Evening Seminar

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Evening Seminar

• Commissioning to Transform Rehabilitation
• Ian Blakeman
• Director of Commissioning, NOMS
• and
• Colin Allars
• Director of Probation, NOMS
• 17 June, 2014

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Ian Blakeman

• Director of Commissioning
• National Offender Management Service

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NOMS and commissioning
NOMS created with National Offender Manager,
Wales and Regional Offender Managers (ROMs) as
commissioners (HMPS separate) First private
sector prison contracts already awarded (1990s)
2004
NOMS Agency created bringing together
responsibility for prisons and probation with 10
Directors of Offender Management (DOMs) as lead
commissioners
2008
Specifications, Costing and Benchmarking (SBC)
Programme launched
Creation of Probation Trusts
2009
DOM Strategic Commissioning Plans published
Prison Competition Programme Launched
NOMS Agency restructured with a functional
commissioning model replacing the regional
structure Payment by Results trialled at HMP
Doncaster SBC Programme completed NOMS
Commissioning Intentions first published
2011
2012
Prison Unit Cost Programme benchmarking,
reconfiguration, ancillary services competition
Transforming Rehabilitation Programme launched
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NOMS Commissioning Cycle
NOMS defines offender services commissioning as
The cycle of assessing the needs of courts,
offenders, defendants, victims and communities
then designing, securing and monitoring services
to meet those needs, while making best use of
total available resources
Agree commissioning priorities
Stage 1 PLAN
Review of outcomes achieved to inform future
priorities
Secure delivery commitment through SLA/Contracts
Stage 2 BUY
Stage 4 REVIEW
Monitor and assure once SLA/Contracts in place
Stage 3 DO
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Tools -Specification, Benchmarking, Costing
programme

• The SBC Programme produced service specifications
  which set out mandatory minimum outcomes and
  outputs for each of these services, ensuring that
  they are legal, safe and decent
• NOMS service specifications support outcome based
  commissioning as they help define what needs to
  be provided, but not how they should be delivered
  or by whom. The commissioner is ultimately
  responsible for defining the mix and type of
  services they want to commission.
• Providers of services held to account for
  delivering outcomes and outputs for each service
  and Commissioners get the right services, at the
  right quality and the right cost.

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Tools Evidence based commissioning
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Tools - Segmentation Approach

• Segmentation shapes evidence-based choices about
  investment in different groups/segments of the
  population and choices about investment in
  services matched to their risks and needs
• It develops and synthesises the evidence on what
  works in delivering different outcomes for
  different offender groups
• For the NOMS Commissioning Rounds for 2013-4 and
  2014-5, the segmentation approach has been
  embedded into the Commissioning process to help
  deliver better outcomes for offenders by
  improving the targeting of the right kinds of
  services to those offenders that NOMS chooses to
  prioritise for investment
• Segmentation supports NOMS in its commissioning
  processes, by enabling the delivery of efficient,
  quality services which are evidence-informed and
  by ensuring delivery is matched to population,
  purpose and NOMS outcomes

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Tools - Commissioning Intentions
http//www.justice.gov.uk/downloads/about/noms/com
missioning-intentions-2014.pdf
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Through co-commissioning we align our priorities
and resources throughout the commissioning cycle
both nationally, and locally, with a wide range
of other funders to deliver over 1bn of offender
services, including substance misuse treatment
The future Commissioning Through the Gate
services
A key focus for the Custodial Commissioning round
for 2014-15 has been commissioning a
rehabilitative culture
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Rehabilitation outcomes can be enhanced through
evidence based targeting
Shifting provision from acquisitive offenders
increases the point reduction in reoffending
following Enhanced Thinking Skills against
predicted rate from 8 to 14 percentage points
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Community example where to invest and in
what?Example segment violent offenders

• The chart shows the risk of general reoffending
  against the risk of violent reoffending for all
  offenders managed in the community with a violent
  index offence for a CRC.

• Then investment strategy based on what we know
  about.
• What works with violent offenders?

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Community services - managing change during the
interim period
Light touch, pragmatic commissioning approach
to community services from 1st April 2014
Maintain service delivery from 13/14 where
feasible and performance accountability at
Divisional level
Managing change and maintaining service
delivery
From 1st June Service Level Agreement with NPS
and interim contract with CRCs
Focus on preparation for CRC share sale and end
state delivery model
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Contract Management

• Effective management of risk enhanced assurance
  of CRC delivery requires
• Revised and robust processes.
• New arrangements to ensure that NOMS/MoJ receive
  adequate levels of assurance on outcomes.
• Intensive CM approach during transition period.
• Model consistent with Cross Government Review
  MoJ Review of Contract Management
• DDs their SCMs will use the interim period to
  develop positive relationships with the CRCs
  focusing on
• delivering the requirements of the interim
  contract
• maintaining service delivery stabilising the
  system
• embedding the new service operating model
• completing the required transition activity in
  preparation for share sale
• An agreed and consistent approach to interim
  contract management has been developed through a
  Contract Management Plan which has been used from
  1 June 2014, and applied through the interim
  period by the SCM Teams to ensure consistent ICM
  practice across the CRCs

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Future of NOMS Commissioning

• Integrated commissioning approach across custody
  and community - building the integrated offender
  management model
• Through the Gate enabling an integrated
  approach
• Focus on whole system commissioning - a focus on
  the needs and outcomes for users and
  beneficiaries of our services (e.g. courts,
  offenders, defendants, victims)
• National commissioning with local partnerships
  CRCs will only achieve better re-offending
  outcomes working in partnership with other local
  partners who commission and provide services that
  offenders need
• Increased commercial skill-base
• Developing partnership working between
  commissioning / contract management and the NPS
  and CRCs
• More complex supply chain management and a more
  diverse provider base
• Continue to develop the evidence base to enable
  more effective commissioning decisions