t) 2022 tempus novo: Annual Report Year end - 28/02/22
Table of Contents
| Introduction from the Chairman | 1 |
|---|---|
| Trustees | 3 |
| Our President and Vice Presidents | 4 |
| A message from our leadership team | 5 |
| Leadership and Management | 7 |
| Advisory Board | 8 |
| Our Story | 10 |
| Aims and Purpose | 12 |
| Our two models explained | 13 |
| How we performed | 14 |
| Impact in numbers | 15 |
| Sustainability | 16 |
| Case Studies | 17 |
| What some of our partners have to say | 18 |
| ESG (Environment, Social and Governance) | 21 |
| New Development - Milton Keynes | 23 |
| Funding | 24 |
| Financials | 25 |
| Awards | 36 |
| Looking to the future | 37 |
Introduction from the Chairman Trustee Report - Year End - 28/02/22
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The past 12 months has been another transformative period for Tempus Novo. As we emerge, blinking, from the constraints of the Covid-19 pandemic, the opportunities for re-engagement of businesses, prisons, policymakers, and of course ex-offenders, have emerged with incredible speed.
Relationships with employers, both old and new, continue to go from strength-to-strength. Tempus Novo has now placed in excess of 250 ex-offenders into employment with Clipper Logistics, and the charity has been engaged as a strategic partner on the company’s ESG (Environmental, Social & Governance) policy. Looking to prospective employers, Tempus Novo is now actively engaged with John Lewis & Partners as part of their ESG programme, as well as the shipping giant A.P. Moller Maersk with the ambition to place ex-offenders into their warehouses across the country, starting in Doncaster.
This last year has also seen Tempus Novo take our first proactive step out of Yorkshire, with the establishment of a new office in Milton Keynes to target the ‘Golden Triangle of Logistics’ in the Midlands. The charity now has a presence in two new prisons in the area, HMP Spring Hill in Buckinghamshire, and HMP Five Wells in
Northamptonshire, and serving offenders in Spring Hill, a Category D open prison, have already been placed into work with both Clipper Logistics and Culina Logistics.
In Yorkshire, Tempus Novo continues to deepen ties with HMP Hatfield, and the Governor Mick Mills deserves special mention for the intelligent, constructive, and forward-thinking approach he has taken to offender rehabilitation within the prison. It is testament to the depth of the relationship between Tempus Novo and Hatfield that, at the time of writing, approximately 60 men leave HMP Hatfield every day to work in jobs facilitated by Tempus Novo, representing over 60% of the total from the prison.
Tempus Novo has also been fortunate to re-engage with policymakers both inside and outside government. It was a tremendous privilege to welcome the Deputy Prime Minister and Secretary of State for Justice Dominic Raab to Yorkshire in February 2022, a visit that contributed directly to informing government policy on engagement of businesses in the rehabilitation of ex-offenders. The law is shortly to be changed to allow prisoners in Category D prisons to do apprenticeships, a first, and metrics have also been introduced benchmarking prisons on their success in
Introduction from the Chairman continued Trustee Report - Year End - 28/02/22
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placing offenders leaving their prisons into education and paid employment.
Tempus Novo is also actively engaged with the social justice think-tank, the Centre for Social Justice, in Westminster advising their Criminal Division on prison reform, whilst we also contributed to the Government’s Prisons Strategy White Paper on prison and probation reform.
Perhaps most importantly, all of this work continues to be reflected in our results with both serving and ex-offenders. To date, Tempus Novo has placed some 610 ex-offenders into work, and the reoffending rate continues to sit below 5%. So far in 2022, zero graduates have been returned to custody.
Equally as encouraging is that our graduates are not just finding employment, but sustaining it. The job retention rate (those still in continuous paid employment after six months) is almost 95% amongst serving offenders released on temporary licence, and
approximately 70% for ex-offenders supported into jobs from the community. This year saw our longest serving graduate, Simon Wallage, celebrate his sixth continuous year in paid work. Simon first approached Tempus Novo whilst still serving time in HMP Armley in 2015, the latest stint behind bars for a criminal career spanning 25 years of acquisitive crime and, more recently, drug dealing. Since finding work through Tempus Novo at an engineering company in Leeds in 2016, Simon has not reoffended again, is able to support his children and grandchildren, and is representing an incredible example of what is possible when offenders with a genuine commitment to turning their lives around are given the support necessary to do so. Well done Simon.
It remains my great privilege to continue chairing the Trustee Board for Tempus Novo as we look to further success and opportunity in the coming months.
George Grant Chairman of the Board of Trustees
Trustees Trustee Report - Year End - 28/02/22
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George Grant – Chairman
George Grant is a former foreign correspondent, policy analyst and Parliamentary candidate who now manages the estate at Stockeld Park, his family home. As Chairman of the Board, George is ultimately responsible for the sound governance of Tempus Novo as well as representing the charity on behalf of the Trustees.
Charles Forbes Adam – Trustee
Passionate about reducing reoffending, over eight years ago Charles started and chairs for a fundraising committee for a residential rehabilitation centre in Hull run by the Forward Trust, supporting the recovery for addicted ex-offenders.
Valerie Heywood - Secretary
Val has an extensive criminal justice background having served as a magistrate for 23 years and 20 years as a member of an Independent Monitoring Board which has a watchdog role within prisons. Her experience includes work in the Youth and Adult crime courts and as Chairman of the Family Proceedings Panel.
Gareth Bullen – Trustee
Gareth has worked as a director at board level and managed multi million pound budgets prior to starting up his new venture The Centre For Enterprise. His ability to instil a positive attitude and innovative thinking in to the culture of a business will support Tempus Novo through the inevitable challenges we will face on our journey.
Henry Pearson - Treasurer
Henry currently works at Deloitte, as a Director in their Debt and Capital Advisory team, where he specialises in helping companies navigate through the process of raising debt finance. Henry started his career in Deloitte’s audit practice, gaining experience across a range of businesses.
Our President and Vice Presidents Trustee Report - Year End - 28/02/22
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Rev. Jonathan Aitken – President
Jonathan Aitken is a well-known author, broadcaster, ex-Cabinet Minister, ex-MP and ex-prisoner. Through his writings, speeches and broadcasting he has been a leading voice for the cause of rehabilitating offenders.
His ground breaking report ‘Locked up Potential: A strategy for reforming prisons and rehabilitating prisoners’ was published to widespread acclaim by the Centre for Social Justice (CSJ) in 2010. It has since had a major impact on government policy.
John Samuels – Vice President
His Honour John Samuels QC has been the Chairman of the Criminal Justice Alliance since 2012. He was a Trustee of the Prisoners’ Education Trust for 13 years, its Chairman for 6, and is now its first President. He was previously a Circuit Judge, and had been Chairman of the Criminal Committee of the Council of Circuit Judges.
He is the Board member for England & Wales of the International Association of Drug Treatment Courts; and is Vice President both of UNLOCK, the National Association of Reformed Offenders; and of the Association of Members of Independent Monitoring Boards. He is a Patron of Prisoners’ Advice Service. Between 2005 and September 2015 he was a judicial member of the Parole Board, and visited prisons up to 3 times per week in that capacity.
Sir James Aykroyd – Vice President
Sir James is already a great supporter of many good causes in Yorkshire and having attended an event at Eversheds where he met and heard from some of our graduates, he offered to help Tempus Novo.
He recently visited Armley jail where he was visibly moved by the conditions offenders live in. He is passionate about Yorkshire and wants to see those in need given a hand up, through programmes like TN.
Richard Cowlishaw – Vice President
With a career history spanning over 25 years in HR, Richard is a commercial, pragmatic HR leader, having held a number of strategic Board roles in Manufacturing, Construction, Retail and, more recently, Logistics.
A pro-active driver of cultural diversity, Richard has been influential in engaging ex-offenders back in to work. His visionary work in ensuring inclusivity in organisations, including creating the Fresh Start programme as Group HR Director for Clipper Logistics.
A message from our leadership team Trustee Report - Year End - 28/02/22
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2022 has so far proved to be our best year and the future looks even more exciting for TN, thanks to the immense work of an incredible team. With a model built on trust, that is purpose driven & results focused we are now being approached by the likes of John Lewis & Partners, A.P Moller Maersk and GXO logistics. Having seen the successful partnership we have forged with Clipper logistics plc, there is little wonder that global brands like these are interested. Clipper have employed almost 250 of our ex-offenders over recent years, with many of them going onto be promoted, and an impressive retention rate of over 90%.
We continually expand the boundaries of what’s possible and act on the next game changing opportunity to explore the unknown.
TN’s growing reputation as a trusted brand comes from decades of experience in the criminal justice system and the outstanding results our team achieves. Changing the lives of marginalised people such as ex-offenders, using a model designed by experts gives the employer a level of support and assurances not seen before in this space. With a bespoke safeguarding and risk management system in place, we can be confident our employers are protected and supported, a few reasons TN is proving popular amongst those businesses that have a purpose beyond profit.
A message from our leadership team continued Trustee Report - Year End - 28/02/22
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The world has changed since the pandemic with more and more people shopping online, meaning more warehouses are being built to cope with the demand and more people are needed to work in them.
Our relationship with the logistics sector gives us opportunities to grow with them and create more jobs along the way. Entry level jobs that employers find it hard to fill yet are ideal for many of our cohort (65%) of who have the reading and writing age of a 12-year-old.
However, because many of those we recruit, work so hard and demonstrate a positive attitude, we find they move on quite quickly to positions with more responsibility and better prospects.
A highlight of the year (and there are many) must be the success of the partnership we have with HMP Hatfield and Clipper, where around 100 men every day are going out to paid work prior to their release back into society.
This partnership has seen Hatfield become the UK’s No1 prison on the Justice Ministers league table for numbers of offenders released to jobs. In fact, so successful is this partnership that the Deputy Prime Minister himself Dominic Raab paid us a visit in February.
Part of the attraction for businesses is the fact we work hard as a team to achieve sustainability. People from chaotic backgrounds need stability!
In fact, our organisation’s values of:
can be seen in everything we do, it’s part of our DNA. Our aim is to have the biggest positive impact possible for our people, our partners and our planet.
Sustainability is becoming increasingly important amongst businesses as they look for ways to have a purpose beyond profit, and recruiting through TN helps them to demonstrate this, as well as giving them a more diverse range of employees.
Leadership and Management Trustee Report - Year End - 28/02/22
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Tempus Novo’s Management Team is led by two ex-senior prison officers who have a commitment and passion for improving the lives of offenders. It has been their determination which has taken TN from being a volunteer only project to a professional and successful service.
They have been joined in the Management Team by Paul Morton who has worked in different areas of offender rehabilitation, including several years in housing support. Other Tempus Novo staff have a broad range of experience including knowledge of the criminal justice system, forensic psychology, mental health, and drug rehabilitation.
TN is supported by a strong team of Trustees and Advisors including a former QC, a senior manager in the Logistics Industry, a former Justice of the Peace, and a certified accountant. Our president Jonathan Aitken is a well-known author, broadcaster, ex-Cabinet Minister, ex-MP, and ex-prisoner. He has been a leading voice for the cause of rehabilitating offenders
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Paul
Morton
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Jonathan
Aitken
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Advisory Board Trustee Report - Year End - 28/02/22
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Tony Mannix
Philip Weights
Claire Bottle
Advisory Board Trustee Report - Year End - 28/02/22
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Ian Acheson
Marc Goldstone
Our Story Trustee Report - Year End - 28/02/22
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How it started
Tempus Novo was established as a charity in 2014 to improve employment prospects and outcomes for offenders. It was founded by 2 then serving senior prison officers Val Wawrosz and Steve Freer who had seen generations of offender’s pass through their hands. Many seemed to be making some progress whilst in prison but re-offended and were returned to prison soon after release.
Steve and Val were determined to challenge this age old problem and TN was the fruit of their endeavours.
TN has come a long way over the last 7 years from being a volunteer run project working only in Leeds Prison, to an organisation operating across Yorkshire and further afield with a growing staff team and increases in the number of offenders we have supported.
Employment
66% of those entering prison haven’t got a job and only 18% of offenders are in paye employment 6 weeks after leaving prison. Research has demonstrated that securing sustainable employment for an offender reduces the probability of re-offending by half. i.e., it is, by a long way, the best method of reducing offending.
Getting and keeping a job gives an offender income, the means to keep a roof over their head and money for living costs and in many cases, for their families. It also gives them self-respect and the basis for rebuilding their lives.
60% of those committing crime are repeat offenders, who have had a poor start in life. People born into families where crime and poverty are well entrenched and prison is almost inevitable.
By giving them a "hand up" we are breaking the cycle of crime and lifting them out of poverty.
Our Story continued Trustee Report - Year End - 28/02/22
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How we work
TN is based in HMPPS training facilities adjacent to Leeds Prison provided free by the prison governor. TN works across several prisons in the Yorkshire region including Leeds itself, Wealstun, New Hall, Hatfield, and Askham Grange Women’s Prison. We are also developing a service focused around Milton Keynes with an office provided free by the John Lewis Partnership.
Working with offenders whilst still in prison or after release under the supervision of the Probation Service. Each prisoner is allocated a case-worker, providing one to one support and coaching for a minimum of 12 months.
Supporting prison leavers as they approach their release and ‘through the gate’, liaising with other support agencies where needed e.g. housing, drug treatment, health etc.
Preparing service users to apply for jobs and providing support before they get a job, including support from ex-offenders as mentors.
Our most critical role is to match them to a job-vacancy as quickly as possible so that participants rapidly have access to income and structure to their lives and prevent them from falling back into previous lifestyles and re-offending.
We then provide support both for the offenders and their employers for a minimum of 12 months. We place a great
deal of emphasis on recruiting employers willing to offer sustainable jobs (no zero-hour contracts). TN now has a bank of over 50 employers across Yorkshire together with new job opportunities in Milton Keynes.
We have placed offenders into a wide range of jobs including logistics, window cleaning, textiles, engineering, catering, construction, and call centres. We have particualry close links with the logistics industry.
Since 2014 Tempus Novo have placed 610 people into work. Over that period TN received 4178 referrals of which 1849 were interviewed and risk assessed, 610 went on to secure jobs with only 27 returning to prison, giving a re-conviction rate of less than 5.0% compared to the National average of 50% re-offending within 12 months of release and 64% re-offending within 2 years. 34% of these were some of the most complex offenders, known as PPOs (Prolific and Priority Offenders)”.
We have consistently achieved a retention rate of over 70% remaining in work over 6 months, and this is better than the high street recruitment agencies. Just one reason our business partners love working with us.
This has been no mean feat. Research indicates that 75% of employers discriminate against applicants because of a criminal record, with 50% of employers saying they would not knowingly recruit ex-offenders.
Aim and Purpose Trustee Report - Year End - 28/02/22
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Tempus Novo’s core aim is to assist offenders in gaining and retaining employment, and by so doing, improving their chances of leading a positive life and reducing offending.
Offending is damaging to
perpetrators, their families and, most of all, their victims It’s also a massive financial cost to society. In 20/21the UK averaged 79,550 people in prison at a cost of £5.63 billion with the prison population increasing by 77% over the last 30 years. Despite having the highest prison population in Europe, the government intends to increase this further with 10,000 new prison places.
Yet 50% of those leaving prison re-offend within 3 years. In short, the UK has one of the highest uses of prison in the developed world, some of the longest sentences and worst reoffending. Annual cost of re-offending is £18.1 billion per year. Our costs are higher and our outcomes poorer.
Of great concern to TN is the number of people who commit crime due to poverty, 80% of those that we help have had a poor start in life. Re-offending figures vary, as the information collected has changed over the years, but on average 50% of those leaving prison reoffend with 3 years. A longer-term study reported that 75% of offenders re-offend within 9 years of release.
Offenders live in a very hostile justice environment which includes:
Punitive sentencing regimes.
Limited attempts at rehabilitation within prison regimes because of overcrowding and low staffing levels.
Similarly, limited attempts to address issues such as drug use, mental health problems and learning disabilities.
Limited support for those leaving prison.
Prisons can be unsafe. Since 2015 assaults on prisoners have doubled to around 25,000 per year whilst assaults on staff have tripled (9,784 last year). There were over 600,000 incidents of self-harm in 2019.
There are, however, ways in which far better outcomes can be achieved.
Our two models explained Trustee Report - Year End - 28/02/22
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The ROTL model (Release on temporary license)
Tempus Novo work with serving prisoners in Category D prisons (low risk) who attend work and then return to prison after their shift has finished.
Extensive multi-agency risk assessments are completed before a serving prisoner can be granted ROTL and given permission to attend work. Tempus Novo then use our assessment process to determine whether a candidate is 'work ready'.
A caseworker will be assigned to the Service User and will then support them into finding a suitable job position and the employment process begins.
This caseworker will then continue to support the Service User and the employer for 12 months after the Service Users release date.
The Community Model
At Tempus Novo we also offer employment opportunities to people in the community who have criminal records. These Service Users may not necessarily have been to prison but find barriers into employment because of their criminal records.
Referrals for these Service Users come from a variety of places including Probation, DWP , Prisons, Police, local Hostels and self Referrals. We invite those referred in for an assessment and determine whether they are ‘work ready’ through our thorough assessment process. We ensure all candidates for employment will have all the required documents including CV, proof of ID, National Insurance number and bank accounts.
A caseworker will then support both the employer and the Service User for a year
How we performed Trustee Report - Year End - 28/02/22
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TN was affected by Covid like almost all organisations. the biggest impact has been with Probation Officers working from home, this has impacted in a lack of referrals and a general lack of motivation from probation. The fact the Probation Officers weren’t allowed to see their clients resulted in a lack of confidence referring them on to Tempus Novo.
None of these alternative approaches were ideal but we adapted to circumstances as best we could. We were therefore still able to place 70 offenders into jobs in 20/21 against 148 in the previous year with 75% in employment after 6 months.
In 2021 we placed 114 offenders into work, as some Covid restrictions were lifted with a retention rate a massive 90% . We are aiming to place 175 offenders into employment during 2022.
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2014 2022
to 2017 2018 2019 2020 2021 (Jan
2016 & Feb)
Total
500 717 761 814 613 596 170
Referrals
Total
214 278 366 387 250 294 60
Interviewed
Into
76 70 103 148 70 114 29
Work
In work over
6 months 52 60 79 108 50 pending pending
Returned
12 2 1 6 4 2 0
to custody
%PPO
(Priority Prolific 51% 35% 25% 27% 23% 20% 22%
Offenders)
Retention
Rate 69% 74% 73% 73% 71% pending pending
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Impact in numbers Trustee Report - Year End - 28/02/22
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With prison costs currently at £48,000pa per prisoner this represents a huge saving to the treasury.
50% of people leaving prison will reoffend within 12m of release.
By placing them into sustainable jobs using the TN model of employment we can see this is significantly reduced to under 5%.
So far having placed 610 people into jobs and with 305 staying in work over 12m, we estimate we have saved :
£13.725M Prison Costs @ 45k pa
£4.575M Benefits @ 15k pa
£915,000 Going back into the economy via tax & N.I contributions
Sustainability Trustee Report - Year End - 28/02/22
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We work extremely hard to maintain a standard of excellence unique to the recruitment sector and are very much about quality over quantity. Our systems and processes are designed to ensure those that we work with have a bespoke support plan in place. A plan that is drawn up by one of our highly skilled TN caseworkers and that will give both employer and employee the best chance of a long-term relationship.
Below are just a few examples of how some of our candidates have succeeded.
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Name Employer Started
Richard Welsh Glidefield July 2018
Chris Maynard Clipper Logistics plc January 2019
Simon McKinley NWC April 2017
Andrew Thompson Clipper Logistics plc February 2018
Faizel Khan Own Business July 2016
Luke Fusco Nurture Landscapes March 2016
Paul Clough Nurture Landscapes November 2015
Quincy Philips Clipper Logistics plc June 2019
Jordan Thomas Dakin – Flather January 2019
Simon Wallage KTS Wirez February 2016
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Case Studies Trustee Report - Year End - 28/02/22
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Shamas (Ex-Offender)
Shamas has been at Clipper for over a year now and has shown he has a great work ethic and loyalty.
Clipper run their Fresh Start scheme and believe in giving chances to members of the public that otherwise would struggle to get into lasting employment. In Shamas’ case, he started work whilst still serving his sentence - through the Release on Temporary License Scheme (ROTL).
Shamas has proven that his past is exactly that, the past. He has grasped this opportunity so well that he has now been promoted to Training Champion. He said: “I love my new role; I have more responsibility and it’s a step up. I would love to go further here at Clipper. The opportunities are there, I can see it. I have seen it happen here, where other people have come in and climbed the ranks fast and I know I can do the same.”
This is evidence that our model works. It works for employers and it works for our service users.
What some of our partners have to say Trustee Report - Year End - 28/02/22
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With support from TN, Hatfield has consistently achieved the highest results in the UK for placing ROTL prisoners into permanent jobs.
Mick Mills, the governor of Hatfield prison, recently had this to say about its partnership with Tempus Novo.
As we know success is often difficult to measure and can often be subjective.
Tempus Novo’s success breaks the mould. They have shown success can be tangible, can be meaningful and above all can be measurable. Their success is shown in our outcomes, their success is shown in our reoffending rates, their success is above all shown in the faces of the prisoners whose lives they have changed both whilst in custody and on release.
Since January 2021 despite the Covid 19 pandemic our prison has been able to expand our paid outworker provision by 115%, on any given day half our external workforce are working under the guidance and support of our Tempus Novo colleagues. In January 2022 our prison became the most successful at getting prisoners into employment on release, primarily due to the partnership working between us, Tempus Novo and Clipper logistics.
Recently the Deputy Prime Minister Dominic Raab visited Tempus Novo at HMP Hatfield to see for himself the amazing work that is taking place between us. He was able to see Tempus Novo interviewing a further 26 prisoners giving real life opportunities and more importantly hope to each individual.
What some of our partners have to say Trustee Report - Year End - 28/02/22
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Richard Cowlishaw, Chief People Officer at Clipper Logistics
MP Holly Lynch - Labour Calderdale
commented: We owe a huge debt of
I am Tony Mannix, Chief Executive Officer at Clipper Logistics plc added:
Craig Whittaker MP: Once again, I am incredibly proud to support Tempus Novo
What some of our partners have to say Trustee Report - Year End - 28/02/22
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A number of programmes have been successfully developed which access offenders to jobs in the construction industry including the provision of accreditation and qualifications in partnerships between training/support organisations and large construction companies.
However, Tempus Novo is undertaking a pioneering role in making the Logistics Industry a major source of employment for offenders. We have placed offenders in a number of companies including National group Culina a chilled food and drinks importer with a turnover of £800 million and 9000 staff; XPO Logistics a global organisation with over 100,000 employees and Leeds based Tuffnells, John Lewis & Partners, Finsbury Foods Group.
ESG (Environment, Social and Governance) Trustee Report - Year End - 28/02/22
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Smart & responsible businesses are looking for different ways of working that will positively impact the planet, from planting trees / reducing their carbon footprint (environment) to having a more diverse and inclusive workforce (social).
Recruiting from marginalised groups such as ex-offenders gives meaning to the S in their ESG, helping people who otherwise would be struggling on benefits many of them returning to crime.
Our data proves that when given an opportunity with a good company this results in a win for the employer who gets a loyal, hardworking and grateful employee, a win for the person hired and their families, and a win for society as we see less crime and less victims.
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£48,000
pa per person
saving on
prison costs
£15,000
pa per person
saving to DWP
in benefits
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Without any doubt our amazing staff are our biggest asset, and we work hard to ensure they feel valued and supported and have a sense of belonging.
We share a commitment and a common understanding that its not what or how we do, but “WHY” we do that is most important at TN.
When you find partners with similar sets of values and a passion to do good, that is when the magic happens!
Companies that practice conscious capitalism perform 10x better in the
ESG (Environment, Social and Governance) Trustee Report - Year End - 28/02/22
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Clipper logistics plc who were recently acquired by GXO logistics for $1B are arguably the UK’s biggest success story of recent times, where recruiting ex-offenders is concerned. In 2017 we approached their founder Steve Parkin and asked him if he would consider employing ex-offenders. Steve laughed and said I’ve tried this before with probation and it doesn’t work, to which we replied “No you haven’t tried this before, because this is a brand new model put together like never before, bespoke to employers and the employee needs”. He sat back in his chair and said “go on then tell me more.” Clipper have now taken over 250 ex-offenders into their business, of which 1 in 5 have been promoted.
It was from working with TN, that Clippers Chief People Officer Richard Cowlishaw came up with the idea of opening up recruitment to other marginalised groups, such as single mums, ex-forces and people with earning difficulties’ from Mencap. He gave this a name “Fresh Start” and he got his HR teams involved, who willingly and in many cases passionately set about recruiting and accommodating these people into the company.
Clipper went on to win several national awards for having a forward thinking diverse and inclusive recruitment policy, and even had a £5M investment from a social investor, who was so impressed by what he saw.
This remarkable chain of events doesn’t happen unless you have leaders that care about their people,
and who understand the need, and in fact how to drive the ESG agenda in a meaningful way.
Fresh Start
It’s easy to see from our statistics just how impactful working with Tempus Novo can be, and how as a business working with us, you are able to evidence in a tangible way your commitment to ESG.
Prison savings: 125 x 45k £1.875M Benefits saved: 125 x 15k £0.375M Tax and N.I contributions: 125 x 3k
New Development - Milton Keynes Trustee Report - Year End - 28/02/22
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Our biggest new development this year, has been establishing the Tempus Novo model in a completely new part of the country. To date, TN has operated in Yorkshire where it’s 2 founders Steve Freer and Val Wawrosz worked and enjoyed close local links, particularly with the Prison Service and Probation. We are now exporting our highly successful approach to another part of the UK to test out the extent to which the TN approach can be scaled up and, eventually, act as a national model.
TN has chosen to next develop a service focused around Milton Keynes, which is a major logistics industry hub for the south of England. We have appointed a new Operations Manager Olivia Lyons to take forwards this important initiative. Many of the companies we
already work with are national concerns, so that we are not starting from scratch with the new venture. We have also had promising discussions with household names such as the Coca Cola, Mercedes Benz, River Island and A.P Moller Maersk.
From our new base in Milton Keynes provided by the John Lewis Partnership, we can work with Springhill prison in Buckinghamshire and Five Wells prison in
Northampton, which is a new Category C “super prison” designed to accommodate 1680 inmates.HMP Five Wells has a purpose built rehabilitation centre, and the Governor is already keen to partner with us.
Funding Trustee Report - Year End - 28/02/22
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To date, most TN funding has come from grant-giving trusts and private donations. This has been great, giving us the freedom to develop our model free of contractual requirements and stay true to our values.
It will also be critical going forward as we attempt to develop and innovate the service. However, this funding is short-term. We are therefore working on a strategy that includes anual donations from our corporate partners.
Several of our business partners have already made donations in recognition of the value that TN brings to their ESG Policy.
Tempus Novo Funders
In the period March 2021 to February 2022 Tempus Novo received income totalling £333,254, of which £298,333 was from charitable donations, listed below as follows:
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The Forrester Trust £25,000
Barbara Harrison HCD £33,000
Triangle Trust £30,000
Henry Smith Trust £30,000
The Tolkien Trust £13,333
The Tudor Trust £38,000
The Steele Trust £15,000
The Fore Trust £45,000
The DCR Allen Trust £4,000
Santander Financial £10,000
Handlesbanken £20,000
Foundation
Clipper Logistics £35,000
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How Tempus Novo has used the monies donated
Total expenses over the period totalled £330,782, of which £244,140 was accounted for as salaries paid to members of the Executive Team and employees.
No salaries were paid to any Trustees, over this reporting period.
All other monies spent went to cover operating expenses, principally:
Business plan consultancy costs
Fund writing applications Design, print work and website
Internet access
Telephones, x2 mobiles Laptop computers, x2 Accountants’ fees
Subscriptions Travel expenses
TOTAL - £298,333
Financials
25
Financial review
The Trustees regularly review the financial position of the Charity and can confirm that at the date of signing the annual report, the Charity has adequate funds to meet its commitments. In the short-to-medium term, we believe it will be important to secure additional funding to ensure the long-term viability of the charity. To that end, several funding applications have been submitted, and we are encouraged by their prospects for success. As mentioned in the previous section, the charity is also working hard to encourage stakeholders who benefit from the Tempus novo service to contribute to it financially.
Over the period, income received totalled £333,254, set against total expenditure of £330,782. This represents an overall surplus of £2,472 which the Trustees consider a fair outcome for a charity undergoing two difficult years for fundraising.
Moving forward and including new members of staff, the monthly outgoings are predicted to be around £26,000 per month, we intend to make a small raise to the reserves to £260,000 at the next Trustees meeting so that we have ten months outgoings target as reserve.
Overall, the Trustees are satisfied with the financial health of Tempus Novo for this period, whilst remaining committed to reducing expenditure where feasible and moving the charity towards a more sustainable funding model centred on increasing stakeholder contributions.
Mr G Grant
Chairman On behalf of the board of Trustees Signed ……………………………………............................ Date: 28/10/2022
Mr H Pearson
Treasurer
Signed ……………………………………............................ Date: 28/10/2022
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Independent examiner's report to the trustees of Tempus Novo ('the Charity’)
I report to the charity trustees on my examination of the accounts of the Charity for the year ended 28 February 2022.
Responsibilities and basis of report
As the charity's trustees of the Charity you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the 2011 Act').
Having satisfied myself that the accounts of the Charity are not required to be audited and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.
Independent examiner's statement
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:
-
accounting records were not kept in respect of the Charity as required by section 130 of the 2011 Act; or
-
the accounts do not accord with those records; or
-
the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or
-
the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
James Sutton BA (Hons) FCA
ICAEW Haines Watts Chartered Accountants Sterling House 1 Sheepscar Court Meanwood Road Leeds West Yorkshire LS7 2BB
Signed ……………………………………............................
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Note Unrestricted Restricted Total Total
funds funds 2022 2021
£ £ £ £
Incoming resources
from generated funds
Donations and legacies 2 51,468 224,333 275,801 218,266
Investment income 3 14 - 14 138
51,482 224,333 215,815 218,404
Other incoming resources 4 57,439 - 57,439 62,857
Total incoming resources 108,921 224,333 333,254 281,261
Resources expended 5
Governance costs 112,391 218,391 330,782 229,530
Total resources expended 112,391 218,391 330,782 229,530
Net income for the year/
Net movement in funds (3,470) 5,942 2,472 (8,269)
Fund balance at 229,717 24,059 253,776 262,045
1 March 2021
Fund balance at
28 February 2022 226,247 30,001 256,248 253,776
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Note 2022 2022 2021 2021
£ £ £ £
Fixed assets 17,990 18,896
Tangible assets 8
Current assets
Debtors 9 1,165
-
Cash at bank and in hand 241,263 249,727
242,428 249,727
Creditors: amounts falling
due within one year 10 (4,170) (14,847)
Net current assets 238,258 234,880
Total assets less current
liabilities 256,248 253,776
Creditors: amounts due
- -
after more than one year
Net assets 256,248 253,776
Income funds
Restricted funds 30,001 24,059
Unrestricted funds 226,247 229,717
256,248 253,776
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The accounts were approved by the Trustees on 28/10/2022
Mr H Pearson Treasurer
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Signed ……………………………………............................ Date: 28/10/2022
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1. Accounting policies
1.1 Basis of preparation
The financial statements of the charity, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Charities Act 2011. The financial statements have been prepared under the historical cost convention. Tempus novo is a Charitable Incorporated Organisation.
1.2 COVID-19
The financial statements have been prepared on a going concern basis. The Trustees have reviewed and considered relevant information in making their assessment. Based on these assessments, given the measures that could be undertaken to mitigate the current adverse conditions, and the current resources available, the Trustees have concluded that they can continue to adopt the going concern basis in preparing the annual report and accounts.
1.3 Income
All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.
Donated services or facilities are recognised when the company has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the company of the item is probable and that economic benefit can be measured reliably.
1.4 Interest receivable
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the company; this is normally upon notification of the interest paid or payable by the Bank.
1.5 Expenditure
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.
1.6
Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:
Computer equipment - 3 years Motor vehicle - 4 years
1.7 Taxation
The charity is exempt from corporation tax on its charitable activities.
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1.8 Fund accounting
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.
Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
1.9
The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.
1.10 Debtors
Short term debtors are measured at transaction price, less any impairment.
1.11 Cash and cash equivalent
Cash is represented by cash in hand and deposits with financial institutions repayable without penalty on notice of not more than 24 hours. Cash equivalents are highly liquid investments that mature in no more than three months from the date of acquisition and that are readily convertible to known amounts of cash with insignificant risk of change in value.
1.12 Creditors
Short term creditors are measured at the transaction price.
2.
3.
4.
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Unrestricted Restricted Total Total
funds funds 2022 2021
£ £ £ £
Donations and legacies
Donations and gifts 51,468 224,333 275,801 218,266
Investment income
Interests receivable 14 138
Other incoming resources
Service fees received 35,000 1,500
Furlough income 22,439 61,357
57,439 62,857
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5. Total resources expended
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Staff Depreciation Other Total Total
Costs Costs 2022 2021
£ £ £ £ £
Governance 244,140 12,783 73,859 330,782 289,530
costs
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6. Trustees
February 2022 nor for the year ended 28 February 2021.
Trustees' expenses There were no trustees' expenses paid for the year ended 28 February 2022 nor for the year ended 28 February 2021.
7. Employees
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Total Total
2022 2021
£ £
Employee Costs
Wages and salaries 221,069 221,672
Social security costs 17,588 17,976
Other pension costs 5,483 5,375
244,140 245,023
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8.8.
9.
10.
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Computer Motor Total
equipment vehicles
£ £ £
Tangible fixed assets
Cost
At 1 March 2021 25,886 9,000 34,886
-
Additions 12,376 12,376
-
Disposal of assets (679) (679)
At 28 February 2022 37,583 9,000 46,583
Depreciation
At 1 March 2021 11,490 4,500 15,990
Charge for the year 10,863 2,250 13,113
-
Disposal (510) (510)
At 28 February 2022 21,843 6,750 28,593
Net book value
At 28 February 2022 15,740 2,250 17,990
At 28 February 2021 14,396 4,500 18,896
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2022 2021
£ £
Debtors
-
Other Debtors 1,167
Creditors: amounts falling due within one year
Accruals 4,170 1,513
-
Deferred Income 13,333
4,170 14,846
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11.
12.
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2022 2021
£ £
Pension and other post-retirement benefit commitments
Defined contributions
Contributions payable by the company for the year 5,483 5,375
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Unrestricted Restricted Total
Funds Funds
£ £ £
Analysis of net assets between funds
Fund balance at 28 February 2022 are
represented by:
-
Tangible fixed assets 17,990 17,990
Current assets 212,427 30,001 242,428
-
Creditors: amounts falling due within one year (4,170) (4,170)
Creditors: amounts falling due after more than - - -
one year
226,247 30,001 256,248
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13.
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At Net As
1/3/21 movement 28/2/22
in funds
£ £ £
Movement in funds
Unrestricted funds
General funds 229,717 (3,470) 226,247
Restricted funds 24,059 5,942 30,001
Total funds 253,776 2,472 256,248
Incoming Resources Movement
resources expended in funds
£ £
£
Net movement in funds, included in the
above are the following
Unrestricted funds
General funds 108,920 112,391 (3,470)
Restricted funds 224,333 218,391 5,942
Total funds 333,254 330,782 2,472
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14. Related party disclosures
There were no related party transactions for the year ended 28 February 2022.
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Administrative Information
Trustee list: George grant - Chairperson Henry Pearson - Treasurer Valerie Haywood - Secretary Gareth Bullen - Trustee Charles Forbes-Adam - Trustee Charity number: 1157079
Registered office address: 84A Akeferry Road Graizelound Haxey Doncaster South Yorkshire DN9 2NF
Principal place of work address: 84A Akeferry Road Graizelound Haxey Doncaster South Yorkshire DN9 2NF
Awards Trustee Report - Year End - 28/02/22
36
Over the years Tempus Novo has won several awards, including in 2019 the prestigious Centre For Social Justice Award for best in category – criminal justice.
We were recently one of the first two organisations to receive a Corbett Award for our work. The Corbett Network for Prisoner Re-Integration is a coalition of 104 charities, social enterprises, CICs, non-profit organisations and businesses with a social mission who work with those in prison and after release.
We are proud and humbled at this recognition by our peers of the value of TN’s work.
Looking to the future Trustee Report - Year End - 28/02/22
37
We are really excited at the potential for growth of the Tempus Novo model. It is clear that there is a huge demand for labour and we have the means to help with an Employers labour needs. With 8 years proof of concept, our brand is recognised as one of the UKs best ex-offender recruitment models which takes into account the Employers needs and protects their reputation. Ultimately working in partnership with the MOJ and responsible businesses, we would like to scale up in the next 3 to 5 years to having 6 hubs placing around 1000 ex-offenders into sustainable employment per annum.
We would like to thank all of our partners , supporters and Donors for your continued support. Its thanks to you that Tempus Novo continues to grow and help more marginalised people into sustainable Employment.
Thank you, Steve & Val