SPORT FOR CRIME PREVENTION AND DIVERSION

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					URN 20067010




         Social Inclusion through Community
                                     Clubs (North West Region)

                                                                      February 2007

                               Additional Information to support the
                  Application to the Sport England North West
                                                                               Regional Board




        Nacro Registered as a company (London) No. 203583 Registered as a Charity No. 226171
        Registered Office: 169 Clapham Road, London SW9 0PU
        Patron HM The Queen       Chief Executive Paul Cavadino
Index
                                                              Page
SECTION ONE        Applicant Details

SECTION TWO       Project Aims & Objectives

SECTION THREE Market/Needs Assessment

SECTION FOUR       Organisational Management

SECTION FIVE      Project Plan and
                  Key Performance Indicators

SECTION SIX       Financial Information

SECTION SEVEN Exit Strategy/Sustainability Considerations

SECTION NINE      Supporting Evidence and
                  Supplementary Information

Appendices:

Appendix          Constitution
Appendix          The Research
Appendix          Job Description, Terms and Conditions etc
Appendix          Nacro – who we are
Appendix          Nacro – expertise and experience and
                  Business Continuity Plan
Appendix          Work Plan
Appendix          Project examples




                                                                     1
Section One – Applicant Details




Organisation Name:
Nacro

Key Contact Details:
Sarah Kaler
National Sports Partnership Manager
Nacro
567a Barlow Moor Road
Chorlton
Manchester
M21 8AE

(T) 07967 177892
(e) sarah.kaler@nacro.org.uk


Organisation Status:
Nacro is a company limited by guarantee (203583) and a registered
charity (226171).

Appendix 1 Copy of Constitution




                                                                    2
Section Two - Project Aims & Objectives
Background:

In 2004, Sport England established a Stronger and Safer Communities Stronger
Themed Implementation Group (S&S TIG) tasked with delivering action in
response to the Sport England‟s North West Plan for Sport and Physical Activity
2004-2008, Stronger and Safer Community objectives.

The TIG group represents a range of agencies with a broad community remit
and link in with a range of networks that support and develop stronger and safer
communities.

The group has representation from Government Office with regards to crime
reduction and youth services, strong Local Authority representation, the police,
black and ethnic minority representation, County Sports Partnerships,
Community Sports Networks and Crime Disorder Reduction Partnerships
representation and Nacro.


The Mission
Based on the S&S TIG group own discussions over the last two years, it was
agreed that a project was needed to demonstrate the positive role sport can play
in helping to address crime and anti social behaviour in targeted communities
across the North West.

A number of key work areas have been identified in order to maximise the
impact of sport and physical activity in supporting the „Stronger and Safer
Communities‟ outcomes.

The following proposal is to develop a „regional pilot programme‟ that will
provide a range of tools and resources to enable sports staff and sports clubs in
the region, in tackling anti social behaviour in local areas. It will tackle the
underlying causes of anti social behaviour, intervening early where problems
occur and will take a broad approach to address other areas of poor behaviour
amongst problem families.

The focus of this work will support and encourage local sports clubs in becoming
community facilitators and delivers. It will seek to develop a comprehensive
'Social Inclusion Improvement Package' for identified sports clubs in the
region. This in turn will provide a range of 'best practice' examples for further
development across the region and indeed offers an opportunity to showcase
nationally.

The programme proposed hits a number of key Government Objectives in
tackling social exclusion e.g. Respect Agenda; Every Child Matters; Health of
the Nation and directly responds to the North West On The Move: The North
West Plan for Sport & Physical Activity 2004-2008: To Increase participation in
sport and physical activity and To widen access and reduce inequality in
participation amongst priority groups.




                                                                                  3
The Project Proposal:

Project Aims

To employ a „Social Inclusion through Community Clubs – Regional Project
Manager‟ for the next three years, to coordinate and deliver the project and offer
support at all levels to partners and agencies operating at a local, sub-regional
and regional level, to adopt more effective collaborative approaches to tacking
social inclusion, particularly amongst vulnerable families.

Strategically, for the sports clubs and staff involved, it will promote and
encourage better communication, information sharing, joint training and
awareness of external agencies. Operationally it will allow more effective use of
resources, increase sports participation and skills and enable clubs to build
community capacity in a local sports setting.

The Social Inclusion through Community Clubs – Regional Project Manager will
develop and implement a comprehensive 'Social Inclusion Improvement
Package' to identified sports clubs in the region. The package will enable clubs
to engage with young people at risk of offending and families with children
identified with persistent anti social behaviour issues as a way of expanding the
role of sport, constructive activities and volunteering as positive routes to nurture
a culture of respect and reduce anti social behaviour amongst young people,
particularly those from deprived backgrounds.

This approach will enable the targeted young people and their families to
engage and work side by side with their peers through a local sports club,
providing increased capacity and exposure for clubs and build pathways for
more difficult and hard to reach young people and families in a positive and
supportive environment.

A referral criteria (developed in partnership with the local authority, Youth
Offending Teams and the police) will also be used to manage the capacity and
appropriateness of the referrals, but it is envisaged this will include young
people and families being considered for Acceptable Behaviour Contracts (ABC)
or Anti Social Behaviour Orders (ASBO). Referrals to clubs will be made as a
means to curb anti social behaviour and to help to address other areas of poor
behaviour amongst families.

In doing so, the project will directly support the RESPECT agendas six main
strands:

   1.   Support families
   2.   A new approach to the most challenging families
   3.   Improving behaviour and attendance in schools
   4.   Activities for Children and young people
   5.   Strengthening communities
   6.   Effective enforcement and community justice

We are keen though to ensure that young people are not excluded from
participation and we will encourage young people at risk to get involved either
through referral or self – referral.



                                                                                    4
Project Beneficiaries

The project will work with young people and their families in areas of
disadvantage. Nacro‟s experience suggests that many of these people are
excluded from school or alternatively, have simply chosen not to attend.
Accordingly, they often have limited numeracy and literacy skills, many will have
had negative experiences of authority and in many cases, the young people
concerned have problems with family members and relationships.

As a natural consequence, we have found that a significant proportion have
gone onto involve themselves in criminal activity and anti social behaviour.

Furthermore, many of these people have experience of unemployment, whilst
there are also examples of poor diet and fitness levels. Some suffer from drink
or drug addiction and have received little or no support in facing up to their
problems. All of which paints a picture of disadvantage, which often leads to
disfunctional family life.

From our own experience of working with „at risk‟ young people and „vulnerable
families‟ and from research carried out by ourselves and Positive Futures, we
know that many young people and their family members do not participate in
sport and very few are members of local sports clubs. Yet when asked what
young people want to do, the majority list sport as their first choice leisure
activity.

By choosing to work with families as apposed to individuals, the project will
support and encourage families to interact and learn together, through sport,
fostering a sense of family unity and pride. Sport is a proven successful method
of engagement, even if family members are not interested in developing skills
associated with sports coaching, more general volunteer roles and roles in club
administration can be pursued to ensure that they too can engage effectively
with the club.

In summary, the main beneficiaries of the work of the post will be the sports
clubs and staff, whom he/she will work with to increase their capacity and skills
to work with the young people and families but equally, other agencies will
benefit from having added resources to refer clients to. These include: Crime
and Disorder Reduction Partnerships, County / Local Police constabularies,
Youth Offending Teams and Sports Development agencies and partnerships
and networks. It‟s about local communities tackling anti social behaviour
together.


Project Objectives

To employ a full time Social Inclusion through Community Clubs – Regional
Project Manager tasked with:

   1. Developing a „Social Inclusion Improvement Package‟ that will be made
      available to all participating sports clubs.
   2. Developing and enhancing existing club structures to ensure they are
      more socially inclusive and representative of local communities.



                                                                                   5
   3. Creating new opportunities for hard to reach young people and their
      families (parents and siblings) to participate in sport and provide
      pathways to enable them to become attached to a local sports club.
   4. Creating and developing new coaching opportunities for young people
      and their parents and siblings.
   5. Creating and developing new volunteer opportunities for young people
      and their parents/carers.
   6. Setting up a referral criteria in partnership with the police and YOT to
      ensure clubs are working with targeted young people and their families
      identified with ABC or ABSO or those being considered for and an ABC
      or ABSO.
   7. Creating/developing sporting partnerships and networks and learning
      forums to support stronger and safer communities objectives and discuss
      topical issues including volunteering, youth inclusion and support, the role
      of criminal justice system including YOT‟s, CDRP‟s and Restorative
      Justice.


The focus will be on both rural and urban communities, targeting those
experiencing high levels of youth crime and anti-social behaviour, and where
engaging young people in sport and physical activity would improve significantly
the individual and community well-being.


Project Outcomes

The Project Manager shall work closely with strategic partners, namely County
Sports Partnerships, Community Sports Networks, Local Authorities and
National Governing Bodies of Sport to identify appropriate clubs who want to
work with „at risk and socially excluded young people‟ but need additional
support and guidance to enable them to do so.

It is envisaged a minimum of 40 clubs will be signed up over the three years –
as agreed by S&S TIG members.

The Project Manager will co-ordinate the development of and make available to
identified clubs, a „Social Inclusion Improvement Package‟ to enable them to be
appropriately skilled and receptive to engaging with at risk and socially excluded
young people

The „Social Inclusion Improvement package‟ will be based on four work areas
identified by the S&S TIG members and shall include:

1. An online resource/toolkit to support clubs with their engagement with hard
to reach young people and vulnerable families identified with persistent ASB
issues. This will provide a framework that seeks to measure club's performance
in terms of how it's supporting the social inclusion agenda.

The toolkit will be a fit for purpose, tailor made resource, simple to use and
readily available for clubs to access online. It will based on a „self assessment
tool‟ based on a simple traffic light system enabling clubs to determine their
standing on the social inclusion continuum. Module elements will be provided to
help clubs reach the next step and ultimately reach green. An improvement
action plan will be created for each club to help guide and support them.
                                                                                 6
The toolkit will be posted on the North West On The Move extranet system,
which will enable all 43 SPAAs and all members of the NW NGB Forum to
access, and all related materials. The extranet system will allow for monitoring
and tracking of dissemination from this source, with the project manager
responsible for the promotion of the resource across the network.

Gareth Cross, (Network Communication Manager, Sport England North West)
has pledged to help support the development of the online toolkit and will also
provide training to the project manager on managing uploads to the extranet
system. Gareth will also be able to agree / provide monitoring / stats on who
and how often the materials are downloaded.

2. A mentor programme to help facilitate progressive change in each club and
support them individually to implement the toolkit and develop a social inclusion
action plan to chart and measure progress.

A mentor‟s role will be to offer practical hands on support and guidance to clubs
on an individual basis. Mentors – or programme ‘champions’ will assist in
supporting clubs to implement the online toolkit and helping clubs create
individual action plans to help measure and record goals, targets, milestones
and achievements.

The project will recruit a pool of skilled professionals who will act as mentors to
be displaced at individual clubs as and when required. Mentors will come with
vast experience of working within the social inclusion/community sports domain,
and have a track record of working with voluntary clubs and statutory agencies
and young people/families, for example Nacro Social Inclusion Managers,
Positive Futures Co-ordinators, ACDF Funded Project Managers and Workers.

3. An education and training programme

Having a job and basic skills is an important part of belonging to and
contributing to the life of a community but many young people finish school
without the right skills to find or hold down a job. These young people are far
more likely to get involved in crime than those who attend school or college or
have a job. Vulnerable families also find themselves often lacking basic skills
which means they cannot support their children‟s educational development and
families become withdrawn from mainstream society.

The Regional Project Manager will develop an effective education and training
programme working closely with the community clubs and Nacro‟s Education
and Employment Services across the NW. Nacro have over twenty years
experience in developing and running education and employment services, for
people who need extra support in preparing for, finding and holding down a job,
including ex-offenders and those with a variety of additional support needs.

The „education and training programme‟ will be co-ordinated by the Regional
Project Manager and delivered where possible, through the local sports clubs.
The programme will have a number of elements that young people and their
families can „mix and match‟ to develop a programme of learning that suits their
own needs and aspirations. This will be achieved through sports participation
and /or volunteering at the club. There will be three skills areas – basic skills,
personal skills and technical skills; and two learning pathways formal and
                                                                                     7
informal. So, for example, a volunteer could develop their personal skills
informally just by turning up and interacting with new people and gaining new
skills while undertaking formal training in sports coaching by undertaking their
FA Level 1 coaching award. They choose not to formally develop their basic
skills as they have already achieved Level 2 in both English and Maths.

Whether someone participates in sessions or volunteers on the project they will
be learning informally. They will be improving their basic skills as they
communicate with other people, keep the score or take a telephone message.
As they gain confidence in leading sessions, learn new skills and get used to
turning up for sessions on time they will be improving their personal skills. These
areas of learning will happen in parallel to them learning the technical skills they
need for their role. These skills could be sports specific e.g. refereeing or
coaching or could be administrative e.g. taking bookings, arranging matches or
transport and using the photocopier to generate fliers. A key role for staff
supervising volunteers will be to use regular support and supervision sessions to
highlight to the volunteers what they have been learning and the skills they have
developed. For the service users they will be encouraged to accredit their
learning using a tools such as the Youth Achievement Awards (YAA) or the
Duke of Edinburgh‟s Award scheme which are both designed to recognise and
accredit informal learning. The YAAs have four levels so that a young person
can start working toward a Bronze award to recognise their initial engagement
and involvement and then move onto a Silver, Gold or even Platinum award to
recognise their further involvement in sessions and the organisation of the
project. The YAAs can also link into basic skills and personal skills development
packages so are an excellent stepping stone between informal and formal
learning. At Gold and Platinum levels they are also an excellent way of
accrediting volunteering by young people.

Learning mentors will be assigned to each family to offer ongoing support and
encouragement and we would hope that young people and their families would
move from informal to formal learning as they become more confident in
themselves and more involved with the project.

A range of formal learning options already exist to help people develop their
basic, personal and technical skills for example the Certificate in Community
Volunteering, Community Sports Leaders Award, sports specific coaching
awards and a whole raft of basic skills packages. We will also explore the option
of developing an Open College Network accredited course specifically for this
programme if, after consultation with project partners and participants, we find
that the programmes that currently exist don‟t meet the needs of participants
and project staff.

Through sports participation and volunteering, young people and their families
will learn a wide range of transferable basic, personal and technical skills.
Learning these skills will improve their confidence and self esteem, empowering
them to become active citizens in their local community, fostering a sense of
ownership and belonging.

4. An innovative and flexible reward scheme that will offer a real benefit to
participating clubs. Community clubs at large struggle to find money to cover
„core‟ running costs such as heating, lighting and general maintenance –
perhaps resurfacing the car park, new flooring in a club house etc as well as

                                                                                   8
finding money to replace worn equipment, invest in volunteer skills and training
or budgeting for contingences.

Many funding programmes require clubs to demonstrate „additionality‟ in delivery
before funding is granted, this means that clubs often struggle to cope with the
day-to-day expenses and are left juggling costs and struggling for survival.

Through offering a flexible reward scheme based on individual clubs „real‟
needs, clubs will be eligible to receive a reward of up to £1,000 per club in return
for signing up to deliver the Social Inclusion Improvement Package at their club.

We feel this will attract clubs to participate in the programme as they will
recognise this opportunity as something new, but beneficial to them. It will also
empower clubs to run their club more efficiently and this will have a knock on
effect in that clubs will be able to keep membership fees low which will help
them become more socially inclusive and attract new members.

In this way, Sport England would manage the small grants process, and be able
to have the final say on whether clubs can receive the funding. Also, it might
them encourage these clubs to begin to develop bigger applications for the
future if they are successful with a smaller, fast track system. The coordinator
could provide a reference for each bid to cut down the time sport England staff
would need to go through each proposal.

5. In addition to developing and overseeing the implementation of the Social
Inclusion Improvement Package, the Social Inclusion through Community Clubs
– Regional Project Manager will also be responsible for coordinating a pilot
family inclusive sports programme across Lancashire (initially in the
Garstang and West End Wards), working in partnership with the Lancaster Multi-
Agency Problem Solving Team (MAPS Team), Lancashire Sport and Local
Authority Sports Development. This project will target „vulnerable families‟ and
their children who have been issued warnings, acceptable behaviour contracts,
parenting orders and ASBO‟s (Anti-Social Behaviour Orders) and as part of their
orders, they will be referred onto the programme and linked into a local sports
club as a diversionary tactic to rein in and reduce their anti-social behaviour.

The project will support family members (parents and children) to interact
positively together through the club and build relationships as a family. We plan
to make opportunities available through the club geared around participation
and volunteering for the family to work together as a unit. Through participation
and volunteering they will learn how to develop transferable interpersonal skills
designed to improve their confidence and self esteem, empowering them in the
future to become active citizens in their local community, fostering a sense of
ownership and belonging.

We plan to offer family members training and education opportunities and work
towards national recognised qualifications, providing a sense of purpose and
achievement and in doing so, will improve their capacity to make realistic plans
for the future,

Referral criteria and targeting




                                                                                   9
The Social Inclusion through Community Clubs – Regional Project Manager will
work in direct partnership with the MAPS Team whose role is to reduce anti-
social behaviour, criminal damage and alcohol related crime across Lancashire.

Working within this team will provide a framework for a wide range of agencies,
organisations and community interests to come together to support and develop
the project and in doing so, ensures the project will:

   1. Develop tactical joint tasking and co-ordination to deliver targets and
      objectives identified in the Community Safety Strategy,
   2. Develop a clear understanding of each partners‟ role and responsibilities
      to develop long term solutions to local crime and disorder issues,
   3. Share data, analysis and accountability; and
   4. Share resources, improve referral services and provide a coordinated and
      rapid response to community projects.

MAPS Team members include:
ASB Co-ordinator, Police (Diversity and Equality Officer, Crime Prevention
Officer, Neighbourhood Watch Co-ordinator, Youth Involvement Officer,
Community Support Officer), County Council (Education, Social Services, Youth
& Community, Youth Offending Team), Primary Care Trust (Community Drugs
Team, Alcohol Team, Shared Care Worker) and Probation Service.


The MAPS Team will meet on a weekly basis to discuss suitable referrals from
partner agencies. The intention being to address the 3 P‟s (People, Places and
Problems). This method should identify where there is an issue with individuals,
families and locations and agencies will then be allocated actions to address
each issue. This will include the offer to refer families and individuals onto the
project and for individuals and families to „self refer‟ themselves if deemed at risk
of offending but not currently within the system.


A formal referral process in currently in place within the MAPS team, this will be
further enhanced to include referring families onto the project along with the
consideration for ASBO conditions to include participating in sporting and
volunteering activity through the project. (See Appendix 2 The MAPS Flow
Chart).
Once referred onto the project, the Social Inclusion through Community Clubs –
Regional Project Manager will work with Lancashire Sport and Local Authority
Sports Development to link individuals and families to a local sports club.
A Mentor (as previously discussed within the Social Inclusion Improvement
Package) or designated member of staff from the Sports Development Unit, will
then be assigned to each individual club to help support and ease the referrals
transition into the club and attend the first few sessions to support the
family/individuals build relationships with club members.
Once linked to a club family members and individuals will be able to access the
„training and education programme‟ previously mentioned.


Pilot Programme Delivery


                                                                                   10
This pilot programme will initially be developed and ran in the ward areas of
Garstang and West End (Harbour and Heysham).

Identified Need
The project will sit within the Lancaster Community Safety Partnership Multi
Agency Problem Solving Team (MAPST) and offer a new approach to the most
challenging families.
The MAPS team offers an operational framework for different organisations and
processes for a wide range of agencies, organisations and community interests
to work together to reduce crime and anti-social behaviour and deliver targets
and objectives identified in the Community Safety Strategy 2005-2008, namely
to:
To reduce all crime within a target range of 16-19% by end March 2008,
To reassure the public and reduce the fear of crime and antisocial behaviour, To
reduce antisocial behaviour across the district in line with the district Antisocial
Behaviour Strategy and concentrating on the following key areas which the
public have raised as being of most concern: Litter, nuisance behaviour, rowdy
behaviour, criminal damage (windows being smashed) and vandalism, and
To reduce community safety issues relating to young people, both as victims
and offenders.
We know that having a job and basic skills is an important part of belonging to
and contributing to the life of a community. People without the right skills to find
or hold down a job are far more likely to get involved in crime than those who
attend school or have a regular job.
Statistics tell us that vulnerable families often find themselves lacking basic
skills, which means they cannot support their children‟s educational
development and families become withdrawn from mainstream society.
Vulnerable family members often have low self esteem and confidence and little
aspirations for the future.
There is a need to maximise the use of resources and join up work to tackle
both crime and its motivators.
The project offers a practical solution to vulnerable families to allow them to
work on improving their self esteem, confidence and basic skills – the lack of
which contributes to the main motivators of crime.
There are no referral opportunities or services such as this currently available to
the MAPS team – the project offers an intervention method designed to directly
address the complex issues the families face on an individual basis.


6. Developing and sharing good practice and strengthening local networks to
allow for better communication, information sharing and collaboration of external
agencies to maximise use of resources, increase sports activity and reduce
overlap across the region

   -   Develop effective and appropriate partnerships between County Sport
       Partnerships, Local Community Sports Networks, Crime and Disorder
       Reduction Partnerships, Police, Youth Offending Team and other relevant
       organisations e.g. voluntary and community organisations.


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   -   Organise quarterly meetings for staff and volunteers to share good
       practice and to work on themes or joint initiatives or to arrange joint
       training.


7. Bringing together participating sports clubs annually to share good practice
and create specific learning forums to discuss issues (volunteering, youth
inclusion, working with external agencies etc).
     Creation of the online resource / tool kit designed for projects to pose
       questions – seek responses and highlight good practice;
     Creation of regular forums to enable staff to meet regularly to discuss
       issues

8. The project will externally evaluated by a sport and crime specialist
researcher to provide further evidence to support Stronger and Safer
Community objectives. A design brief will be created and individuals /
companies will be sought to carry out this independent Evaluation.



Appendix 3
Example of external project evaluation brief

Appendix 4
Regional Sports Development Officer (North West) Job Description

“Added value” that this post would bring:

Appendix 5
Nacro - who we are

Appendix 6
Nacro‟s expertise and experience




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Section Three – Market/Needs Assessment

How this project fits in to/contributes to National/Regional Policy:

North West On The Move: The North West Plan for Sport & Physical
Activity 2004-2008

North West on the move is a plan for sport and physical activity. Its formulation
has involved national, regional and local consultations with key stakeholders,
agencies and organisations across the private, public and voluntary sectors who
fully understand the strategic issues and local needs of the region. The plan
has two main aims:

      To increase participation in sport and physical activity
      To widen access and reduce inequality in participation amongst priority
       groups.

The plan delivers across five themes:
    Enhancing the sporting infrastructure
    Improving health and well being
    Developing education and skills
    Benefiting the economy
    Creating stronger and safer communities.

We believe that this project/post supports the priorities as detailed in the
Regional Plan for Sport as follows:

Regional Plan for Sport                       How the Social Inclusion through
Priority                                      Community Clubs Regional Project
                                              Manager post supports the Plan

Objective:
To use community led and community            Nacro consults the local community before
created approaches when using sport and       establishing a project to ensure that the work
physical activity to create stronger, safer   will meet the needs of marginalised people in
communities.                                  the area.     Services are thenbased in the
                                              heart of the communities we are working with
                                              and involve partner organisations and local
                                              volunteers to ensure the project is relevant
                                              for, and accessed by, the community.

Objective:
To challenge the sports sector to find new    We are challenging the sector to open up
solutions for delivery which increase         their activities and make them as accessible
participation and widen access to sport       as possible to all sections of the community.
and physical activity.                        We want them to be affordable and set up to
                                              involve people at all levels of ability, from
                                              people simply wanting to have a little bit of
                                              fun and learn the basics through to those
                                              wishing to become „professionals‟. We want
                                              clubs to be receptive to those who may not
                                              easily conform with the right footwear or
                                              uniform and to work alongside those people
                                              in encouraging them into the sports arena
                                              and helping them to be able to participate
                                              rather than by turning them away. We realise
                                              alot of people may also not eat healthily or
                                              have taken any exercise but we want to
                                              challenge people to overcome any real or
                                                                                               13
                                               perceived barriers and to give people a
                                               chance.
Objective:
To foster a culture of trust and risk taking   We want clubs and individuals to open up
in order to find solutions that work.          their clubs and give young people the chance
                                               to participate and show their potential. We
                                               want clubs to look at what has worked
                                               elsewhere and look to find ways to learn from
                                               each other and to involve the community.
Objective:                                     For Nacro, sport has already proved a great
Create an environment where capacity,          way of getting people together and
skills and leadership are central to the       overcoming barriers and we would expect the
growth of communities at all levels.           post holder to continue this success with the
                                               proposed programme. The post holder will
                                               encourage people to get involved and help
                                               participants to achieve the following:
                                                     Completion of Junior and Community
                                                        Sports Leaders Award
                                                     Gain a National Level 1 or 2
                                                        qualification in Literacy, Numeracy
                                                        and IT
                                                     Gain a First Aid and Health and
                                                        safety and       Risk     Management
                                                        certificate
                                                     Develop          basic      skills,   ie
                                                        communication and negotiating skills
                                                        to access further education, training
                                                        or employment
                                                     Increase confidence and motivation
                                                     Create happier and healthier people
                                                        with a greater awareness of their
                                                        personal health and well being
                                                     Improve employability skills
                                                     Encourage access to voluntary work
                                                        to improve their skills and futures

Objective:
To build a culture of partnership working      Through “bringing together” sport and crime
at all levels between sport and physical       reduction agencies to stimulate discussion
activity and thematic partners                 and demand for involvement in planning for
                                               target groups i.e. young offenders or those
                                               at risk of offending
Objective:
To ensure the education sector is fully        To engage with local schools, colleges and
engaged in the use of sport and physical       education support staff, to look at ways to link
activity in tackling issues of community       sports clubs and educational establishments
safety and cohesion.                           together, to share facilities / resources and to
                                               offer specific sports programmes.

Objective:                                     The post holder will work closely with LA‟s to
To use sport and physical activity to          evaluate „Quality of Life Indictors‟ which
reduce crime, anti-social behaviour and        closely monitor people‟s fear of crime and
the fear of crime and therefore improve        perception of crime.
community well being.




Home Office RESPECT AGENDA

The Respect Action Plan, published in January 2006, sets out an ambitious
programme of work to build a modern culture of respect.

                                                                                                  14
It explains why we need to deepen our approach by tackling the underlying
causes of anti-social behaviour, intervening early where problems occur and
broadening our efforts to address other areas of poor behaviour.

We believe that this project/post supports the priorities as detailed in the
Regional Plan for Sport as follows:

Respect Action Plan                        How the Regional Sports Development
                                           Officer post supports the Plan
Objective:                                 We believe parents have a critical role in
Supporting families                        helping their children develop good values
                                           and behaviour. We will provide a progressive
                                           family learning experience through sport for
                                           vulnerable families to interact positively and
                                           build relationships as a family. Through
                                           participating in sport and volunteering at a
                                           local sports club they will learn how to
                                           develop transferable interpersonal skills
                                           designed to improve their confidence and self
                                           esteem, empowering them to become active
                                           citizens in their local community.
Objective:                                 We will create in partnership with other
A new approach to the most challenging     agencies (MAPS team) a family intervention
families                                   referral system to support families and young
                                           people who have offended or are at risk of
                                           offending.

                                           Vulnerable families and young people at risk
                                           of offending will be referred into the project as
                                           part of their „contract‟.

                                           We shall deliver tailored action, with
                                           supervision and support to improve behaviour
                                           and skills of those who need it most.

                                           The project will facilitate further learning for
                                           those families and individuals who wish to
                                           progress other training or education
                                           opportunities, including working towards
                                           recognised qualifications (CSLA, NGB, First
                                           Aid, Child Protection etc), providing a sense
                                           of achievement and in doing so, improving
                                           their capacity to make realistic plans for the
                                           future.
Objective:                                 By encouraging respect and improving
Improving behaviour and attendance in      confidence and self-esteem amongst young
schools                                    people, we shall encourage children and
                                           parents to take more responsibility for their
                                           education and encourage attendance in
                                           school.
Objective:                                 We shall expand the role of sport and provide
Activities for children and young people   constructive     sporting      activities   and
                                           volunteering opportunities for all young
                                           people and their families, including those who
                                           are disadvantaged and at risk of offending.
Objective:                                 We shall work across agencies and
Strengthening Communities                  encourage a joined up approach to make
                                           local services accountable to local people.
                                           We shall work with members of the public to
                                           ensure that local communities can see that
                                           action is being taken where necessary to
                                           improve people‟s lives.


                                                                                               15
                                         We shall created community clubs that are
                                         fully representative of local communities and
                                         embrace inclusion.
Objective:                               We will work directly with front line services
Effective enforcement   and community    and record our achievement in tackling anti-
justice                                  social behaviour.




Sport Playing Its Part

Building on the „Value of Sport‟ monitoring service, in 2006 Sport England
released a series of ground breaking publications entitled ‘Sport playing its
Part’. The series is aimed at guiding and supporting policy makers and
practitioners through the contribution and role sport can play in the local
community and in the delivery of priorities from central and local government.
The guides provide significant research evidence, practical examples of sports
initiatives, case study information and signposting to other information sources
on the impact of sport. These guides were put together in partnership with the
statutory and voluntary sectors and cover the following themes:

      Contribution of Sport to healthier communities

Research confirms that regular participation in sport can:

Reduce the likelihood of ill health, illnesses and reduce mortality
Help to tackle obesity
Encourage healthy lifestyles and healthy growth amongst young people
Contribute towards people living healthier lives
Reduce health care costs and reduce workplace absence.


      Contribution of Sport to safe, strong and sustainable communities

Strengthening community involvement, engagement, identity and pride
Improving community cohesion
Reducing crime and nuisance behaviour
Improving the environment
Encouraging sustainable travel.

One of the examples used under this theme is Nacro‟s project in Epping
Forest. (See Appendix Page 16 of Sport Playing its Part – Building Safe, Strong
and Sustainable Communities). Here Nacro has worked in partnership to
develop sports activity linked to the Community Plan and local Crime and
Disorder Reduction strategy. The project has been using sport to help reduce
vandalism, petty theft and anti-social behaviour as well as fear of crime in the
community. It has backed this up with a healthy living type programme, working
with people aged from 8-25 years, including people living in supported
accommodation in the area. Nacro has encouraged people to become
volunteers and several have obtained sports qualifications and gone onto paid
employment. At the same time, the Crime Reduction coordinator reports
significant reductions in youth nuisance and criminal damage.

      Contribution of Sport to economic vitality and workforce development

                                                                                          16
Providing direct employment
Acting as a catalyst for Regeneration and Investment
Helping to develop positive images and attract investment and encourage
people to live in the area and not move away
Improving the skills and qualifications of the workforce
Help to reduce the cost to the economy of workforce absence due to ill health.


      Contribution of Sport to meeting the needs of children and young people.


This links to the Governments Every Child Matters national framework for
supporting children and young people. Sport links to the five key outcomes:

Being Healthy
Staying safe
Enjoying and Achieving
Making a Positive contribution
Achieving economic well being.

Sport England has launched a new policy document laying out how the Delivery
System for Sport works in England. 49 County Sport Partnerships and a series
of Community Sports Networks will work alongside regional partners to deliver
opportunities for sport and active recreation. The publication clarifies the two
aims of the system;

• To increase the number of people taking part in Sport;

• And to build clear pathways for people already taking part.

The document sets out the outcomes of the system and how it will be measured
and funded.

Nacro works in partnership with Sport England and will work within the above
frameworks to help ensure that the resources made available are able to reach
those most at risk and in need. Nacro‟s expertise lies in identifying and engaging
with these groups and sees this programme as steering this area of work and
help make resource holders more aware of those people who are marginalised
and disaffected and need the support and incentive to get involved.

Local Area Agreement (LAA):

The MAPs Delivery is aligned to the following LAA targets and PSA1
    Analytical Reports (including i-nsi)
    Op Cleansweep
    PCSO tasking
    Alleygating
    PPO – All 3 strands
    Vulnerable families/Households
    Planned Operation Co-ordination
    Youth Intervention
    Respect Agenda
    Diversionary Tactics
                                                                                 17
       Restorative Justice
       Community Regeneration
       Offender Management
       Domestic Fires – 6 Risk Factor Areas
       CSP Specific Action Plans
       ASBO‟s/ABC‟s
       Links to schools
       Crime Prevention Liaison
       Domestic Abuse Links
       Volunteer Cadets Scheme




Prolific and Priority Offender Strategy:

„Prevent and Deter‟ is the first strand of the Prolific and Priority Offender (POPO)
Strategy (Home Office 2004). The purpose of Prevent and Deter is to:

   ‘Prevent the most at risk young offenders from becoming the POPOs of the
    future through appropriately targeted youth justice interventions, supported
    by community based interventions to tackle the risk factors that may drive
    their offending behaviour.’

The secondary aim of Prevent and Deter is to:

„Prevent children and young people on the cusp of offending from becoming
involved in criminality, by identifying and targeting those most at risk of offending
with appropriate intervention programmes.’




                                                                                  18
Evidence of research and consultation

INCLUDE BEYOND SPORT EVIDENCE


The Research

In 2005, funded by Sport England, Liverpool John Moores University were
commissioned to undertake a case study and produce a practical action plan
showing how sports clubs can address the inclusion of disadvantaged/
disaffected/ at-risk young people from their local community.

The aim of the research was to identify clubs in the NW region who have a
record of socially including young people and to highlight this best practice.

Based on the expertise and experiences of the Club Development Officers
employed by the five County Sports Partnerships, a number of clubs were
recommended for interview. These being:

Cheshire:                   Nantwich Town Football Club*
                            Phoenix Amateur Boxing Club

Cumbria:                    Whitehaven Rugby League Football Club*

Greater Manchester:         Hyde Town Football Club**
                            Manchester Basketball Club*
                            Moston and District Athletics Club**
                            Northside Amateur Boxing Club

Lancashire:                 Hyndburn Athletics Club
                            West View Community Sports Club

Merseyside:                 City Hoops Basketball Club*
                            Golden Gloves Amateur Boxing Club
                            Kingsley United Football Club**
                            Sutton Cricket Club*
                            Toxteth Tigers Basketball Club**
                            Wavertree Cricket Club**

*      Accredited Club mark or FA Charter Standard Community Club status
**     Working toward Club mark or FA Charter Standard Community Club
       status

The interview process was initiated by an introductory telephone call to the „key
contact‟ in each club (identified by the relevant County Sports Partnership Club
Development Officer as having the lead responsibility for „social inclusion‟). This
was followed by a letter to the „key contact‟ outlining the project brief and
research methodology.

The Outcomes

The research highlighted a number of „key„recommendations in relation to the
social inclusion theme. These included:
                                                                                 19
Young people development:
   Assign each young person with a „buddy‟, mentor or personal adviser
   Support every young person to produce a personal development plan and
    achieve their short, medium and long term goals
   Provide access to relevant training and education opportunities e.g.
    lifestyle management, health, inter-personal communication, building self
    confidence, social skills etc
   Draw on the services of external specialists and role models to facilitate
    young peoples development
   Encourage and facilitate involvement in volunteering positions
   Provide vocational opportunities by developing links with potential local
    employers

Sports Equity and Ethics:
   To appoint a „Key Contact‟ for social inclusion who has empathy with and
    experience/ expertise of working with disaffected/ disadvantaged and at-
    risk young people
   Design and adopt a young people‟s recruitment strategy in partnership with
    selected intervention or „umbrella‟ agencies
   Provide training on the use and misuse of drugs

Training:
    Provide awareness skills training (e.g. health, social exclusion, child
     development, nutrition, lifestyle management, time management, positive
     thinking etc) to coaches, officials, volunteers, parents/ carers and
     supporters
    Lobby CSPs to work with intervention agencies to design and deliver
     counselling skills training for sports clubs

Duty of care and child protection:
    Train and appoint a Child Protection/Welfare Officer
    Ensure a qualified/ equipped first aider is present at all training and
     competition venues and that all accidents, injuries and incidents are
     formally recorded

Coach development:
   Formalise coach recruitment and selection by introducing person
    specifications (in addition to job descriptions), interview protocols and
    effective screening (e.g. personal declaration, CRB checks, references,
    experience, qualifications, insurance)
   Assign less experienced coaches with a trained „social inclusion‟ mentor
   Introduce formal performance measurement i.e. all coaches to have
    personal development plans, logs and appraisal systems

Volunteers:
   Provide appropriate resources to support the volunteer coordinator e.g. VIP
    membership, training, members database, links to volunteer agencies/
    initiatives inside and outside sport
   Produce and implement a volunteer recruitment, management and
    development strategy for volunteers of all ages e.g. gap and SWOT
    analysis, application/ appointment protocols (including job and person
    specifications, screening) volunteer agreements, induction, mentoring,
                                                                                20
     training/education and personal development opportunities,
     recognition/reward

Management:
   The philosophy/ mission of the club should highlight the importance of
    social inclusion through sport
   The club has a management or coordinating group/ committee
    representing all functional areas, with one or more of its members having
    vocational experience/ expertise in social inclusion issues
   At least one place on the management committee to be allocated to a
    young person
   Draw-up and implement a formalised L/T development strategy, together
    with year-on-year action plans and individual work programmes
   Formalise relationships with relevant intervention or brokering agencies to
    establish an effective referral process i.e. interview, induction, activities,
    support and monitoring
   Implement an all encompassing code of conduct, agreed and signed by the
    membership on a role by role basis i.e. players, coaches, officials,
    volunteers, parents/ carers and supporters
   Maximise use of the club‟s facilities by encouraging local schools,
    community groups and other clubs to deliver activities/ programmes
   Negotiate appropriate access to relevant school, community, LA and other
    sports club facilities as appropriate
   Provide appropriate training for members/staff with a facility management
    remit
   Lobby for an equipment loan scheme to be set up in conjunction with the
    LA, facility managers and local clubs

M&E:
  Management committee to establish on-going and systematic reporting
   procedures highlighting good practice
  Utilise both quantitative and qualitative methods
  Evidence gathering to involve the membership and partner agencies


The Research Report concluded that social inclusion was valued by the clubs,
but it was evident that aside from the minimum criteria/standards set out in Club
mark, there was little else being undertaken or promoted by the NGBs. It was
very much up to the clubs to generate for themselves examples of good
practice. Also, the need for specialised social inclusion training by clubs was
clear, as the only relevant training on offer appeared to be geographic in nature
provided by the LA, CSP or SAZ and benefiting only a handful of the clubs
interviewed.

The effectiveness of a club in terms of social inclusion is determined by how well
it can support the individual to identify and satisfy his/her needs and aspirations.
To achieve this, the club must demonstrate the following:

    The relevant expertise, experience and drive of the „key contact‟
    The authority and influence exerted by the „key contact‟
    General awareness and understanding by members and staff of the factors
     that determine social exclusion


                                                                                  21
   The quality of input provided by trained/professional sport, community or
    intervention development officers
   Knowledge of and inclination to formally link with and access the resources
    of partner agencies
   The freedom of the membership to influence and choose
   Formalised planning, policies, programmes and procedures
   Specialised social inclusion training




                                                                             22
Section four – Organisational Management
Management of Project:

The project will be managed by Sarah Kaler, National Sports Partnership
Manager who is based in Manchester. Sarah is part of a National Programme
Development Team of specialise staff who are involved in developing and
promoting Nacro‟s work (see appendix for Biography details).

At regional level, Nacro has a Regional Manager for its operations who is based
in Liverpool. She manages and oversees all of Nacro‟s ervice delivery in the
region. The new post holder will work with the regional manager in involving
and engaging Nacro Sports projects within this programme although the main
focus of the work will be with the many other sports projects in the region
operated through a variety of other partners.

With this proposal we plan to attend regular quarterly meetings with sports
project staff to bring them together to share knowledge and experience and for
joint training. We will establish with County Sports Partnerships and SPAA‟s
and other partners to establish how best to split the region into manageable
groups either on a geographical basis or role basis.

The project will be supported and monitored by the S&S TIG and a TIG project
management group will be established who will be responsible for:

   ensuring that the project work plan is developed, with appropriate agreed
    targets
   agree the location and roll out of the pilot referral project, to ensure that the
    project impacts effectively on those who are most at risk
   monitoring the performance of the Regional Sports Development Officer
    against the targets in the plan
   ensuring that the project is fully written up, the findings disseminated and
    appropriate learning events delivered to an agreed timescale
   monitoring of budget allocation and expenditure.

The project management group will be lead by Sarah Kaler and will be seen as
a sub group of the wider TIG. Update progress reports will be fed back to the
TIG as and when they meet.

Project Management Group (To be confirmed).

Sarah Kaler (Nacro)
Adrian Leather (Lancashire Sport)
MAPS representatives
LA Sports Development representative
NGB representative
SE Representative
TIG groups member representative

                                                                                   23
Section five – Project Plan and Key Performance Indicators
Targets and Key Performance Indicators:

The development of the Action Plan over the first three months of the project will
use current research and other data sources to identify existing provision and
participation and set agreed targets for improvement. For example:

   % increase in participation in deprived areas
   % increase in participation in under 16‟s
   % increase of coaches in deprived area
   % increase of sports qualifications in deprived area
   % increase in numbers of volunteers supporting or leading activities

and for activities undertaken, for example:

   partnerships developed (what and where)
   communities targeted (which, how many)
   pilot projects established (what and where)
   training and awareness raising activities with providers delivered (what,
    where, to whom)
   methods for monitoring and evaluation agreed and conducted
   dissemination materials and events developed and presented

The pilot projects will be designed and agreed with local partners and be
relevant to the target population.

Appendix
DRAFT Project Work Plan

Monitoring & Evaluation Plan

Key Performance Indicators




                                                                                24
Section six – Financial Information
Project Costs

Funding Costs Summary


Nacro                                   5000                      5000
Other                                   5000    5000    5000     15000
In Kind                                10000   10000   10000     30000
Sub Total                              20000   15000   15000     50000

Expenditure

Salary                                 26640   27705   28814     83159
On costs                                3410    3546    3688     10644
Other staff costs                        901     937     975      2813
Total Staff                            30951   32188   33477     96616
Evaluation                                              5000      5000
Recruitment                             2000                      2000
Staff Training                          1500    1500    1500      4500
Travel & Subsistence                    4000    4120    4244     12364
Office Accomm/ Admin Support            4000    4120    4244     12364
Office costs                            2000    2060    2122      6182
Information/ Publications / Handbook    4000    4000    6000     14000
Mentors                                 2800    2800    3000      8600

Laptop/ Phone                           2000                       2000

Management 12.5%                       7281    6348    7448      21077


Grand total                            60532   57136   67035     189703




Required from Sport England            40532   42136   52035     139703




INSERT APPENDIX evidence audited accounts for last three years




                                                                          25
Section Seven – Exit Strategy/Sustainability Considerations

Exit Strategy

To roll out the family inclusive sports programme across each of the 6 counties
across the North West implementing a tried and tested delivery model that will
have been worked up through the „pilot referral project‟.

Our aim is to develop and embed the project within the Local Authority,
Community Safety Partnerships and local MAPS Teams to offer sustainability
over the long term.

The project is cross cutting across a number of LAA Targets and following an
evaluation of the scheme, we are confident that there would be the potential to
align future local mainstream funding streams to continue the programme way
beyond the initial 3 year funding period.

*Club development – Charter Standard/Club Mark?
*Workforce development

Furthermore the project fits in with Nacro's broader 2004-2007 Corporate Plan,
a document that is a clear, up-to-date statement about our aims and objectives.
The Corporate Plan shows that we are a business like organisation, albeit
businesslike about social concerns relating to crime reduction. Indeed, it is the
fine balance, which we aim to strike between concerns for efficiency and a
sensitive handling of real human issues that informs Nacro's commitment to
achieving best practice in all that it does. Accordingly, with this project, as with
all pieces of Nacro work, we will collate and analyse the findings. This will be
done as part of the organisation's ongoing learning process about the way in
which we operate and how best we might continue to develop. Should we
receive a Sport England Community Investment Fund grant to develop this
project, a key element will be to embed it within our Youth projects and their
programme of work to ensure that future funders of our youth activities
recognise this element as fundamental to the overall success of the work they
are investing in and will therefore be prepared to contribute towards its long term
progress.




                                                                                  26
Section Eight – Evidence and Supplementary Information




                                                         27
                                                                         Appendix




                             JOB DESCRIPTION


JOB TITLE:            Social Inclusion through Community Clubs – Regional
                      Project Manager

RESPONSIBLE TO:          National Sports Development Officer

PURPOSE OF JOB:

   To act as a conduit between sport and crime reduction development agencies at
    regional and sub regional levels across the North West Region;

   To develop the capacity of community sports clubs and club members to be
    receptive to engaging with socially excluded young people and vulnerable families
    in their local community.

   To co-ordinate the development of, and put into practice a „Social Inclusion
    Improvement Package‟ to identified sports clubs across the region.

    To work in partnership with the MAPS Team and to co-ordinate, develop and
    implement a family inclusive sports programme across the region, initially piloting
    the project in Lancashire.

 To recruit programme mentors to support clubs and service users and to work with
  them to identify the training and development needs of key staff, individual club
  members and volunteers and to work with partner agencies to deliver training
  needs.

 To share good practice amongst County Sports Partnerships, Community Sports
  Networks, NGB‟s, Local Authorities and other partners agencies and to publicise the
  learning of how to achieve socially inclusive community clubs.

 To ensure consistent standards for working with volunteers and ensure that policies
  and procedures are developed and implemented throughout the region.

 To ensure good practice in Child Protection practices amongst staff and volunteers
  in accordance with Best Practice Child Protection Policies and Procedures.

 To promote and publicise the work, and on occasions, give formal presentations.

 To provide written reports and work to deadlines as and when required.


                                                                                    28
 To ensure that all of Nacro‟s policies and procedures are adhered to, including
  Health and Safety, Child Protection and Risk Management

 To carry out any other reasonable duties as required.

About Nacro

Nacro is the UK‟s leading crime reduction charity – dedicated to making society
safer.

Nacro’s mission is to reduce crime by giving disadvantaged people – both
offenders and those at risk of offending – a positive stake in our society.

Since our foundation in 1966, we have grown into one of the largest charities in
the UK with over 200 projects across England and Wales and 60,000 people
benefit directly from Nacro‟s work each year.

Nacro‟s Core Values

The following are the core values that underpin our ethos and how we operate:

Value 1: Expertise and Excellence
Nacro is committed to providing expertise and excellence in the delivery of our
services.

Value 2: Building Social Inclusion
Nacro believes in building social             inclusion    for   all   marginalized     and
disadvantaged people.

Value 3: Equality and Diversity
Nacro promotes equality and diversity principles for all of our staff and service
users.

Value 4: Continuous Learning
Nacro is committed to the process of continuous learning and development of
staff skills

Equality and Diversity

Nacro values the diverse nature of its staff and of those using our
services. We will ensure that this is reflected in all our practices, policies
and services.

Nacro‟s commitment to equality involves much more than positive action to
promote equality of opportunity and the eradication of discrimination. It means
that we are actively committed to encouraging and promoting the richness
brought to the organisation by the diverse nature of our staff and service users. A
commitment to this policy is required of all Nacro staff, trustees and service users.




General Duties and Responsibilities

Health and Safety at Work
                                                                                         29
Under the Health and Safety at Work Act, all employees are required both to take
Care of their own health and safety, and that of other employees, and to co-
operate with their employers in complying with statutory duties.

Child Protection:

Nacro is fully committed to the protection from abuse of children, young people
and vulnerable adults who use our services and to preventing such abuse
occurring or continuing. Nacro will ensure that all children, young people and
vulnerable adults who use its services will be protected, supported and made
aware of their rights in this area. It is the individual responsibility of every
member of staff to seek to ensure the practical application of this policy.




                                                                              30
TERMS AND CONDITIONS OF EMPLOYMENT

Title of post:            Social Inclusion through Community Clubs –
                          Regional Project Manager

Starting date:            As soon as possible.

Place of work:            Office facilities will be provided within the MAPS
                          Team (Lancaster) and one of Nacro‟s main offices
                          in Liverpool, St Helens, Manchester, Burnley,
                          Blackburn, and Workington. Other locations by
                          negotiation.

                          Substantial travel will be required across the
                          Region as part of this Post.

Salary:                   £Points Nacro Scale.
                          Pay Award Pending (April 07 onwards)

Leave entitlement:        22 days plus one additional day for each complete
                          year of service up to a maximum of 5. Plus 10.5
                          public and privilege days.

Hours of work:            9.00am to 5.00pm Monday to Friday (subject to
                          the requirements of the post). Some evening and
                          weekend work may be required on occasions.

Probationary period:      6 months.

Notice period:            One month on either side.

Pension scheme:           Nacro operates a group personal pension plan,
                          entry to this is voluntary. The minimum employee
                          contribution is 3% of gross salary. The employer
                          contribution level is 3% of gross    salary
                          providing the employee joins the scheme.

Recognised trade union:   A.C.T.S.

Smoking:                  Each office has a No Smoking Policy, but has
                          designated smoking areas.

Disclosure:               The successful applicant will not be confirmed in
                          post until a Disclosure check has been carried out
                          by the Criminal Records Bureau (CRB), the result
                          of this check being satisfactory for the purposes
                          required by Nacro and the CRB.

Other:                    This post is funded initially for a three year period.




                                                                              31
                                                                               Appendix


Who we are: Nacro: the Crime Reduction Charity

Nacro is the leading independent national crime reduction charity in England
and Wales, working to make society safer by finding practical solutions to
reducing crime. Since 1966, Nacro has developed practical solutions to crime
and fresh thinking about how to reduce it. Nacro aims to reduce crime by giving
offenders and those at risk of offending a positive stake in society.

Nacro has over 200 projects across England and Wales. 60,000 people benefit
directly from Nacro‟s work while others benefit from the work Nacro carries out
with national, regional and local partners.

Nacro provides:

Housing projects providing somewhere to live for more than 4,000 people a year;

Education and employment services for ex-offenders and people at risk helping them
live more settled and productive lives;

Community safety and neighbourhood development projects offering support for
individuals and families and so help reduce crime;

Activities for young people excluded from school or living in disadvantaged areas, to
engage and inspire them so they are less likely to drift into anti-social behaviour and
crime.

Resettlement services for people in prison and on release, which can help them sort out
housing, employment and benefits and so, make a fresh start;

Consultancy, training and research designed to promote and assess effective
approaches to crime reduction.

Nacro provides a prominent and constructive voice in the national and media debate on
crime and disorder.

Nacro – Sports Activity and Crime Reduction

Nacro first began working with young people in the late 1970‟s utilising sports
and arts activities as a way of engaging with young people and in particular,
those at risk either as victims or perpetrators of crime.

Since those early pilots, Nacro has refined its approach and developed a model
of engagement which puts young people to the forefront and is built on
establishing positive relationships with young people, responding to identified
needs and aspirations.

Over the years, Nacro has run over 150 youth activity and inclusion projects
based in many high crime, multi disadvantaged areas across England and
Wales. The work has involved „street based / outreach‟ work with local people
recruited and trained as volunteers to build local links and establish long-term
relationships with young people.



                                                                                          32
CVs for Nacro‟s National Programme Development Team

National Youth Work Co-ordinator
Chris Dare (CQSW & Certificate & Qualification in Community and Youth
Work)

Chris has worked for Nacro for 22 years and is responsible for managing
national contracts with: the Department of Health (OfV programme); the Home
Office Positive Futures Programme; the Football Foundation; and Sport
England.
Chris worked for 15 years delivering services on the ground to children and
young people, working with those most marginalized and excluded. Chris helped
to establish two organisations through his work in Walsall, both of which have
gone on to become independent charities serving the needs of local young
people. One is Walsall Motor Access Project which caters for young people
involved in motor crime, whilst the other is DEAL – a drugs prevention, advice,
information and guidance project for young people needing help and assistance
with drug and health issues.
Chris currently oversees 50-60 Nacro youth projects delivering youth crime and
health programmes in disadvantaged neighbourhoods throughout England and
Wales. He oversees the administrative processes for claiming grants and
providing evidence of activity.

Chris is a member of the National Strategic Partnership in Health and Social
Care Group and Vice Chair of the Department of Health Opportunities for
Volunteering National Agents Forum.

Chris has helped to produce two Good Practice Handbooks in recent years –
Working with Young People; Working with Volunteers; both of which are used by
Nacro staff in the delivery of services. Chris has also delivered many
Presentations to national and international audiences in relation to Nacro‟s work
with young people at risk.

National Programme Development Manager, Community and Criminal
Justice Services, Nacro.
Ann Tighe, (BA Applied Social Studies, CQSW).
Ann, a qualified social worker, has worked for 24 years in local government and
the voluntary sector spending the last 14 years with Nacro. Her local
government work has involved both social services and probation and has
covered child protection, mental health and crime. Specialising in youth crime at
Nacro she is now Programme Development Manager for the Operations
Directorate with responsibility for developing criminal justice, crime reduction
and prevention projects nationally. She has designed many service
specifications for a wide variety of projects run by Nacro and has overseen the
establishment and delivery of many of these services. She was instrumental in
introducing Restorative Justice to the organisation having been part of many
early 'think tanks' at a national level. Other roles within the organisation have
included: the development and management of the Inner London Yot managers
group and associated publications; work for the Association of Directors of
Social Service as key advisor on youth crime and she also has responsibility for
the organisations child protection policy. She has also over the years written a
number of articles and briefing papers on crime.

                                                                               33
National Football Development Officer.
Ian Hands. BA (Hons) Recreation Management

This post was created in 2000, funded by the Football Foundation to develop
and support Nacro „social inclusion‟ football projects.
Ian also adds support to existing Positive Futures projects, and contributes to
the national delivery group.
In addition the role looks to engage „partnership‟ working in areas where football
provision and sports structures for young people are limited and to form
sustainable programmes involving whole communities. Since coming into Post
Ian has helped establish more than 20 projects, working closely with local Nacro
staff and key local partners to establish the need and devise a project that will
have maximum impact and benefit.
Ian has attended many Conferences and provided workshops highlighting
Nacro‟s approach to tackling youth crime through sport and engagement at a
grass roots level.
Ian has also experience of sports facility and project management working in
deprived communities. Ian has previously worked in sports development at a
local level with Nottingham City Council and at a regional level with the English
Squash Association.
National Sports Development Officer. Nacro
Sarah Kaler. BSC (Hons) Sports Studies

This post was set up in 2003 to support existing Nacro „social inclusion‟ projects
and to explore through Sport England effective intervention strategies, which
address disaffection in a constructive way.
Sarah‟s role is to work closely with other agencies and partners to connect the
vast array of expertise across the organizations, to develop models of
partnership working, which offer alternative opportunities for all young people.
Previously Sarah worked as the Community Affairs Manager at Leeds United
Football Club, Managed the PVP Volunteer Programme (Bolton) as part of the
Manchester 2002 Commonwealth Games and has also worked for Sport
England (London)
Sarah has spoken at many Conferences and run a range of workshops showing
how sport can be used as tool in reaching out to young people.

National Volunteer Development Officer.
Rachel Jones. BSc (Hons) Sciences

Rachel joined Nacro in January 2005 with a remit to support and develop
Nacro‟s work with Volunteers. To- date Rachel has already helped to co write
and produce a National Handbook for Staff working with volunteers and a
Volunteering Policy for the organization.
Rachel is currently carrying out a training needs analysis of staff and volunteers
within Nacro and developing a training plan and also provides internal training in
Child Protection.
Rachel has previous experience with Oxfam, Crisis and NACVS, the latter of
which she was engaged in a National Action Learning Programme for Managers
from a variety of sized organization involved in work with volunteers.
                                                                                34
Development Manager and Criminal Justice Specialist.Nacro
Sophie Haines (Msc Criminal Justice Studies)

Sophie is the Criminal Justice Specialist for the Operations Directorate and has
worked for Nacro since the inception of the VOCS project in Wessex as a
Restorative Justice Manager, Consultant and Trainer. Victim Offender Creative
Solutions was a Mediation and Reparation service providing to the Youth
Offending Team. Sophie took a lead role in developing the project from its pilot
stages in 1999 through to its close in 2003. Whilst working as the manager of
this very busy and extremely successful RJ project continued to carry cases and
conduct the functions of an RJ worker and mediator, working in depth with
victims and offenders. As an experienced mediator, she has been part of many
powerful and successful RJ interventions. Sophie has taken a lead role in policy
and practice development and delivered training and presentations in RJ and its
practice to a wide audience across the country including managing a Youth
Justice Board national training contract in Restorative Approaches and
undertaking an evaluation of Devon and Cornwall Constabulary‟s
implementation of Restorative Justice.


In addition Sophie has worked as an external marker for the Institute of Criminal
Justice Studies, Portsmouth University. She has successfully completed
recognised courses in Counselling and Child Protection, and is an Independent
Monitoring Board member for HM Prisons.

Development Manager and Criminal Justice Specialist, North, West and
Wales. Nacro
Ian Sorrell.

Ian is the Criminal Justice Specialist for the North, West and Wales for the
Operations Directorate and has worked for Nacro since 1995. Ian has held a
number of positions from Guidance worker in Cumbria, to Unit manager of the
Carlisle training centre, Area manager for Cumbria, Divisional Manager for the
North West covering Cumbria, Lancs. Greater Manchester and Merseyside.

This meant managing a wide range of delivery programmes including: Life skills;
Entry to Employment. Youth Inclusion Projects; Junior YIP‟s; Basic Skills and
Advice and Guidance projects with Cumbria Probation. Ian also managed a
partnership with Deloittes on the „One Project‟ (the pilot project for Jobcentre
Plus) in Yorkshire and East Anglia.

Ian‟s current role also includes managing Nacro‟s partnership with PLUS and
the Youth Justice Board and
Nacro‟s national “local” resettlement advice project. Both of these projects run in
all 50 of Nacro‟s training centres sites across England and Wales.

Ian is also responsible for managing a partnership between Nacro, the Arts
Council and PLUS delivering Arts based Basic Skills projects in 10 training
centres.




                                                                                 35
                                                                                     Appendix


Application requirements                         Nacro‟s expertise and experience
A high level of understanding   We deliver the following national programmes targeted at „at risk‟ and
of issues concerning young      vulnerable young people:
people, social inclusion and
                                   Opportunities for Volunteering A national contract with the
early intervention
                                    Department of Health (national agent since 1982). To develop
programmes
                                    outreach and diversionary activities with young people in at least
                                    14 areas of the country each year.
                                   Youth Inclusion Programme funded by the Youth Justice Board.
                                    We delivery and support 22 projects across the country targeting
                                    the most at risk young people in local neighbourhoods.
                                   Football Foundation – 24 contracts held with the Foundation
                                    including the funding of a National Football Development Officer.
                                   National training programme for Positive Futures 2004-05. Nacro
                                    delivered the national training in youth work modules for this
                                    programme.
                                We have produced a wide range of national policy and practice
                                briefings for practitioners and policy makers, recent examples of these
                                include:
                                   Summer Learning – monitoring and evaluating youth diversion
                                    schemes
                                   Promising Prevention: A review of promising and effective
                                    approaches to preventing offending by young people
                                   Rethinking prevention – an examination of risk, protective factors
                                    and pathways to prevention;

                                   Missing Out – Key Findings from Nacro Research on Children
                                    Missing School

                                   Drugs and crime: from warfare to welfare

                                   Young People & Community Safety: developing a Strategy

                                   Drink & Disorder – Alcohol Crime and Anti Social Behaviour

                                   Doing Something Positive – Youth Activities with Disengaged
                                    Young People.
A high level of understanding   We have considerable experience of working with Drug Action Teams,
of local regional networks,     Youth Offending Teams and Learning and Skills Councils.
particularly the work of the
                                Examples of our work include:
emerging Children‟s Trusts,
Drug Action Teams, Youth           National Supporters to the Youth Justice Board. We have worked
Offending Teams, Learning           with local youth offending teams to deliver practical support and
and Skills Councils                 monitor the performance of bail supervision and support schemes,
                                    cognitive behaviour projects and alcohol/drug projects for young
                                    offenders across England and Wales.
                                   Restorative justice. We run a range of projects working with young
                                    people, who offer mediation, family group conferences for adults
                                    and children as part of court orders and on a voluntary basis such
                                    as in schools.
                                   Vocational training for young people. Nacro runs the E2E
                                    programme for 1800 young learners and we engage with 14000
                                    young people annually in training and workforce development
                                    programmes across 26 Learning and Skills Council areas.


                                                                                                36
                                   Our local projects in the North West Region are currently
                                    engaging with many local partners and we have programmes
                                    operating in:
                                            o    Merseyside, Cumbria, Lancashire, Greater
                                                 Manchester,and Cheshire. Contracts with LSC‟s;
                                                 Entry 2 Employment; School Excluders / in schools
                                                 work; Youth Court Project;
                                            o    Sports Projects (10);
                                            o    Resettlement Advice
                                            o    Work in 10 prisons

A high level of understanding   Nacro is a voluntary organisation with an annual turnover of over £61m
of funding and wider income     per annum. The income to run our activities is secured through
generation issues for the       generating funds from a wide range of sources including: charitable
voluntary and community         trusts; contracts with Youth Offending Teams, Drugs Action Teams,
sectors                         Primary Care Trusts; Central Government Grants; contracts with
                                Learning and Skills Councils; grants from the Youth Justice Board,
                                grants from the Football Foundation and other sporting bodies.
                                These fund large, medium and small local neighbourhood projects
                                some of which are detailed within other sections of this table.
                                Many of the projects that we run are time limited and we have
                                considerable experience of successfully obtaining succession funding
                                for our schemes.
                                We have also been successful in attracting funding from bodies linked
                                to Commercial organisations such as the Northern Rock Foundation
                                and the Lloyds TSB Foundation.
Wide knowledge of the sport     Nationally, Nacro has coordinated two major national Conferences,
and physical activity sector    held at West Ham Utd FC in 2003 and Chelsea FC in 2005, bringing
in the United Kingdom           together practitioners involved in Positive Futures and other Sports
                                work with young people to explore and address both Policy and
                                Practice issues in relation to the use of Sport in engaging with young
                                people. Over 300 people were involved in both conferences.
                                Nacro employs a National Football Development Officer whose role is
                                to support the development of football projects within the organisation
                                by developing and maintaining regular liaison with organisations such
                                as the Football Foundation, Football Association and County Football
                                Associations and local and regional Sports Development Officers. The
                                Officer‟s role is also to: gather intelligence and disseminate information
                                about funding opportunities; to support Nacro projects secure funds for
                                football based activity; to assist the development of football projects;
                                and to develop, share and embed effective practice.
                                Nacro also employs a National Sports Development Officer whose role
                                complements that of the Football Development Officer. Her remit is to
                                develop links with national and regional sporting bodies and identify
                                funding and support to develop socially inclusive sports based activities
                                and develop the skills and expertise of staff and volunteers
                                Nacro nationally currently manages:
                                   Football Foundation funded grass roots social inclusion / positive
                                    futures programmes aimed at those most at risk. We hold 24
                                    youth activity contracts.
                                   Positive Futures Programme. We deliver and support 6 contracts
                                    in England
                                   Barclays Spaces for Sport. We currently have 12 projects
                                    approved through this programme including ones in Bedford and
                                    Peterborough


                                   Network Rail – No messin! We currently are working to develop 10
                                    programmes of sports activity in hot spots across the UK, aimed at
                                                                                               37
                                   preventing crime on the railways.
                               Nacro has been liaising with the Sports Council Wales over the
                               promotion of the Barclays Spaces for Sports Programme and has
                               developed links with the FAW Trust, local football clubs and sports
                               development officers to establish sports based social inclusion projects
                               in Wales.


Wide knowledge of the          Nacro operates at a national, regional and local level. We have
voluntary and community        established relationships with voluntary and community sector
sector in the United Kingdom   organisations at each of these tiers of operation.
                               Locally we operate across 200 areas of England and Wales often in
                               partnership with other voluntary organisations to deliver services.
                               We have considerable experience and understanding of the needs of
                               voluntary organisations and community groups from large national
                               organisations to small agencies run with only a single paid member of
                               staff supported by volunteer trustees.
                               In Yorkshire Humberside we are delivering a Change Up Programme
                               for the Home Office Voluntary Sector Unit, building up the capacity of
                               smaller voluntary organisations in relation to financial and operational
                               management and we are keen to look to replicate this in other areas.


A willingness to embrace       Nacro has a considerable track record of delivering research and
participative evaluation       evaluation using participative evaluation methodologies. Examples of
methodologies                  this include:
                                  Training and supporting young people as peer researchers for a
                                   study into youth development needs in Southwark.
                                  Using participative appraisal techniques to consult with young drug
                                   users as part of a review of substance misuse services for young
                                   people in Leicestershire, Leicester City and Rutland.
                                  Training and supporting peer researchers to engage with people
                                   from black and minority ethnic communities as part of community
                                   engagement activities delivered on behalf of local criminal justice
                                   boards.
                                  Training and supporting young female offenders to conduct peer
                                   research with female prisoners in London and the South East.
Experience in accounting       Nacro has a turnover of £61m per year.
and financial analysis
                               We have been incorporated since 1966 and have almost 40 years
                               experience of delivering and accounting for government, agency, other
                               public and private sector (grant) funding.
                               The finance department has developed good relationships with funders
                               and staff and can ensure that the financial needs of the programme are
                               met in a timely and efficient manner.


Experience of working with     We have a long experience of working with various Government
Government, and other          Departments in relation to the delivery of national programmes of work
partners                       and through Nacro‟s membership of key Government
                               Advisory/Working Groups.
                               These include:
                                  Home Office Probation Unit – Nacro‟s Central Grant
                                  Home Office Mental Health Team – Nacro‟s Mental Health Unit
                                   policy and practice programme
                                  Home Office Voluntary Sector Directorate – Change Up
                                   Programme

                                                                                                38
                                Home Office National Offender Management
                                Department of Health – Opportunities for Volunteering Programme
                                National Network for Volunteer Involving Agencies
                                Office of the Deputy Prime Minister – Arson Control Forum; Young
                                 People and Fire Safety Research Advisory Group
                                Department for Education and Skills – Youth Crime policy and
                                 practice programme
                                Countryside Commission – National Study into Rural Drugs Misuse
                                 in England
                                Football Foundation – National Grassroots delivery Group
                                2012 – Strategic Groups looking at the involvement of young
                                 people and adults in the Games.




Business Continuity Plan: Risk minimalisation

Nacro will bring together an experienced programme management support team to
maximise the effective management and delivery of this programme and to
minimise the risk of delivery problems. Locally, this will comprise representatives
of a range of regional partners and stakeholders. Within Nacro, there is an
experienced National Youth Team to support the proposed programme (see
appendix for details).

The Business continuity risks and how we will address these are summarised in the
table below.

 Business continuity                      How will this be addressed
          risk
Quality – non                  Project to be reviewed regularly by Steering Group
performance by                  and through Line Management Supervision
Project                         processes- will identify under performance and
                                areas in need of additional support;
                               Use of Work Plan with interim targets;
                               Additional training for staff;
Finance                        Budgets and expenditure will be reviewed regularly
                                to ensure that there is no cost over runs and that
                                any under spend is identified at an early stage.
                               Any under spend monies will be reported upon and
                                reallocated as directed by Sport England and the
                                Steering Group
Staffing                       Project will be expected to comply with employment
                                legislation and Equality and Diversity Policy in
                                relation to recruitment practice.
                               Nacro will work with partners and fund holders to
                                select staff with the relevant qualifications and
                                experience.




                                                                                            39
                                                                                                                                                                 Appendix
Workplan

 Objective 1 To act as a conduit between sport and crime reduction development agencies at regional and sub regional levels across the
 region

                         Task                                    organisation               timescale                                  Target outcome
Meet with CSP’s, CSN’s NGB’s, LA’s, CDRP’s,                Project Manager           Ongoing – priority area   More effective joined up working. Regular progress reports and
YOT’s, Police, community sports clubs and other                                      quarter one and two       updates from Project Manager
relevant organisations and networks to stimulate
discussion for joint working
Share knowledge, good practice and understanding of        Project Manager &         End of quarter two and    A regional and sub regional network comprising key stakeholders
the young people, families and crime reduction             Steering Group            ongoing                   and delivery agents that can consult through regular meetings and
agendas                                                                                                        are committed to developing and implementing joint work in their
                                                                                                               areas
Bringing together sport and crime reduction type           Project Manager &         One event in each (5)     Holding 15 events over three years
agencies at a sub-regional level to stimulate discussion   Steering Group            county per annum
and share good practice

 Objective 2 To develop the capacity of community clubs and club members to engage with socially excluded young people and vulnerable
 families
                          Task                                   organisation               timescale                                   Target outcome
To work with key partners and identify (* 40) clubs to     Project Manager           Quarter one & two         Identified and signed up * 40 clubs
participate in the programme
Co-ordinate the development of, and oversee the            Project Manager           Quarter one & two and     40 clubs to have implemented the social improvement package
implementation of a social inclusion improvement                                     ongoing
package to identified clubs
To identify and recruit project mentors to support clubs   Project Manager           Quarter two and           *10 mentors to be recruited
implement the social inclusion improvement package                                   ongoing
To work with clubs and mentors to identify training        Project Manager, CSP’s,   Quarter two and           Training and development needs to be met for all club members,
needs of club members, volunteers and service users        CSN’s, LA’s, NGB’s        ongoing                   volunteers and service users
and work with partners to deliver training needs




                                                                                                                                                                           40
 Objective 3 To work in partnership with the MAPS Team and to co-ordinate, develop and implement a family inclusive sports programme
 in Lancashire
                          Task                                    organisation              timescale                                   Target outcome
                                                            Project Manager &        Quarter one and         Referral system in place
Setting up the referral system in partnership with the
                                                            MAPS Team                ongoing
MAPS team, accepting referrals and working directly
                                                            representative
with families
                                                            Project Manager &        Quarter one and         Clubs identified and signed up to the programme
Working with CSP’s, CSN’s, LA’s and NGB’s to
                                                            CSP’s, CSN’s, LA’s and   ongoing
identify appropriate community sports/other clubs to
                                                            NGB’s
link families to; Identify key contact/liaison people at
individual clubs; Identify club champions/mentors to
support individual clubs work with vulnerable families
                                                            Project Manager &        Quarter one and         Clubs identified and signed up to the programme
Identify clubs and or other agencies who can provide
                                                            CSP’s, CSN’s, LA’s and   ongoing
training and development to individual families
                                                            NGB’s
(including accredited training/qualifications);

Help individuals create and maintain individual
learning and skills plans;
                                                            Project Manager          End of year x 3 years   3 annual events to have taken place
Organise annual seminars bringing together all
involving clubs and agencies to share good practice
and further develop the project

Objective 4 Develop effective relationships with appropriate media/partners to capture areas of good practice and create positive news stories
                         Task                                     organisation              timescale                               Target outcome
Research appropriate media agencies in project areas        Project Manager          Ongoing – though        Media agencies publishing articles on projects and developments
and develop relationships                                                            evidence should be
                                                                                     quarterly
Receive project updates from and create                     Project Manager          Ongoing – though        Produce at least six articles per annum
articles/publications for inclusion in regional and local                            evidence should be
publications                                                                         provided on quarterly
                                                                                     basis




                                                                                                                                                                        41
Create and maintain regional database of learning and     Project Manager       End of quarter two and      A maintained database
good practice                                                                   ongoing
Objective 5 Ensure the sustainability of the project
                          Task                                  organisation    timescale                                            Target outcome
Provide evidence of monitoring and evaluation of          Project Manager       On a quarterly basis        Quarterly reports
Development Managers work on a regular basis to
funders and steering group
Review project activities constantly to ensure that new   Project Manager       Ongoing                     Maintain satisfaction of local and regional members as indicated
policy informs direction and relevant to changing local                                                     through participation at events, use of databases and evaluation
needs                                                                                                       forms.
Investigate opportunities for development work with       Project Manager       Ongoing but priority
external agencies and stakeholders that may result in                           area in quarters seven to
income generation and progressing the project                                   twelve
Review effectiveness of project and project’s             Project Manager       On an annual basis          Production of an Annual Succession Strategy
objectives as a regional resource
Objective 6 Evaluation of the project
                       Task                                      organisation   timescale                                           Target outcome
To undertake regular monitoring and evaluation of the     Project Manager and   Ongoing                     Quarterly progress reports, annual report and end of project report
project                                                   Steering Grroup
To commission an external evaluator to produce an end     Project manager       Year 3                      End of project report
of project report




                                                                                                                                                                          42
                                                          Appendix

Project Examples:


Nacro Projects in the North West

Sports /Youth Inclusion Projects:

East Manchester Sports Project
The Ridgeway Centre, Beswick.

East Manchester Women’s Sports project
The Ridgeway Centre, Beswick.

East Manchester Youth Inclusion Project
The Ridgeway Centre,Beswick

Salford Community Football Project
Salford

Oldham Community Sports Project
Centre for Professional Development, Oldham MBC

Liverpool Sports Action Zone Community Sports project
Liverpool SAZ, Job Bank.

Liverpool Community Youth Inclusion & Sports Project
Nacro Liverpool, Kensington

West Cumbria ‘On-Side’ Football Project
Nacro Working ton.

St Helen’s Community Youth Inclusion & Football Project
Nacro, St Helens

Burnley Youth Inclusion Project
Nacro Burnley

Preston Youth Inclusion Project
Nacro Preston

Carlisle Community Sports Project
Nacro Carlisle.

Other Nacro Services and Communities:

Nacro Barrow-in-Furness Youth Inclusion Project
(engaging young people project)

Nacro Time Out project, Blackburn
(engaging young people project)

Nacro Housing in Lancashire Project
based in Blackpool (Housing provision)

Nacro Education and Employment Services in Lancashire
based in Bolton (preparing people for work provision)

Nacro Education and Employment Services in Lancashire
based Bury (preparing people for work provision)
                                                                43
Nacro Housing in Merseyside, based Chester (Housing provision)

Nacro Housing in Cheshire, Lancashire and Merseyside, based Liverpool (Housing
provision)

Nacro Education and Employment Services in Merseyside, based Liverpool L1
(preparing people for work and working with young people provision)

Nacro MOVES Project, Bootle (engaging young people)

Nacro Housing in Greater Manchester, based Chorlton
(Housing provision)

Nacro St Helens mentoring, Restorative Justice and Bail Support Projects (engaging
young people and working with young offenders)

Prisons and resettlement:

HMPYOI Hindley

HMP Buckley Hall

HMP Forest Bank

HMP Manchester

HMP Styal

HMP Haverigg

HMP Lancaster Farms

HMP Lancaster Castle

HMP Preston

HMP Kirkham

HMP Garth




                                                                                 44

				
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