CFO3 Launch Events
NOMS CFO Provision for the ESF 2014-2020
Operational Programme
Mark Nickson (Head of NOMS CFO)
This procurement and any subsequent
contract award are subject to EU
Commission sign-off of the ESF 20142020 Operational Programme for
NOMS is an Executive Agency of the Ministry of Justice (MoJ)
NOMS role is to commission and provide offender management services in the community
and in custody
NOMS works to protect the public and reduce reoffending by delivering the punishment and
orders of the courts and supporting rehabilitation by helping offenders to reform their lives.
Reducing re-offending remains a key objective. A significant part of meeting that objective
comes from both the provision of skills, training and support mechanisms which increase the
employability potential of offenders / ex-offenders and ensuring that they are connected
directly to mainstream support and employment opportunities.
Policy and strategy for NOMS is set centrally and delivered through Private Sector suppliers
and Public Sector prisons. This mix of national direction and local delivery is reflected in the
structures of the NOMS Co-Financing Organisation (CFO). Policy Leads, Operational
Performance Managers and Contract Managers work closely with national and local
stakeholders to ensure complementarity of the provision of the Authority with that of other
NOMS is responsible for 102 Public Sector prisons, 14 privately managed prisons operating
under contract, 21 Community Rehabilitation Companies and the retained National
Probation Service (NPS)
NOMS also manages partnerships with a range of public and third sector partners including
police, local authorities, health and education providers and organisations across the
voluntary and social enterprise sectors.
• A key objective for NOMS is the reduction of offending
• Helping ex-offenders secure employment significantly impacts
upon NOMS ability to meet that objective
• Can only be achieved through strong partnerships with public,
private and third sector organisations
• Co-Financing programme allows NOMS to fund activities to
engage and motivate offenders thus increasing their ability to
access mainstream services and employment opportunities
NOMS CFO traditional target group
Skilled, qualified but unemployed
Unskilled, unqualified,
de-motivated, drugs /
alcohol issues,
behavioural issues,
debt problems,
Unqualified, unskilled
and unemployed
Hard to help group who are currently
not able to access mainstream
provision, and are therefore unable
to return to the labour market.
How NOMS CFO integrates with existing and
planned provision
Prison (70% starts)
Community (30% starts)
Mainstream Provision in prison (including
Work Programme / TR Programme
NOMS CFO works with hard to help groups, referring
them to mainstream provision as appropriate (as per the
current delivery model). This ensures the correct
intervention at the right time. A high percentage of
participants should be ready for mainstream
opportunities on release.
If participants are not ready to engage with the
mainstream, the CFO will continue to work with them,
addressing offender specific needs. Fewer community
starts will be required, to ensure there is no duplication
of delivery between NOMS CFO, the WP and TR. This
TTG model should deliver a balanced 50:50 caseload
between custody and community.
NOMS CFO - Where we fit
Wider health
& Training
CFO Case Worker
Action Plan
Offender focused
Drug & Alcohol
VCSE sector
The NOMS CFO Process
Offenders are assessed as
having significant barriers to
employment (accommodation,
drugs, health issues etc)
The NOMS CFO Case Worker
creates an action plan with the
participant which aims to address
their multiple barriers.
The Case Worker continually reassesses the action plan to make
sure that it is appropriate and
achieving its aim.
As the barriers to employment
begin to be addressed, the case
worker will begin to focus on
moving the participant into
employment or education.
The Case Worker begins work on
the action plan, making referrals
where appropriate and
completing actions themselves
At the end of the project participants either
enter employment, education or are more
able to engage with mainstream
employment initiatives
CFO3 Launch Events
NOMS CFO Provision for the ESF 2014-2020
Operational Programme
Philippa Lyon (NOMS CFO ESF Policy Lead)
Changes to European Funding
 Alignment of funding streams under a ‘Common Strategic
Framework’ for the 2014-2020 funding period
 NOMS CFO will be part of the ESF 2014-20 Operational
Programme – has achieved ministerial and NOMS sign off
 39 Local Enterprise Partnerships playing a significant role in
administration of funds
 Changes for other co-financers such as DWP and SFA (and Big
Lottery from 2014) to become Opt-in Organisations required
to negotiate funds from LEPs
 Operational Programme must be signed off by European
Commission prior to any confirmation of funding – expected
late 2014
Alignment considerations
 Most significant change - Rehabilitation Programme and
impact of TTG providers in custody and community
 Custodial reviews – women, young adults and youth custody
 DWP Work Programme – to continue as per current
arrangements where offenders can participate in both
 39 Local Enterprise Partnerships (LEPs) – drive for localism
 Partnership work with Opt-in Organisations (DWP, Big
Lottery, Skills Funding Agency)
 Delivery - overall aim will be to continue preparing offenders
for ETE and mainstream provision (potentially at an earlier
point in sentence)
NOMS & Local Enterprise Partnerships
 LEPs aware of the NOMS position in the ESF
Operational Programme
 Ongoing liaison with LEPs to complement other
relevant ESF delivery at local level and inform NOMS
CFO specifications
 Information on ‘opt-in’ activity from DWP, SFA and
Big Lottery regarding offender provision
 LEPs asked to inform NOMS CFO regarding planned
offender activity to avoid duplication
 LEP offender activity likely to focus in the community
CFO Round 3 -Delivery focus
 Social Inclusion priority rather than employment
 ESF priorities – women, young people, over 50s etc
 Additional delivery and wider potential reach in
terms of provision – accommodation, families
provision, young people, health, education & training
 Focus remains on engagement and support to access
mainstream i.e. readiness for TR and WP
 Hard-to-reach cohort (2-5 groups per region) to be
chosen in consultation
Delivery focus (continued)
 Potentially increased prison focus to complement
Rehabilitation Programme – assumption that 70%
custodial starts and 30% community, with overall
delivery 50:50
 Delivery sites – custody and community
 Through the gate element to continue where needed
(specialist assistance)
 CATS – one version of the truth
 Geographical split – ESF contract areas
• Market engagement
• Internal / external stakeholders
• Strategic links to improve delivery of offender
services - between prisons, CRCs, the National
Probation Service and youth offending services and
across government partners including BIS, the Skills
Funding Agency, DWP and the Youth Justice Board
• Specification feedback
• Finalising the requirement
• Next steps
CFO3 Launch Events
NOMS CFO Provision for the ESF 2014-2020
Operational Programme
Bill Spiby (NOMS CFO Lead Manager (Corporate)
NOMS CFO Contracts (2015 - 2020)
ESF Co-Financing allocation = circa £131m
Increase in ring-fenced elements
ECA’s split to reflect prison population
Provision contracted for approx 70,000 participants
Providers paid combination of monthly profiled costs
(48.5%), DAF (3%) and on achievement of starts
(13.3%), participant feedback (2.8%) and both
securing employment (9.1%) and range of supportive
measures, short courses and achievements (23.3%)
Financial Allocation
North East £8,535,577
North West £18,358,652
Yorkshire & Humberside £13,722,646
East Midlands £13,444,587
West Midlands £13,591,200
East of England £11,225,168
South East £16,267,309
London £11,656,581
South West (excluding Cornwall) £8,478,280
Delivery Model
Long contracts (5+ years)
A single prime provider or consortia lead per region
Fixed case management model
Delivered through CATS
Link to Offender Management arrangements
Currently 70:30 community/custody split
2015 onwards 30:70 community/custody split
Challenging targets for women and disabled offenders
Mentoring, social enterprise and help for veterans
from 2015 also, Accommodation, Family Links/Visitors
Centres, 16-18 year olds part of core provision in specific
• Intensive delivery to extremely hard-to-help groups
Hard to Help Groups
Offenders with significant alcohol or drug misuse issues
Offenders facing reintegration following long sentences (10 years +)
Older offenders
Offenders with mental health needs
EU nationals eligible to work in UK
Offenders subject to radicalisation
Young offenders (16-21 year old)
Sex offenders
Non-English speakers
Dual diagnosis offenders (drugs misuse and mental health issues)
Offenders from LGBT community
Females exploited by sex industry
Offenders that have been through the care system
Travellers and show people
Prolific & priority offenders
Offenders with dependent families (particularly 18-24 year olds)
Offenders serving short sentences (under 12 months)
Ex-Armed Forces
Homeless offenders
Offenders involved in gang activity
Offenders required to relocate on release
Prisoners transferred from abroad
Offenders with limited family ties/support network
Young offenders transitioning into adult system
Offenders facing significant debt issues
Females exploited by smugglers (drug mules)
Disruptive prisoners (specifically those in Close Supervision Centres)
Personality disordered offenders
Offenders sentenced for hate crimes
Offenders with physically debilitating conditions
Offenders with extreme political views and affiliations
Offenders with gambling addictions
Offenders dealing with bereavement
Vulnerable women (including suffering domestic abuse)
Offenders subject to long-term medication/treatment
Offenders with caring responsibilities
Offenders with a Statement of special educational needs (SEN)
Vulnerable prisoners (Rule 45 i.e. segregated for own safety)
Participant Pathway
• Focus on the Social Inclusion Priority group
• More Prison delivery
• Increases Payment by Results element
• Drives provider behaviour
• Minimises reconciliation
• A holistic delivery model recognising distance of
participants from the mainstream
PbR Payments –
Participant Pathway
Action Plan
DI Checks
Core Activity
Supportive Measures
Short Courses
Secured Employment
Sustained Employment 13 Weeks
Sustained Employment 6 Months
• Participant Feedback
PbR Payments –
Participant Pathway
• Each stage of the Pathway must have been reached
before moving on / receiving payment for the next
• No payment for Assessment, Action Plan, Data
Integrity Checks, Core Activity, Reviews, Interviews or
Sustained Employment – Although relevant stage
must be completed in order to move onto payment
• 100% QA checks at all payment stages
• Attachment fee
• Evidence Requirement
– 100% DI check
– Paperwork reviewed by DI team monthly
• Consent form, eligibility form (Non EU evidence),
proof of NINO
• No payment is made until all paperwork is QA’ed
• Does the CATS assessment show significant
barriers in ETE plus other resettlement pathways
(i.e. bottom of the triangle)
• Everyone must have an employment need
• Must have a need in:
– Housing, Financial Status, Health, Alcohol, Drugs,
Relationships, Attitude and Life skills
Core Activity
• Two (or more) of the less structured supportive
• To include
– Motivational courses, advice, signposting, CVs, job search, mock
interview, obtain ID/bank accounts…
• There is no payment attached to this
• Evidence requirements
– Notes to support
– Additional details on CATS
Supportive Measures
• One (or more) structured supportive measures
• To include
– Specialist Support Referrals and Attendance
– Work Placement/Tasters/Voluntary work taster
– Mentoring
• Evidence Required
– 100% check sent to DI team
• No payment is made until all paperwork is QA’ed
Short Courses
• One (or more) short course – more than 10 hours; less than
1 week
• To include
First Aid at Work
Lantra Highways Course
Recycling Operations
Introduction to Construction
Health and Beauty
• Evidence Required
– 100% check sent to DI team
• No payment is made until all paperwork is QA’ed
• One (or more) educational/vocational course (more
than 1 week), Personal and Social Development or
Voluntary Employment
• Evidence Required
– 100% check sent to DI team
• No payment is made until all paperwork is QA’ed
• Have attended an interview
• Have a job offer
• Evidence requirements
– Letter/e-mail of confirmation
– 100% check sent to DI team
Secured Employment
• Evidence that the participant has started
• Evidence requirements
– Payslip etc
– 100% check sent to DI team
• No payment is made until all paperwork is QA’ed
Sustained Employment
• Evidence that the participant is still in (any)
employment at the:
– 13 week point
– 6 month point
• No payment attached
Participant Feedback
• A target of 85% of the starts to have a feedback
• Interview template will be supplied to providers
• Can be conducted at any point after Core
Activity has taken place
Indicative Demographics
Disabilities/health conditions – 22%
Over 50s – 6%
Ethnic minorities – 23% (regional variations)
Female – 12%
NEETS – 12%
Veterans – 5%
CFO3 Launch Events
NOMS CFO Provision for the ESF 2014-2020
Operational Programme
Simon Ambrose (MoJ Senior Procurement Category
Manager: ESF)

CFO3 Launch Events 2014 - NOMS Co