Recruitment challenges, skills shortages and rising demand continue to place pressure on local authorities and housing organisations across the country. At the same time, thousands of people leaving the prison system face significant barriers to employment, housing and stability, often leading to a cycle of reoffending that benefits no one.

In this episode of the People in Housing Podcast, Gareth Morgan is joined by Darren Ibell, Assistant Director of Asset Management and Development at Broxtowe Borough Council, to explore a bold and values-led initiative: the Former Offender Charter, and how it could reshape recruitment, social value and opportunity within local government.

Where the idea began

The Former Offender Charter was born out of a very real and familiar problem: difficulty recruiting skilled professionals into local authority roles. Positions such as building surveyors, quantity surveyors and project managers remain persistently hard to fill, leading to heavy reliance on agency staff and increasing costs.

While working at a previous authority, Darren began exploring alternative talent pipelines. A chance visit to HMP Ranby and conversations with the prison employment hub sparked a two-year journey of learning, relationship-building and challenge to long-held assumptions about who can, and should, be considered for employment in local government.

What became clear was that prisons contain a largely overlooked pool of skilled, motivated individuals, many of whom had successful careers prior to custody and were eager to rebuild their lives given the opportunity.

From concept to county-wide commitment

The ambition quickly grew beyond a single authority. Darren recognised that meaningful change would require collective action, not isolated efforts. The result was a county-wide charter, asking all nine Nottinghamshire local authorities to commit to offering sustainable employment opportunities to former offenders and those released on temporary licence.

This was not an easy sell. Concerns around reputation, risk and public perception created understandable hesitation. Yet, as Darren highlights, many organisations already champion inclusion and equality, while unconsciously excluding an entire group of people at the first stage of recruitment.

The charter challenges this by shifting focus away from convictions at application stage and instead assessing candidates on skills, experience and potential, aligning closely with the principles of the “Ban the Box” campaign.

Earlier this year, all nine local authorities in Nottinghamshire signed up, a significant milestone that moves the conversation from intention to action.

Understanding the role of prisons and Employment Advisory Boards

Central to the success of this initiative is the work of Employment Advisory Boards (EABs), which bring together prison staff, local authorities, businesses and recruitment professionals to create meaningful employment pathways for people leaving custody.

As Chair of the EAB at HMP Ranby, Darren describes the boards as spaces for learning as much as doing. Their purpose is not to provide short-term or token roles, but to create long-term, sustainable careers that allow individuals to reintegrate into society with purpose and dignity.

Spending time inside prisons, listening to people’s stories and understanding the system first-hand has been transformative, not only in shaping the charter, but in challenging perceptions held by those involved.

Challenging stigma and changing perceptions

A recurring theme throughout the conversation is perception. Media narratives often portray people in prison as irredeemable, reinforcing fear and stigma. Yet Darren emphasises how thin the line can be between life inside and outside prison — and how many people in custody are not defined by their worst moment.

Engagement, empathy and openness are key. By focusing on individuals’ skills, aspirations and potential, rather than solely on their past, organisations can unlock talent that is otherwise overlooked.

This does not mean ignoring risk. Robust assessments, safeguarding and clear boundaries are essential, particularly given the public-facing nature of many local authority roles. The charter is about considered inclusion, not blind acceptance.

Early progress and what success really looks like

For Broxtowe Borough Council, the work is already moving from theory into practice. The organisation is preparing to welcome its first employee from prison on licence, a landmark moment that represents the culmination of two years of groundwork.

For Darren, real success is not media attention or signed documents, but seeing someone transition successfully into work, rebuild their life and thrive within the organisation. Everything else flows from that proof of concept.

Why this matters for housing and local government

The implications of this approach extend far beyond recruitment. Stable employment reduces reoffending, eases pressure on homelessness services, supports mental health and delivers measurable social value to communities.

With reoffending estimated to cost the UK economy billions each year, the case for preventative, people-centred solutions is compelling. When individuals leave prison with a job, savings for housing deposits and a support network, the likelihood of reintegration, rather than return, increases dramatically.

For housing providers and councils whose purpose is rooted in supporting vulnerable people, this approach aligns naturally with core values.

Advice for organisations considering this route

Darren’s advice to organisations interested in exploring similar initiatives is clear:

• Start by learning, not acting, join a local prison Employment Advisory Board
• Spend time listening and understanding the system
• Build strong relationships with prisons, probation and internal teams
• Develop robust risk assessments and support structures
• Move at a pace that ensures long-term success, not quick wins

This is not a shortcut solution, but it is a powerful one when done properly.

Looking ahead

The Former Offender Charter represents a shift in how local authorities think about talent, inclusion and social responsibility. It challenges organisations to look beyond traditional pipelines and to recognise the potential in people who are often written off.

As this initiative moves into its delivery phase, it offers a model that could be replicated far beyond Nottinghamshire, and one that speaks directly to the values at the heart of housing and public service. 

If you’d like to listen to or watch the full episode, Empowering change: The former offender charter and its impact on local authorities, you can find it on our Spotify and YouTube channels.