobilising volunteer resources from local partners
Consistent approach to offering mentoring to offenders
Develop commissioning guidance for mentoring and volunteer services
Further grant funding over the next 3 years to deliver mentoring and volunteering services
Last point click to bolden – we will be talking about this after the evaluation findings

8. Evaluation interim findings
Following a 3 month set-up phase, the pilot projects have now been running for 5 months
Interviews with staff at the projects have identified a number of successes, barriers to implementation and learning points.

9. 2. Popular with offenders 1. Strong relationships with local prisons
Successes
2. Popular with offenders
1. Strong relationships with local prisons
3. Information sharing
4. Flexibility
5. Bridging the gap
Both projects have been successful in building strong relationships with their local prison who have welcomed each project & supported its development. Staff in both projects identified two key reasons for this success: the support of the governor of the prison; and their high visability within the prison
The projects are being widely promoted to offenders and are proving popular. Both projects have received many referrals for support, including self-referrals
Both projects have developed effective ways of sharing information with their main partners, ensuring that key information is available to inform their assessments of offenders and the support they need.
Project staff have worked hard to develop an efficient and flexible service which enables them to meet offenders in prison in order to assess their suitability for the project and make arrangements for support after their release.
Both projects appear to be filling a gap in provision. In each case, project staff reported that they were dealing with offenders’ release issues which had not been previously identified & were co-ordinating support to address these issues.

10. Barriers to implementation
Finding a suitable way to meet offenders in prison has been difficult for both projects. For Catch22, this has involved negotiating security vetting procedures for its mentors whilst for Sefton CVS, the initial difficulties have been resolved by staff being given keys which enables them to meet offenders on the wings and workshops.
Each project has struggled with involving volunteer mentors. Sefton CVS, who had hoped to identify a range of local mentoring providers through whom it could channel requests for longer-term mentoring, has found that very few such organisations exist in its local area. It has therefore been recruiting and training its own mentors and is now beginning to match them with offenders. Catch22, who had lots of interest from potential mentoring providers in its area, have found that many of these organisations needed substantial training and support before they could provide suitable mentors. They also encountered difficulties in getting mentors vetted so that they could meet offenders in prison. Whilst Catch22 is now beginning to match offenders and mentors, they are still having difficulties finding enough suitable mentors for offenders and putting this support in place in time for the offender’s release.
The provision of support for offenders has also been challenging for both projects. They have found that the majority of the offenders referred to them have complex and multiple needs (homelessness, substance misuse issues, unemployment etc.) which volunteers were unwilling or unable to take on. Project staff are therefore heavily involved in providing and co-ordinating support for offenders and ex-offenders. In addition, they have found that providing mentoring support post-release has raised issues around safety and contact.

11. Learning points Adequate set-up phase Resource requirements
Complex needs need addressing
Maintain visibility/ promote
Support from within the prison is key to the success of the project. This has been particularly important in enabling prison and project staff to work together to find solutions to problems.
As there is a high turnover of offenders on short-term sentences, it is important to maintain the visibility of the project by constantly promoting it via prison staff and directly to offenders.
The level and complexity of offenders’ needs has resulted in the projects having to spend more time than they had anticipated in responding to these needs before involving volunteer mentors.
For both projects, a lack of resources and time to put in place infrastructure support has resulted in them working long hours and struggling with inadequate systems. For example, both projects have had difficulties setting up an appropriate database and finding time to develop systems to help them become more efficient.
A longer set-up phase would have enabled the projects to be better prepared in terms of recruiting staff, setting up systems, building relationships with mentoring providers and getting mentors trained and vetted ready for mentoring.
Prison support is key

12. What next?
Further grant funding over the next 3 years to deliver mentoring and volunteering services
Continue to improve working relationship with the voluntary sector – remove barriers and encourage involvement
Increase offender involvement in development of services

13. Services Opportunities Gaps Virtual campus
Mapping of current volunteering and mentoring opportunities and organisations, including mentoring organisations not currently working in CJS / NOMS.
Services
Opportunities
Gaps
V&M hub: accessed by
Organisations and Services
Offenders
Volunteers
Duplication (may need to diversify)
Areas with no (CJS) V&M services
Lack of volunteers
Training & toolkits (via CLINKS, MBF, niche organisations)
Virtual campus
Targeted marketing strategy to reach potential volunteers and volunteering / mentoring organisations.
Organisations working to:
Increase the number of offender, ex-offender & non-offender volunteers in active service
Small organisations with unique volunteer/offender base mobilising volunteers

14. Any Questions? Madeleine Rudolph & Jess Haskins
National Offender Management Service
Commissioning Strategies Group