noms co-financing organisation mark nickson head of noms cfo
TRANSCRIPT
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
ed n
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
n
1 2 3 4 5 6
12
34
56
Outcome Gained
Starting Motivation
Fin
al M
otiv
atio
n
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