Stoke on Trent Offender Training and Employment Needs and Opportunities
Stoke on Trent Offender Training & Employment Needs & Opportunities Independent Research
Commission by Stoke on Trent College ‘City Break’ Project Funded by Stoke on Trent Safer City Partnership Delivered by Wider Impact Consultancy www.widerimpact.com
Stoke on Trent Offender Training and Employment Needs and Opportunities
Contents Sections
Description
Page
1.0
Executive Summary
1
1.1
Introduction
1
1.2
Our Approach
1
1.3
Research Findings
1
1.4
Routeway into Employment
2
1.5
The Way Forward
3
1.6
Recommendations
3
1.7
Conclusions
4
2.0
Acknowledgements
6
2.1
Introduction
6
3.0
Terms of Reference
8
3.1
Introduction
8
4.0
Methodology
9
4.1
Introduction
9
4.2
Field Research
10
4.3
Respondents – People with Criminal Convictions
10
4.4
Partner Agency Members
13
4.5
Employers
13
4.6
Desk Research
14
4.7
Good Practice
15
5.0
Introduction (Facts & Statistics)
16
5.1
Introduction
16
5.2
Stoke on Trent
16
5.3
Views of Local Businesses
18
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5.4
Key Labour Market Statistics
19
5.5
Earnings
20
5.6
Stoke on Trent Crime Statistics
20
5.7
Annual Average Cost of Offending
21
5.8
Summary of Findings
21
6.0
Key National / Regional / Sub-Regional Policies & Strategies
22
6.1
Introduction
22
6.2
National Policies / Strategies
22
6.3
New Opportunities White Paper
22
6.4
Breaking the Cycle Green Paper
22
6.5
HM Government White Paper
23
6.6
Corston Report
24
6.7
NOMS West Midlands Commissioning Plan (2010 – 2013)
25
6.8
NOMS West Midlands Co-Financing Plan (2011 – 2013)
25
6.9
Interim Work & Skills Plan for Stoke on Trent (2010 / 2011)
29
6.10
Stoke on Trent Safer City Partnership
29
6.11
City Break Programme
30
6.12
Summary of Findings
30
7.0
Field Research Findings
31
7.1
Introduction
31
7.2
Questionnaire Findings (People with Criminal Convictions)
31
7.3
Summary of Questionnaire / Interview Findings (People with Criminal 42 Convictions)
7.4
Case Summary Summaries
43
7.5
Workshop Summaries
44
7.6
Questionnaire Findings (Partner Agency Members)
46
7.7
Good Practice (Partner Agency Members)
50
7.8
Additional Comments (Partner Agency Members)
51
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7.9
Summary of Questionnaire / Interview Findings (Partner Agency 52 Members)
7.10
Questionnaire Findings (Employers)
53
7.11
Summary of Questionnaire / Interview Findings (Employers)
56
7.12
Comparative Findings
57
7.13
Summary of Observational Findings
58
7.14
Summary of Research Findings
59
8.0
Relevant Research / Good Practice
61
8.1
Introduction
61
8.2
Relevant Research
61
8.3
Good Practice
65
8.4
Pertemps People Development Group (PPDG)
65
8.5
St Giles Trust (London)
67
8.6
Peer Advice Programme Evaluation
68
8.7
St Giles Trust Employment of People with Criminal Convictions
68
8.8
Brighter Futures (Stoke on Trent)
69
8.9
Chepstow House
69
8.10
Traditional Employment Programme (TEPs)
70
8.11
Seddon (Stoke on Trent)
71
8.12
Summary of Relevant Research / Good Practice
72
9.0
Summary of Research Findings
74
9.1
Introduction
74
9.2
Facts & Statistics
74
9.3
Government Policy / Strategies
74
9.4
Field Research
75
9.5
Access & Support
77
9.6
Relevant Research / Good Practice
78
9.7
In Summary
78
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10.0
Recommendations
80
10.1
Introduction
80
11.0
Conclusions
82
11.1
Introduction
82
11.2
What Works
82
11.3
What Could Be Done Better
82
11.4
What Needs to Change
83
11.5
In Conclusion
83
Appendices Appendix A NOMS West Midlands Co-Financing Plan Activity Plan
84
Appendix B Interim Work & Skills Plan for Stoke on Trent
87
Appendix C Case Studies
89
Appendix D Questionnaire – People with Criminal Convictions
99
Appendix E Questionnaire – Partner Agency Members
104
Appendix F Questionnaire - Employers
108
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1.0
Executive Summary
1.1
Introduction
Wider Impact Consultancy is pleased to be commissioned by the Stoke on Trent College / The City
Break Project, with a key objective of ‘improving structures and mechanisms for joint working between the Probation Service and the employment and learning sectors, in order to support improved understanding of offenders’ training and employment needs and opportunities; to develop initiatives to enhance offenders’ ability to enter the labour market’. 1.2
Our Approach
It has been a deliberate strategy to reach the ‘coal face’, connecting directly with clients, ‘front-line’ partner agency members / support workers and local employers. We felt this was important, as it is our view that services should be ‘client facing’, rather than agency led; and the most effective method of understanding client needs and aspirations is to consult clients / customers, local employers and those key ‘front-line’ support workers, who work on a day to day basis, in the ‘real world’.
Such an approach however, has not been without its challenges. For example, it has been difficult to reach a cross section of local people with criminal convictions. On the whole, the last thing someone who has a criminal conviction, with no job, and poor prospects wants to do, is spend time with a stranger answering questions.
We are however satisfied, that with the support of key local agency members, we have reached a representative sample of people with criminal convictions (77). We have also consulted a significant number of ‘front-line’ partner agency members (25), and a representative sample of local employers (20).
1.3
Research Findings
Whilst we are pleased to report on examples of ‘good practice’, it will come of no surprise to people with criminal convictions and ‘front-line’ partner agency members / support workers that ‘all is not
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well’ within the sub-region in relation to ‘front-end’ structures and mechanisms for joint working between key partner agency members, which includes local employers.
There are clearly appropriate agencies in place within the sub-region to support the needs of people with criminal convictions into employment. It is apparent however that there is a noticeable lack of ‘front-end’: o Communication o Cooperation o Collaboration o Coordination
For example, it is apparent that: o Clients are not as aware as they could be of ‘who is out there’ to support them o Front-end service providers do not fully understand: o Client and employers’ needs and requirements o What other agencies are available to support them and clients o Opportunities are being missed to cooperate and collaborate, enabling benefits such as: o Enhanced support for clients o Agencies becoming more efficient / saving ever scarce money / resources o The achievement of organisational and sub-regional aims and objectives
1.4
Routeway to Employment
We are satisfied that field research has clearly highlighted the ‘needs’ of people with criminal convictions in relation to their employment ambitions. Linked to the 7 Pathways to Resettlement, we have noted that the majority of those interviewed enter what we have called a Routeway to Employment, where support and assistance is required with 10 distinct steps:
1. Finance, benefits and debts 2. Drugs and alcohol dependency 3. Health issues
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4. Accommodation support 5. Children and families (females in particular) 6. Attitudes, thinking and behaviour 7. Education, training and work experience 8. Job readiness 9. Employment 10. Continued support (up to 6 months)
It is clear that the likelihood of ‘success’ is enhanced if ‘clients’, on entry to the Routeway, receive an early and thorough assessment of their individual needs, and receive appropriate ‘overarching’, client centred, coordinated, multi-agency ‘end to end support’ as they enter and progress along the Routeway.
1.5
The Way Forward
We are encouraged to note that Pertemps People Development Group (PPDG) has been awarded the contract to deliver the NOMS West Midlands Co-Financing Plan (January 2011 – December 2013).
We are also encouraged to note that PPDG intend to deliver aims / objectives highlighted within the NOMS Midlands Co-Financing Plan. We feel this is a positive outcome and provides a clear opportunity for partner agency members to strategically plan the way forward.
1.6
Recommendations
Based on research findings, we are pleased to offer a number of recommendations aimed at delivering sustainable outcomes: 1. Senior managers representing key local agencies are urgently made aware of this report, with a view to their gaining an insight of ‘customer’ / front-line staff views and opinions on ‘service delivery’. 2. Based on NOMS aims and objectives (Outlined within the NOMS West Midlands CoFinancing Plan), and evidence of ‘what works’, key agencies ‘sign up’ to delivering
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appropriate client centred, coordinated, multi-agency ‘end to end support ’ – with particular emphasis on improving sub-regional, multi-agency communication, cooperation, collaboration and coordination. 3. Based on research findings, their experience and being awarded the contract to deliver the NOMS West Midlands Co-Financing Plan, we recommend that the Pertemps People Development Group (PPDG) is invited to be involved in the delivery of Recommendation 2 (See Recommendation 6). We understand that such an invitation will receive a positive response. 4. Understanding ‘challenges’ faced involving local employers in the development and delivery of local strategies / initiatives, steps are taken to provide what employers require to become actively involved in the employment of people with criminal convictions. This should include inputs such as: o Advice o Support o Training 5. Based on research findings we recommend that Stoke on Trent College / The City Break Programme is well placed to coordinate and deliver Recommendation 4. 6. We recommend that the commissioner (Stoke on Trent College) hosts a high profile multi-agency event (attended by clients, ‘front-line’ staff and senior managers), when an opportunity can be taken to: o Network – ‘get to know who is who’ o Present research findings o Agree strategies to deliver Recommendation 2
1.7
Conclusions
Whilst Stoke on Trent can without doubt be classed as a ‘deprived area’, regeneration projects are on-going and recovery strategies are in place. Whilst the overall economic outlook is poor, our research indicates that jobs are available in both manufacturing and services sectors. There appears to be demand / potential demand within ‘creative industries’, logistics, adult social care, business and professional services and retail.
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It is however apparent that the skills base is low in the sub-region, compared to the Region and Great Britain as a whole. There is much to be done, which clearly must be tackled in close partnership with local employers / The North Staffordshire Chamber of Commerce & Industry and educational / training establishments. We congratulate Stoke on Trent College / The City Break Project for having the vision to commission what we believe is important and timely research. Linked to our recommendations we feel that there should only be one key objective that comes from this research, that:
Key agencies (including local employers) ‘sign up’ to delivering appropriate client centred, coordinated, multi-agency ‘end to end support’.
We are confident that in delivering this objective, it will then deliver outcomes and wider impacts that include: o Delivering high quality ‘client focussed’ services that: o Assists clients with criminal convictions into work o Reduces crime o Saves money and ever scarce money / resources
We are grateful to those individuals and agencies that have supporting this research, and make particular reference to those respondents with criminal convictions – the ‘clients’. We make particular reference to those clients who have bravely presented their case studies; and trust that their experiences, which have made them the people they now are, have not been wasted.
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2.0
Acknowledgements
2.1
Introduction
We are grateful to the following who have kindly contributed to this report:
o
The three individuals who kindly opened up their lives to provide valued ‘case study’ interviews
o
Dawn Bovey-Pilkington
Connexions Staffordshire
o
Andy Boyle
Community Chaplaincy
o
Ian Carlier
Business Enterprise Support (BES)
o
Caroline Carr
Staffordshire & West Midlands Probation Trust (ETE)
o
Jeremy Clay
Stoke on Trent College (Training & Consultancy Services)
o
Kerry Clayton
Sarina Russo Job Access (Stoke)
o
Kellianne Di Capri
STAR Project (Jobcentre Plus)
o
Daniel Flynn
YMCA
o
Carol Greenhow
CRI
o
Colin Handley
Remploy
o
Ian Hassall
Connexions Staffordshire
o
Vicki Jellet
Staffordshire Probation
o
Zoe Kelsall
Staffordshire Police
o
Grant Nicholson
YMCA
o
Kerry Parry
Jetbusiness
o
Mike Philo
Seddon
o
Jonathan Phipps
Stoke on Trent City Council
o
Andrew Roberts
Sarina Russo Job Access (Stoke)
o
Fiona Saunders
YSS
o
Helena Shone
Seddon
o
Steve Smith
CRI
o
Chris Sproston
Sarina Russo Job Access (Stoke)
o
Emma Stazacker
Chepstow House
o
Neal Stoddart
Hanley Prolific & Priority Offenders
o
Michael Thornley
Stoke on Trent College (Training & Consultancy Services)
o
Alan Turley
Stoke on Trent City Council (LSP Director)
o
Tina Weaver
Staffordshire Probation
o
Ellen Yarwood
Staffordshire Probation
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o
Crime Reduction Interventions Team (Broome Street Hanley)
o
Pertemps People Development Group (PPDG)
o
St Giles Trust (London)
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3.0
Terms of Reference
3.1
Introduction
The research has been commissioned by Stoke on Trent College / The City Break Project, and funded by the Stoke on Trent Safer City Partnership, with a key objective of:
Improving structures and mechanisms for joint working between the Probation Service and the employment and learning sectors. In order to support improved understanding of offenders’ training and employment needs and opportunities; to develop initiatives to enhance offenders’ ability to enter the labour market. Key actions to include: o
Review the case for creating a specific Offender ETE Link Worker post
o
Carry out a City [Stoke on Trent] wide needs analysis to build a more accurate picture of offender employment and training needs
o
Ensure the needs of offenders continue to be reflected in employment and learning plans
Key questions to be asked of employers and key agencies include: o
What are the key considerations for employers in employing ex-offenders?
o
How would small businesses approach prisons and Probation Trusts to support the employability of ex-offenders?
o
Where would employers obtain technical advice about assessing risk?
o
What are employers’ views on employing ex-offenders and the barriers to engaging with this cohort?
o
What experiences have employers had in engaging with ex-offenders?
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4.0
Methodology
4.1
Introduction
It has been a deliberate strategy to reach the ‘coal face’, connecting directly with clients, ‘front-line’ partner agency members / support workers and local employers. We felt this was important, as it is our view that services should be ‘client facing’, rather than agency led. The most effective method of understanding client needs and aspirations is to ask them, local employers and those key support workers, who work on a day to day basis, in the ‘real world’.
Such an approach has not been without its challenges and has been difficult to reach a cross section of local people with criminal convictions.
We therefore, are grateful to those partner agency members who facilitated access to what we feel is a representative research sample. We did note that a key ‘hook’ which encouraged respondents was the point that part of the research was to ‘explore why it may be hard for people with criminal convictions to get a job’. With little exception, respondents ‘had a lot to say’ in this area and were keen to note their views were recorded.
We were disappointed not to get access to respondents within local prisons. This was beyond our control. We are however satisfied that the research has not suffered in terms of credibility, as it will be noted that 55% of all respondents have been in prison. We will also be making due note of recent research (‘Brain Cells’ report: Listening to Prisoner Learners, Prisoner Education Trust, Inside Time and RBE Consultancy Ltd, 2009), which we feel ‘fills the gaps’ in areas we would have been looking to research had we have had planned access to local prisons.
Partner Agency Members We are grateful to those ‘front-line’ partner agency members / support workers who took the time to complete and return the research questionnaire. We feel that they have been honest in their feedback, which as promised, will not be directly attributed to individuals. We are also grateful to those middle / senior managers who have kindly taken time out of busy schedules to share their views and opinions. Where appropriate, we will honour a pledge of
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commitment not to attribute a number of views and opinions of individuals, who requested ‘four walls’ conversations.
Employers Local employers were directly contacted by Wider Impact and requested to complete a questionnaire.
Despite difficulties in ‘motivating’ local employers to return the research
questionnaire, we are satisfied that we have sufficient responses to inform our findings and recommendations. We will also be taking due note of recent research in this area.
4.2
Field Research
A number of research tools have been utilised: o Case study interviews with 3 local people (1 male, 2 female) with criminal convictions (see Appendix C) o One to one interviews with clients (with criminal convictions) utilising a structured questionnaire (see Appendix D), which was completed by the researcher o A client / support worker workshop held at the Crime Reduction Interventions team, based at Broome Street Hanley o Partner agency questionnaires (see Appendix E) – aimed at ‘front line’ staff / support workers o Employer questionnaires (see Appendix F) – aimed at cross section of Stoke on Trent based employers o One to one interviews with middle and senior managers representing partner agency members o Observational studies o Site meeting at the London Offices of the St Giles Trust
4.3
Respondents - People with Criminal Convictions
It was noted during the piloting of questionnaires that we received a noticeable negative response from employers when we referred to the term ‘ex-offenders’. We received a much more positive /
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open response to the term, ‘people with criminal convictions’. For this reason, we adopted the latter term throughout the research period, with particular regard to contacts with local employers. o We carried out 77 one to one interviews with Stoke on Trent based local people with criminal convictions. All interviews have been carried out within the Stoke on Trent area. o Access to respondents was facilitated with the kind support of the following agencies: o Probation
21
o City Break
16
o CRI
13
o YMCA
12
o Next Steps
6
o Sarina Russo
4
o Brooke Street Rehabilitation
4
o Remploy
1
o 80.5% of respondents were male and 19.5% were female. We feel that this is a useful research sample, particularly as the 5.7% of the current prison population is female o 58% of respondents have no dependents o 26% of respondents have one dependent o 16% of respondents have two or more dependents o 8% of respondents stated they were registered as disabled
Graph 1 highlights respondents’ ages. Graph 1 - Respondents’ Ages 20
15
10
5
0 16 - 20
21 - 25
26 - 30
31 - 36
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37 - 40
41 - 50
50
Not Indicated
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o 5% of respondents were from an ethnic background. We found it particularly difficult to locate ethnic respondents, noting an apparent under representation in locations where the research was carried out, such as Probation Offices, Drug Rehabilitation Centres and the Stoke on Trent YMCA Training Centre o 55% of respondents have received a custodial sentence in the past o 21% of respondents are classed as PPOs (Priority Prolific Offenders) o 18% of respondents have only committed / convicted of one offence
Graph 2 highlights the length of respondents’ last sentence. Graph 2 - Length of Respondents’ Last Sentence
Graph 3 highlights the qualifications of respondents. Graph 3 - Qualifications of Respondents
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4.4
Partner Agency Members
25 responses were received from ‘front line’ staff / support workers representing the following agencies:
4.5
o YMCA
7
o Sarina Russo
4
o JET Business
3
o Probation
5
o YSS
2
o City Break
1
o STAR
1
o Community Chaplaincy
1
o Jobcentre Plus
1
Employers
53 local employers were directly contacted by Wider Impact and requested to complete a questionnaire (Appendix F). 20 responses were received from the following organisations:
o
Amaco UK
o
Security Services
o
Bentley & Pointon – Painters
o
Seddon
o
Brighter Futures
o
Signet Trading Ltd
o
D&K Evans
o
Strata Group
o
Groundwork West Midlands
o
Staffordshire Social Care Workforce
o
Jamedia Internet
o
Kier – Stoke
o
SWF Financial Planning
o
Miller Construction
o
The Smart Timber Frame Company
o
North Staffs Chamber of Commerce
o
Wedgwood
o
North Staffordshire Press
o
Wonder Web Media
o
Pegasus Marketing
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Partnership
13
Stoke on Trent Offender Training and Employment Needs and Opportunities The following sectors are represented:
o Construction Industry
7
o Manufacturing / Creative Services
4
o Manufacturing
2
o Public Service
2
o Service
2
o Financial Services
1
o Retail
2
Organisational ‘size’ has been gauged by the number of employees:
4.6
o Large Micro (250 plus)
6
o Medium (< 250)
5
o Small (< 50)
3
o Micro (< 10)
6
Desk Research
Desk Research has including accessing and taking due note of key local, regional and national reports, policies, strategies and initiatives. Examples include: o Stoke on Trent Safer City Strategy o NSRP / Stoke on Trent Interim Work & Skills Plan for Stoke on Trent (2010 / 11) o NOMS West Midlands Strategic Commissioning Plan 2010 – 2013 o Ministry of Justice Green Paper Evidence Report – Breaking the Cycle: Effective Punishment, Rehabilitation and Sentencing of Offenders o HM Government Drug Strategy 2010 - Reducing Demand, Restricting Supply, Building Recovery: Supporting People to Live a Drug Free Life o North Staffordshire Chamber of Commerce, December 2010 Quarterly Economic Survey o Rehabilitation of Offenders Act 1974 o 7 Prison Pathways
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o The Corston Report – A Review of Women with Particular Vulnerabilities in the Criminal Justice System o Leitch Review of Skills, Sandy Leitch, 2004 o Brain Cells: Listening to Prisoner Learners, Prisoners Education Trust / Rushbrook. Billington. Ellis Consultancy, 2009 o Barriers to Employment for Offenders and Ex-Offenders, National Institute of Economic and Social Research (On behalf of the Department for Work and Pensions) o Securing Employment for Offenders with Mental Health Problems, Sainsbury Centre for Mental Health o Recruiting Ex-Offenders: The Employers’ Perspective ,NACRO o Employing Ex-Offenders to Capture Talent, CIPD, 2007 o Outside Chances, DeMontfort University, 2010
4.7
Good Practice
Linked to the aims and objectives of the commission we have paid particular attention to a number of initiatives, partnerships and companies: o St Giles Trust London o Pertemps People Development Group (PPDG) o Brighter Futures (Stoke on Trent) o Seddon (Stoke on Trent)
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5.0
Introduction (Facts & Statistics)
5.1
Introduction
The performance of the West Midlands economy has historically lagged behind many other regions. Analysis within the West Midlands Economic Strategy, suggest there is a £10 billion ‘output gap’ in the region. The latest data on Gross Value Added (GVA) per head, GVA per employee, employment rates and earnings show that the region continues to lag behind the national average.
Over the last five years there has been a significant shift in the balance of employment from manufacturing to services. More recently, the unprecedented turbulence in global financial markets in 2008 and the uncertain picture of the economy are evident with high profile redundancies and rapidly Job-Seeker Allowance claimant count figures. Notified redundancy figures show that the key sectors making redundancies were Engineering and Manufacturing, Miscellaneous Services, Retail, Business and Professional Services, Public Sector and Construction.
The shift in the balance of demand for labour from manufacturing to services is set to continue over the coming decade, in parallel with increasing demand for higher level services. (Source: Learning Skills Council Staffordshire and Stoke on Trent – Key Statistics 2009 / 2010)
5.2
Stoke on Trent
Stoke on Trent is ranked 16th out of 354 English districts across national indices of multiple deprivation (2007). The City is ranked the 3rd most deprived in the West Midlands out of 34 Local Authority districts. The neighbouring authorities of Newcastle under Lyme were ranked 157th, Staffordshire Moorlands 184th and Stafford Borough 257th.
The North Staffordshire Regeneration Partnership (NSRP) was established to lead the regeneration of North Staffordshire. Planned major developments include:
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o City Centre [Hanley] Retail Business District o Housing Renewal Pathfinder o Keele Science Park (Phase 3) o University Quarter
According to the Learning Skills Council Staffordshire and Stoke on Trent, Stoke on Trent’s main industries include: o Public Administration o Education o Health o Wholesale o Retail o Hotels / Restaurants
Creative industries are a new growth sector in the local economy. In order to successfully deliver the major developments, it has been identified that worklessness and the low skills level of the working age population needs to be addressed.
According to Jobcentre Plus data, the three biggest areas of demand for staff are: o HGV Drivers o Care Assistants o Logistical sector / ‘other’ goods / handling / storage
According to the Local Authority, potential growth is within the following sectors: o Logistics o Adult Social Care o Business & Professional Services o Retail
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In the medium / longer term, potential growth is in the following sectors: o ‘Green’ manufacturing o Medical technologies o Creative industries
In the immediate short term, the Local Authority is aware of skills shortages in engineering and manufacturing. Manufacturing includes the ceramics industry, which despite reports, is surviving within the sub-region.
Most future skills provision (outside schools and colleges) will be
Apprenticeships (source: Enterprise & Skills, Stoke on Trent City Council).
5.3
Views of Local Business
According to the North Staffordshire Chamber of Commerce & Industry (NSCCI), trading conditions seem to have improved for the Manufacturing Sector both in home and in export markets. Investment in plant has increased and confidence levels in turnover and profitability have risen significantly. Although there have been some job losses over the quarter, the balances remain positive and workforce levels are predicted to remain relatively stable. Cash flow has eased slightly.
More firms are under pressure to increase prices this quarter, mainly due to an increase in the cost of raw materials. Competition remains the biggest external factor of concern. Businesses in the Service Sector also report a positive quarter, with improvements in home and export markets, increased investment, stability in workforce levels and increased confidence. Increasing overheads and raw material costs are placing upward pressure on prices. Inflation is cited as the external factor of most concern this quarter. Table 1 provides an overview of key economic indicators.
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Stoke on Trent Offender Training and Employment Needs and Opportunities Table 1 - Key Economic Indicators (North Staffordshire)
Subject
Manufacturing (%)
Service (%)
Business Confidence – Improve
63
51
Business Confidence – Remain the same
20
28
Business Confidence – Worsen
17
21
Labour Force – Increase
21
21
Labour Force – Remain constant
69
71
Labour Force – Decrease
10
8
Skills Shortages – Skilled Manual / Techn
58
47
Skills Shortages – Professional / Managerial
26
47
Skills Shortages – Un / Semi-skilled
8
0
Skills Shortages – Skilled Admin
8
6
Vacancies – Part-time
19
32
Vacancies – Full-time
53
35
Vacancies – Temporary
9
6
Vacancies – Permanent
19
26
Source: NSCCI, Quarterly Economic Survey – Quarter Ended December 2010
5.4
Key Labour Market Statistics
Table 2 provides an overview of official Stoke on Trent labour market statistics, in comparison with the West Midlands Region and Great Britain as a whole (Total population 236,900). Table 2 - Key Labour Markets Statistics Subject
Economically inactive Wanting a job Not wanting a job Professional occupations Manufacturing Construction Services Distribution, hotels, restaurants Transport & communications
Stoke on Trent (numbers)
Stoke on Trent (%)
West Midlands (%)
Great Britain (%)
42,500 13,700 28,800 9,300 16,900 5,400 81,900
27.3 8.8 18.5 9.1 16.1 5.1 78.2
24.8 5.1 19.6 12.5 13.8 4.9 79.7
23.6 5.7 18.0 13.9 10.2 4.8 83.5
23,000
22.0
23.6
23.4
8,200
7.9
5.8
5.8
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Subject
Stoke on Trent (numbers)
Finance, IT, other business activities Public admin, education & health NVQ4 and above NVQ1 and above No qualifications Job seekers allowance ESA & incapacity benefits Key out-of-work benefits – JSA / ESA / incapacity, lone parents and other income related benefits
Stoke on Trent (%)
West Midlands (%)
Great Britain (%)
12,900
12.3
18.6
22.0
32,500 27,500 114,500 27,800 7,174 17,790
31.0 17.5 73.2 17.7 4.6 11.5
27.0 24.8 75.6 16.2 4.4 6.8
27.0 29.9 78.9 12.3 3.5 6.7
29,940
19.4
13.9
12.4
Source: nomis / ONS (2010)
5.5
Earnings
It should be noted that median (weekly) earnings for full-time employees living in the area are £422.00, compared to £469.00 in the West Midlands, and £501.80 in Great Britain.
5.6
Stoke on Trent Crime Statistics
Table 3 provides an overview of key crime statistics. Table 3 - Key Crime Statistics Subject
Stoke on Trent (per 1,000 population)
English Average (per 1,000 population)
14.0 28.6 3.2 13.9 1.5 27.8
11.1 17.4 4.5 11.1 1.6 16.8
Burglary Criminal damage Drug offences Offences against vehicles Robbery Violence against the person Source: Stoke on Trent City Council, 2010
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5.7
Annual Average Costs of Offending
Table 4 provides an overview of the annual average cost of one re-offender. Table 4 - Annual Average Cost of One Re-offender Type of Cost
Annual Cost (£)
Assumptions / Additional Information
Criminal Justice
15,080
It is approximated that 5 recorded offences are committed for each reconviction – therefore an average cost can reach £65,00 per re-offender
Custodial Sentencing
11,790
The average costs of a criminal case at crown court are £30,500. According to the Ministry of Justice (2007), 38% of released prisoners who re-offend are re-incarcerated
Prison Costs
14,355
Costs can range from £17,500 for male open prisons to £130,000 for juvenile secure training prisons
Non-criminal
36,000
Includes hospital treatment of victims and repair to damaged property
Lost wages of offender
20,256
*Based on Stoke on Trent median earnings for full-time employees £422.00
Total
97,481
Source: St Giles Trust (London) / Frontier Economics / * nomis 2010
It should be noted that Legal Service Research (2009) Criminal Offending Crime: Fact Sheet, estimates that crime committed by ex-prisoners costs the economy at least £11bn per year; and the CBI report, Getting back on the straight and narrow: A better criminal justice system for all (April 2008), estimates that reducing the re-offending rate of ex-prisoners by just 10% could save over £1bn for the UK economy.
5.8
Summary of Findings
Whilst the overall economic landscape is clearly poor, it is apparent that there are employment opportunities within the North Staffordshire / Stoke sub-region. Key areas of note include: o Jobs are available in both manufacturing and service sectors o There appears to be a potential demand within ‘creative industries’ o There is an apparent shortage of ‘skilled manual / technical / professional managers’ o The skills base in the sub-region is lower than the Region and Great Britain as a whole
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6.0
Key National / Regional / Sub-Regional Policies & Strategies
6.1
Introduction
Understanding the needs and requirements of terms and reference, we have aimed to make reference to key national, regional and sub-regional policies relevant, brief and ‘to the point’.
6.2
National Policies / Strategies
We have taken due note of the following documents: o New Opportunities White Paper: Fair Chances for the Future, January, 2009 o Breaking the Cycle: Effective Punishment, Rehabilitation and Sentencing of Offenders, Ministry of Justice Green Paper, December 2010 o Drug Strategy 2010, Reducing Demand, Restricting Supply, Building Recovery: Supporting People to Live a Drug Free Life, HM Government, 2010 o Corston Report
6.3
New Opportunities White Paper
We note a specific section in the White Paper that refers to ‘Helping Offender’, which highlights Government intention to ‘take further steps to help support offenders into secure employment, achieve their own potential and make a positive contribution to society’. Keys steps include better direction to training opportunities, so they can continue learning started in the community, or during custody and strengthening links between colleges and the Probation Service.
6.4
Breaking the Cycle: Effective Punishment, Rehabilitation and Sentencing of Offenders
The Green Paper recognises the cost of crime to the UK and the cost of maintaining a record 85,000 daily prison population. Objectives include cutting the prison population by 3,000 within four years, rather than relying on previous Government’s £2.4bn prison building and maintenance programme. Headlines include: o A focus on reducing re-offending o Diverting people with mental health problems, or drug and alcohol problems into treatment
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Resisting likely criticism, linked to releasing prisoners early, the Justice Secretary, Kenneth Clarke is proposing a ‘rehabilitation revolution’, which will stem unsustainable rise in UK prison population ’(The Guardian, October 2010). Other key measures include: o Halving sentences for those who plead guilty o Curtailing judges’ powers, so that indefinite sentences, currently being served by more than 6,000 prisoners, are reserved for the most serious offences o Involving the private and voluntary sectors in running unpaid work sentences for offenders o Short-term sentences of less than 12 months will be kept few, but fewer carried out
6.5
HM Government Drug Strategy
The strategy recognises the key to successful delivery in a recovery oriented system is all services are commissioned with the following best practice outcomes* in mind: o Freedom from dependence on drugs and alcohol o Prevention of drug related deaths and blood borne viruses o A reduction in crime and re-offending o Sustained employment o The ability to access and sustain sustainable accommodation o The improvement in mental and physical health and wellbeing o Improved relationships with family members, partners and friends o The capacity to be an effective and caring parent
* We note linkage to the 7 Pathways to Resettlement: 1. Attitudes, thinking and behaviour 2. Accommodation 3. Drugs and alcohol 4. Children and families 5. Health 6. Education, training and employment 7. Finance, benefit and debt
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There is recognition that recovery can only be delivered through working with education, training, employment, housing, family support services, also wider health services and where relevant, prison, probation and youth justice services to address the needs of the whole person.
When building a recovery focussed system, the Government plans to encourage local areas not to commission services in isolation, but to jointly commission and deliver ‘end to end’ support.
The strategy acknowledges that drug and alcohol dependence is a key cause of inter-generational poverty and worklessness. It is estimated that in England, 80% of heroin or crack cocaine users are on benefits, often for many years and their drug use presents a significant barrier to employment (see DWP Working Paper No. 46). A key aim of the strategy is to increase the number of drug and alcohol dependent benefit claimants who successfully engage with treatment and rehabilitation services and ultimately find employment.
We note that the strategy looks to relax normal ‘rigorous benefit enforcement’ to those who are taking positive and constructive steps towards recovery. In short, they will be provided with ‘the time and space to focus on their recovery’.
The strategy also recognises that employment programmes need to be closely integrated with treatment and focus on building up skills and self esteem. Training, volunteering and work trails are key stepping stones to employment. Adult apprenticeships, self-employment and social enterprises are other import routes into work.
Fundamental to the strategy will be the reduction of bureaucracy, moving away from unnecessary repeated assessments, towards enhanced continuity of support.
6.6
Corston Report
We have noted the contents of the report by Baroness Corston of a review of women with particular vulnerabilities in the criminal justice system, and make particular note of the
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recommendation of two additional ‘pathways’ [additional to the 7 Pathways to Resettlement] for women: 8. Support for women who have been abused, raped or have experienced domestic violence 9. Support for women who have been involved in prostitution
We also note two further relevant recommendations: o Life skills should be given a much higher priority within the education, training and Employment Pathway [6], and women must be individually assessed to ensure their needs are met o Services should be provided based on the ‘one-stop’ approach, and must be appropriate and coordinated to meet the profiled needs of local women
6.7
NOMS West Midlands Strategic Commissioning Plan 2010-2013
We note the contents of the NOMS West Midlands Strategic Commissioning Plan 2010-2013. The ‘statement of intent’ is clear: ‘To realise our vision for reducing re-offending and protecting the public, namely: Working together to make best use of resources to deliver excellent services for all in the West Midlands’. Priorities are structured around 4 ‘dimensions’: o Place o Offender management and segmentation o Pathways o Equality
Key Place Priorities (2010 to 2013) 1. Develop the effectiveness of the Local Delivery Units in the community – including supporting local commissioning. 2. To oversee ‘best value’ reviews. 3. To develop the effectiveness of prison engagement with the community, including supporting local commissioning.
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Key Offender Management and Segmentation Priorities (2010 to 2013) 1. To develop the effectiveness of services delivered to indeterminate sentence prisoners, without de-prioritising high risk offenders. 2. To develop and extend the NOMS contribution to Integrated Offender Management. 3. To increase the effectiveness and integration of case management systems, including NOMS Offender Management and layered offender management.
Key Pathways Priorities (2010 to 2013) 1. To review the range of accredited and effective interventions to best reduce re-offending 2. Contribute to the commissioning and development of services commissioned by partners, for and including responses to the 7 Pathways 3. To review the effectiveness and efficiency of the delivery of psychological services in custody 4. Contribute to the overseeing / oversee the delivery of European Social Fund work, and the development of a Regional European Social Fund Co-Financing Organisational Plan for 2011 - 13
Key Equalities Priorities (2010 to 2013) 1. Ensure the impact of commissioned work 2. Review the provision of women’s services 3. Ensure the impact of the commissioning and development of services
6.8
NOMS West Midlands Co-Financing Plan (January 2011 – December 2013)
We note the contents of the NOMS Midlands Co-Financing Plan (January 2011 – December 2013). Highlights include: o Delivery across a range of funding schemes must be joined up locally to ensure a coherent direction that meets the needs of offenders o NOMS will be promoting a joined up approach with partners and stakeholders – enabling data exchanges and the availability of a coherent and complete set of skills and employment data for each client
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o A recognition that there are significant gaps in motivating and supporting offenders into employment o For those [offenders] on community sentences, it is clear that many offenders need support to access mainstream services o Delivery will demonstrate linkages, progressions and added value to mainstream delivery, Jobcentre Plus, LSC / SFA and in-house NOMS-led delivery for offenders o A need to encourage more communication and joined up working at local level between Prisons, Probation and Jobcentre Plus, to provide clarity around roles and responsibilities o Delivery will build on current resources, rather than duplicate or replace o Delivery will provide a high degree of collaborative and partnership working for the benefit of worklessness people and the economy in the Region
Key aims include: o Increasing the number of offenders entering the labour market with the key skills and abilities to become productive in the workplace and reduce re-offending o Remove barriers to entry into the labour market experienced by offenders, with particular focus on women offenders, promoting economic inclusion and equality of opportunity
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.
Appendix A highlights the Activity Model, which lists a range of activities to be provided by dedicated Case Managers:
The Case Manager will link into existing NOMS and other offender support processes such as the Offender Management Plan, sentence planning, skills provision and the role of Jobcentre Plus Advisors. They will act as a ‘Link Worker’ between the provision provided in prisons or during
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community sentences, to ensure that employment plans are in place for the crucial transition period immediately up to and following release and to ensure they are continued following release.
Social Enterprises – Case Managers will make full use of developing links between the Social Enterprise Sector and criminal justice agencies, as: o Potential employers for (ex) offenders o Possible business development routes for those interested in setting up businesses themselves
Discretionary Access Fund (DAF) In addition to the above activities, NOMS intends to allow 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 in prisons, to provide more opportunities for participants to work with employers in a dedicated training environment.
Target Groups Priority Groups that will be targeted are: o Offenders serving the last 6-12 months of a custodial sentence (although offenders with up to 3 years left to their earliest possible release date may be worked with) o Offenders completing their sentence in the community e.g. unpaid work orders (Community Payback) and those under supervision of Probation Services o Women Offenders o Offenders with disabilities and health conditions, including those linked to the misuse of drugs / alcohol o BAME offenders o Offenders aged 50+
There will be a specific focus on: o Short sentence prisoners (those sentenced to 12 months or less) o Ex-Armed Forces
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o A sub-project limited to between 60-200 participants that targets travellers and show people
6.9
Interim Work & Skills Plan for Stoke on Trent (2010 /11)
We note the contents of the Interim Work & Skills Plan for Stoke on Trent, which two key functions: o To demonstrate how the NSRP will effectively manage the Future Jobs Fund programme, and also establish an effective legacy plan for the programme o To set out proposals for the development of a Full Plan for April 2011, including proposals to influence the devolution of worklessness funding The Plan sets out a number of key actions to be undertaken over the course of the year, summarised at Appendix B.
6.10
Stoke on Trent Safer City Partnership
The Stoke on Trent Safer City Partnership is a local partnership, which includes agencies such as the Probation Service, Police and key agencies such as Housing Services, Jobcentre Plus, the Local Authority and the NHS.
Aiming to tackle key issues such as offenders’ educational, housing and health needs, and involving offenders’ under Probation supervision, a comprehensive Action Plan has been agreed.
This Plan aims to provide as many offenders as possible with the support they need to re-settle into the community, and become law abiding citizens. The Action Plan concentrates on the 7 key Resettlement ‘Pathways’:
Pathway 1 - Accommodation Pathway 2 – Education, Training & Employment Pathway 3 – Health Pathway 4 – Drugs & Alcohol
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Pathway 5 – Finance, Benefit & Dept Pathway 6 – Children & Families Pathway 7 – Attitude, Thinking and Behaviour
6.11
City Break Project
Sitting under Pathway 2 [Education, Training & Employment], the City Break Project consists of a short work experience / placement opportunity for ex-offenders over 18 years. Steps to be included on the Project include: o A person is identified through self-referral, Probation Service, or an external agency o A meeting takes place with the Project Coordinator, when advice is provided o Suitability is assessed through a discussion and selection process o Employment needs are discussed o Suitable employers are identified o A meeting is arranged to ensure the right employer – individual ‘match’ o Placements start for an initial period of two weeks before review 6.12
Summary of Findings
It is apparent that there is an emerging understanding of a clear need to support those with criminal convictions into work. Key areas of note include: o A need to address the needs of the ‘whole person’ o A need to provide ‘end to end’ support o An acknowledge of the special needs of women o Offenders need support to access mainstream services o A recognition that there are significant gaps in motivating and supporting offenders into employment o A need to reduce bureaucracy, moving away from unnecessary repeated assessments, towards enhanced continuity of support o A need to encourage more communication, collaboration and partnership working / joined up working at local level
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7.0
Field Research Findings
7.1
Introduction
We are pleased to present research findings in relation to: o Questionnaires o People with criminal convictions o Partner agency members (‘front-line’ staff) o Local employers o Case studies o Client / Support Agency Workshop o One to one interviews o Observational studies
7.2
Questionnaire Findings (People with Criminal Convictions)
Of those respondents who had served a prison sentence, Graph 4 highlights occupations of respondents before imprisonment. Graph 4 - Occupations of Respondents before Imprisonment
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Graph 5 highlights current occupations of those respondents who have served a prison sentence. Graph 5 - Current Occupations of those Respondents who have served a Prison Sentence
In relation to the question: ‘Have you reached a point when you have decided you want to change your life and stop offending?’ o 82% - Yes o 17% - No o 1% - Other Graph 6 highlights responses to the question, ‘What needs to happen / what steps are you taking to change your life?’ Graph 6 - ‘What Needs to Happen / What Steps Are You Taking to Change Your Life?’
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Graph 7 highlights responses of those who indicated that they ‘Had not reached a point when they had decided you want to change your life and stop offending?’ Graph 7 - Respondents who have not reached a point when they have decided they want to change their lives and Stop Offending - ‘What Needs to Happen / What Steps Are You Taking to Change Your Life?’
In relation to the question, ‘Do you have a job to go to?’ o 17% - Yes o 83% - No Graph 8 highlights lengths of unemployment of respondents. Graph 8 - Lengths of Unemployment
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In relation to the question, ‘Are you looking for a job?’ o 51% - Yes o 49% - No
Graph 9 highlights responses to the question, ‘What sort of job are you looking for?’
Graph 9 - ‘What sort of job are you looking for?’
Graph 10 highlights responses to the question ‘If not [Looking for a job], why not?’ Graph 10 - ‘If not [Looking for a Job], Why Not?
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Graph 11 highlights responses to the question, ‘How disadvantaged do you feel when looking for a job?’ (0 – no views, 1 low, 5 high) Graph 11 - ‘How disadvantaged do you feel when looking for a job?’
Graph 12 highlights responses to the question, ‘What are the [3] main reasons why it is / may be hard to find a job?’ Graph 12 - ‘What are the [3] main reasons why it is / may be hard to find a job?’
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Graph 13 highlights responses to the question, ‘What do you feel employers value most from employees?’ Graph 13 - ‘What do you feel employers value most from employees?’
Graph 14 highlights responses to the question, ‘What would you most value NOW in relation to you getting a job?’ Graph 14 ‘What would you most value NOW in relation to you getting a job?’
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In relation to the question, ‘Has / is anyone supporting you to gain employment?’ o 83% - Yes (A ‘yes’ response was recorded if clients stated they visited Jobcentre Plus) o 14% - No o 3% - Not indicated
Graph 15 highlights responses to the question, ‘Who is / has supported you?’ Graph 15 - ‘Who is / has supported you?’
Graph 16 highlights responses to the question, ‘What type of support have you received?’ Graph 16 - ‘What type of support have you received?’
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Graph 17 highlights responses regarding the overall ‘value’ of the support received from agencies highlighted at Graph 15. (0 – no views, 1 low, 5 high) Graph 17 - ‘Value’ of the support received from Agencies
Graph 18 highlights responses to the question, ‘Who identified where you could find support?’ Graph 18 - ‘Who identified where you could find support?’
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Graph 19 highlights responses to the question, ‘How hard is / was it to find the right support [for you]?’ (0 – no views, 1 low, 5 high) Graph 19 - ‘How hard is / was it to find the right support?’
Graph 20 highlights responses to the question, ‘Why is it hard to find the right support?’ Graph 20 - ‘Why is it hard to find the right support?’
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Graph 21 highlights responses to the question, ‘What has been good about the support / help you have received?’ Graph 21 - ‘What has been good about the support / help you have received?’
Graph 22 highlights responses to the question, ‘What could have been done better?’ Graph 22 - ‘What could have been done better?’
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Graph 23 highlights responses to the question, ‘Who do you think is the best person / agency to support you now?’ Graph 23 - ‘Who do you think is the best person / agency to support you now?’
Graph 24 highlights responses to the question, ‘What difference would getting / keeping a job mean to your life?’ Graph 24 - ‘What difference would getting / keeping a job mean to your life?’
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7.3
Summary of Questionnaire / Interview Findings (People with Criminal Convictions)
We are pleased to summarise questionnaire / interview findings: o 38% of respondents were unemployed prior to their most recent prison sentence o 64% of the same respondents are now ‘unemployed’ / 83% had no job to go to / 51% were looking for work at the time of their interview / completion of the questionnaire o The vast majority of respondents (82%) stated they had reached a point when they wanted their lives to change – which includes stopping offending o 45% of respondents feel getting a job will help them to change their lives / stop offending o It is also clear that ‘needs’ relate to the 7 Pathways Priorities o In relation to those looking for work, the majority had no preference in relation to the sort of job they were looking for o Health is a significant reason why a number of respondents were not looking for work o The majority of respondents feel disadvantaged when looking for a job o Respondents feel the ‘top three barriers why it is hard to find a job are their criminal record, a lack of qualifications and previous work history o In relation to ‘soft skills’, respondents believe that employers most value qualifications, trustworthiness, reliability and skills o The majority of candidates would most value support in relation to their getting a job o The majority of respondents utilise the services of Jobcentre Plus for ‘support’ o Jobcentre Plus rank low (2) - (highest score 5) in relation to the quality of support received o Highest ‘quality’ scores (5) are ‘awarded’ to STAR and the YMCA. City Break scores 4 o No agency is identified as one that provides regular ‘sign posting’ to respondents. Only the Probation Service / Courts receive over 15% of referral ‘credits’ o The majority of respondents are not aware of what support is available to them, or where / how to find appropriate support o The main reasons for not being able to find appropriate support are ‘Agencies not aware of what is available’, and ‘Don’t know where to go’ o In relation to what has been good about support received, ‘One to one support’ and ‘Support that considers my needs’ scores highest
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o In relation to ‘What could have been done better’?’, it is clear that respondents would most value ‘Signposting to the right support’, and ‘Tailored support’ o
The majority of respondents feel that they are the best person to provide the support they need to find a job, or simply ‘Don’t know’.
o We are satisfied that the vast majority of respondents feel that getting a job will make a significant difference to their lives o Key outcomes / significant differences of getting a job include: o Raising self-esteem o Getting of drugs o Gaining routine / stability o Sufficient money to live and support themselves / families o General lifestyle changes
7.4
Case Study Summaries
As already highlighted, we are extremely grateful to the three people who agreed to be involved in detailed Case Study interviews. We have no reason to believe that they have told other than the truth and where possible we have verified their experiences and accounts. We are pleased to summarise findings: o Confidence levels are extremely low and vulnerable o Attitudes change following a ‘conviction’ – in terms of what people think of you and what you think of yourself o The worse attitudes can be from those who are tasked with providing support / guidance o Whilst there are encouraging examples of agency members who have provided the support needed to ‘turn a life around’, there are too many examples of poor support and understanding of individuals aspirations, needs, requirements and most significantly, feelings o It is apparent that offenders reach a point when they are ready and likely to change behaviour, and achieve goals (‘My Time’) o It is apparent that offenders require ‘over-arching / multi-agency support’ at this time, if they are to achieve their goals
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o It is apparent that the most effective support is tailored to the needs and requirements of individuals o It is apparent that offenders require and value support in locating the right support at the right time o Offenders can be ‘self-driven’ in relation to their finding a job, but their confidence and ‘drive’ can be eroded over a short space of time – missing ‘My Time’ o It is apparent that support needs to be potentially ‘long-term’ and may need to be provided following key achievements (e.g. securing employment) o Offenders relate positively to the right support
In relation to the female case studies (Nina and Rose), we are grateful to feedback from a senior representative of Brighter Futures (Chepstow House):
o I can relate to the difficulties and challenges the women faced in relation to how they have been treated and how hard it was for them to achieve their final objectives o Women we support face even greater difficulties and challenges, such as those linked to poverty, the loss of their homes (often as a result of a prison sentence), children being placed in care, abusive partners, sexual abuse / rape, prostitution, drug and alcohol addiction / abuse
7.5
Workshop Summary
We are pleased to summarise the Workshop (attended by people with criminal convictions and experienced support agency members) findings: o The majority of delegates understand that ‘work may not pay’, in relation to losing benefits o They were also aware that once benefits have ‘been given up’ they can be hard to get back, and there is a real danger of being trapped in a poorly paid job that does not motivate or stimulate ‘the mind’, and can be low paid and ‘boring o Despite this, delegates favoured ‘getting a job’, understanding it can be a ‘route way’ into a better job and a ‘career’
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o Other ‘benefits of work’ were acknowledged e.g. o Making new friends / Socialise – meet new people o Enjoying what you do o Making a difference – e.g. Social Care o Tackling boredom – one of the main reason it is hard to keep off drugs and alcohol o Motivational – a reason to get out of bed and start the day o Money – to stand alone / pride / support family / enjoy what ‘normal people’ enjoy, e.g. holidays / provide for the future o Delegates were keen to highlight ‘barriers’ to employment e.g. o Drug / alcohol dependency o Low self-esteem o There being no jobs about o Too many ‘cash in hand’ jobs about o Jobcentre Plus – ‘you are just a number’ / ‘they don’t care about you’, ‘they judge you’ / ‘they just don’t understand’ / ‘you just sign a paper and its see you in 2 weeks’ / ‘they tar everyone with the same brush’ / ‘they have no idea what it is like being unemployed, with criminal convictions and addicted to drugs / and or ‘alcohol’ / they can be rude o There is an overall lack of knowledge of who / what is out there to support people with criminal convictions or not, to better themselves / help them into work o Delegates were keen to suggest what needs to change: o The right people / agencies should provide the right support, at the right time o One agency should coordinate ‘client centred’ support o Just give people a chance – either paid or unpaid (voluntary) work experience o Help to signpost to where support and work experience opportunities are o Encourage support agencies to work together o Make client important – not the agencies / Stop the ‘numbers’ game o Treat people with criminal convictions as good as ‘normal people’ o Stop letting criminal convictions get in the way
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7.6
Questionnaire Findings (Partner Agency Members)
Graph 25 provides an overview of the key functions of agency members as a ‘whole’ Graph 25 - Key functions of agency members as a ‘whole’
Graph 26 highlights responses to the question, ‘What do you see as the key needs / priorities of people with criminal convictions, in relation to their seeking employment?’ Graph 26 - Key needs / priorities of people with criminal convictions
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Graph 27 highlights responses to the question, ‘What barriers do you feel people with criminal convictions face, in relation to their seeking employment?’ Graph 27 - Barriers people with criminal convictions face when seeking employment
Graph 28 highlights responses to the question, ‘What do you feel employers most value from ALL employees?’ Graph 28 - ‘What do you feel employers most value from ALL employees?’
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Graph 29 highlights responses to the question, ‘How difficult is it to locate employers willing to interview / employ people with criminal convictions?’ (0 – no views, 1 low, 5 high)
Graph 29 - ‘How difficult is it to locate employers willing to interview / employ people with criminal convictions?’
Graph 30 highlights responses to the question, ‘Why do you feel employers are reluctant to interview / employ people with criminal convictions?’ Graph 30 - ‘Why do you feel employers are reluctant to interview / employ people with criminal convictions?’
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Graph 31 provides an overview of the range of organisations respondents / agencies as a ‘whole’ work with / refer clients to. Graph 31 - Range of organisations respondents / agencies as a ‘whole’ work with / refer clients to
In relation to whether agency members face ‘barriers’ in relation to working with other organisations, the following responses were received: o 60% - Yes o 36% - No o 4% - No response
Graph 32 highlights key barriers respondents’ face in relation to working with other organisations. Graph 32 - Key barriers respondents’ face in relation to working with other organisations
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7.7
‘Good Practice’ (Partner Agency Members)
We are pleased to summarise examples of ‘good practice’ listed within returned questionnaires. o The North Staffs YMCA has built over the years a fantastic network of agencies which we work with. These agencies refer clients to us and vice versa. All paperwork is passed on via the consent of the client o Brighter Futures offer TEP placements to clients with convictions giving them an opportunity to prove themselves and their capabilities o Working together to provide opportunities for individuals, e.g. we are currently working with Stoke Youth Services, YMCA and YOT teams, all of which are working with us to provide placements for our clients o Chepstow House is a recent example of good partnership working: good communication between Probation / partnership agency. Also, CAB - where they have staff working within the Probation Office, making for better communication and understanding of their role immediate feedback. o Working with ARCH / DV Outreach Team when dealing with this sensitive area, gaining advice and ensuring people have correct support - particularly children. Exploring all options with ADSIS which resulted in a referral to BAC - being aware of where you can get funding for rehab, such as CRI and Mental Health Agency. Attending child in need meetings with risky cases to ensure full risk management. Chasing up referrals and passing all info so that a decision can be made based on all evidence. Arranging professionals meetings when required, making sure all people are aware of all bits of the jigsaw. Ensuring all relevant people are invited to Sentence Planning Board / MAPPA meetings. Feedback from YSS / Chepstow House and looking overlap of work etc. o STAR feeds back to PPO after every customer engagement and cross manages effectively
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7.8
Additional Comments (Partner Agency Members)
We are pleased to list relevant ‘additional comments’ made by partner agency members:
o A clear understanding of what the support services in the City of Stoke on Trent can provide and finding a clear way forward thinking vision of how the services can work more effectively together. Sharing appropriate information and with one key service that can sustain and guide the individuals through their journey to sustainable recovery of employment. Working on good practice to learn from parallel engagements of support regionally, nationally and internationally.
Sharing information regarding company
engagement to build on success stories and encourage other potential employers to communicate together on what has helped them. Allow the individual ex-offender to find a final a voice that can highlight key issues and share examples of previous and current experiences first hand, to be apart of change and breaking down barriers. Using Peer Mentoring schemes to educate and create stronger links in the community and a seamless approach through Custody to Community. o Regular communication o Willingness to treat individuals as individuals, not as criminals o Discussing options with all workers involved to ensure that information provided to client is accurate o Keeping each other informed o Ensure that all work together and not tread on each other’s toes i.e. not repeat work being done by other organisations and ensuring that communicate with each other to see what has been done and not done o It is important to assess where we are with progress and equally to re-assess issues and use them to initiate change. Financial support is key to the impetus and resources for practical engagements, and to centre the issues and focus on ex-offenders, not just to fulfil project requirements and eliminate the territorial tick box approaches which can cause more harm than good and in some cases even be the catalyst for continuing the cycle of re-offending behaviour. Educating the government and the public about the real issues and
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formulating strategies to effectively combat crime in the community. To target the issues at the core which include the communities and even prevention rather than cure. To get those who are affected by the issues more involved into the process and even the solutions. o To have a protocol organised at a management level. Regular meetings together to discuss cases. To have an understanding of organisational values. o Priorities Data Protection Communication.
7.9
Summary of Questionnaire / Interview Findings (Partner Agency Members)
We are pleased to summarise questionnaire / interview findings: o As a ‘whole’ agencies within Stoke on Trent provide a wide and comprehensive range of services to clients o Agency members appear to believe that ‘general support’ is a key priority in relation to the needs and priorities of their clients o Agency members understand that clients face numerous barriers when seeking employment, in particular discrimination, opportunity, confidence and work history o Agency members have indicated that they believe that the ‘top three’ employer ‘values’, in relation to employees are timekeeping, ability and commitment o Agency members have indicated that the ‘top three’ reasons why employers are reluctant to employ clients are trust, risk to company and fear o As a ‘whole’ agencies within Stoke on Trent work / refer clients to a wide variety of agencies o The vast majority of agency members (60%) believe that they face barriers in relation to partnership working with other agencies o The ‘top three’ barriers appear to be data protection, communication and a lack of understanding of client needs o ‘Off the record’ comments / negative issues have been notably directed to Jobcentre Plus e.g. o A lack of cooperation and understanding when working with complex and chaotic clients
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o Obstructive practices that lack any flexibility o They [front-line staff] don’t seem to understand our objectives and how we need to work – with flexibility and understanding of individual client needs o We have noted that as a whole, support agency members are not as aware as we would have expected of other support agencies, particularly in relation to appropriate agencies to refer clients to o There is clear evidence of ‘silo working’, counting numbers’ and a lack of effective communication channels within the Stoke on Trent area o There are however clear pockets of ‘good practice’ within the Stoke on Trent that others could learn from / add to o A number of agency members understand and appreciate how ‘matters can improve’ in the area, for the benefit of clients / wider community members
7.10
Questionnaire Findings (Employers)
In relation to the question, ‘Within the last 2 years, has your company employed / provided a ‘work experience’ opportunity to an employee(s) with a criminal record? The following responses were received: o 40% - Yes o 35% - No o 20% - Don’t know / 5% - Not indicated
Graph 33 highlights responses to the question, ‘What have been the positive experiences of employing an employee(s) with a criminal record?’ Graph 33 - Positive experiences of employing an Employee(s) with a criminal record
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Graph 34 highlights responses to the question, ‘What do you feel are, or could be the main ‘challenges’ / issues regarding the employment of an employee with a criminal conviction?’
Graph 34 - ‘What are, or could be the main ‘challenges’ / issues regarding the employment of an employee with a criminal conviction?’
Graph 35 highlights responses to the question, ‘What skills / qualifications / attributes / requirements are you looking for when employing ALL employees within your organisation?’
Graph 35 - Skills / Qualifications / Attributes / Requirements Employers are looking for when employing ALL Employees
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In relation to the question, ‘Would your organisation be interested in providing ‘work experience’ opportunities for people with criminal convictions, who are supported by an appropriate support agency?’ The following responses were received: o 28% - Yes o 50% - No o 22% - Already provide ‘work experience’ opportunities
In relation to the question, ‘Please list any incentives you would value to provide ‘work experience’ opportunities for people with criminal convictions? The following responses were received: o Financial – 2 organisations o Further understanding of the candidates in the first instance – 1 organisation In relation to the question, ‘Would your organisation value support / information / advice regarding the employment of employees with criminal convictions?’ the following responses were received: o 4 companies - Yes o 4 companies – No o The remaining companies did not respond to this question
In relation to the question, ‘If Yes, in what areas / subjects would you value support with?’ The following responses were received: o I currently don’t understand what support I would need o Would there be any funding? o If yes, how much? o How to apply in a social care environment o Funding for training and placement fees o Bus fares and out of pocket expenses for customers who volunteer
In relation to the question, ‘Do you want us to arrange an appropriate support agency to contact you / your organisation regarding the employment of people with criminal convictions? The following responses were received:
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o 3 companies – Yes o 9 companies - No o The remaining companies did not respond to this question
The following ‘additional comments’ were noted: o In the current climate, it is difficult to provide any opportunities for work experience, former criminals or otherwise (North Staffordshire Chamber of Commerce) o CSR is a very important principle [within Signet we believe in putting/giving back to the Communities from which we take. That is not only from our Head Office environments but also where our stores are based (533 nationwide) (Signet Trading Ltd) o We get hundreds of applicants each year with good CV’s and qualifications and at present we can barely keep our existing staff busy (Strata Group) o We are currently a new company and do not have the time or facilities to accommodate work experience opportunities at this time although once we are more established it may be something we can consider. (Pegasus Marketing)
7.11
Summary of Questionnaire / Interview Findings (Local Employers)
We are pleased to summarise questionnaire / interview findings: o Only 35% of local companies state their company has not employed, or provided a work experience opportunity to someone with a criminal conviction o We note that ‘positive experiences’ of employing someone with a criminal conviction include ‘soft skills’ such as commitment, hard working, try hard, reliability and enthusiasm o We note the two main ‘challenges’ employers face, CRB restrictions and the type of conviction o Employers have indicated that their ‘top three’ employer ‘values’, in relation to employees are qualifications, skills and ability o We note that whilst 50% of employers currently would not be in a position to provide work experience opportunities, 50% of employers either would be interested (28%), or are currently providing such opportunities (22%)
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o In relation to ‘incentives’ to employment of people with criminal convictions, we note a low response to this question – the only significant response being ‘financial’ o We make particular note of the comment made by the North Staffordshire Chamber of Commerce, ‘In the current climate, it is difficult to provide any opportunities for work experience, former criminals or otherwise’
7.12
Comparative Findings
In a number of significant areas, we have noted variations in responses from people with criminal convictions (clients), partner agency members / representatives and / or local employers. The following graphs highlight examples of such variations.
Graph 38 highlights responses to the question, ‘What skills / qualifications / attributes / requirements are employers looking for when employing ALL employees?’ Graph 38 – ‘What skills / qualifications / attributes / requirements are employers looking for when employing ALL employees.
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Graph 39 highlights ‘client’ and partner agency members’ questions relating the key needs / priorities of people with criminal convictions, in relation to their getting a job. Graph 39 - Key needs / priorities of people with criminal convictions, in relation to their getting a job
Comments It is apparent that there are a number of significant variations that will need to be addressed primarily by support agencies.
7.13
Summary of Observational Findings
We are grateful to those organisations and individuals who allowed us access to ‘coal face’ workplaces where clients are supported. Whilst we will clearly respect the privacy of all concerned, and in a number of cases, ‘four wall’ conversations, we feel it will be constructive to summarise observational findings: o A significant number of clients are not being made aware of the wide variety of agencies available to support them into work o A significant number of ‘front-line’ partner agency members are not aware of the wide variety of other agencies available to support their clients into work o A number of ‘front-line’ partner agency members deliberately not referring clients to other agencies. Reasons appeared to include: Wider Impact Consultancy March 2011
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o Personality issues (between individuals) o Doubts about the competency of individual(s) representing other agency(s) o Evidence of agency members obstructing the progress of vulnerable clients due to ‘rules’ / bureaucracy / a lack of understanding of the individual needs of clients o Positive examples of ‘Client Champions’, who are determined to ‘break through’ unreasonable ‘rules’ / bureaucracy / a lack of understanding of the individual needs of clients o Evidence of ‘silo’ working (e.g. agencies protecting their ‘assets’ – e.g. justifying funding payments / agency members believing they ‘can be all things to all clients’) o Lost opportunities to share / exchange ‘good practice’ / lessons learnt o Lost opportunities to share resources / preserve / protect scarce funding / resources o Whilst we noted excellent examples of ‘good practice’ and strategies linked to PPOs / higher level offenders, we noted a lack of ‘commitment / intention’ to support directed at those people who commit ‘low level’ / often non-custodial crime o Evidence of a lack of communication and co-ordination when supporting clients (e.g. a client being offered a work placement by one agency, despite other agencies being aware of his not being fit / ready for the work offered – i.e. drug impairment that would compromise work place Health & Safety / safety issues) o Evidence of employers not being aware of key issues regarding the employment of people with criminal convictions (e.g. Rehabilitation of Offenders Act) o Evidence of employers being concerned about the negative [media] impacts of openly employing people with criminal convictions o Evidence of employers not being aware of ‘good practice’ / opportunities to learn from others in the sub-region and the potential benefits of employing people with criminal convictions
7.14
Summary of Field Research Findings
o The majority of clients interviewed are extremely keen to find meaningful, sustained employment, and such employment will make significant differences to their lives.
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Benefits will clearly include reductions in drug dependency / misuse, improved health / well-being, lower benefit claims, and reductions in overall crime rates o Offenders appear to reach a point when they are determined to stop offending. This is a clear window of opportunity that support agencies should respond to as quickly and efficiently as possible / feasible o The majority of clients will benefit from multi-agency support if they are to be successful in finding work and sustained employment o Whilst there are excellent examples of ‘good practice’ in relation to client support, there are clear opportunities for: o Signposting available services to clients and ‘front-line’ partner agency members o Coordinating the support available to clients o Partner agencies (steered by senior mangers) to communicate and develop joint working / strategies o There appears to be opportunities for a number of partner agencies members to improve ‘attitudes’ to people with criminal convictions and the levels / speed of service / advice offered / provided o There appears to be a lack of understanding between clients and support agency members of: o Employers needs and requirements, particularly in relation to ‘what employers are looking for’ when they are looking to employ staff o The needs / priorities of people with criminal convictions seeking work o Whilst there are a number of ‘challenges’ local employers face when employing people with criminal convictions, there are clear examples of ‘good practice’ (e.g. Seddon), and positive attitudes / opportunities than can be built on – with appropriate support / training and guidance
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8.0
Relevant Research / Good Practice
8.1
Introduction
We are pleased to summarise findings linked to relevant research / reports and ‘good practice’ identified during the research period.
8.2
Relevant Research
We have taken the opportunity to note the following research / reports: 1. Brain Cells: Listening to Prisoner Learners, Prisoners Education Trust / Rushbrook. Billington. Ellis Consultancy. 2009 2. Leitch Review of Skills, Sandy Leitch. 2004 3. Barriers to Employment for Offenders and Ex-Offenders, National Institute of Economic and Social Research (On behalf of the Department for Work and Pensions). 2001 4. Securing Employment for Offenders with Mental Health Problems, Sainsbury Centre for Mental Health. 2002 5. Recruiting Ex-Offenders: The Employers’ Perspective, NACRO. 2003 6. Employing Ex-Offenders to Capture Talent, CIP. 2007 7. Outside Chances, DeMontfort University. 2010 8. New Hope Mentoring Project (Birmingham) Evaluation, Wider Impact Consultancy. 2007 9. North Staffordshire Community Chaplaincy Project Evaluation, Wider Impact Consultancy. 2006
We are pleased to provide a ‘highlighted’ overview of relevant research / report findings / summaries / recommendations: 1. Brain Cells: Listening to Prisoner Learners – relevant findings include: o 67% believed that would get a job within 6 months o 41% of respondents thought they would be employed on release from prison o 30% believed they would be claiming unemployment benefit o 28% believe they would be self-employed o 17% believed they would never get a job
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o 11% believed they would be claiming a disability benefit o On release, 87% of respondents felt that ‘few employers recruit ex-offenders’ o On release, 74% of respondents planned to use Jobcentre Plus as an immediate source of support in finding employment o On release, 61% would like to continue learning or skills training started whilst in custody o 61% would value more access [whilst serving a prison sentence] to the internet / newspapers in relation to their improving their job prospects o 59% would value making contact with employers in relation to their improving their job prospects o 54% would value work related skills qualifications in relation to their improving their job prospects o 53% planned to use family and friends o 31% planned to use the Prison Resettlement Programme o Only 23% felt that they were the obstacle to employment – e.g. lack of related skills / a lack of confidence 2. Leitch Report o Qualifications form a major part of employer recruitment strategies, especially the emphasis on vocational training being highlighted as a priority for the UK’s adult workforce 3. Barriers to Employment for Offenders and Ex-Offenders – the most important ways to tackle unemployment amongst people with a criminal record would be to: o Improve skills and qualifications o Tackle non-employment problems, such as housing and drug abuse o Reduce employer / interviewer discrimination – e.g. o Increased knowledge about the prevalence of offending and of convictions o Increased knowledge about the nature of offences and patterns of convictions o Information on the actual risks of re-offending o Delayed criminal record information until interviews
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o Do not use criminal record information in short listing o Improved knowledge on the Rehabilitation of Offenders Act amongst recruiters o Provide information on the Rehabilitation of Offenders Act to job applicants o Train recruiters in how to discuss criminal record information with job applicants and the legitimate reasons for consideration of criminal records 4. Securing Employment for Offenders with Mental Health Problems o Employment is one of the most effective ways of reducing offending o Coupled with the prospect of being unemployed, offenders also have elevated rates of mental health problems, which far exceed the general population o Employment has a positive impact on mental health 5. Recruiting Ex-Offenders: The Employers’ Perspective – of organisations / employers surveyed: o Employers seem willing to employ ex-offenders, but are reluctant to develop policies and procedures for their recruitment, or to do so openly, because of the critical response they may receive from the press and public o Most employers have no written policy on the recruitment of ex-offenders o Concerns are that recruiting ex-offenders could put the organisation at risk o Some employers are concerned that checking of records could become a bureaucratic burden on employers, particularly those in fields that had high turnover o All employers [researched] thought that a record would influence an employer’s decision to recruit o It may not be a major problem for applicants who appeared to be ‘one off’ convictions. o They were unlikely to employ ex-offenders who had committed serious offences, or those who had more than two convictions o Employers are concerned about the lack of information regarding the employment of ex-offenders
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6. Employing Ex-Offenders to Capture Talent – of organisations / employers surveyed: o Employers are more worried about ex-offenders having the ‘soft skills’ of honesty (92%), reliability (89%), and personal behaviour (84%) than technical skills o Relevant skills are seen as more important to the public sector (68%), and the least important in manufacturing, production and the Construction Sector (28%) o Around half (52%) of organisations with experience of employing ex-offenders consider sexual offences being the greatest cause for concern o Driving offences are the least concern to employers o 75% of employers indicate that they would consider employing ex-offenders if they had the relevant skills to fit the needs of the organisation o Employers would be more willing to employ ex-offenders if they are given access to practical help and support – including risk assessment, legal duties and networking opportunities with other employers to share experiences and learn from each other 7. Outside Chances – recommendations include: o The initial assessment of offender’s educational needs is crucial. Whilst formal assessment tools are useful, they should be used as ‘guides’ and there should be a focus on offenders’ individual needs and aspirations o Education Managers and Offender Managers should work together to ensure offenders have access to the fullest range of opportunities available o There is no ‘perfect’ model of provision. Courses most appreciated by offenders were characterised by perceived enthusiastic tutors, creation of positive learning environments that offer clearly communicated outcomes or benefits to the offender o There are benefits to education beyond its link to employability and stopping criminal activity o The research challenges the ‘payment by results’ model featured in the Green Paper. A narrow criteria of measures of success could fail to recognise the wide range of benefits to the rehabilitating offender, to families and to society provided by education and training programmes
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o As well as helping offenders gain qualifications, probation Trusts should help make the best use of their qualifications, particularly by ensuring strong links [partnership working] with practical advice services 8. New Hope Mentoring Project (Birmingham) Evaluation / 9. North Staffordshire Community Chaplaincy Project Evaluation – key findings include: o A significant number of offenders reach a point in their lives when ‘enough is enough’ and they are determined to stop offending o This stage is a ‘window of opportunity’ for them and those agencies there to support them o Offenders are most likely to succeed if they have immediate multi-agency support mechanisms in place to support them o Mentoring / appropriate ‘one to one’ support is valued by offenders / ex-offenders, and extremely effective in ensuring ‘long-term’ sustainable aims and objectives are achieved
8.3
Good Practice
We have noted the following examples of ‘good practice’: 1. Pertemps People Development Group (North East) 2. St Giles Trust (London) 3. Brighter Futures / Chepstow House (Stoke on Trent) 4. Seddon (Stoke on Trent)
8.4
Pertemps People Development Group (PPDG) (North East)
PPDG in partnership with the Prison and Probation Services has been delivering the National Offender Management Service (NOMS) contract since January 2010, assisting offenders based in 7 North East Prisons, as well as numerous Probation Service Offices in the area.
PPDG work with current and ex-offenders in order to enhance their ability to return to employment, by helping them individually and as groups in building their confidence and motivation, offering the chance to:
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o Learn new skills o Source suitable job vacancies o Update CVs o Prepare for interviews o Find the right job / training course
Linked to the 7 Pathways, the organisation delivers a structured ‘step by step’ approach, aimed at clients’ individual needs: 1. Engagement 2. Assessment – a ‘key’ and important stage 3. Assistance e.g. learn new skills / update CVs / prepare for interviews 4. Empowerment 5. Employment 6. Continued support – up to 6 months following employment
Table 4 highlights impressive outputs. Table 4 - PPDG Outputs
Subject
Target
Actual
1244
2070
Employment
100
265
Further Learning
230
174
11
18
Employability
735
2263
Mentoring
370
903
Motivation
420
837
Signposting / Referrals
204
189
Starters
NEETS to ETE
Source: PPDG, February 2011
Michelle Taylor, Site Manager, Pertemps People Development Group, points out, ‘I feel our success is down to the way we engage with our clients, ensuring they are treated with respect and
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as an individual from the offset. They are not labelled and pigeon holed as an 'offender' and are given the same opportunities and guidance as any other unemployed individual. We are, however mindful of their convictions and ensure we keep them focussed on realistic goals for them, so as they are not set up to fail and become further demotivated.
I believe that our success in gaining employment opportunities is down to the relationships we have built with local employers. They are given not only a great free recruitment service, but we also try to help re-educate them in seeing the benefits of recruiting individuals from our NOMS contract who have the same skills and abilities as other unemployed individuals.
We also provide an aftercare service to both them and our clients whereby we give support throughout their employment for up to 6 months, be this just advice for the clients or assistance in dealing with any minor issues at work, this furthermore ensures that any employment becomes sustainable’.
Mark Harrison, Senior Operations Manager, Pertemps People Development Group, is keen to point out, ‘Partnership working is an essential and key part of what we do. We look to avoid duplication and replication of key services and always aim to utilise ‘what works’ locally. We operate a ‘client centred’ approach and linked to the seven Pathways, aim to coordinate delivery of local agencies. It is important all agencies communicate and work in a joined up and collaborative approach that is individually tailored to meet client needs’.
8.5
St Giles Trust (London)
Founded in 1962, the St Giles Trust works with offenders and disadvantaged people to help them resettle and make a positive contribution to society. Practical support is provided around housing, training and employment. Services include: o Peer Advice Project – trains serving prisoners to NVQ Level 3 in Information and Advice, and enable them to help other prisoners by gaining valuable practical experience as part of the vocational element of the course. The course is externally verified by Advice UK
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o Through the Gates / Straight to Work Project – practical support for those leaving prison and entering society / employment o CAFE Project – intensive support to families involved in the Criminal Justice System o Community Based Training and Support – for ex-offenders and disadvantaged groups o Drop-In Support – for homeless people o SOS Project – for young offenders caught up in gang related crime o Call Centre, HMP Send – staffed by trained woman prisoners
8.6
Peer Advice Project Evaluation
We are grateful for access to an economic evaluation of Peer Advice Project carried out by Frontier Economics (2010) that concludes: o The costs of the Peer Advice Project are £3million per year o A typical training scheme, training 20 Peer Advisors costs around £264,000 each year if it is prison based, and around £100,00 per year if it is community based o The St Giles Trust Peer Advisors reach around 30,000 clients in prisons. o The total fiscal benefits of the Project are £16.3Million - driven by improvements in employment, education; training; housing and health outcomes o This creates a benefits-to-cost ratio of around 5 to 1 in the community o The benefits achieved by prison clients are even higher, rising to 9 to 1 o Ultimately, this means that every £1 invested in the Peer Advice Project creates at least £5 in benefits.
8.7
St Giles Trust - Employment of People with Criminal Convictions
We became aware during a site visit to the St Giles Trust that the organisation has a positive policy of employing people with criminal convictions, noticeably those who have carried out voluntary work within the Trust. We note with interest positive impacts from Andy Cross, Director of Services: o Huge amounts of motivation and commitment to us as an employer o A willingness to go the extra mile
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o We have very low staff turnover rates. Staff want to stay with us – partly because of our reputation, but also a lack of faith in other employers being willing to employ them o As a result, recruitment costs are low o More effective service delivery. The quality and impact of our services has been greatly enhanced (across all aspects of the organisation, included back room staff) by employing ex-offenders
8.8
Brighter Futures (Stoke on Trent)
We are pleased to note two distinct aspects of ‘good practice’ in relation to Brighter Futures: o Chepstow House o Transitional Employment Programme (TEPs)
8.9
Chepstow House
Supported by Gingerbread and the Citizens Advice Bureau (CAB), Chepstow House, Hanley, Stoke on Trent, is one of the second generation of women’s community projects (‘One Stop Shops’), which were funded as a consequence of the Corston Report, 2007, and Strategy on Diverting Women away from Crime -The Diversion Strategy, Ministry of Justice, 2009.
The service is for women aged 18+ and living in the area who are at risk of committing a crime, or have committed a crime and offers Personal Action Plans, based on key areas, including: o Managing a home o Managing money o Self care and living skills o Motivation o Use of time o Social networks o Physical health o Emotional and mental well-being o Drug and alcohol misuse o Offending
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According to interim evaluation findings delivered by Keele University (October 2010): o Participants on the programme report very positively on the service and support they receive o Chepstow House is supporting the conditions that facilitate reduced (re)offending by promoting positive personal lifestyle changes amongst customers o Chepstow House employs a number of positive practices for encouraging compliance with the programme o The work at Chepstow House contributes to wider social benefits, by working to reduce the social exclusion and personal isolation of customers, supporting positive family life and peer relationships o Chepstow House provides a safe women only environment
8.10
Transitional Employment Programme (TEPs)
As will be noted in Rose’s case study (Appendix C) Brighter Futures offers ‘customers’ with criminal convictions opportunities for employment as part of the TEPs programme. Placement programmes provide a transitional period of employment and offers the opportunity to: o Build up work related skills o Establish a work ethic o Gain personal confidence
Beneficiaries receive ‘on the job training’, and are supported in job search activities as the placement progresses. The placement is seen as a ‘launch pad’ into permanent employment.
In summary: ‘Brighter Futures provides support to those who require extra help to live independent and fulfilled lives. Our customers are people whose life chances including their health, employability and social skills have been impoverished by the impact of living in deprived areas and on low incomes. Poverty and inequality is linked to poor physical and mental health. The associated lack of opportunities creates disadvantage which leads to homelessness, addictions and involvement in crime. Volunteering, work-opportunities and getting a job along with good quality housing,
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skills and good health are integral to the solution. We offer employment to our customers and we will support people to achieve their goals whether they are staff or customers.
Our services respond to needs and focus on outcomes. They have been developed in consultation with customers and the involvement of our partners. They are based on what works. We provide a range of services to people including supporting people to live more independently, providing a range of housing and access to a wide range of opportunities’.
8.11
Seddon (Stoke on Trent)
We have been extremely impressed with Seddon’s approach to supporting people with criminal convictions into employment. For example: o As will be noted by Case Study 1 (Appendix C) the organisation has been actively involved with innovative initiatives such as ‘ReConstruction’, which, in partnership with the Probation Service, Featherstone Prison, Stoke on Trent College, Beth Johnson Housing Association and Seddon, enabled offenders serving a prison sentence to receive appropriate [construction skills] training within prison, resulting in a firm job offer / appointment on release o The company is currently working in partnership with the Staffordshire Probation Service (ETE) and Greater Manchester Probation Trust, delivering two 2 week intensive training package for up to 20 ‘ex-offenders’, which consists of accredited training in: o Manual handling o Asbestos awareness o Ladder / tower / scaffold o Fire safety o CSCS training / issue of a certificate o In addition the company is delivering in-house sessions on: o Health & Safety awareness o Painting and decorating applications o Seddon are planning to recruit from both groups, and inform it’s supply chain of their availability for employment / access to CSCS Certificates
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o On a national level, the company is communicating / liaising with 9 Regions, aiming to develop partnerships in each Region with 9 Prisons, Probation Trusts and Jobcentres – with a focus on communicating with female prisoners
The company is clear about the benefits of partnership working / supporting / recruiting people with criminal convictions, which include: o The delivery of commendable company vision / values – ‘Solutions from a Single Source’ / ‘To take a Wider View’ o Providing evidence of Corporate Social Responsibility (CSR), which is often a requirement of high value contracts linked to commissioners such as Local Authorities and Housing Associations o A company ‘feel good’ factor, which motivates the wider workforce / customers / clients o The recruitment of dedicated and highly motivated staff
8.12
Summary of Relevant Research / Good Practice
o Offenders (within prison environments) have optimistic expectations of gaining employment on release from prison o A significant number however feel that employers will be reluctant to recruit ‘ex-offenders’ o A significant number do not understand that key issues, such as a lack of appropriate skills / confidence can be an obstacle to employment o On release, a significant number are looking to continue prison based training commenced in prison o People with criminal convictions (in particular those serving prison sentences, or recently released from prison) value and benefit from direct multi-agency support / assistance during their ‘journey’ into employment o A significant number of offenders reach a point in their lives when ‘enough is enough’ and they are determined to stop offending o This stage is a ‘window of opportunity’ for them and those agencies there to support them
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o Such offenders are most likely to succeed if they have immediate multi-agency support mechanisms in place to support them o Support should be structured and aimed at the individual needs and requirements of clients o Although costs can be an issue, mentoring / ‘peer mentoring’ schemes are without doubt highly successful, and continue to be delivered and developed by a wide variety of agencies o There are benefits to employers when they employ people with criminal convictions o There are clear needs to provide what employers are looking for (e.g. appropriate qualifications / skills) – no matter if potential employees have criminal convictions or not o Employers generally require support / information / advice / guidance / training in relation to the employment of people with criminal convictions o Client centred multi-agency (including employers) communication, cooperation and collaboration is the ‘way forward’ in relation to enhancing the employment prospects of people with criminal convictions
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9.0
Summary of Research Findings
9.1
Introduction
We are pleased to summarise overall research findings, which are based on each area of research: o Facts & Statistics o Key National / Regional / Sub-Regional Policies & Strategies o Field Research o Relevant Research / Good Practice
9.2
Facts &Statistics
Whilst Stoke on Trent can without doubt be classed as a ‘deprived area’, regeneration projects are on-going and recovery strategies are in place. Whilst the overall economic outlook is poor, jobs are available in both manufacturing and services sectors. The skills base is low in the sub-region, compared to the Region and Great Britain as a whole.
There appears to be demand / potential demand within ‘creative industries’, logistics, adult social care, business and professional services and retail. Employers are employing, however, they report an apparent shortage of ‘skilled manual / technical / professional managers.
It is noticeable that certain categories of crime, such as criminal damage and violence against the person are significantly higher than the English average. It is noted that the estimated annual cost of each offender is over £97,000.
9.3
Government Policy / Strategies
As the Green Paper and other policies / strategies outline, it is Government strategy to reduce the prison population. There is clearly a focus on reducing re-offending, and diverting people with mental health problems, or drug and alcohol problems into treatment. There is also recognition of the role that sustained employment can make to reducing re-offending rates / the prison population.
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Linked to the 7 Pathways to Resettlement, there is an understanding that recovery can only be delivered through working with training, employment, housing, family services, wider health services and where relevant, prison, probation and youth services to address the whole person. In short – client centred, coordinated, multi-agency ‘end to end support’.
9.4
Field Research
Based on field research findings, we have no doubts that the majority of those interviewed are extremely keen (and in some cases desperate) to secure meaningful, sustained employment. Based on Maslow’s Hierarchy of Needs (Figure 1) this should not be an unexpected research outcome. Figure 1 - Maslow’s Hierarchy of Needs
We have no doubts that supporting people with criminal convictions into meaningful, sustained employment will result in significant reductions in local crime rates and wider individual / community benefits.
We are satisfied that field research has clearly highlighted the ‘needs’ of people with criminal convictions in relation to their employment ambitions. Linked to the 7 Pathways to Resettlement, we have noted that the majority of those interviewed enter what we have called a Routeway to Employment. Wider Impact Consultancy March 2011
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Figure 2 highlighted the 9 distinct steps / needs people within the sub-region face / require during their journey towards employment. We also note the advantage of an important further stage of support (Step 10) – continued support, for up to 6 months following successful employment. Figure 2 - Routeway into Employment
We have also noted that: o Clients often enter this route at difference stages o Clients require differing levels of support, guidance, training and opportunities o [Vulnerable] clients risk ‘slipping backwards’ if support is not timely or inappropriate o It is therefore important that clients receive the appropriate support at the right time by the most appropriate agency (linked to where they are on the route way) o There is evidence of ‘miss-matches of understanding’ in key areas such as what local employers are looking for when they are looking to employ and the key needs / priorities of people with criminal convictions, in relation to their getting a job o There is evidence of agency members not taking advantage of the ‘added value’ other agencies can ‘bring to the table’ in relation to the needs of individual clients o There is evidence of agency members carrying out client support functions that would be more appropriately delivered by another agency / agency member – thus depriving clients of the most appropriate support. Thus diverting agency members from their core / specialist functions and risk causing ‘frictions’ / animosity / concern between front-line agencies / agency members
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9.5
Access and Support
Based on overall research findings, it is apparent that the majority of people with criminal convictions enter the Routeway into Employment by 3 routes - Probation Service, Jobcentre Plus and self-referral.
It is clear, as highlighted by Figure 3, that the likelihood of ‘success’ is enhanced if ‘clients’, on entry to the Routeway, receive an early and thorough assessment of their individual needs, and receive appropriate ‘over-arching’, client centred, coordinated, multi-agency ‘end to end support’ as they enter and progress along the Routeway. Figure 3 - Client Centred, Coordinated, Multi-Agency ‘End to End Support’
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Unfortunately, as highlighted by field research findings, this currently is all too often not the case in the sub-region. 9.6
Relevant Research / Good Practice
We are extremely grateful to those organisations that allowed ‘access’ to ‘day to day’ operations, and are pleased to summarise research findings in this important area of ‘what works’: o People with criminal convictions (in particular those serving prison sentences, or recently released from prison) value and benefit from early, direct multi-agency support / assistance during their ‘journey’ into employment o Support should be structured and aimed at the individual needs and requirements of clients o Although costs can be an issue, mentoring / ‘peer mentoring’ schemes are without doubt highly successful, and quite rightly continue to be delivered and developed by a wide variety of agencies o There are benefits to employers when they employ people with criminal convictions o There are clear needs to provide what employers are looking for (e.g. appropriate qualifications / skills) – no matter if potential employees have criminal convictions or not o Employers generally require support / information / advice / guidance / training in relation to the employment with people with criminal convictions o Appropriate client centred multi-agency (including employers) communication, cooperation and collaboration is the ‘way forward’ in relation to enhancing the employment prospects of people with criminal convictions
9.7
In Summary
We note with interest that Pertemps People Development Group (PPDG) has been awarded the contract to deliver the NOMS West Midlands Co-Financing Plan (January 2011 – December 2013). We also note, following a meeting with the PPDG Senior Operations Manager that PPDG aim to deliver aims / objectives highlighted within the NOMS Midlands Co-Financing Plan: o Delivery across a range of funding schemes must be joined up locally to ensure a coherent direction that meets the needs of offenders
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o A joined up coordinated approach with partners and stakeholders – enabling data exchanges and the availability of a coherent and complete set of skills and employment data for each client o A recognition that there are significant gaps in motivating and supporting offenders into employment o For those [offenders] on community sentences, it is clear that many offenders need support to access mainstream services o Delivery will demonstrate linkages, progressions and added value to mainstream delivery, Jobcentre Plus, LSC / SFA and in-house NOMS-led delivery for offenders o A need to encourage more communication and joined up working at local level between prisons, Probation and Jobcentre Plus, to provide clarity around roles and responsibilities o Delivery will build on current resources, rather than duplicate or to replace o Delivery will provide a high degree of collaborative and partnership working for the benefit of worklessness people and the economy in the Region
Based on research findings we believe that this approach is appropriate for the sub-region and support the PPDG approach in relation to supporting people with criminal convictions into employment: 1. Engagement 2. Assessment – a ‘key’ and important stage 3. Assistance e.g. learn new skills / update CVs / prepare for interviews 4. Empowerment – see Section 8.4 (comments Michelle Taylor) 5. Employment 6. Continued support – up to 6 months following employment
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10.0 Recommendations 10.1
Introduction
Based on research findings, we are pleased to offer a number of recommendations aimed at delivering research terms of reference:
1. Senior managers representing key local agencies are urgently made aware of this report, with a view to gaining an insight of ‘customer’ / front-line staff views and opinions on ‘service delivery’. 2. Based on NOMS aims and objectives (Outlined within the NOMS West Midlands CoFinancing Plan), and evidence of ‘what works’, key agencies ‘sign up’ to delivering appropriate client centred, coordinated, multi-agency ‘end to end support ’ – with particular emphasis on improving sub-regional, multi-agency communication, cooperation, collaboration and coordination. 3. Based on research findings, their experience and being awarded the contract to deliver the NOMS West Midlands Co-Financing Plan, we recommend that the Pertemps People Development Group (PPDG) is invited to be involved in the delivery of Recommendation 2 (See Recommendation 6). We understand that such an invitation will receive a positive response. 4. Understanding ‘challenges’ faced in involving local employers in the development and delivery of local strategies / initiatives, steps are taken to provide what employers require to become actively involved in the employment of people with criminal convictions. This should include inputs such as: o Advice o Support o Training 5. Based on research findings we recommend that Stoke on Trent College / The City Break Programme is well placed to coordinate and deliver Recommendation 4.
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6. We recommend that the commissioner (Stoke on Trent College) hosts a high profile multi-agency event (attended by clients, ‘front-line’ staff and senior managers), when opportunity can be taken to: o Network – ‘get to know who is who’ o Present research findings
o
Agree strategies to deliver Recommendation 2
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11.0 Conclusions 11.1
Introduction
We are grateful to those individuals and agencies that have supported this research and make particular reference to those respondents with criminal convictions – the ‘clients’. We are satisfied that our ‘coal face’ approach has achieved research objectives; providing service providers with an important insight into ‘what works’, what ‘can be done better’ and most importantly ‘what needs to change’ in the sub-region in relation to: o Delivering high quality ‘client focussed’ services that: o Assist clients with criminal convictions into work o Reduce crime o Saving money / resources
11.2
What Works
We are keen to point out that we have noted excellent examples of ‘good practice’, particularly in relation to the services offered to PPOs, females and the longer term unemployed.
There are a significant number of front-line ‘expert providers’ (who we commend), who are committed to supporting clients and achieving sub-regional aims and objectives. There is no doubt that the most effective approaches are those that deliver client centred, coordinated, multiagency ‘end to end’ support.
11.3
What Could Be Done Better
Whilst being satisfied that there are appropriate agencies in place within the sub-region to support the needs of people with criminal convictions into employment, it is apparent that there is a noticeable lack of ‘front’-end’: o Communication o Cooperation o Collaboration o Coordination
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For example, it is apparent that: o Clients are not as aware as they could be of who ‘is out there’ to support them o Front-end service providers do not fully understand: o Client and employers’ needs and requirements o What other agencies are available to support them and clients o Opportunities are being missed to cooperate and collaborate, enabling benefits such as: o Enhanced support for clients o Agencies becoming more efficient / saving money / resources o The achievement of organisational aims and objectives
11.4
What Needs to Change
In short, led by senior managers, a significant number of agencies ‘need to do better’ and we make direct reference to recommendations highlighted at Section 9.
11.5
In Conclusion
We are satisfied that we have provided sufficient data and information for partner agency members to ‘look forward’ and address the needs and aspirations of clients.
As highlighted, there is a noticeable lack of front-end communication, cooperation and communication between multi-agency members
It is clear that the appointment of the Pertemps People Development Group (PPDG) to deliver the NOMS West Midlands Co-Financing Plan is timely and an ideal opportunity for local agencies to deliver one key objective:
Key agencies (including local employers) ‘sign up’ to delivering appropriate client centred, coordinated, multi-agency ‘end to end support’.
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Appendix A NOMS West Midlands Co-Financing Plan Activity Model Coordination
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 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 funding 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).
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Preparation
12
Facilitate access to vocational information, advice and guidance support and into training for selfemployment, business creation and social enterprise.
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-represented.
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.
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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 Plus.
27
Continued support, where appropriate, for both employees and employers.
28
Support for offenders to overcome their barriers to employment - providing advice, motivation, and facilitation to access services and funds where available.
29
Peer support.
30
Providing support following transition from custody to community.
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Appendix B Interim Work & Skills Plan for Stoke on Trent (2010 / 11) Key Actions
Action One: We propose to demonstrate to Government and other strategic stakeholders that the partnership, vision, will and ability exist within North Staffordshire to confidently allow funding for worklessness to be devolved to the sub-region to enable us to deliver against some challenging targets and aspirations. Action Two: Notwithstanding the area covered by the Interim Plan, for the Full Plan we will seek to develop a genuinely sub-regional approach so that employment and skills issues across Stoke and Staffordshire are covered within the same Work & Skills Plan. Action Three: We will build on the successful Governance structures already in place in North Staffordshire (particularly the demand-led approach fostered through the Employer Board) and ensure that the good practice developed is rolled out when a joint Stoke & Staffordshire Work & Skills Plan is prepared. Action Four: As part of the development of the Final Work & Skills Plan, we will update the evidence base prepared as part of the LAA Delivery Plan; develop a detailed assessment at a neighbourhood level to ensure or interventions are targeted; and roll out the good practice across Staffordshire. Action Five: We will use the Worklessness Assessment, Local Economic assessment and primary evidence through sources such as the NSRP Employer Board to develop an effective picture of demandside issues (including future demand) to inform the Work & Skills Plan. Action Six: We will support a range of activities to ensure that identified gaps in worklessness provision are effectively filled and principally: o The continuing development and expansion of the JET (Jobs Enterprise Training) Service o Support for demand-side opportunities including an effective inward investment programme, help for self-employment and social enterprises and continuing participation in the Future Jobs Fund programme o Transitional employment solutions, including intermediate labour markets and volunteering o An early intervention programme to prevent people who are on sick leave becoming ESA/IB claimants Action Seven: We will ensure that Skills For Life provision is delivered effectively and is underpinned by quality and inclusion. We will also ensure that it is embedded in a range of other training interventions and that it includes ESOL and ICT provision. Action Eight: We will work to increase skill levels in the sub-region through: o Promoting Apprenticeships, Train To Gain and other programmes (with the City Council and other large employers leading by example) o Ensuring that training is built into a range of other employment interventions, e.g. volunteering o Promoting a range of activities to increase higher-level skills in the City, including Foundation Degrees and graduate retention projects
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Action Nine: We will deliver the aims and objectives of the Stoke-on-Trent Employment & Skills Business Plan and seek to incorporate our vision and objectives in a wider Staffordshire Work & Skills Plan. Specifically: o o o o
To work towards ensuring that Adult & Community Learning becomes an excellent service To increase skill levels across the City, including vocational and higher-level skills To work towards the principles of Total Place by working with a range of partners to maximise resources and develop a “no wrong door” approach to person-centred support To ensure that in everything we do, there is quality and a high-regard for our customers
Action Ten: Subject to consultation with the City Council’s Cabinet and NSRP Employment & Skills Group, we will continue the good practice developed in our Future Jobs Fund programmes into 2010/11 and 2011/12 and ensure that as many of the programme outcomes as possible are sustainable. Specifically:o Reviewing employers (prospective and existing) and their commitment to the FJF programme in supporting the individuals o Continuing to assess the types of jobs to ensure training, both work based and accredited, undertaken through the job being real, transferable and marketable to give the best possible chance for the young person to take place in the labour market o Making the most effective use of ABG (granted to employers by the FJF Steering Group) to enhance and add value to the FJF programme to the benefit of the individual Action Eleven: We will continue to use best practice principles to undertake effective and robust performance management procedures.
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Appendix C Case Studies (Names changed and identities protected)
Case Study 1 (Nigel) Nigel is aged 42. He is white / British, has one dependent child and has a partner. He lives in the Stoke on Trent area. He left school with no qualifications. He has numerous serious previous convictions, and has been in and out of prison at least 17 times. His first arrest / conviction came aged 9, when he was involved in an armed robbery. He says, ‘I was easily led by another boy, aged 15, who with others kept getting me into scrapes. That earned me two weeks in a Young Offenders’. He left school to work in local pits, where he enjoyed sustained and meaningful employment for 6 ½ years. He lost his job along with hundreds of others as the pits closed in North Staffordshire and the UK; after which things went from bad to worse, ‘I had no job and I guess I got bored. Looking back, I quickly got a drug problem, which moved onto Class A drug abuse. Crack – the lot. I remember the moment when I realised I was addicted. I could not sleep one night and had a bad time. A mate said ‘your an addict now’, and that was it – I was an drug addict, with a habit to feed’ ‘Without a job and a drug addiction, I quickly moved into a life of crime. I had to feed a habit and I got into everything. I was into everything, heavy duty stuff. The only trouble was, I kept getting caught and during my life I have been to prison around 17 times’. Towards the end of his ‘criminal career’, Nigel began to make efforts to change and stay out of prison, ‘It was not easy. I really wanted to change. I would come out of prison determined to change, but I would go to the pub, have a drink. The drink would weaken me, and I would accept drugs. Bang, I was back in prison. So next time I would come out I would make an effort not to take drugs, but the drink would get me into trouble, so bang, I was back into prison again.’ He also makes a point that there were other hurdles, ‘You have to understand there are two worlds. Your world and an ex-cons world. I would sit with people such as you in a pub and did not have a clue what they were talking about. I understood what people from ‘my world’ were talking about – it was often linked to drugs and crime. When I tried to sit in your world I would slip and say something that let them know I was an ‘ex-con’. Then I got sympathy and efforts to ‘understand’ me. They could never ‘understand’ me, as I could never understand their worlds. I was on my own and it was seemed impossible to change’. The turning point came when he was at Shrewsbury Prison.
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‘I heard on the ‘grape vine’ about a special scheme that was being developed at Featherstone Prison, linked to jobs in the construction industry. I wanted to be on that, but they were going to transfer me to Stafford Prison. I was having none of that and made it clear I wanted to be transferred to Featherstone. Thank goodness they let me go to Featherstone. The trouble was I was on the wrong Wing when I got there and I heard about a meeting on another Wing, when they were looking for volunteers to get on the scheme. Although I could have got into serious trouble, I managed to sneak onto the other Wing and get into the meeting. I remember one of the prisoners helped to name the scheme ‘ReConstruction’ – he got a prize for that!’ The trouble was, my name was not on the list to join the scheme, but my luck changed and a Warden spotted me and realised how keen I was. She said, ‘Nigel, do you really want to come on this, because someone has dropped out’. I grabbed the chance and looking back it was ‘my time’ at last. The next challenge was to get back on my Wing without being caught - which I did successfully’. Nigel joined the ReConstruction scheme, which was an innovative new initiative developed by Beth Johnson Housing Association, Stoke on Trent College, Featherstone Prison and supported by employers such as Seddon. Inmates were provided with training by Stoke on Trent College, linked to the construction industry; and provided they completed the training and stayed drug free in prison and on release, were offered a job, further training and a home on release. Nigel says, ‘I started the scheme in prison and threw myself into it. I was offered heroin while I was on it by a ‘friend’, but refused. Others laughed at me, saying things like – ‘you will never stick it, you will slip back’. But I didn’t and passed everything that I could. I remember we had a visit in prison from some top executives, which included a top man from Seddon. He watched me papering and offered me a job when I got out of prison. I never forgot that while I was in prison and it kept me going. It was my time’. Nigel also points out he needed other support to keep focussed, ‘It was tough for me and for some reason a ‘CARAT’ worker* got through to me. She listened to me and I slowly opened up. I had always found it hard to talk and say what I was thinking and I took a chance on her. You see lots of so called caring people ask you to open up to them in prison and they always seemed to let me down. She didn’t though, and I built up so much trust in her. She helped me through those crisis moments when you get low and put some structure in my thinking and how I was going to tackle problems as they came to me. She was there for me and I appreciated that. I was then picked up by a Community Chaplain who was going to be there for me when I left the prison and tried to make a real go of things. He was good too. He never judged me and never took any nonsense either.
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I felt I had the tools now to make a real go of things when I got out of prison. It was my time this time’. Nigel left prison and immediately took up Seddon’s offer of a job. It was unbelievable, someone believed in me, and I was back in ‘real work’. There were issues, as I was tagged, which meant I would have problems getting back from jobs out of the area in time for my curfew. But Seddon were great, and worked with my Probation Officer and a system of phone calls involving my line manger, his manager, my Probation Officer, and the tagging company sorted all of them out. I was supported by the Community Chaplain, who was my mentor and I felt I had a support team around me. This time, although it was a dangerous time for me, I was not on my own and had some purpose and direction to my life’. Nigel understands how important a ‘support team’ was to him, ‘The Community Chaplain kept in touch with me for nearly 3 years. Even if I didn’t need him, it was good to know he was there. It all started with that ‘CARAT’ worker. She got through to me and helped me to open up with myself and other people’. Nigel has no doubts that his being ‘crime free’ has saved society ‘Many many thousands of pounds in terms of proceeds of crime [probably over a million pounds], and the benefits I would have picked up. You have to understand, I was stealing valuable things to feed my drugs habit and life style. I also think I, or someone else could have died’. Nigel has no doubts he has to keep alert, ’It only takes one mistake, and I could be back there. It was my
time, and I don’t intend to mess it up’. He is also keen to ‘Put something back – I would be ideal to sort out those who say they are ready to change and are not. You can’t kid a kidder. I also feel I could help those who have been where I was. I would love to put something back. I am so grateful to those who have, and continue to help me to get where I am now – a citizen, with a job, paying taxes and supporting my family. That feels good!’ Nigel has been crime and drug free and in employment for nearly six years since leaving prison the last time. Seddon describe him and a ‘model employee’. *Drug services in prisons Every prison has 'CARAT' workers. CARAT stands for 'Counselling, Assessment, Referral, Advice and Throughcare'. Everyone coming into prison that is identified as having a drug problem is assessed, given advice about their misusing and referred to other services such as drug treatment programmes, housing, employment and external Drugs Intervention Teams to prepare for release, etc.
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Case Study 2 (Nina) Nina is aged 20. She has no dependents and her parents are of Pakistani origin. She is single and lives in the Stoke on Trent area. Nina has a conviction for possessing a Class A Drug with intent to supply. She achieved 6 levels A to C GCSE qualifications at a local school. At this point she lived ‘A normal and happy life with my parents / family’. She had no criminal convictions. From this point, ‘My life was turned upside down at the point when I was planning to attend college and continue my education’. Nina continues, ‘I was looking forward to going to college, when my mother informed me that ‘college was not for Asian girls and I was to go to Pakistan with a view to getting married. This was not for me and I left home aged 16 years to live with my sister on the floor, in a hostel. She had previously left home for the same reasons as me. I knew my dad would be looking for me, so I just kept my head down, not leaving my bedroom for weeks on end’. ‘I was however keen to get a job and would attend the Jobcentre every fortnight. I would apply for loads of jobs with no joy, but the people at the Jobcentre did not seem to notice me, or the efforts I was making to get work. I did notice that other young people were not as keen as me to find a job and would complete their forms outside before they went in. The people at the Jobcentre did not notice that either it seemed. It was like I was just a number and was pushed on to the next level, without any thought about me as a person’. After a while she and her sister parted company and she moved into shared accommodation, managed by a private landlord. ‘It was not good, but it was all I could afford. The other tenants were older and male and there was a lot of drinking and [cannabis] smoking going on. For a while I just stayed in my room, keeping to myself, trying to avoid meeting my dad’. I tried to go to college, but it did not work out, I just could not afford the travel costs, and I had no nice clothes. I felt I looked like a tramp. I continued to attend the Jobcentre – Newcastle this time, to keep away from my dad, but they just did not seem to notice me, or who I was either’. I felt so lonely and gradually started to mix with the other tenants. I knew it wasn’t right, but it was nice to speak and relate with someone. I began to drink and smoke cannabis with them. They asked me to keep things safe for them – packages of drugs and money. I knew it wasn’t a sensible thing to do, and one day, when I was in on my own in the house; the police bashed my door down and searched my room. They found a lot of Class A drugs and cash and I was arrested for ‘possession, with intent to supply’. That was it. I could not grass on anyone, I was too scared and I was on my own. I dare not contact me family. I was charged and remanded in custody for around 3 months. Prison was horrible, but I was safe from whoever could hurt me. I was in shock, paranoid, thinking the worse. I eventually got bail and was
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convicted. I decided never to trust anyone again. I hated everybody and vowed never to get into such trouble again. I received a 12 month suspended sentence and a 12 month Supervision Order. I got accommodation at the YMCA’s, but hated it. It was not a nice place for me to be, some people were self-harming and the noise at night was horrible. I remember sitting in my room thinking about my past life. It was like I used to be a doll living in a lovely dolls house, and now I was living in this horrible place, with a horrible life. I felt like a tramp – with no money for nice clothes or cosmetics. I had a Probation Officer and she really tried to help me. For example, I was attending a local college, and I could not go, as I my slip- on shoes let the snow and wet in. So she approached the college and they gave me £15 to buys some better shoes’. My family found me because of the court case publicity, and it seemed like things could improve, but my mum still wanted me to marry, so I could not go home. I was having panic attacks and felt like I was losing my mind. Things were no better on the job front. The Jobcentre staff were still of no help to me, so on my own initiative I booked myself into a women’s’ hostel in another area. I got a new Probation Officer in that area and tried to make a go of things. For around a year things got better. I had good support from my Probation Officer and the Jobcentre. I got a flat and found a nice partner. Then we split up and I had a breakdown. I was on my own again and came back to the Stoke area to be with my sister again. All of a sudden things changed. I got a really good Support Worker at the Jobcentre. She was wonderful and really cared for me and understood how hard things were for me, and how hard I was trying to find a job and become independent. She even had my mobile number and would text me, offering support whenever I needed it. I was sent on a Pertemps course, which I enjoyed, and ended up at Sarina Russo. My Support Worker there was wonderful too. He really believed in me and gave me to skills I needed, such as writing my CV and how to apply for jobs and interview skills. He found me real work [volunteer] experience and I loved it! I put lots of hard work in and really tried to please. I had something to do with my life and the Jobcentre gave me £30 to purchase an interview suit. A chance came for a job interview at a local charity, and I got the job! I felt as though it was my time’. I am working there now – whilst it is only temporary until March, when funding could run out; it is so good to be me again! My confidence is back. I am calmer and my Sarina Russo worker is still there for me when I get low and worried. I am not sitting back now, and am ready to look for more work if this job ends due to funding.
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There is no doubt I could not have got where I am now with real and meaningful support from my Probation Workers, that wonderful Jobcentre person and my brilliant Support Worker at Sarina Russo. I just can’t thank them all enough. Nina has not re-offended and is currently in employment.
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Case Study 3 (Rose) Rose is aged 31. She white / British, married with no children and is a resident of Stoke on Trent. She has a conviction for benefit fraud. Rose has also been a Carer for her mother and father from the age of 10 years. She points out, ‘No one could, or would help me. It was down to me to care for my parents. I did my best to get a good education and hold down employment, but just as things seemed to be OK, a medical crisis would occur, and my priority had to be my mum and dad. Sometimes I would only get a couple of hours sleep a night, and then need to go to college, University or work. The stress and tiredness was really hard work and I was often exhausted. I was however determined to get an education and work to ‘pay my way’, and make my mum and dad proud of me. In terms of qualifications, I achieved, GCSE Maths and English (Learn Direct), HNC Law (Staffordshire University), HNC Health & Social Care (Open University) and National Certificates in Manual Handling, CPR, Advanced CPR and Cancer Care. I had a number of jobs, including an Assistant Social Worker, with a case load of 146 clients. Looking back, I don’t know how I coped. I was also helping so many other people, but felt I was not coping as well as I should with my mum and dad at home. The problem with trying to work was I would need to take short notice time off / sickness to care for my parents, and I would need to claim benefits. Then I would be back at work, and to come of benefits. It got worse when mum had a stroke. My life was extremely hectic and stressful. Looking back, I realise I drifted into benefit fraud. I could not keep a track of my life as a whole, and I just put it at the back of my mind. I kept forgetting to tell them when I was in and out of work. I suppose I just put it to the back of my mind. I just had too much on my mind, particularly at the time when my mum died. I had a breakdown, and was unfit for work. I started a Degree course, and was determined to finish it. But behind the scene, the issue of benefit and housing benefit fraud was still there. It began to come to front of my mind and really worried me. Looking back, I realise I wanted to be caught and filled a form in knowing it would ‘catch me out’. It did and before long, I had a call to attend an interview and admitted my ‘mistakes’. At first they tried to reassure me that it would all sort itself out, and my family and friends tried to reassure me. BUT I had a feeling it was not going to be. I was right, and was sent to Crown Court, when I admitted everything. My sentence was 240 hours Community Service and a 6 month Supervision Order. My solicitor had advised me I faced prison, but the Judge said there were mitigating circumstances and made no Order for
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repayments. At this point my life got worse. I was asked to leave my Degree course due to my conviction. It was clear that employers such as Social Services would not employ me in my previous capacity. I was not entitled toany benefits and was reliant on my husband’s income. I also had a number of miscarriages. I was unemployed with no hope, and a dad to still to care for. My relationship with my Probation Worker was not good. I only met her 4 times and she did not seem to like me. Her advice to me was to stay on benefits for the rest of my life, claiming sickness as a reason, and rely on my husband. I never received any positive advice of her, or referrals to any other agencies. Community Service was a terrible experience. At first they sent me to a charity shop, but she did not want me there, because I could not lift boxes and heavy things. They then sent me to a programme, where with others we did menial tasks. The problem was, the other ‘offenders’ were male and there for some really bad things such as sex offences and drugs. I was present when they were taking drugs, and at one point someone put Methadone in my tea as a joke. It made me really ill. I never felt safe or comfortable there. And then ‘my time’ came. The only good thing at being at the Programme was I overheard someone talking about City Break and a great bloke called ‘Mike’. He could find you work and really cared. That was it; I made my life mission to find Mike. It took ages, as no one seemed to know about him or the Programme, but I persisted and after a few weeks found his number. I arranged a meeting, and my life changed. Mike really seemed to care, and treated me with respect. He was the first person since my conviction who did that, and I remember being so impressed when he held a door open for me. A small gesture, but it meant so much! He listened to me and quickly referred me to the JET scheme, and they were useful to me in my search for a job. I had never heard about them before Mike. After a while I felt ‘job ready’ and started to apply for jobs – with the support of the JET team. It was not easy. I think I applied for 200 jobs, with only 2 interviews. In one case all was well until the interview panel at a major IT company asked if I had any criminal convictions. I was honest, as their HR had said it would be OK. It wasn’t. I remember their faces, they did not know what to do next, and the interview was terminated before it started. I felt awful! Another time, I went for an interview with a local Housing Association. In front of other candidates, they let it slip that I had a conviction. They all looked at me. Image how I felt. I did not perform well at that interview. I was becoming demoralised, and then my luck changed. With the help of the JET team I was employed on a temporary [TEP] contract by Brighter Futures. I am there now, in an administrative roll. I love it, and feel
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I am back on the ladder. It was strange at first. I remember my Line Manager (who is wonderful), telling me at a staff appraisal that it took 3 days before I looked her in the eye. You see, I did not feel worthy – due to my conviction, what I had been through, in particular how people I am used to looking up to treated me. I joined Brighter Futures as part of the TEP Programme [Transitional Employment Programme], which has provided me with support in key areas such as CV writing, confidence building, completing job application forms, and writing covering letters My Line Manager has also helped me identify and build on skills and attributes I did not know I had. I am much better now, and really feel part of the team at Brighter Futures. My only worry is I will lose my job when the funding runs out on the 31st March. I am however remaining positive. I am looking for a new job and know that Brighter Futures should be in a position to provide me a good reference should I need it. I cannot thank those such as Mike [City Break], the JET Team and Brighter Futures enough. They have been wonderful. It is so hard when you have a conviction like mine’. Although the court made no Order, Rose is voluntarily re-paying the benefits she illegally claimed, as ‘It only seems right and proper. I just want to make my mum proud of me’ Rose is still employed and has not re-offended.
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Appendix D
Personal Information Name .......................................................................... Gender Male
Ethnic Origin …………….....……
Registered disabled
Yes
Age ...............
No
Female
Number of dependents..............
Home Address Yes
No
Offence(s) Category(s)......................................……………….......................…………….
............................................................................................................................................. First offence?
PPO?
Ever been in custody? Yes
No
Currently in custody Yes
No
(If appropriate) Length of current / last sentence..................................
‘Occupation’ (Before most recent imprisonment) .................................................................
‘Occupation’ (Current) . .......................................................................................................
Qualification (s)...................................................................................................................
Section 1 Have you reached a point when you have decided that you want to change your life and stop offending? Yes
No
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If ‘Yes’, What needs to happen / what steps are you taking to change your life? o o o o o Other:
If ‘No’ what needs to happen to help you make this decision? o o o o Other:
Section 2 Do you have a job / a job to go to?
Yes
No
How long unemployed? ........................................ How important is it for you to find a job?
Are you looking for a job?
01 2 3 4 5
Yes
No*
What sort of job are you looking for? ...................................................................................... * If ‘No’, why not?
How disadvantaged do you feel when looking for a job?
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What are the 3 main reasons why it is / may be hard for you to find a job: 1. 2. 3. Other:
Section 3 What do you feel employers most value from employees? o o o o o o o
Other:
Section 4 What would you most value NOW in relation to your getting a job? o o Other:
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Section 5 Has / is anyone supporting / helping you to gain employment? Yes
No
Who is / has supported / helped you?
o
............................................................................................................
(Type of support)
o
......................................................................................
01 2 3 4 5
............................................................................................................
(Type of support)
o
01 2 3 4 5
............................................................................................................
(Type of support)
o
......................................................................................
......................................................................................
01 2 3 4 5
............................................................................................................
(Type of support)
......................................................................................
01 2 3 4 5
(If appropriate) Who identified where you could find support:
How hard is / was it to find the right support?
01 2 3 4 5
(If appropriate) Why is it hard to find the right support? o o o Other:
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(If appropriate) What is good about the support / help you have received?
o o
o (If appropriate) What could be done better? o o o
Other:
Who do you think is the best person / agency to support you now? o
o
Why? o o o
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Section 6 What difference would getting / keeping a job mean to your life? o o o o o o o Other:
Anything else you wish to add? / Supplementary questions
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Appendix E
Thank you for taking the time to complete this short questionnaire, which will be used as part of research commissioned by Stoke on Trent College into the training, employment needs and aspirations of employees / potential employees with criminal convictions; with objectives aimed at developing initiatives aimed at enhancing their ability to enter / remain in the labour market. Edwin Lewis, Director, Wider Impact Consultancy
Personal Information Name
………………………………………………………………..
Organisation
……………………………………………………………….
Job Title
……………………………………………………………….
Phone No
……………………………………………
Email
…………………………………………..
Section 1 Please describe the key function(s) of your organisation
Please describe YOUR key role(s) / functions o o o
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Section 2 What do you see as the key needs / priorities of people with criminal convictions, in relation to their seeking employment? o o o o o
Section 3 What barriers do you feel people with criminal convictions face, in relation to their seeking employment? o o o o o
Section 4 What do you feel employers most value from ALL employees? o o o o o o
How difficult is it to locate employers willing to interview / employ people with criminal convictions? (1 is low – 5 is high) (0 – no views) 01 2 3 4 5
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(If appropriate) Why do you feel employers are reluctant to interview / employ people with criminal convictions? o o o o o Other comments
Section 5 Please list other organisations you work with / refer clients with criminal convictions to (please continue on a separate sheet of paper if necessary): o o o o o o Do you feel there are any ‘barriers’ in place in relation to working with other organisations?
Yes
No
If ‘YES’ please list examples of key barriers (please continue on a separate sheet of paper if necessary): o o o o
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(If appropriate), Please outlines examples of ‘good practice’ of ‘Partnership Working’ (please continue on a separate sheet of paper if necessary):
Anything else you wish to add? (please continue on a separate sheet of paper if necessary)
Data Protection Please tick the following box, if you do not want your details retained by Stoke on Trent College, and utilised for wider monitoring and marketing purposes. For further information / contributions please contact Edwin Lewis at Wider Impact Consultancy on 0845 165 0491, or email
[email protected]
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Appendix F
Thank you for taking the time to complete this short questionnaire, which will be used as part of research commissioned by Stoke on Trent College into the training, employment needs and aspirations of employees / potential employees with criminal convictions; with objectives aimed at developing initiatives aimed at enhancing their ability to enter / remain in the labour market. Edwin Lewis, Director, Wider Impact Consultancy
Personal Information Name
………………………………………………………………..
Organisation
……………………………………………………………….
Job Title
……………………………………………………………….
Phone No
……………………………………………
Email
…………………………………………..
Section 1 Please describe your organisation (e.g. Service, Manufacturing, Construction, IT, Retail, Transport, Education, Health) ................................................................................................................................ Large company (more than 250 employees) Medium company (less than 250 employees) Small company (less than 50 employees) Micro company less than 10 employees)
Section 2 Within the last 2 years, has you company employed /provided a ‘work experience’ opportunity to an employee(s) with a criminal conviction(s)? Yes
No
Don’t know
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If ‘Yes’, have there been any ‘challenges’ / issues regarding the employment of an employee(s) with a criminal conviction? (Please list) o o
o o Other:
(If appropriate) Have there been any positive experiences of employing an employee(s) with a criminal conviction? (Please list) o o o Other:
General What do you feel are, or could be the main ‘challenges’ / issues / concerns regarding the employment of an employee with a criminal conviction? (Please list)
o o o Other:
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Section 3 What skills / qualifications, attributes / requirements are you looking for when employing ALL employees within your organisation? (Please list) o o o o o o Other
Section 4 Would your organisation be interested in providing ‘work experience’ opportunities for people with criminal convictions, who are supported by appropriate support agencies?
Yes
No
Already provide ‘work experience’ opportunities
If appropriate, please list any incentives you would value to provide ‘work experience’ or employment opportunities for people with criminal convictions: o o o Are you aware of where to seek support / information / advice regarding the employment of employees with criminal convictions?
Yes
No
If ‘Yes’, where do you obtain your support / advice from? (Please list)
o o o If appropriate, what key areas / subjects would you value support with? (Please list) o
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o o Do you want us to arrange for an appropriate support agency to contact you / your organisation regarding the employment of people with criminal convictions?
Yes
No
Anything else you wish to add? (please continue on a separate sheet of paper if necessary)
Data Protection Please tick the following box, if you do not want your details retained by Stoke on Trent College, and utilised for wider monitoring and marketing purposes. For further information / contributions please contact Edwin Lewis at Wider Impact Consultancy on 0845 165 0491, or email
[email protected]
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