NOMS Co-Financing Organisation

Mark NicksonHead 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.

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

Skilled, qualified but unemployedUnqualified, unskilled and unemployed

Unskilled, unqualified, de-motivated, drugs /

alcohol issues, behavioural issues,

debt problems, accommodation

problems.

DWP…

SFA…

NOMS CFOHard to help group who are currently

not able to access mainstream provision, and are therefore unable

to return to the labour market

CFO Needs Analysis

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Alcohol Attitude &Life Skills

Drugs Education Employment& Training

FinancialStatus

Health Housing Relationships

Per

cen

tage

of

Par

tici

pan

ts w

ith

iden

tifi

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eed

18-24 Over 25

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

• 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

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

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

Performance and Contract Management

• Operational Performance Managers (OPM)• Contract Managers (CM)• Project Integrity Officers (PIO)

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

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

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

Case Assessment and Tracking System

CATS Version 6

CATS Version 6

CATS link with Current Systems

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.

Distance Travelled Graph

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.

1 2 3 4 5 6

12

34

56

Outcome Not Gained

Starting Motivation

Fin

al M

otiv

atio

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1 2 3 4 5 6

12

34

56

Outcome Gained

Starting Motivation

Fin

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employment not gained employment 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.

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

mentoringnot contracted

other

signposting (referrals)

advice

qualifications non-accredited courses

interview secured

DAF

hard ETE ed/trainmotivational training

achieved by 2856 participants4.8X more likely to later gain employment

self presentationachieved by 251 participants

5.4X more likely to later gain employment

work placement or tasterachieved by 448 participants

6.3X more likely to later gain employment

interview skillsachieved by 1091 participants

3.5X more likely to later gain employment

signposting to I.T. trainingachieved by 44 participants

3.3X more likely to later gain employmenttransport advice

achieved by 339 participants4.8X more likely to later gain employment

access counselling servicesachieved by 181 participants

NO more likely to later gain employmentchildcare/dependent guidanceachieved by 1749 participants

NO more likely to later gain employment

Progress - Soft outcomes and their effect on gaining employment

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.

Demographics Jan 2012 - Present

Target Target % Actual Actual % % of Target Achieved

Unemployed 6,433 57% 13,935 78% 217%

Inactive 4,871 43% 3,870 22% 79%

Disabled/ Health Condition 2,502 22% 4,757 27% 190%

Lone Parents 742 7% 878 5% 118%

Aged 50+ 984 9% 869 5% 88%

Ethnic Minorities 2,733 24% 3,819 21% 140%

Female 1,155 10% 2,147 12% 186%

Probation 7,928 70% 13,418 75% 169%

Prison 3,376 30% 4,387 25% 130%

Ex-Armed Forces 452 4% 824 5% 182%

Outcomes Jan 2012 - Present

Actual Target % AchievedStarters 17805 13716 130%Employment, Training or Education 4289 2908 147%Supportive Outcomes 60485 38541 157%

Real People not Numbers