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National Offender Management Service Strategic Framework

This strategic framework aims to reduce reoffending, improve public protection, and enhance public confidence by delivering the NOMS reform program through coordinated delivery of cross-government initiatives. It emphasizes the need for effective commissioning and contestability to prioritize resources, increase equality of access, and drive performance. The framework also highlights the importance of partnerships with the voluntary sector and private sector to meet diverse offender needs.

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National Offender Management Service Strategic Framework

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  1. National Offender Management Service Strategic Framework

  2. National Offender Management Service Strategic Framework Nicola Lowit Commissioning and Contestability Team

  3. The challenge • We need to deliver: • Reducing reoffending • Public protection • Public confidence • To do this we need to: • Deliver the NOMS reform programme • Co-ordinate delivery of the cross government programme to reduce reoffending • Manage capacity • Manage resources more effectively • Deliver greater equality of access to services

  4. Public sector reform • Public sector driven predominantly through silos: targets, organisations and performance systems • Partially successful by driving improvement through service delivery agencies: overall reduction in re-offending 6.9% 1997 – 2004 • But gaps in service delivery between agencies not addressed effectively • Partnership working has partially addressed this but a new approach is required

  5. Why commissioning? • Commissioning is the key delivery mechanism for end to end offender management • Commissioning is a way of prioritising scarce resources to meet sentencer demands and diverse offender needs • Commissioning will deliver greater equality and diversity • Separating purchasers and providers means there is no incentive to provide services that do not work, or are not cost effective • Delivering the right services, at the right time, in the right place, to the right offender to protect the public and reduce re-offending, based on evidence and evaluation • Better cost information to inform investment / disinvestment decisions

  6. Why contestability? • Contestability is a lever to drive up performance by: • Challenging current providers to demonstrate they are offering best value to the tax payer and meeting diverse needs • Offering other providers the chance to show what they could do, including building capacity of local VCS organisations • Developing a plural provider base through commissioning and increased sub-contracting to meet the diverse needs of offenders

  7. Commissioning priorities for 2008/09 • Ensure end to end offender management services are in place • Streamline, modernise and improve the targeting of interventions • Continue to develop robust partnership and joint commissioning arrangements • Implement the priorities of regional reducing re-offending boards to ensure effective local delivery continues…

  8. Commissioning priorities for 2008/09 • Ensure courts receive the sentencing advice they need • Maintain effective engagement with sentencers • Develop National Service Frameworks for women and prisoners serving indeterminate sentences • Explore affordable options to target present supervision arrangements better • Infrastructure change, including better information systems

  9. Partnerships to reduce re-offending • We know over 50% of the resources that deliver services for offenders lie outside the criminal justice system • Offender manager should draw down these services DCSF Children and families DIUS Education, training and employment Offender Manager DWP ETE finance, benefit and debt Home Office Crime strategy drugs and Police MOJ:NOMS Providers: Attitudes, thinking and behaviour DH Health and mental health Drugs and alcohol CLG Accommodation Local government Offender Other Partners: DTI, Cabinet Office DCMS, WAG

  10. Partnerships to reduce re-offending • NOMS can’t, and shouldn’t, do everything in house • Working with the VCS and the private sector to: • Increase efficiency and effectiveness • Deliver innovation and fresh ideas • Deliver service improvement • Meet diverse offender needs • Meet the social and emotional needs of offenders to support effective rehabilitation

  11. Examples of good practice • Together Women Programme • Provision of a new service in two regions meeting the support and emotional needs of women offenders, taking account of their past experiences. Includes counselling, courses, interventions and mentoring in a safe environment • The Transitional Support Scheme • Supporting short-term sentenced prisoners in Wales by providing mentors who help them define personal goals, set realistic targets and support successful rehabilitation • Prospects • A private / VCS partnership, working with local prison and probation services to provide of high quality support from custody to community in a residential setting

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