Langley House Trust

A Message from Lord Pickles and Lord Blunkett, followed by Langley House Trust's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Langley House Trust is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

Samantha Graham, Head of
Langley’s care home
in Taunton provides
support and care
Langley House Trust is a leading national offender rehabilitation
charity. It’s agile, responsive and intensely passionate about
its mission to help men and women live crime-free. Langley is
one of the handful of criminal justice charities offering specialist
care to men coming from prison and secure hospitals. It also
provides housing, support and advice to men and women who
have offended or who are at risk of offending. It now focuses
on developing the care services it offers, providing housing, care
and psychologist and psychiatric support to some of the most
difficult-to-place individuals in the criminal justice sector. Head
of Communications Samantha Graham states that it is Langley’s
core belief that someone’s history doesn’t need to define their
future which drives the charity.
We help and support those who have offended or those who are at risk of
offending to live crime-free, reintegrate into society and thrive. Our work is about
creating sustainable transformation, meeting people at their point of need and
working with them on the issues that have contributed to their offending so that
they don’t go on to reoffend.
Langley has a reconviction rate of under three per cent for those in our housing
– one of the lowest reconviction rates in the country. Our long-term results have
also been validated by the Ministry of Justice. We are pleased that our history,
experience and results have helped to make us one of the leading charities in the
criminal justice sector.
»Head of Communications:
Samantha Graham
»Founded in 1958
»Central services in Coventry
with operations across the
»Services: Offender
rehabilitation and housing
»No. of employees: Around 250
»Founded by Team K in
Winchester; they then became
Langley’s trustees
Langley House Trust
Highlighting best practice
Langley’s origins
We have a strong Christian ethos
and heritage, which is of crucial
importance to us. We determinedly
maintain this while working with
people of all faiths – our services are
open to all. It is this heritage which
gives us the resilience, strength and
ability to operate despite the external
challenges we face.
This also drives our belief that change
is possible for everyone; we never
give up on the clients in our care.
Often, our clients have given up on
themselves and have stopped believing
in their own potential. Part of our
role is to help them to take renewed
ownership of their life, and push
them to look at where they can be in
the future. We believe that everyone
has the potential for transformation,
no matter their background, and
we are committed to being part of
Care for elderly ex-offenders
– a growing need
One of the fastest-growing needs
in the criminal justice system is the
provision of care for elderly offenders.
In recent years, offenders over 60have
been the fastest-growing prison
population. This is against a backdrop
of a prison population that has
dramatically increased by 77 per cent
in the last 30 years. As a consequence,
almost a quarter of the prison
population – 21,000 people – were
held in overcrowded accommodation
in 2016/17. Many prisons are not
physically designed for the number of
people or the older prison population
that they now accommodate.
This increase in the elderly
demographic is causing unique issues
within the criminal justice system.
Suggestions have been made for
specially designed prison wings that
meet elderly offenders’ care needs.
Local authorities now have a legal duty
to commission care services for elderly
offenders in prisons within their local
area. All of this, however, is increasing
pressure on resources in an already
cash-strapped environment where
organisations are forced to compete
for dwindling resources.
For elderly offenders who are released
back into the community, the
opportunities are scarce. Care homes
that are equipped to manage both the
risks and needs that elderly offenders
present are in short supply. Time and
again, we have encountered situations
where a prisoner cannot be released
because there just isn’t suitable
accommodation available to him in the
local area.
Over the last few years, we have
been developing our care provision
to try to meet this need. In 2018,
we relaunched one of our projects in
Taunton after it lost its local authority
funding due to budget cuts. We
massively overhauled the building,
expanding it from 13 to 31 beds,
and added both en-suite wet rooms
and disabled access corridors. It has
since been accredited by CQC, and
we have built up the clientele so
that it starts benefiting the local and
We believe change is
possible – someone’s history
doesn’t define their future
For elderly
offenders who
are released
back into the
are scarce
national community. This now serves
as a lifeline to men leaving prison with
care needs, whether they’re mental
or physical, including those who
One of our clients in Taunton had been
in prison for over 20 years; without
the appropriate accommodation after
his release, there was a real possibility
that he would have had to remain in
prison indefinitely. Fortunately, we
have managed to ensure that this is
not thecase.
We are growing our care provision in
other parts of the country and have
ambitious plans to open a new care
home by 2020. This is no small feat
against a backdrop of funding cuts
and increasingly higher thresholds for
care funding, which consistently make
it much more difficult for funding
to be agreed. Equally challenging is
NIMBYism: many local communities
are virulently opposed to new offender
rehabilitation projects being developed
in their area.
While community fears are
understandable, there needs to
be sensible debate and discussion
to help communities to overcome
them. Without this, it will be virtually
impossible to develop any new
offender care provision, despite a clear
and growing need.
What next?
For the future, we want to grow,
purely because any organisation of
our kind that doesn’t grow stagnates,
and quickly ends up going backwards.
It’s about continually moving forward,
expanding and developing our services
to meet growing, specialised needs in
the criminal justice sector. More care
services, housing and innovation will
help us to offer an increasingly varied
range of specialist provision, while
continuing to change people’s lives for
the better across the country.
When our founders, Team K, first
established Langley in 1958, they
were a team of only five people. They
became our trustees, and began with
just one project in Winchester. Over
60 years on, we operate centrally from
Coventry; our operations, however,
span from Lancaster, Bradford and
Wakefield down to Kent, London and
Somerset. We now have around 250
contracted members of part and full-
time staff, and in 2013, we appointed
a new CEO who has seen growth and
turnover increase. This proves that, in
spite of austerity and local authority
spending cuts, we are a charity that is
still growing.
While community
fears are
there needs to be
sensible debate
and discussion to
help communities
to overcome
Helping ex-offenders
reintegrate into society, live
crime-free and thrive

This article was sponsored by Langley House Trust. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister