Co Financing Plan - South West - Jan 2011 - Dec 2013

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					NOMS 2011-13 CFO Plan South WestSouth West


         EUROPEAN SOCIAL FUND 2007-13

               CO-FINANCING PLAN
         ENGLAND – South West (Priority 1)

                  1st January 2011 – 31st December 2013

NOMS 2011-13 CFO Plan South West                          1
NOMS 2011-13 CFO Plan South WestSouth West

Section 1: How the plan will contribute to the Implementation of the
Operational Programme and the Regional ESF Framework:...........................3
    1.1 Overview and Background.................................................................3
    1.2 Activities to be supported...................................................................5
    1.5 Target Groups..................................................................................10
    1.6 Geographical Targeting ...................................................................10
    1.7 Outputs and Results: ........................................................................11
    1.8 Contribution to other regional targets...............................................11
    1.9 Complementarity with other CFOs....................................................12
Section Two: Funding and Added Value.......................................................13
    2.1 Total ESF funding by Year...............................................................13
    2.3 How ESF and match funded activity will be used to complement each
    other and contribute to Priority activities. ................................................14
    2.4 Management and Administrative Costs ...........................................15
    2.5 Describe the added value of ESF .....................................................16
    Section Three: Project Selection and Tendering Arrangements ...........22
Section Four: Provider Funding and Monitoring............................................24
    4.1 Describe how contract costs will be formulated ................................24
    4.2 Payment arrangements for providers................................................24
    4.3 Any plans to reimburse project providers using actual costs (in
    exceptional circumstances).....................................................................25
    4.4 Arrangements for monitoring ESF providers covering: .....................25
    4.4.2 Quality standards including how Ofsted recommendations will be
    addressed ...............................................................................................27
    4.4.3 Financial Performance ...................................................................29
    4.4.4 Audit...............................................................................................29
    4.5 Provision of Management Information ..............................................30
Section Five: Cross Cutting Themes.............................................................30
    5.1 Equality and Diversity .......................................................................31
    5.2 Sustainable Development ................................................................33
Section Six: Implementation..........................................................................37
    6.1 Implementation Milestones ..............................................................37
    6.2 Participant Starts and Outcomes by Quarter ....................................39
Section Seven: Finance and Targets .............................................................40
    Financial allocation .................................................................................40
    Output and results targets.......................................................................41

NOMS 2011-13 CFO Plan South West                                                                     2
NOMS 2011-13 CFO Plan South WestSouth West

Section 1: How the plan will contribute to the
Implementation of the Operational Programme and the
Regional ESF Framework:

1.1 Overview and Background

1.1.1 NOMS is an Executive Agency of the Ministry of Justice, which brings
together the Probation and Prison Services, to enable more efficient and
effective delivery of services. To support this, the Agency has a number of
strategic objectives that are underpinned by key performance targets and
Public Service Agreements setting out the specific targets that must be met. A
key purpose for NOMS is the reduction of offending. A significant part of
meeting this objective is to help offenders into employment and with the
acquisition of work related skills.

1.1.2 From April 2009 NOMS adopted a new structure led regionally by
Directors of Offender Management who ensure that targets and standards set
for each region for prison and probation services are met. Policy and strategy
for NOMS are set centrally and delivered mainly through Directors of Offender
Management and the services they oversee. This mix of national direction
and regional delivery and monitoring is reflected in the structures of the
NOMS CFO. Directors of Offender Management work with other stakeholders
within the region to ensure a close fit with the NOMS CFO activity and that of
other agencies.

1.1.3 At a national level NOMS has re-structured its offender employment and
skills services to allow closer strategic links, not only between prisons and
probation but also cross government partners including BIS, the LSC/SFA and
DWP. Many of the services and programmes delivered by NOMS have now
been reconfigured to ensure that employability and skills considerations are

1.1.4 Offenders in custody have difficulty accessing mainstream employment
services. This makes preparation for employment far from seamless and
creates a gap in services between custody and the community. The Offender
Learning and Skills Service (OLASS) deliver effective learning and skills
services in prisons. However, this provision is not universally accessed and is
not focused on those offenders who most need it, many of whom are
disengaged from learning.

1.1.5 In the community, access to education and training for offenders is
supported in part by LSC mainstream funding diverted to provide some
targeted education, skills and bridging activities. However, Probation Boards
and Trusts have identified that in many cases offenders are failing to receive
the type of specialist support they need to access mainstream services and

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NOMS 2011-13 CFO Plan South WestSouth West

skills support (e.g. Jobcentre Plus’ employment services). This funding will
also cease in August 2010, although the LSC/SFA are currently looking at
alternative arrangements.
1.1.6 Increasingly NOMS is viewing activities prisoners undertake in prison,
(as in for example working in prison industries, catering, land based activities
and industrial cleaning) as an opportunity to meaningfully employ and skill
prisoners in a real work environment so that they are much better placed to
gain employment on release. Recent developments include increasingly
targeting these services at employment preparation in conjunction with
employers in the community.            Other current NOMS priorities around
employability also include:
• dissemination of information through a national Prison Radio Service to
    provide offenders with opportunities to develop their employability;
• reducing radicalisation through increasing offenders’ motivation and
    engagement and getting people into work;
• a focus on diverting women from custody and supporting them to access
    education, training and jobs;
• reducing dependence on alcohol and drugs and providing routes to social
    re-integration particularly through participation in skills and employment;
• providing mentoring/peer mentoring support to help offenders access
    mainstream services in the community particularly employment services;
• the Virtual Campus model will a) carry job adverts from JCP as well as
    linking to the MIAP arrangements to further learning;
• Heads of Learning and Skills in prisons will play an important part and
    undertake a strategic lead
All of these have wider impact on other Government priorities, and incorporate
a focus on employability.

1.1.7 The economic challenge for supporting disadvantaged groups suffering
worklessness / unemployment and economic exclusion is well documented in
the ESF Operational Programme and Regional ESF Frameworks. Delivery
across a range of funding streams must be joined up locally to ensure a
coherent direction that meets the needs of offenders. It is clear that while
current mainstream services provided by the LSC/SFA and DWP/Job Centre
Plus offer a service to which many offenders can be referred, there are
significant gaps in motivating and supporting offenders into employment and
ongoing learning. This is specifically at the transition points between prisons
and the community as well as in the mapping and tracking of offender focused
programmes in the transition out of prisons and into the community. Many
prisoners are not held in their “home” region and the plan also aims to bridge
regional boundaries to ensure joined up services.

1.1.8 For those on community sentences it is clear that many offenders need
support to access mainstream services. For this reason the NOMS CFO plan
is aimed at complementing existing CFO activity. It aims to bridge the service
gaps experienced by offenders.

1.1.9 In delivering the CFO programme, NOMS will promote a joined up
approach with partners and stakeholders. It will take particular care to link to

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NOMS 2011-13 CFO Plan South WestSouth West

the major DWP/BIS Integrated Employment and Skills programme, and to
ensure data arrangements draw on and link to existing data sets, enabling
data exchange and the availability of a coherent and complete set of skills and
employment data for each client. It will build on the excellent practice and
lessons learned from previous ESF and EQUAL programmes. Delivery will:

    •   Deliver on the principles and support the outcomes of the regional ESF
        Framework and
    •   Demonstrate linkages, progressions and added value to mainstream
        delivery, Job Centre Plus, LSC/SFA and in-house NOMS-led delivery
        for offenders
    •   Build on current resources rather than duplicate or displace
    •   Provide a high degree of collaborative and partnership working for the
        benefit of workless people and the economy within the region

1.1.10 The activities in this Plan will support the Lisbon Strategy with the
focus on jobs and growth. In particular this plan will:
   • increase the number of offenders entering the labour market with the
       key skills and abilities to become productive in the workforce and
       reduce further re-offending
   • remove barriers to entry into the labour market experienced by
       offenders, with particular focus on women offenders, promoting
       economic inclusion and equality of opportunity

1.1.11 The Plan will contribute to Priority 1 of the Operational Programme
and will:
   • Extend employment opportunities for offenders by increasing their
      employability and improving their access to mainstream provision
   • Tackle and prevent worklessness for offenders by removing barriers to
      employment and improving their chances of inclusion within the labour

The Plan will contribute to the Regional ESF Framework (Priority 1) by
providing specific and targeted interventions to support employment and skills
needs of offenders, thereby contributing to the regions’ output and results

1.2 Activities to be supported

1.2.1 The NOMS CFO programme will operate across the region. It will deliver
against ESF priority 1, extending employment opportunities and tackling
barriers to employment. The activities proposed in this plan reflect the key
principles of the regional framework in order to extend employment
opportunities for disadvantaged groups. The underpinning principle is to
provide added value by filling gaps in existing services and by supporting
offenders to access mainstream employment and skills services;

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NOMS 2011-13 CFO Plan South WestSouth West

1.2.2 Case Managers in both prisons and the community will co-ordinate the
various aspects of employment support for offenders ensuring delivery into
the mainstream with particular emphasis on through the gate activity and
bridging the gap between custody and community.

1.2.3 Offenders will have access to greater support to address their barriers
to employment, including help and continuing support for issues such as
substance abuse, debt counselling, and employer facing skills.

1.2.4 In conjunction with DWP, NOMS CFO will contribute to the pending
rollout of recommendations made in the recent joint MoJ/DWP strategic
review of offender employment. The review focuses on what NOMS and
Jobcentre Plus could do to make better use of existing resources and
strengthen partnerships to improve the offender employment journey and
sustainable job outcomes. The recommendations highlight the need to
encourage more communication and joined-up working at a local-level
between prisons, Probation and Jobcentre Plus, to provide clarity around roles
and responsibilities, to make sure the offender receives appropriate targeted
interventions (ensuring the correct sequencing of provision) and to ensure the
offer from both agencies is clear to the offender. A Regional Engagement
focused post funded through a national Technical Assistance bid will support
this process.

1.3 Activity Model:

A range of the following activities will be provided by dedicated Case

1         Comprehensive assessment of barriers to accessing mainstream provision
          - both work related (e.g. lack of skills or recent work experience) and non-
          work related issues (e.g. debt, homelessness, disabilities and health
          concerns including those linked to drug and alcohol misuse, family
          relationships, etc).
2          Linking employment activities undertaken by prisoners in prison, offenders
           serving community sentences and offenders undertaking Community
           Payback to assist people into sustainable employment. Offenders serving
           sentences of less than 12 months will also be assisted post release.
3          Identification of employability needs including access to employment
           considered non-traditional (e.g. women into construction) and monitoring of
           individual progress made (distance travelled).
4          Liaison with Offender Managers and Offender Supervisors to ensure co-
           ordination of interventions planning and links to other services/Providers.
5          Ensure access to interventions specifically aimed at removing the barriers
           to accessing mainstream provision. This will include drug/alcohol services,
           accommodation advice and motivational work.
6          Liaison and co-ordination of prison employment, including allocation of
           offenders to prisoner employment areas to ensure appropriate work
           experience and employability training; engagement of offenders with the

NOMS 2011-13 CFO Plan South West                                                6
NOMS 2011-13 CFO Plan South WestSouth West

           work allocation and selection process through advertising of ‘job
           opportunities’ by means of, for example, prison radio.
7          Improve access to and engagement with Integrated Employment Skills
           service, particularly in relation to accessing the Careers, Information &
           Advice Service (CIAS)/Adult Advancement Careers Service (AACS)
           provision. Promote access to other adult learning initiatives, including
           Skills Accounts.
8          Information sharing through the gate as well as with OLASS and LSC/SFA
           funded Providers to ensure a co-ordinated approach.
9          Referral to and liaison with Job Centre Plus prison based employment
           advisors and Job Centre Plus in the community.
10         Help staff, employers and offenders understand and capture “soft” work
           skills in a meaningful way.
11        Assist offenders to assemble an ID pack that meets UK employment
          requirements (e.g. to enable them to open bank accounts)

12         Facilitate access to vocational information, advice and guidance support,
           and into training for self-employment, business creation and social
13         Appropriate skills training in prisoner employment activities.
14         Preserving existing employment and training opportunities.
15         Advice on disclosure of offence(s) to potential employers.
16         Provide access to or delivery of mentoring provision, to support participants
           into mainstream activities. This may also include peer mentoring.
17         Motivational interventions/confidence building to aid engagement and as a
           springboard to further mainstream provision – with a specific focus on
           preparing women for work.
18         Activity to improve access of women to employment and increase
           sustainable participation and progress of women in employment and, to
           help men and women access occupations or sectors where they are under-
19         Preparation for work/college (interview skills, CV construction, applications,
           disclosure etc).
20         Brokerage into employment, training and other mainstream provision.
21         Case Managers will possess specialist knowledge of the needs of
           offenders and services available in their local area. This will allow them to
           effectively ‘signpost’ offenders to any other specialist assistance necessary,
           and facilitate their access to this support if they need it.
22         Appropriate consideration of risk, when placing offenders into employment,
           or mainstream provision.
23         Prepare offenders for mainstream provision and effectively signpost to
           activities delivered by other CFO programmes within the region.- including
           links to convergence programmes in Cornwall and Isles of Scilly

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NOMS 2011-13 CFO Plan South WestSouth West

        On-going support
24         Aligning relevant unpaid work placements and projects with employment
           opportunities including Social Enterprises.
25         Mentoring support for offenders, including support through faith-based
           communities and community chaplaincies.
26         Brokerage and referral to education and training Providers and Job Centre
27         Continued support, where appropriate, for both employees and employers.
28         Support for offenders to overcome their barriers to employment - providing
           advice, motivation, facilitation to access services, and access to funds
           where available.
29         Peer support.
30         Providing support following transition from custody to community.

1.3.1 Activity Model 2:

Belief in Change The Belief in Change Programme is a high intensity Reintegration
Programme that includes a multi-faith dimension. It is an integrative model
using best practice from 'what works in reducing reoffending' and some faith
and spiritual approaches that provide incentives for participants. It focuses on
building skills for employability and pro-social living within a wider community.
 It reflects government policy to develop community cohesion by building on
individual faith while celebrating difference. It strongly encourages a range of
faith and secular communities/organisations to become involved in the
reintegration of offenders by using volunteers and linking participants out to
the community while still in prison. Consideration is being given to the delivery of a pilot core programme
as part of the NOMS 2nd Round CFO Programme. There are two models; a
year long slow delivery and 6 month approach delivered in four phases, 3 in
custody and 1 in the community. The custodial phases could potentially be
delivered in a specific unit at HMP Channings Wood in Devon. This would
focus on developing skills for pro-social living, including employment,
education, productive use of time and building positive relationships with the
wider community. It also focuses on restoration and reparation for past wrong
doing. The reintegration work starts at the beginning of the programme by
developing reintegration goals for release, providing ongoing mentoring
(including peer mentoring), employment, reintegration, and support
opportunities from the start. The programme is structured on six modules that
reflect the pathways from offending model. It provides practical support as
well as challenging attitudes and behaviour. Participation is on a voluntary
basis, individuals with diverse needs will be enabled to participate fully, and
the NOMS Equality and Diversity Policy underpins the development and
delivery of the programme.

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NOMS 2011-13 CFO Plan South WestSouth West Participants will be those who are serving custodial sentences of over
18 months with medium to high risk of reoffending. They will generally fall into
the ‘career criminal’ profile and have a ‘mixed’ offending history. This profile
of offenders is likely to include a number of Lifers and IPP prisoners. This
group are known to be the hardest to reach and reintegrate on release from
custody. They are also one of the most costly criminal sub-groups to society
in terms of crime and costs of incarceration. Each offender will be individually assessed to ensure the right issues
are addressed for them specifically. Examples of the most relevant dynamic
factors to address are listed below but the programme allows for individual
differences where they apply:
    • Poor problem solving and anti-social attitudes
    • Weak ties with a pro-social community and poor social skills
    • Inability to manage themselves and their lives effectively,
       demonstrating poor or inappropriate coping strategies, impulsivity and
       engagement in addictive behaviours.
    • Adverse familial relationships.
    • Poor social capital in relation to accommodation, employment and
       relationships. The programme will also link to the wider CFO delivery model to assist
participants to return to mainstream activities drawing on a number of
evidenced based techniques to address re-offending such as:
   • Use of a community model
   • Reintegration to the wider community beyond prison
   • Tackling issues related to accommodation, employment and other
        barriers to accessing the mainstream

1.4 Access to Additional Resources to support ESF Activity

1.4.1 The Case Manager will link into existing NOMS and other offender
support processes such as the Offender Management Plan and sentence
planning, learning and skills provision, and the role of the Job Centre Plus
Advisers. They will act as a ‘link worker’ between the provision provided in
prisons or during community sentences, to ensure that employment plans are
in place for the crucial transition period immediately up to and immediately
following release, and that they are continued following release.

1.4.2 Social Enterprise - Case Managers will make full use of the developing
links between the Social Enterprise Sector and criminal justice agencies, as
both potential employers for offenders and possible business development
routes for those offenders interested in setting up businesses themselves. By
supporting participants’ entrepreneurship and skills for business, Case
Managers can extend employment opportunities for offenders who can be
hard to place, or who wish to develop innovative and creative business
solutions with strong social and environmental values. The role of the Social
Enterprise Champion will continue to be funded and will support prisons,
Probation and providers to make the links with appropriate Social Enterprise
activity across the region.

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NOMS 2011-13 CFO Plan South WestSouth West

1.4.3 Discretionary Access Fund (DAF)
In addition to the above activities, NOMS intends to use a part of its allocation
for a discretionary fund to allow for the spot purchasing of courses or goods to
support offenders into work. Part of this fund will be used to expand and
develop additional vocational training provision in prisons, to provide more
opportunities for participants to work directly with employers in a dedicated
training environment. This will complement OLASS delivery and ensure that
education and training for participants in prisons effectively prepares them for
mainstream employment. This discretionary fund can also be used to help
individuals overcome specific barriers to work such as travel (to an interview,
to work), pay for childcare or equipment required for the job.

1.5 Target Groups

Priority Groups that will be targeted are:
    Offenders serving the last 6-12 months of a custodial sentence (although
    offenders with up to 3 years left to their earliest potential release date may
    be worked with)
    Offenders completing their sentence in the community e.g. unpaid work
    orders (Community Payback) and those under supervision of Probation
    Women offenders
    Offenders with disabilities and health conditions, including those linked to
    the misuse of drugs/alcohol
    BAME offenders
    Offenders aged 50+

There will also be a specific focus on:

    •   Short sentence prisoners (those sentenced to 12 months or less)
    •   Ex-Armed Forces
    •   A sub-project limited to between 50-200 participants that targets those
        in transition from youth justice services to the adult system
    •   Ensuring that work supports Integrated Offender Management
        Schemes in the South West

1.6 Geographical Targeting

1.6.1 The aim of NOMS Co-financing Plan is to focus on priority participant
groups wherever they live, although it is likely that a large number will reside
in disadvantaged areas. Providers will be required to demonstrate their ability
to give adequate coverage to ‘hot spots’ identified as those with significantly
higher prison discharge rates than the region as a whole; specifically
Lawrence Hill, Ashley, and Easton (Bristol), St Peter and the Waterfront and
Devonport (Plymouth) and Barton & Tredworth (Gloucester).

1.6.2 NOMS has taken account of the Regional ESF Framework and is
supportive of the Regional Economic Strategy and ESF Operational
Framework, having been actively involved in the delivery of preceding

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NOMS 2011-13 CFO Plan South WestSouth West

activities and the first half of the 2007 – 2013 Programme. NOMS will continue
to play an active role in numerous partnerships across the region, to tackle
worklessness issues as they apply to offenders, and will remain well placed to
identify and receive information about needs and gaps in delivery.

1.6.3 The mechanism for ensuring a fully considered regional dimension,
taking into account local needs and existing patterns of provision through:

•   Regional consultation via NOMS CFO representative within the Director of
    Offender Management Office
•   Regional consultation events prior to the finalisation of the regional tender
•   The Director of Offender Management will ensure that all regional partners
    are invited to regional consultation events and/or that they will be asked to
    contribute to the completion of the regional specification, showing what
    needs have been mapped and what current or expected services will be
    available locally. This should ensure that the NOMS CFO does not
    compete with these services

1.7 Outputs and Results:

1.7.1 This Co-financing Plan covers the period 1st January 2011 - 31st
December 2013.

1.7.2 NOMS’ contribution to the regional Priority 1 targets is expected to be
7,380 participants with 611 entering work on leaving. A more detailed
breakdown can be found in Annex 2.

1.8 Contribution to other regional targets

1.8.1 NOMS Co-financing Plan contributes to the delivery and targets of a
range of outcomes within a number of Local Area Agreements including those
relating to Reducing Poverty, Volunteering, Child Poverty, Health Inequalities
and Offending.       In terms of Public Service Agreements, it will make a
significant contribution to PSA 16 (Increase the proportion of socially excluded
adults in settled accommodation and employment, education or training); PSA
9 (Reducing Child Poverty); and PSA 23 (Make Communities Safer).

1.8.2 NOMS ESF co--financing activity will also contribute to a number of
other departments’ regional targets and pledges, in particular the DWP public
service agreements to achieve the aspiration of an 80% employment rate; and
to halve the number of children in relatively low-income households with the
aim of eradicating child poverty by 2020.

1.8.3 More broadly this plan will contribute to the Government’s aim of
reducing crime, tackling re-offending, tackling poverty, reducing worklessness,
promoting growth and opportunity and will help to deliver the objectives and
targets of NOMS.

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NOMS 2011-13 CFO Plan South WestSouth West

1.8.4 NOMS will continue to expand the consultative approach, and through
the Director of Offender Management will engage with Regional Skills
Partnerships, Local Area Agreements, Local Strategic Partnerships,
Integrated Offender management schemes, and other partners to achieve
regional goals throughout the duration of the programme.

1.9 Complementarity with other CFOs

1.9.1 Co-operation, not competition will be the best way of supporting ESF
participants and will help achieve the priorities of the Regional Framework and
support the England Operational Programme. NOMS CFO will work in
partnership with all CFOs to ensure that activity will not duplicate provision
and that value is added to existing provision. Regional CFO representatives
will be consulted with as part of the tender specification design process for the
region. NOMS will continue to work at a national level with the large Co-
financing Organisations, the DWP/Jobcentre Plus and the SFA, through the
current professional and well-developed working relationships and structures.

1.9.2 NOMS is committed to working closely with other CFOs and other
partners throughout the implementation and delivery of our co-financing plan
under the 2007-2013 ESF Programme. Joint working with our partners
means that ESF activity will be used to fill gaps, either through new initiatives,
or enhancing what is already available.

1.9.3 An underlying principle of the NOMS Programme will be to engage
those participants furthest away from mainstream activity and sufficiently
prepare them for entry into activities provided by other CFOs, most notably
LSC/SFA provision and Jobcentre Plus programmes. NOMS will work with
regional partners to integrate this activity. It is likely that most participants will
access NOMS CFO provision in advance of other CFO delivery, as those
furthest away from the mainstream will be targeted. Providers will be
encouraged to adopt referral protocols to other CFOs, to ensure that
participants access provision that is appropriately sequenced and can move
into mainstream activity.

Additional information on joint working protocols to be added here –
detail to follow

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NOMS 2011-13 CFO Plan South West

Section Two: Funding and Added Value

2.1 Total ESF funding by Year

           2011                        2012                       2013
        £1,800,000                  £2,400,000                 £1,800,000

Match Funding by Year
           2011                        2012                       2013
        £1,800,000                  £2,400,000                 £1,800,000

2.2 Domestic budgets identified for match funding purposes

                        Drugs Contracts - treatment services
           2011                        2012                      2013
         £900,000                   £1,200,000                 £900,000

                                 Prison Industries
           2011                        2012                      2013
         £540,000                    £720,000                  £540,000

                             Resettlement Programmes
           2011                         2012                      2013
         £360,000                     £480,000                  £360,000
        £1,800,000                   £2,400,000                £1,800,000

NOMS 2011-13 CFO Plan South West

2.3 How ESF and match funded activity will be used to
complement each other and contribute to Priority activities.

2.3.1 The objectives of NOMS CFO fully support the aims of the
Government’s New Opportunities White Paper, that looks to tackle issues of
social mobility including improving employment and accommodation
outcomes for offenders and the recent DWP White Paper ‘Building Britain’s
Recovery’, which looks to tackle the effects of the recession.        The
fundamental aim of NOMS CFO is to improve the transition between custody
and community, improving through the gate provision for offenders and
increase access to mainstream services such as employment, training and

2.3.2 There are 14 prison establishments within the region, of which one is for
women and girls, one is privately operated and holds male juveniles and 4 are
local prisons mainly working with those on remand or serving short sentences.
There are 5 Probation Trusts in the region that supervise offenders serving
community sentences or who are released under licence from prison. During
the period 2008-09, 7871 offenders were committed to immediate custody and
12513 were ordered to serve a community penalty by south west courts.

2.3.3 For NOMS CFO, a significant difficulty is the fluid nature of its target
group of participants i.e. offenders. For those serving custodial sentences it is
commonplace for an offender to be held in a number of prisons and this is due
in part to individual sentence progression as well as population pressures
within the prison system. Significant numbers of offenders, can serve their
sentences in prisons outside of the region in which they usually live.

2.3.4 On release offenders returning to their home area can face significant
barriers including re-establishing family and personal relationships, difficulties
securing accommodation, maintaining programmes of drug treatment and
abstinence, accessing health services and accessing education, training and
employment opportunities. These barriers can be more difficult to address for
those who resettle across regions.

2.3.5 NOMS is committed to raising the employment participation rates of
offenders in support of PSA 16. However, offenders face significant barriers to
employment including accessing mainstream skills and employment services,
not least those arising from their own perception of themselves and others,
their role in society and the suspicion they have of authority and institutions.
Whilst many offenders have been provided with the opportunity to learn new
skills and have been supported with their resettlement often these services
are not joined-up with support on release and there are often many who
experience significant problems in navigating their way through the
complexities of accessing public services.

2.3.6 As a CFO, NOMS programme of activity focuses on the need to support
offenders on resettlement and in the community, to access mainstream skills

NOMS 2011-13 CFO Plan South West

and employment services. Some will require motivational input or mentoring,
to support and prepare them for employment.

2.3.7 ESF provision will complement match funded activity and other NOMS
provision in a range of different ways which could include:

   •   Extending the amount or range of provision available and provide
       flexible delivery arrangements
   •   Providing different or more intensive support to specific people
       alongside their involvement in the domestic programme
   •   Helping offenders to engage with NOMS and other provision by
       supporting them initially to overcome barriers, develop confidence and
       understanding of their own potential
   •   Supporting offenders and their employers after entering a job, to assist
       with retention and sustainability
   •   Holistic support for offenders experiencing multiple barriers to
       employment and social integration
   •   Providing linkages and mentoring between mainstream and other
       programmes to ensure an individual pathway to employment

2.4 Management and Administrative Costs

2.4.1 Using ESF administrative costs NOMS will centrally provide staff
resource to ensure that the Plan for 2011-13 within the 2007-2013 ESF
Programme will be delivered and managed effectively. This will be supported
by staff with designated responsibility for performance and contract
management within the region. Functions/tasks resourced will include:

   -   ESF reporting requirements, (liaison with and reporting to the
       Managing Authority, planning and commissioning ESF provision, co-
       ordinating claims etc.)
   -   Finance – Accounting, Payments, Financial Appraisal and Monitoring
   -   Procurement and Contract Management
   -   Co-ordination of work with other CFOs, BIS and broader Government
   -   Providing additional support to the Director of Offender Management
       Office with respect to aligning CFO delivery with regional policies,
       regional procurement, servicing relationship with Government Office
       and other CFOs locally
   -   Programme referrals and capture of management information

2.4.2 Actual numbers of staff, locations and roles required to ensure full
compliance with the 2007–2013 programme (Commission Regulation (EC) No
1828/2006) cannot be determined until final decisions are reached on the
amount of ESF funding that NOMS will deliver and the split across regions.
However, the proposals within this Plan are based on structures that have
proved successful during the first half of the Programme. No more than 5% of
the total project funding (ESF and Match) will be used towards administrative

NOMS 2011-13 CFO Plan South West

costs. Administration costs and structures will be reviewed regularly to ensure
that they are appropriate, and funds moved to delivery if they are underspent.

2.4.3 The table below shows the maximum spend based on currently
anticipated structures, with administration costs at 5% of the total programme:

         Year                    ESF + Match (£)                      Admin (£)

         2011                          £3,600,000                      £180,000
         2012                          £4,800,000                      £240,000
         2013                          £3,600,000                      £180,000
Total                                £12,000,000                       £600,000

2.4.4 The ESF payment system will provide detailed contract monitoring
information and enable aggregated reporting of performance and risk
management of the ESF programme at national, regional and
convergence/phasing in area level.

2.4.5 Audit of provider ESF activity will be carried out by the NOMS Central
CFO Team in conjunction with the Director of Offender Management Office
and will review and report on provider processes, systems and delivery. They
will also make recommendations to contract and partnership teams as well as
the providers on improvements in these areas or where remedial action is

2.5 Describe the added value of ESF

2.5.1 Drugs Contracts
The prison and Probation services are tasked with addressing the needs of
individuals who have both challenging and multiple needs. Effective delivery
of drug interventions is key to unlocking offenders' drug-dependence which,
unless broken, prevents effective engagement with wider rehabilitation
programmes helping them to lead law-abiding lives on release.

2.5.2 NOMS has put in place a comprehensive drug treatment framework,
based on the National Treatment Agency’s revised Models of Care to address
the different needs of drug-misusers. The interventions available are
designed to meet the needs of low, moderate and severe drug misusers –
irrespective of age, gender or ethnicity.

2.5.3 In a prison setting, the interventions are comprised of:

   •    Clinical services, detoxification and/or maintenance prescribing

   •    CARATs (Counselling, Assessment, Referral, Advice and Throughcare
        service) - specialist support and advice services which, following

NOMS 2011-13 CFO Plan South West

       assessment, deliver psychosocial interventions, treatment and support
       CARATs are available in all adult prisons in England and Wales and
       take the lead Drug Interventions Programme (DIP) role in prisons.

   •   Drug Rehabilitation Programmes run in the majority of prison

2.5.4 Whether in Prison or the community, the majority of offenders who are
identified as drug misusers also have needs in relation to skills and
employment and these are seen as critical pathways to not only prevent re-
offending but to secure social re-integration.

2.5.5 The existing services provided to offenders in prison focus on treatment,
both physical and psychological, and to a lesser extent begin to address
issues of social re-integration. However, there is currently little emphasis on
skills and employment as resources are predominantly linked to clinical rather
than social needs. Often drug misusers have successfully entered treatment
programmes in prison that will continue in the community, yet there is limited
resources directed to their skills and employment needs, either in custody or
in the community.

2.5.6 The Drugs Intervention Programme, funded through the National
Treatment Agency, similarly provides clinical treatment services in the
community and also supports measures to support social re-integration.
However, these similarly do not have sufficient resource to support skills and
employment needs. ESF funded interventions will therefore be integrated with
existing treatment services to support the specific skills and employment
needs of drugs-misusers in prison, on resettlement and for those in the
community. A key aim of the CFO is to facilitate offenders access to
mainstream services and for drug misusers in the community this means
helping them access Jobcentre Plus and other appropriate provision.

2.5.7 ESF will provide the opportunity to deliver a truly holistic model of
delivery to a much larger group of offenders who misuse drugs. This in turn
provides the opportunity for strategic analysis of how integrating treatment
and employment services benefit a range of outcomes including, successful
treatment outcomes, improvements in social re-integration including
employability and higher rates of employment.

2.5.8 Prison Industries

 The aim of the Prison Industries is to occupy prisoners in out of cell activity
   and wherever possible to help them gain skills, qualifications and work
   experience to improve their employment prospects upon release. The
  management of industries must weigh the true costs and benefits to the
    organisation and constantly strive for greater efficiency in providing
                 developmental opportunities for prisoners.

             (Prison Industries Statement of purpose)

NOMS 2011-13 CFO Plan South West

The prison service spends a total of some £20m pa on raw materials for
industries (all purchased through openly tendered supplier contracts). These
materials provide the resources for prison industries to create real goods and
services worth some £32m pa, without which offenders would be unable to
gain skills, qualifications and real work experience which prepares them for
employment on release from prison. The materials are used to produce items
to supply an internal need not just in NOMS but increasingly across the wider
Ministry of Justice.

2.5.9 Production is key to this activity. The goods and services provided by
Prison Industries not only significantly help in the management and running of
prisons but employ some 10,000 prisoners a day. The model provides a real
work environment where prisoners are treated as far as possible as
employees results in producing goods for the internal prison estate, means
that overall costs to the Prison Service are reduced whilst offenders benefit
from the work experience and development of their skills. Additionally,
industries provides the opportunity to providing training and qualifications to
up-skill offenders.

2.5.10 Prison Industries have a very clear brief to make links between work in
prison and securing employment using skills gained working in prison. Prison
Industries are in the process of mapping skills and qualifications delivered
within each workshop and the relevant skills/experience held by each
instructor. The role of Prison Industries is highly relevant to improving
employability and preparation for employment on release, yet there is
currently little resource to provide assistance with the transition to employment
services and opportunities on release. Historically, a prisoner’s employment
history in prison is often seen as irrelevant to future employment following
release. ESF funded interventions will help build a bridge between
employment experiences within prison and those available on release. ESF
will provide resources for employer engagement and help facilitate offenders’
access to education and employment services in the community. The CFO
activity will have at its core the tracking of skills gained while working in prison
industries. This will be achieved through the Case Assessment and Tracking
System (CATS) and an additional system to record achievement of
qualifications across the estate funded via a Technical Assistance bid.
Information gathered will be fully utilised as part of the individual participant
plan to make the transition into employment.

2.5.11 Other prisoner employment activities –
The overall aim of NOMS’ offender employment activities in prison and
probation services is to provide meaningful employment opportunities as well
as skills acquisition. These can include:

   •   Catering - Many prisons offer significant catering training which should
       lead to jobs on release

   •   Land based activities – where prisoners are involved in grounds
       maintenance, a wide range of built environment employment and

NOMS 2011-13 CFO Plan South West

       horticultural employment. Many receive skills training alongside real

   •   Industrial cleaning – most prisons have industrial cleaning courses with
       employer recognised qualifications.

   •   Industrial assembly for external contractors

2.5.12 Resettlement Programmes

There are a range of services provided under contracts often referred to
collectively as Resettlement Programmes. Of these contracts, those which are
relevant to the CFO programme and from which match funding may be drawn

   •   Accommodation advice services
   •   Benefits, finance and debt advice
   •   Strengthening family links
   •   Health
   •   Other ETE support
   •   Cognitive programmes
   •   Drugs and alcohol
   •   Women specific services

2.5.13 The type of resettlement provision available varies depending on the
type of prison/community setting and the region it is located in. Many
contracts, whilst open and competitively tendered for, are based on legacy
arrangements and are subject to being reviewed before being either
terminated or re tendered. This currently leads to an inconsistent level of
Education, Training and Employment Services (ETE).

2.5.14 Where ETE services exist they complement OLASS arrangements and
provide additional support particularly in relation to employability skills and
work focusing on disclosure. ESF will provide the scope to extend the range of
provision available.

2.5.15 Accommodation advice services will be used as a priority area for
match funding, as removing the barriers represented by homelessness is a
first step for any resettlement plan. Additional contracts will be drawn upon
throughout the lifetime of the CFO as they are retendered. A description of
accommodation services is provided below along with examples of areas
covered by the broad headings above.

2.5.16 Accommodation advice services
Homelessness or unstable accommodation exacerbates offenders’ problems
particularly those being released from prison and can act as a barrier to
accessing public services, particularly welfare benefits and employment
services. Competing for and securing employment is made particularly difficult
for offenders who are not in appropriate or stable accommodation and for

NOMS 2011-13 CFO Plan South West

many offenders access to skills and employment services is perceived as

2.5.17 Accommodation advice services in prisons help support offenders in
accessing a range of housing options and whilst many will secure temporary
accommodation they become caught in a ‘catch 22’ situation. They are unable
to move on to more secure accommodation because they lack the economic
power to do so, yet for many they feel unable to look for employment and
consider education and training because of their accommodation situation and
status as an offender. Current government policies reflect the links between
accommodation and participation in employment. The New Opportunities
White Paper and PSA 16 both provide a focus on the need to improve both
accommodation and employment outcomes for offenders.

2.5.18 Alongside existing accommodation services ESF funding will be used
to help offenders access mainstream skills and employment services. Some
may require additional support in terms of engagement and motivation but the
focus of the CFO is to deliver offenders to mainstream education providers
and Jobcentre Plus.

2.5.19 Additional prison and community based resettlement services may

   •   Other ETE support – ad hoc programmes aimed at increasing
   •   Drugs and alcohol treatment and advice programmes
   •   Programmes aimed at removing barriers specific to women
       reintegrating into mainstream provision (e.g. increasing access to non-
       traditional occupations)
   •   Prison Radio projects - that provide opportunities for the development
       of employability skills
   •   Benefits, finance and debt advice services
   •   Library services and associated literacy schemes
   •   Mentoring services – that provide mentoring support for prisoners and
       on resettlement
   •   Healthy living, sexual health and advice
   •   Visitor centres including family link work and integration of community
       services aimed at breaking down barriers between custodial and
       mainstream provision
   •   Offending behaviour programmes – that address cognitive skills and
       can support social re-integration and employment aims (e.g. cognitive
       programmes aimed at the most difficult offending groups traditionally
       excluded from opportunities to reintegrate into mainstream services)
   •   Eden House women’s project in Bristol

Whilst not all of the above may be drawn upon in every instance for the
purposes of match funding their activities none-the-less, contribute to NOMS’
focus on improving the employability of offenders.

NOMS 2011-13 CFO Plan South West

2.6 Summary
As a CFO, NOMS is drawing on a range of activities, in custody and the
community as match funding. As offenders are likely to receive a range of
services, including those identified for match funding purposes, the
development of a generic approach in delivering ESF supported interventions
is essential. It would not be cost effective to develop interventions within each
of the specific services referenced above as this would serve only to create an
inward looking silo service. A generic approach will instead allow the CFO to
procure services that focus on the significant gaps which exist i.e. bridging the
gap between prisons and probation and mainstream education and
employment services. In doing so it will complement and add value to the
other offender services, and it will focus on supporting offender retention in
learning on release from prison and facilitate access to Jobcentre Plus
Services. NOMS CFO activities will be developed to support the new
Integrated Employment and Skills Service and Adult Advancement Careers
Service. The overarching CFO aim is to ensure higher rates of participation of
offenders in employment in support of the Government’s New Opportunities
White Paper and existing Public Service Agreements and targets.

NOMS 2011-13 CFO Plan South West

Section Three: Project Selection and Tendering Arrangements

3.1 The methods of tendering to be used
3.1.1 All NOMS Co-financed contracts (ESF and match funded) will be let
through fair and open competition, in accordance with public procurement
policy and EU regulations. All tendering processes will be transparent and
conducted in full compliance with the Public Contracts Regulations 2006 and
in accordance with best practice guidance from OGC. This provision has
been identified as a ‘Part B Service’.

3.1.2 Contracts will be let as part of a national procurement round and will be
awarded to prime contractors on a regional basis, who will be responsible for
delivering and managing provision for the region as a whole. This will involve
having a number of varied and distinct sub-projects delivered by the prime
contractor, both directly and through sub-contracts. The sub-projects can be
expected to have different delivery features, address different groups among
the offender population, have different design, or may require specific
specialist experience on the part of the sub-contractor. It is expected that
prime providers will work with a diverse range of organisations to ensure that
the specific needs of the participant group are met. This will partly be
achieved through the use of an open dialogue approach (a derivative of the
competitive dialogue process) to tendering. We also acknowledge the wide
range of other ESF and related programmes and would expect applicant
organisations to demonstrate in the assessment process their capacity to
deliver the NOMS CFO plan without detracting from prior contractual

3.1.3 The tendering exercise is expected to commence in March 2010, with
contract mobilisation from January 2011. Contracts will be awarded to bidders
who meet all the stipulated criteria, offer quality of provision, and submit the
most economically advantageous tender.

N.B. A timetable for procurement is provided at Section 6.

3.1.4 Prime contractors will be required to:

   •   Sub-contract some provision to other organisations with specific
       expertise, regional links, or who provide a service that is
       complementary to those of the prime contractor;
   •   Manage and monitor the performance and quality of the sub-
       contractors as well as aspects of their own performance in line with
       ESF requirements;
   •   Meet the specific ESF compliance requirements, taking full
       responsibility even where aspects of this are delivered by the sub-

3.1.5 A prime contractor can bid to provide services to any number of regions
and this will provide them with economies of scale, helping them to deliver a
value for money service. Robust partnerships led by an experienced

NOMS 2011-13 CFO Plan South West

organisation will also facilitate the capacity building of smaller and less
experienced organisations who may be able to offer more specialist or local
input. NOMS will facilitate the interface between prime contractors and sub-
contractors through specific provider and stakeholder briefing events. It will
stress to potential prime contractors the necessity of demonstrating close
working relationships with regional and local providers to complement their
activities and not duplicate existing provision.

3.1.6 Contracts will be awarded until December 2013. NOMS has
standardised tendering documentation for use in the forthcoming tendering
round to reduce the burden on potential providers to ensure consistency
across the country.

3.1.7 Organisations seeking to deliver ESF (or match funded) provision will
be required to complete a Pre Qualification Questionnaire and successfully
complete an assessment of their capacity and capability to deliver ESF and
match funded programmes. This first phase is an assessment of the
providers’ Quality procedures, Health and Safety measures and financial
health as well as the providers’ capacity to deliver the proposed employment
and employability programmes. NOMS will set up an E-portal for potential
applicants. This will enable NOMS to compile a frequently asked questions
section. All support and advice offered will align with OCT guidelines.

3.1.8 All successful organisations are then invited to tender for the provision
they initially applied for. This tender will be appraised by a selection panel
using agreed criteria. Following assessment a moderation process will take
place. All applicants will receive an overview of the appraisal process. All
organisations applying for ESF from NOMS will be notified of successful
applications and NOMS will ensure that all applicant organisations receive
feedback on their proposal. Where a proposal is unsuccessful, the applicant
will be informed as to the reason. In the interests of openness and
transparency, NOMS will publish summary details of successful project
applications; these will be posted on the NOMS website. The appeals process
will be communicated to potential providers at each stage of application.

3.1.9 To ensure that NOMS conducts an open, transparent and competitive
tendering process an extensive range of media will be utilised to advertise
invitations to submit tenders. The range of media is outlined below:

   •   The NOMS website
   •   Supply2Gov
   •   Press adverts
   •   Direct mail
   •   E-mail alerts to network organisations for onward cascade
   •   Main ESF website

All of the proposed methods will be employed concurrently to ensure that as
many organisations as possible are made aware simultaneously of the
process. NOMS will make a special effort to contact voluntary and community

NOMS 2011-13 CFO Plan South West

sector organisations. In particular we will be contacting organisations and
groups that have previously bid to ESF.

3.2 How will procurement comply with national legislation
3.2.1 All NOMS contracts are let through fair and open competition, in
accordance with public procurement policy and EU regulations.
Opportunities to tender are advertised as outlined above, and NOMS
welcomes bids equally from public, private, and third sectors. To this end we
would encourage the involvement of the third sector and other organisations
by advertising as widely as possible, and by arranging briefing events in a
number of locations across England.

3.2.2 In line with government policy, NOMS requires that all procurement of
services and goods must be based on Value for Money, having due regard to
propriety and regularity. Value for Money is defined as the optimum
combination of whole-life cost and quality (or fitness for purpose) to meet the
participant’s requirement.     Contracts will be based on price-based
competition. Costs claimed will be based on the price agreed in the contract.

3.2.3    Procurement      will    be    undertaken      by a   team     of
experienced, CIPS qualified, purchasing professionals from the Ministry of
Justice Procurement Directorate (MoJ). The MoJ Procurement Directorate
takes responsibility for all NOMS procurement and ensures that all
procurement is conducted in accordance with best practice as defined by
CIPS and the OGC.

Section Four: Provider Funding and Monitoring

4.1 Describe how contract costs will be formulated
Contracts will be funded using the tried and tested outcome-based NOMS
Funding Model. The specific features of this model include:
   • Price-based competition for contracts
   • Funding split into delivery and outcome payments with the ratio
      between these elements determined before the procurement stage
   • A monthly delivery payment with tolerance levels (in case of no or very
      limited take-up)
   • At least one outcome payment for gaining a job; and
   • It will be possible to provide participant information to support all
      payment stages.

4.2 Payment arrangements for providers
4.2.1 Costs claimed will be based on the price agreed in the contract, and
provider claims for payment are validated using the management information
provided by the CATS database (Case Assessment and Tracking system).
This combined contract and performance management process was
successfully operated by NOMS on ESF programmes over a five year period

NOMS 2011-13 CFO Plan South West

(including the first half of NOMS CFO Programme). NOMS proposes to fund
providers using profile payments; regular payments are made to providers
(e.g. on a monthly basis using BACS transfers) based on the financial
expenditure profile agreed with the provider at the outset of the contract.
NOMS will reconcile the profile payments made to the provider at regular
intervals against the evidence of delivery of agreed services such as the
outputs and results in the provider contract.

4.2.2 Profile payments to providers are adjusted in the light of actual delivery
of services. This may mean if delivery of agreed services is falling short of
that predicted, the provider payment profile can be adjusted accordingly. In
some cases providers may need to make repayments if it becomes evident
that they cannot deliver sufficient of the agreed services in the contract to
cover profile payments already made. NOMS experience of contracting with
the voluntary and community sector suggests that profile payments can
provide valuable assistance to providers with cash flow as agreed services in
the contract will often be delivered in the later stages of the contract.

4.2.3 NOMS recognises that providers will have certain input costs (e.g. for
staffing and overheads) that have to be met throughout the lifetime of a
contract, and proposes to include delivery payments in its payment schedule
(only to be recovered fully if the agreed results in the contract are achieved).
The regular payments of the delivery payment also address the cash flow
problems that some, particularly smaller third sector organisations, may face.
The amount of the delivery payment will be determined from the costs set out
in the tender and will allow there to be competition between tenders on cost
as well as quality. Contracts will specify the link between delivery payments
and actual inputs in practice, and the consequences for the provider if agreed
participant volumes are not achieved.

4.3 Any plans to reimburse project providers using actual costs (in
exceptional circumstances)
4.3.1 We would not reimburse providers on actual costs in any circumstances.

4.4 Arrangements for monitoring ESF providers covering:

4.4.1 Project delivery and outcomes Co-financed Operations within NOMS will be managed by a dedicated
Central Team led by NOMS Head of CFO, with ESF staffing resources
located in a number of specialist units e.g. Finance and Procurement, to
support the management and delivery of both the Co-financing contract
between NOMS and the Managing Authority, and the project contracts with
provider organisations. The Head of Unit will report on CFO performance to
NOMS External Funding Board chaired by the NOMS Director of
Commissioning and Operational Policy, who reports to the NOMS Board and
through its Director General to the Offender Management Supervisory Board
which is chaired by the Permanent Secretary and provides strategic
supervision of the NOMS Agency.

NOMS 2011-13 CFO Plan South West Most of the staff involved in the delivery and management of NOMS
Co-financed activity already have considerable and successful experience of
managing both ESF and Co-financed project activity. A process of continuous
updating has ensured that staff are informed of developments and changes to
ESF rules and regulations. This process will continue. Contracts with provider organisations are assigned a NOMS CFO
Regional Contract Manager at inception stage. Contracts’ financial profiles
are inextricably linked to delivery; therefore, monitoring of financial
performance is centred on appropriate and suitably evidenced delivery. Performance monitoring of individual projects is undertaken in
accordance with the frequency detailed in the contract. The monitoring
process includes a pre-determined, and reviewed, schedule of provider visits
and evidence checks by NOMS staff. This process has both an audit and
support function; it is designed to reduce risks to both NOMS and the
provider, and ensures that quality improvement across a range of criteria is
built into the contract monitoring process. Areas of concern can be identified
and addressed at an early stage while, equally, examples of good practice
can be shared more widely with other provider agencies. The required
evidence to support deliverables/outcomes claimed is clearly identified. The
evidence is retained centrally in line with ESF requirements. In order to ensure that providers are delivering what they are
contracted for in terms of numbers, client groups, and outcomes, the NOMS
Contract Management Process also incorporates monthly analysis of
management information provided through the CATS (Case Assessment and
Tracking System) database, performance management and quality
assessment. This assessment feeds into monthly Performance Management
meetings between NOMS CFO Operational Performance Managers, NOMS
Regional Contract Managers and Provider Managers. Quarterly meetings are
held between Provider Management staff, NOMS Procurement and NOMS
Operational Performance staff and are the forum where:

Contracts are monitored against:
  • The objectives of the contract;
  • Inputting into CATS providing consistent, comprehensive participant
      and management information data as required by ESF, NOMS and its
      partner agencies including Job Centre Plus;
  • The timely and accurate return of records and reports to NOMS;
  • Delivery of agreed outcomes, outputs and milestones (as documented
      in the contract);
  • Quality criteria;
  • The evidence of delivery (using a predetermined sample size);
  • Participant eligibility (as documented in the contract);
  • Compliance with cross cutting themes;
  • Participant records will be automatically monitored electronically using
      the CATS database, and the ensuing financial variance addressed.

NOMS 2011-13 CFO Plan South West Where indicated, underperforming contracts will have payments
halted and/or claw backs enacted, re-profiling will occur based on actual
delivery to date and a newly agreed delivery profile. The NOMS CFO Management Team will have overall responsibility
for the management of expenditure and outputs and will ensure that Co-
financed activity is performing within acceptable parameters and in line with
the funding profiles submitted to the Managing Authority.

4.4.2 Quality standards including how Ofsted recommendations
will be addressed As an executive agency of the Ministry of Justice (MoJ), NOMS brings
together the headquarters of the Probation Service and HM Prison Service to
enable more effective delivery of services. NOMS is responsible for
commissioning and delivering adult offender management services in England
(and Wales), and manages a mixed economy of providers. Responsibility for
delivering a reduction in reoffending and the management of offenders is
devolved to the Director of Offender Management for the region. Delivery of
CFO funded activity will take place under the auspices of HM Prison Service
and Probation Trusts. The Regional NOMS structures are required to work
closely with Government Offices and regional bodies and strategies. Quality and performance management are embedded in all areas of
NOMS activity to facilitate continuous improvement. Standards are based on
inspection requirements, managed through performance indicators,
benchmarking and target setting.         The NOMS Contract Management
Framework provides the basis for maintaining and improving the quality of
employment programme provision. NOMS and the key staff involved in the
CFO have significant experience of ESF programmes and the quality systems
necessary. The quality description here is based on 6 years experience of
successfully delivering the ESF funded programmes. All ESF providers shall have and maintain appropriate quality
management systems and procedures that will be deployed in support of each
area of delivery. As part of this ESF providers will be expected to collect,
analyse and action participant feedback. The provider will also be expected to
provide details of any external accreditation in support of their quality systems
and procedures. If necessary the provider will be required to provide an action plan.
Reporting against this, and the submission of a monthly performance report
by the provider, will allow NOMS CFO to monitor how the providers are
addressing any areas of weakness that have been identified.                The
performance of the provider and the action plan, if required, will be reviewed
monthly at performance management meetings to ensure that the provider is
addressing identified areas. This process will be overseen by the MOJ
Procurement Directorate to ensure contracts are fair but rigorous in all
respects, including quality.

NOMS 2011-13 CFO Plan South West All education and training delivered under contract from Government
sources falls under the auspices of OFSTED and the Common Inspection
Framework. Probation Services are subject to inspection by HM Inspectorate
of Probation; Prisons are inspected by HM Inspector of Prisons. Both
inspectorates work in partnership with OFSTED who inspect employment,
education, training and skills provision in both custodial and community
settings as part of wider Offender Management Inspections. The focus of
both internal contract and performance management and of external
inspection is to drive up both the quality of provision and performance of the
contract. Following either an internal or external inspection or a contract review
where the provider is considered ‘inadequate’, the provision will be re-
inspected. After re-inspection, providers who are awarded satisfactory grades
will return to the normal inspection cycle. If a provider is judged to be
unsatisfactory at re-inspection NOMS will consider any remedial action to be
taken. In the majority of cases, the NOMS contract manager will work with the
provider to agree an Emergency Action Plan. This records the weaknesses
identified, the actions to be taken, and the support to be provided to address
the weaknesses identified during re-inspection. If the Emergency Action Plan
is deemed to have been successful, the provider returns to the normal
inspection cycle. If the Emergency Action Plan has not brought about
sufficient improvements, NOMS will decide what action, within their power, is
to be taken. Contract review processes will be underpinned by performance
management and quality data and reports produced by the NOMS Case
Assessment and Tracking System (CATS). This system was successfully
used on the PS Plus programme and is a core system within the CFO. All
CFO activity will be recorded on CATS, allowing reviews of the quality of
delivery down to individual level. Providers offering IAG services will be expected to have, or to be
working towards, the Matrix quality mark. The Matrix standard has eight
parts, four focusing on service delivery, four on the management of delivery.
Its accreditation and re-accreditation process supports a commitment to
ongoing business and skills development. In Probation Trusts and Prisons, NOMS offers a wide range of quality
improvement support for providers and their Contract Managers. This

      Performance Management staff operating on behalf of NOMS,
      managing providers pro-actively to ensure contract compliance and
      quality of service delivery;
      Operational framework for Probation Trusts: “Service Specification for
      Skills and Employment Services” providing quality measurements for
      all Employment and Skills interventions provided or commissioned by
      Probation Trusts and outside of OLASS scope;
      Facilitating the sharing of good practice across a range of providers;

NOMS 2011-13 CFO Plan South West

      Quality workshops on areas for improvement identified through the
      contract management process, self-assessment reports or external
      In prison and community settings, access to Offender Managers in
      order to ensure that employment and skills interventions are
      appropriately targeted, and take account of diversity and risk

4.4.3 Financial Performance NOMS has nominated a dedicated Finance Team made up of staff
experienced in ESF programme management. This team is within the
operational directorate, through which Directors of Offender Management
budgets will be allocated. Reporting to the Operational Budget Manager, the
team will be able to track and evidence expenditure and match funding. It will also pay project claims in accordance with the terms of the
contract. This team will work in conjunction with the Procurement Group to
ensure that payment schedules are prepared and payments justified. This will
all be overseen by the CFO Operational Delivery Groups’ Finance,
Performance and Risk Sub-Group with overall control being held by the
Central NOMS CFO team. The Finance Team will identify cumulative spend for ESF and match
on a monthly basis, and monitor ESF financial performance data against
profiles, and report internally to the CFO Operational Delivery Groups’
Finance, Performance and Risk Sub-Group. They will use performance MI to
help forecast likely delivery against profiled expenditure and financial data to
identify adjustments needed to match funding and MI. They will assess with
this Group whether action to address performance improvement, contract
variations, or adjustment of financial profiles with the ESF Managing Authority
should be considered.

4.4.4 Audit All contracted provision will be subject to local audit processes within
a national framework. Each contractor will be visited at least once each year
to review their costs and claims and adherence to contract. The Regional
Contract Manager will ensure that providers have used payments for their
intended purpose. A formal procedure relating to claims and expenditure will
be itemised within provider contracts. The CFO will keep well documented audit trails of all its financial and
operational activity along with those of contracted providers. The Phoenix
financial system used by NOMS will be used in conjunction with other financial
monitoring systems to accurately detail expenditures of the CFO and to
reconcile all payments made. Details of decisions made and the process
which lead to these decisions will be documented using minutes of meetings,
sign offs and robust management structures.

NOMS 2011-13 CFO Plan South West

4.5 Provision of Management Information
4.5.1 All Providers benefiting from NOMS CFO Contracts will be required to
manage caseloads through the Case Assessment & Tracking System (CATS).
CATS can work across the prison estate and in Probation Services and will be
accessible to non-criminal justice agencies through secure internet routes.
The use of CATS will allow participants to be tracked effectively, despite the
complex problems inherent in capturing data relevant to the case
management process as participants’ transition from custody to community.
The system allows for capture of both custody and community interventions,
reconviction data and information pertaining to geographic transfers.

4.5.2 A contractual requirement will be placed upon Providers to ensure that
all participants have a single case file created on CATS by the Case Manager.
This will allow provision of core data on entry and access to the CFO
programme. Collation of data will therefore be automatic, and controlled
through a wide range of statistical reports that can be drawn from CATS.

4.5.3 Some data will be automatically sourced from linking CATS with core
HMPS databases (LIDS/P-NOMIS) minimising duplicate data entry and
ensuring core data is available. While other data will be entered manually by
Providers, CATS is structured to make this both a user friendly process, and
to ensure that data cleansing of entries can be conducted. This will ensure
that gaps in data or incorrect entries are picked up and corrected.

4.5.4 CATS also allows for the tracking of inputs and a wide range of
outcomes so that the actual impact and distance travelled resulting from CFO
activity for each individual can be recorded. This allows for comprehensive
management information to be produced.
4.5.5 CATS will underpin assessment of performance against contracts, and
will provide any evidence required for contract payments to be authorised.
The breadth of data available through CATS will allow the quality of provision
funded by the CFO to be continually monitored and for improvement plans to
be developed and implemented with the Provider.

4.6 Reporting performance to European Social Fund Division
4.6.1 NOMS CFO will report financial and management performance in the
format required to both the ESFD nationally and the ESF Managing Authority
within the region in line with its requirements and ESF regulations. Regular
updates on NOMS’ Co-financing Plan can also be produced for Regional ESF
Committees on a quarterly basis or whenever requested.

Section Five: Cross Cutting Themes

NOMS 2011-13 CFO Plan South West

5.1 Equality and Diversity
5.1.1 For NOMS, an agency of the Ministry of Justice (MoJ) working with
offenders, a group in society generally experiencing multiple disadvantages
and not accessing mainstream services, ensuring equality and equal access
for all is at the heart of its business. It seeks to do so by being compliant with
the spirit and the letter of the law.

5.1.2 NOMS as an agency of the Ministry of Justice has a number of gender,
race and disability equality duties arising from the Sex Discrimination Act
1975, as amended by the Equality Act 2006, the Race Relations Act 1976
(RRA) and the Race Relations (Amendment) Act 2000, and the Disability
Discrimination Act (2005). The Equality and Human Rights Commission
(EHRC) has responsibility for ensuring the statutory duties are met. Like all
other public bodies, NOMS is required by law to assess all its functions,
policies and procedures for their impact in terms of disability, gender and race.
It is likely that this requirement will be extended to other diversity strands –
age, religion or belief and sexual orientation – and on this basis, and in
agreement with the Equality and Human Rights Commission, NOMS has a
unified approach to equalities issues, with a Single Equality Scheme and a
cross-cutting Equality Impact Assessment (EIA) process covering all diversity
strands. An EIA is a systematic appraisal of the effects of a function, policy
or practice on different groups of people. It involves the collection of relevant
monitoring data and other evidence and consultation with stakeholders with
the aim of discovering any adverse impact on any group and putting in place
measures to address it.

5.1.3 A number of studies and reports have highlighted the challenges NOMS
is facing in addressing issues of equality of opportunity and gender equality in
its delivery of services. ‘Reducing Reoffending by Ex-Prisoners’ (2002), a
report by the Social Exclusion Unit, states that many offenders have
experienced a lifetime of social exclusion. Compared with the general
population, prisoners are thirteen times as likely to have been in care as a
child, thirteen times more likely to be unemployed, fifteen as likely to be HIV
positive, 80% have poor writing skills, 60-70 % are drug users, over 70%
suffer from at least two mental disorders. 20% of male and 37% of female
prisoners have attempted suicide in the past. A number of recent studies on
Women in the Criminal Justice sector including the Corston Report (2007),
Justice for Women: the Need for Reform (2006) and Provision for Women in
the Community (2007) have outlined the issues in relation to service provision
for women offenders. The Corston Report highlights that equal treatment of
men and women in the criminal justice system does not result in equal
outcomes, and asks for increased provision of effective and non-damaging
interventions for women. Women now comprise 14% of the offender
population; over the last decade there has been a 126% increase in the
number of women in prison, compared with a 46% rise in men in jail.
Similarly, the population of offenders over the age of 60 had risen by 185%
over ten years. Also, up to 83% of these offenders have at least one chronic
illness or disability. Offender Health (Department of Health in partnership with
the Home Office and Ministry of Justice) is hosting an independent review into
offenders with mental health problems and learning difficulties, which will be

NOMS 2011-13 CFO Plan South West

aligned with the development of the ‘Improving Health, Supporting Justice:
Offender Health and Social Care Strategy’.         BME groups also face
disadvantage as many individuals of working age are not engaged in paid
work. In addition, BME offenders under the age of 26 are over represented in
this group.

5.1.4 NOMS recognises the need to reflect the themes and targets for gender
equality and equal opportunities set out in the regional ESF frameworks in this
plan, and to embed its commitment to diversity in all its activities including in
the commissioning, contracting and delivery of Third Party provision.

5.1.5 NOMS recognises that the ESF Operational Programme maintains a
dual approach to promoting gender equality and equality of opportunities by
funding specific activities which target women and disadvantaged groups as
well as integrating equal opportunities into the planning, implementation,
monitoring and evaluation of the programme as a whole, and fully supports
the requirements placed on Co-financing organisations and their contracted
providers. This NOMS Co-financing Plan is subject to an Equality Impact
Assessment. While the focus of any NOMS ESF-funded activity will be on
offenders, it will contribute to the national programme targets for the following
       Participants with disabilities or health conditions
       Participants who are lone parents and carers
       Participants aged over 50
       Participants from ethnic minorities
       Female participants

In addition, it will respond to key regional equal opportunity issues including:
       Sectoral and occupational gender segregation
       Spatial concentration of disadvantage
       Barriers to participation e.g. access to childcare, language difficulties,
       access to services in remote areas, low self-esteem
       Identified health inequalities

5.1.6 NOMS will demonstrate commitment to equality and diversity by
providing services through third party providers that embrace diversity and
promote equality of opportunity. Discrimination will not be tolerated on
grounds of gender, marital status, sexual orientation, race, colour, nationality,
religion, age or any other irrelevant factor. Through the terms and conditions
of contracts, providers will be required to ensure that they and subcontractors
assist and cooperate with NOMS to actively promote equality of opportunity
for all persons irrespective of their, race, gender, age, disability sexual
orientation or religion. As part of the tendering process prospective providers
will be asked how they have ensured that any previous or existing provision
meets the requirements of the relevant Acts, including whether they have a
written equal opportunities policy that adheres to the requirements of the

• Sex Discrimination Act 1975

NOMS 2011-13 CFO Plan South West

• Race Relations Act 1976 and Race Relations (Amendment) Act 2000.

• Disability Discrimination Act (DDA) 2005.

• Employment Equality (Religion and Belief) Regulations 2003.

• Employment Equality (Sexual Orientation) Regulations 2003.

• Age Discrimination 2006.

5.1.7 Providers will be asked whether any findings of unlawful discrimination
in relation to non-employment matters have been made against them in the
last three years. Also, if any of their contracts have been terminated on the
grounds of failure to comply with legislation prohibiting discrimination, or
contract conditions relating to equal opportunities, providers will be asked to
confirm that they have a complaints procedure in place and that complaints
are addressed and monitored in relation to discrimination. Through tender
documents providers will be asked to give details of their knowledge of the
particular needs of the customer group in the specification, and the services
they require. Evidence must be provided on how their organisation has met
the specific needs of those most disadvantaged, including offenders with
multiple needs. Where providers do not have relevant experience they will be
asked to explain how they plan to address this. When assessing a bidder’s
ability to deliver the specific provision required, providers need to submit
details about premises and facilities they intend to use, details of their
suitability for the particular provision, what equipment and facilities will be
available and to describe transport and accessibility arrangements. This is to
support compliance with the DDA.

5.1.8 NOMS contractors will be required to maintain their duty to promote
equal opportunities and projects will have to ensure all activity and information
is accessible to all groups. Equal Opportunities issues are included in the
NOMS quarterly contract monitoring process and forms a key part of the
provider’s self assessment process, and any OFSTED and internal

5.2 Sustainable Development
5.2.1 As a Co-financing Organisation with both a national and regional remit,
the National Offender Management Service (NOMS) will operate within the
EU’s Sustainable Development Strategy, and the UK Government Sustainable
Development Strategy “Securing the Future” (2005). It will also support the
strategic sustainability objectives set out in the Region’s ESF Framework and
Economic Strategy. This plan seeks to demonstrate that NOMS is committed
to supporting the themes set out in the Regional ESF Framework and that it
has the experience and expertise to do so.

5.2.2 As an Agency of the Ministry of Justice (MoJ), NOMS will also
implement its Departmental targets as outlined in the MoJ Sustainability
Development Action Plan, and in the document “Sustainable Operations on
the Government Estate” (SOGE). All Departments are required to work

NOMS 2011-13 CFO Plan South West

towards meeting these targets and NOMS has to complete an annual
questionnaire for the Sustainability Development Commission (SDC) detailing
progress. This information is then published by the SDC in the Annual
Sustainable Development in Government Report.
As an Agency which is part of a central government department, NOMS key
commitments are to:

       • demonstrate compliance with statutory requirements
       • work to excel in achieving the targets and mandates outlined in
       Sustainable Operations on the Government Estate
       • implement the Government’s Sustainable Procurement Action Plan
       and utilise the Flexible Framework.

5.2.3 NOMS builds on the commitment to sustainability and the achievements
evidenced by HM Prison Service which, along with Probation Areas/Trusts,
will manage the delivery of ESF activity under the auspices of NOMS as CFO
within the regions of England. Sustainable development is a priority for all
parts of the Agency and forms part of the Agency’s drive for efficiency and
effectiveness and of its commitment to reduce its adverse environmental
impacts. The Agency inherits from HMPS and Custodial Property a well-
established programme of work. This includes: the Carbon Management
Plan which aims to improve energy efficiency and reduce carbon emissions,
develop implementation plans, raise awareness and build support for effective
carbon management with staff and prisoners; a Waste Management Strategy
to reduce the amount sent to landfill, continue the programme of setting up
waste management units, improve recycling rates and provide training and job
opportunities for prisoners; a Biodiversity Action Plan to ensure the beneficial
management of the flora and fauna on the prison estate in accordance with
wildlife legislation and best practice; and sustainable construction measures to
improve energy performance of new buildings, increase the amount of
recycled materials used, reduce the amount of construction site waste to
landfill, and achieve BREEAM “excellent” ratings. Information on progress
can be obtained from the Annual Sustainable Development Report. The
Prison Service and then NOMS has been involved in taking forward
environmental and sustainable development issues for 11 years in response
to Government requirements for Departments and their agencies to improve
their environmental performance. These requirements are reinforced by a
series of targets which Departments have to meet and which are monitored by
the Sustainable Development Commission (SDC).

5.2.4 There is a renewed focus on the environmental aspects of sustainability
for 2007-13. The ESF National Operational Programme identifies the following
sustainable development themes:

   •   Providing opportunities to allow everyone to fulfil their potential
   •   Environmental protection and enhancement through the delivery of
   •   Providing skills that businesses both demand and require, now and in
       the future

NOMS 2011-13 CFO Plan South West

Sustainable development is thus a process that seeks to ensure a better
quality of life for everyone, now and for generations to come. It recognises
that social, economic and environmental issues are interdependent and
therefore activity in one of these areas should not be pursued in isolation but
with consideration for each of the other areas as well. This implies that NOMS
as a CFO, and its future delivery partners, will need to integrate social,
environmental and economic considerations equally into all its activities.

5.2.5     The most widely used and accepted international definition of
sustainable development (SD) is: ‘development which meets the needs of the
present without compromising the ability of future generations to meet their
own needs’ (Brundtland Report, 1987).         NOMS will support the goal of
sustainable development by contributing through its ESF (and mainstream)
activity to a sustainable, innovative and productive economy that delivers high
levels of employment and a just society that promotes social inclusion,
sustainable communities and personal well being. This will be done in ways
that protect and enhance the physical and natural environment and use
resources and energy as efficiently as possible.

5.2.6 NOMS has a strong regional management and delivery infrastructure
through regionally based Directors of Offender Management. It delivers
economic growth and sustainable development in the region in the following

   a) Sustainability will be an integral part of the centrally controlled CFO
      procurement process: the Ministry will achieve this goal through
      implementation of the Government’s Sustainable Procurement Action
      Plan and having waste minimisation, recycling, sustainable
      consumption and production as key priorities. This will meet the
      challenge to deliver a comprehensive action plan to ensure supply
      chains and public services will be increasingly low carbon, low waste,
      be water efficient, respect biodiversity and wider sustainable goals.
      Approaches to sustainable development are embedded in the Co-
      Financing plan objectives and therefore in the activities in the detailed
      tender specifications against which organisations will tender, thus
      ensuring all approved projects will, by default, contribute to sustainable
   b) Sustainability will be considered at the very beginning of a potential
      contract let, and will continue to be used at various stages throughout
      the life of the contract.
   c) NOMS will take a developmental approach with providers and will seek
      to signpost delivery organisations to relevant resources including
      Sustainability Toolkits, the MoJ and NOMS Sustainability Champions,
      and events and workshops focusing on sustainability. It will encourage
      and support providers to develop their own Environmental Policies.
   d) NOMS will ensure that funding used as match demonstrates the same
      commitment to sustainable development as ESF funding.
   e) NOMS will develop strategies to spread good practice from previous
      ESF programmes and will examine appropriate methods to
      disseminate environmental practice with providers.

NOMS 2011-13 CFO Plan South West

   f) Projects supported by the European Social Fund, whilst helping to
      improve the employability of participants, should consider
      environmental or community impacts by:
      • Minimising travel;
      • Using innovative delivery methods;
      • Supporting skills and jobs identified that will work towards improving
      • Identify skills needed in work areas that will have a positive effect
         on the environment; and
      • Encouraging placements through local and charitable organisations.
   g) In terms of specific regional priorities not already covered above,
      NOMS as a Co-financing Organisation, through its delivery partners
      and target participant group, will contribute to the following:
      • Addressing the region’s skills needs in relation to developing the
         environmental technology/goods, renewable energy and service
         sectors, and by supporting the delivery of a range of projects that
         will develop the capacity and knowledge base of the environment
      • Supporting individuals by improving their qualification levels and by
         moving them from economic inactivity into sustainable paid
         employment so reducing poverty, improving social inclusion and
         social mobility and on promoting equality and diversity across the
      • Supporting social enterprise as a framework for delivery.

5.2.7 Over recent years HM Prison Service has received praise from Sir
Jonathon Porritt, the Head of the Sustainability Development Commission, for
its work on sustainability and has been recognised as a leader in Whitehall.
NOMS are now building on this expertise and are keen to contribute as Co-
financing Organisation to the implementation of the sustainability themes
embedded in the Regional ESF Frameworks.

5.2.8 NOMS will demonstrate its commitment to ensuring delivery to
participants returning to or residing in rural areas by encouraging providers to
develop rural outlets; particularly by taking advantage of shared
accommodation to create joint provision solutions within rural communities.
They will also be asked to look at a range of ICT, mobile or outreach solutions
to maintaining relationships with participants. Proposals for alternative
payment mechanisms including incentivising rural based referrals (possibly
through higher unit costs) will be examined at the competitive dialogue phase
of the procurement process.

5.2.9 Traditionally the private sector is least likely to be attracted to rural
based social impact contract provision. The NOMS model of delivery involving
contracting with a single organisation for an entire region has resulted in
strong levels of engagement from this sector for the first half of its programme.
Our procurement timetable has been amended for the second half of the
programme to allow longer timescales to complete each stage, which
hopefully will impact positively on small organisations ability to compete and
develop partnerships within rural areas.

NOMS 2011-13 CFO Plan South West

Section Six: Implementation

6.1 Implementation Milestones
Date                                           Milestone
PQQ Issued                                     16 February 2010
Closing date for expressions of interest       05 March 2010
PQQ closed                                     02 April 2010
PQQ scoring
Prospective Provider Events                    April – May 2010
Stakeholder Events
First ITT (Initial Solutions) Issued           14 May 2010 (on)
Deadline for Prospective Provider to           21 May 2010 (on)
complete ‘Form of Tender’ to confirm
intent to submit response (see Section 3
Closing date for First ITT clarifications by   03 June 2010 (on)
Prospective Providers
Deadline for Guaranteed reply for              08 June 2010 (on)
Deadline for Return of First ITT               11 June 2010 (on)
submissions First ITT evaluations
Outcome of the First ITT (Initial solutions)   02 July 2010 (by)
Seven Prospective Providers in each
region receive Invitation to Participate in
Open Dialogue Begins                           05 July 2010 (on)
Open Dialogue Ends                             16 July 2010 (on)
Evaluation of dialogue
Prospective Providers informed of              16 August 2010 (on)
outcome of Open Dialogue and
Five Prospective Providers in each region
invited to respond to Final ITT (BAFO)
Closing date for Final ITT clarifications by   03 September 2010 (on)
Prospective Providers
Deadline for Return of Final ITT               13 September 2010 (on)
Final ITT evaluation/post tender
clarification interviews
Contract decisions                             14 October 2010 (w/c)
Write up for approval
Contract Award letters issued                  05 November 2010 (on)
Contract Mobilisation                          01 January 2010

NOMS 2011-13 CFO Plan South West

NOMS 2011-13 CFO Plan South West

6.2 Participant Starts and Outcomes by Quarter

6.2.1. Total Priority 1

Quarter        Jan to     April   July   Oct    Jan to   April   July       Oct    Jan to   April   July   Oct     Plan
Ending         March       to      to     to    March     to      to         to    March     to      to     to    Totals
                2011      June    Sept   Dec     2012    June    Sept       Dec     2013    June    Sept   Dec
                          2011    2011   2011            2012    2012       2012            2013    2013   2013
Starts by
                369       369     369    369     959     959     959        959     959     738     295    74     7,380
Leaving into
                31         31     31     31      79       79     79         79      79       61     24      6      611
NEETS into      0          0      0      0       0        0      0          0       0         0      0      0       0

NOMS 2011-13 CFO Plan South West

Section Seven: Finance and Targets
                                                     Annex 1

                                Region           South West
CFO and Plan Details

National Offender Management Service

Financial allocation

Priority 1
Year         ESF (£)          Public Match (£)     ESF + Match (£)
2011         1,800,000        1,800,000            3,600,000
2012         2,400,000        2,400,000            4,800,000
2013         1,800,000        1,800,000            3,600,000
Total        6,000,000        6,000,000            12,000,000

NOMS 2011-13 CFO Plan South West

                                                                     Annex 2

                                      Region            South West
CFO and Plan Details

National Offender Management Service

Output and results targets

Priority 1
                   Target                       Quantification
Total number of participants                        7,380
1.2 Number and % of participants who are
unemployed (a) Number                               4,871
(b) Percentage                                      66%
1.3 Number and % of participants who are
inactive      (a) Number                            2,509
(b) Percentage                                      34%
1.4 Number and % of participants age 14 to
19 who are NEET or at risk of becoming
NEET          (a) Number                              0
(b) Percentage                                       0%
1.5 % of participants with disabilities or       1,624 (22%)
health conditions
1.6 % of participants who are lone parents         443 (6%)
1.7 % of participants aged 50 or over              517 (7%)
1.8 % of participants from ethnic minorities      1,107 15%
1.9 % of female participants                       664 (9%)
1.10 Number and % of participants in work
on leaving               (a) Number                 611
(b) Percentage                                  (15%) ESF cohort
1.11 Number and % of participants in work            489
six months after leaving                            (12%)
1.12 Number and % of economically inactive
participants engaged in jobsearch activity or
further learning            (a) Number              1,130
(b) Percentage                                      (45%)
1.13 Number and % of 14 to 19 year old
NEETS or at risk in education, employment
or training on leaving       (a) Number                0
(b) Percentage                                        0%