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To ask the Chancellor of the Exchequer, what recent assessment he has made of the timeliness of payments owed to former HM Prison Service staff under the Harper Judgement.
To ask the Chancellor of the Exchequer, what recent assessment he has made of the timeliness of payments owed to former HM Prison Service staff under the Harper Judgement.
To ask the Secretary of State for Justice, what steps he is taking to increase staffing levels in the prison service.
To ask the Secretary of State for Justice, what steps he is taking to increase staffing levels in the prison service.
The answer relates to England and Wales as prisons are a devolved matter in Scotland and Northern Ireland.
Prison Service staff are some of our finest public servants. The work of prison staff is largely out of view of the public, but their work is vital for those under their care and to keep the public safe. Ensuring prisons are sufficiently resourced and that we retain levels of experience are fundamental to delivering quality outcomes in prisons. We are therefore targeting the drivers of staff attrition and taking steps to improve recruitment levels and processes, alongside a wider agenda to professionalise our workforce.
Recruitment efforts are ongoing at all sites where vacancies exist or are projected, with targeted interventions applied to those prisons with the most need. HMPPS is operating in a challenging labour market, with some more acute challenges in certain areas of the country and parts of the estate. We are committed to ensuring prisons are sufficiently resourced – with work to prioritise vetting and online assessment centre places at prisons with the greatest operational need.
HMPPS offers several routes to become a prison officer, including:
A ‘Prison Officer Alumni’ scheme, which encourages former officers to return to the Service, bringing back their previous experience.
Advance into Justice scheme, which helps Armed Forces leavers, veterans, and their spouses into Prison Officer roles.
First Deployment: new recruits will apply to a national campaign and will be allocated to a ‘home’ prison but will be deployed to a different site for the first 23 months of service, with additional financial incentives.
The Operational Support Grades to prison officer fast-track scheme, giving individuals the chance to use their previous experience in prisons and take the next step in their career through a streamlined process.
HMPPS continues to encourage prisons to support the early onboarding of new colleagues by taking greater ownership of their applicant pipelines. Local familiarisation visits are in operation in a number of prisons, allowing applicants to visit their assigned prison before their start date. By offering a realistic preview of the role, this approach is aimed at reducing early attrition and provide new recruits with an insight into the operational realities of working in a prison.
A new values-based assessment launched on 29 April 2026. This is underpinned by HMPPS values and designed to support new starter retention and engagement by providing a realistic view of what the organisation expects. HMPPS continually reviews its recruitment, onboarding and vetting processes to improve efficiency and reduce unnecessary delays while maintaining the high standards required for public protection and operational security.
We remain committed to ensuring prisons are sufficiently resourced and that we retain and build levels of experience, both of which are vital to ensuring high-quality outcomes in prisons.
The number of individuals currently awaiting completion of security and vetting checks prior to commencing employment within His Majesty’s Prison and Probation Service (HMPPS) was 14,694 as of 18 May 2026.
This figure reflects the full onboarding pipeline, covering candidates from the point at which they receive a provisional offer...
The number of individuals currently awaiting completion of security and vetting checks prior to commencing employment within His Majesty’s Prison and Probation Service (HMPPS) was 14,694 as of 18 May 2026.
This figure reflects the full onboarding pipeline, covering candidates from the point at which they receive a provisional offer...
To ask the Secretary of State for Justice, what steps he is taking to reduce the time taken for the Prison Service to inform the police when a prisoner has been released in error.
To ask the Secretary of State for Justice, what steps he is taking to reduce the time taken for the Prison Service to inform the police when a prisoner has been released in error.
Where a release in error occurs and an individual is confirmed as being unlawfully at large, prisons are required to notify the police immediately in accordance with the Joint Protocol for the Management of Unlawfully at Large cases agreed with the National Police Chiefs’ Council.
This notification is also copied to the Metropolitan Police PNC Bureau to ensure the individual’s status is recorded on the Police National Computer, and compliance with this process is centrally monitored across the prison estate.
HMPPS is working with stakeholders, including the National Police Chiefs’ Council, to strengthen the protocol further following Dame Lynne Owens’ review.
To ask the Secretary of State for Justice, what steps is the Minister taking to improve the speed of security and vetting checks for prison service applicants.
To ask the Secretary of State for Justice, what steps is the Minister taking to improve the speed of security and vetting checks for prison service applicants.
The checks that HM Prison & Probation Service (HMPPS) undertake are required to assess individuals against a range of legislative requirements and security related factors that are pertinent to anyone working within a HMPPS environment. We are aware of an increase in onboarding timescales and are taking action to address this.
Both our third-party provider Sopra Steria Ltd (SSL) and HMPPS are employing flexible resource allocation and overtime to mitigate delays. Recruitment to the vetting team has also been prioritised, and the additional resource is now helping to reduce the backlog of cases awaiting clearance. HMPPS is working with SSL and providers to improve assessment of future recruitment activity, to ensure any spikes or increases can be managed appropriately.
Additionally, HMPPS is exploring all available opportunities for efficiencies, including by digitalising processes that were previously manual and conducting vetting checks in parallel with other parts of the onboarding process wherever possible.
We are taking all available opportunities to improve the timeliness of our vetting and onboarding process without compromising the safety and security of the organisation.
To ask the Secretary of State for Justice, what assessment he has made of the potential impact of delays in security and vetting processes on staffing levels across the prison estate.
To ask the Secretary of State for Justice, what assessment he has made of the potential impact of delays in security and vetting processes on staffing levels across the prison estate.
Whilst we acknowledge the impact lengthened timescales may have on staffing levels across the prison estate, Personnel Security Vetting is the first line of defence in the screening of people working for or on behalf of HM Prison & Probation Service (HMPPS). Our processes must be defensible, consistent, legal, and fair with a clear focus on protecting the public and maintaining public confidence. We carefully screen criminal histories, unethical behaviour, or reputational risks, which could damage stakeholder trust and organisational image. Our processes demonstrate due diligence and commitment to security, which builds confidence but which in turn, take time to complete.
HMPPS is taking forward recommendations from the 2022 His Majesty’s Inspectorate of Police, Fire & Rescue Services report: “An Inspection of Vetting, Misconduct and Misogyny in the Police Service”. This programme contains modernisation of existing processes and protocols to strengthen vetting across the organisation and to raise the defence level against unsuitable individuals entering the organisation. Recent events, such as the murder of Sarah Everard by a serving police officer, have shone a spotlight on vetting, making it more important than ever that we ensure our policies, processes, and practices are up to standard, by:
Ensuring our processes are robust;
Working closely with colleagues in other areas of HMPPS; and
Taking action to address lessons learned and recommendations from national reviews such as the Angiolini report and the Baroness Casey review.
Security vetting is vital in HMPPS to ensure individuals can uphold the security and integrity standards expected of their role and ensure that prisons and probation remain safe for rehabilitation to take place. Whilst we acknowledge and understand the difficulties posed by lengthened vetting timescales, we remained committed to security, building confidence and providing rehabilitative services.
To ask the Secretary of State for Justice, how many people have been waiting (a) more than three months, (b) more than six months and (c) more than 12 months for security and vetting clearance required for employment in the prison service.
To ask the Secretary of State for Justice, how many people have been waiting (a) more than three months, (b) more than six months and (c) more than 12 months for security and vetting clearance required for employment in the prison service.
The number of individuals currently awaiting completion of security and vetting checks prior to commencing employment within His Majesty’s Prison and Probation Service (HMPPS) was 14,694 as of 18 May 2026.
This figure reflects the full onboarding pipeline, covering candidates from the point at which they receive a provisional offer and enter pre-employment checks, through to the completion of all security and vetting processes and a final decision being made on their case. It therefore includes individuals at different stages of the process, not solely those awaiting a decision at a single point in time.
The Ministry of Justice does not centrally hold sufficiently robust or complete data to accurately report on the length of time individuals have been awaiting security and vetting clearance across all stages or providers. Vetting and pre-employment checks are undertaken through a combination of HMPPS, Shared Services Limited (SSL), and other parallel processes. As a result, a consolidated and reliable breakdown of waiting times, such as those exceeding three, six, or twelve months, is not available, and therefore unable to be provided.
My Right Honourable Friend the Deputy Prime Minister, Lord Chancellor and Secretary of State for Justice (Rt Hon David Lammy MP) has today made the following statement:
"I am today confirming the Government’s decision on the pay award for prison staff.
Prison Service Pay Award 2026/27
Having carefully considered the 12 recommendations made...
My Right Honourable Friend the Deputy Prime Minister, Lord Chancellor and Secretary of State for Justice (Rt Hon David Lammy MP) has today made the following statement:
"I am today confirming the Government’s decision on the pay award for prison staff.
Prison Service Pay Award 2026/27
Having carefully considered the 12 recommendations made...
I am today confirming the Government’s decision on the pay award for prison staff.
Prison Service Pay Award 2026/27
Having carefully considered the 12 recommendations made by the Prison Service Pay Review Body (PSPRB) for the 2026/27 pay award, I can announce that we are accepting in full the recommendations made by...
I am today confirming the Government’s decision on the pay award for prison staff.
Prison Service Pay Award 2026/27
Having carefully considered the 12 recommendations made by the Prison Service Pay Review Body (PSPRB) for the 2026/27 pay award, I can announce that we are accepting in full the recommendations made by...
To ask the Secretary of State for the Home Department, whether her Department plans to review data-sharing systems between the Prison Service and immigration enforcement.
To ask the Secretary of State for the Home Department, whether her Department plans to review data-sharing systems between the Prison Service and immigration enforcement.
We keep all data sharing systems and agreements between the Home Office and MoJ under review. We will be mindful of any recommendations or proposals for improvement that might flow from Dame Lynne Owens' review into the incident at Chelmsford and any wider learning on releases in error.
On behalf of my noble friend Lord Woodley, and with his permission, I beg leave to ask the Question standing in his name on the Order Paper.
On behalf of my noble friend Lord Woodley, and with his permission, I beg leave to ask the Question standing in his name on the Order Paper.
This Government inherited a well-advanced plan to outsource contracts after a 2023 Cabinet Office assessment concluded that in-house capability was not sufficient to make insourcing viable. Insourcing would be reliant on retaining staff from current suppliers, but labour market constraints and public sector pay rates were not likely to be attractive. Outsource providers consistently exceed the targets set and outperform GFSL across the majority of KPIs. My job now is to ensure best value for money from these new contracts until 2031, when we will reconsider all options for future provision.
This Government inherited a well-advanced plan to outsource contracts after a 2023 Cabinet Office assessment concluded that in-house capability was not sufficient to make insourcing viable. Insourcing would be reliant on retaining staff from current suppliers, but labour market constraints and public sector pay rates were not likely to be attractive. Outsource providers consistently exceed the targets set and outperform GFSL across the majority of KPIs. My job now is to ensure best value for money from these new contracts until 2031, when we will reconsider all options for future provision.
Tabled by
Lord Woodley
To ask His Majesty’s Government what steps they are taking to insource prison services.
Tabled by
Lord Woodley
To ask His Majesty’s Government what steps they are taking to insource prison services.
Tabled by
Lord Woodley
To ask His Majesty’s Government what steps they are taking to insource prison services.
I thank my noble friend for that Answer. As a former trade union leader, I have seen time and again what privatisation does. The public end up paying a higher price for poorer-quality service while private profits soar. Prisons are no exception, with outsourced maintenance and education examples of a lack of value for public money. Retendering these contracts is, I believe, a mistake. Can my noble friend the Minister therefore instead make the case for the Prison Service to benefit from a wave of insourcing?
I thank my noble friend for that Answer. As a former trade union leader, I have seen time and again what privatisation does. The public end up paying a higher price for poorer-quality service while private profits soar. Prisons are no exception, with outsourced maintenance and education examples of a lack of value for public money. Retendering these contracts is, I believe, a mistake. Can my noble friend the Minister therefore instead make the case for the Prison Service to benefit from a wave of insourcing?
The decision to outsource maintenance contracts was based on a detailed Cabinet Office assessment that concluded that the MoJ did not have the in-house capability to deliver the desired
services, and that achieving this in the same timescale would have been costly and would not offer value for money to the taxpayer. Our intention is to look at the options of insourcing again in 2031. The majority of core teaching is delivered by public sector organisations and many smaller organisations, including voluntary sector providers, are delivering bespoke, locally commissioned courses. This diversity of expertise gives flexibility to meet the needs of prisoners, ensuring they have the skills they need to succeed. I will ensure that we continue to drive for innovation and improvements in the way we deliver education, including the role of digital, in achieving the best outcomes for prisoners.
The decision to outsource maintenance contracts was based on a detailed Cabinet Office assessment that concluded that the MoJ did not have the in-house capability to deliver the desired
services, and that achieving this in the same timescale would have been costly and would not offer value for money to the taxpayer. Our intention is to look at the options of insourcing again in 2031. The majority of core teaching is delivered by public sector organisations and many smaller organisations, including voluntary sector providers, are delivering bespoke, locally commissioned courses. This diversity of expertise gives flexibility to meet the needs of prisoners, ensuring they have the skills they need to succeed. I will ensure that we continue to drive for innovation and improvements in the way we deliver education, including the role of digital, in achieving the best outcomes for prisoners.
The decision to outsource maintenance contracts was based on a detailed Cabinet Office assessment that concluded that the MoJ did not have the in-house capability to deliver the desired
services, and that achieving this in the same timescale would have been costly and would not offer value for money to the taxpayer. Our intention is to look at the options of insourcing again in 2031. The majority of core teaching is delivered by public sector organisations and many smaller organisations, including voluntary sector providers, are delivering bespoke, locally commissioned courses. This diversity of expertise gives flexibility to meet the needs of prisoners, ensuring they have the skills they need to succeed. I will ensure that we continue to drive for innovation and improvements in the way we deliver education, including the role of digital, in achieving the best outcomes for prisoners.
I thank my noble friend for that Answer. As a former trade union leader, I have seen time and again what privatisation does. The public end up paying a higher price for poorer-quality service while private profits soar. Prisons are no exception, with outsourced maintenance and education examples of a lack of value for public money. Retendering these contracts is, I believe, a mistake. Can my noble friend the Minister therefore instead make the case for the Prison Service to benefit from a wave of insourcing?
My Lords, the noble Lord’s Government were elected on a promise of 50% of all food being sourced locally to prisons, hospitals, schools and other such local bodies. How close are they to meeting that target?
My Lords, the noble Lord’s Government were elected on a promise of 50% of all food being sourced locally to prisons, hospitals, schools and other such local bodies. How close are they to meeting that target?
The noble Baroness will be pleased to know that the prison industry actually grows £1.7 million in value of our own vegetables and fruit. We also do laundry services for all prisons, as we do for immigration removal centres and the police service. We also make everything there is in a prison cell apart from TVs, which we fix, mattresses, which we are working on, and kettles and pillows—but we are working on how to do that ourselves. We are trying to do an awful lot in-house, but there is more to be done.
The noble Baroness will be pleased to know that the prison industry actually grows £1.7 million in value of our own vegetables and fruit. We also do laundry services for all prisons, as we do for immigration removal centres and the police service. We also make everything there is in a prison cell apart from TVs, which we fix, mattresses, which we are working on, and kettles and pillows—but we are working on how to do that ourselves. We are trying to do an awful lot in-house, but there is more to be done.
The noble Baroness will be pleased to know that the prison industry actually grows £1.7 million in value of our own vegetables and fruit. We also do laundry services for all prisons, as we do for immigration removal centres and the police service. We also make everything there is in a prison cell apart from TVs, which we fix, mattresses, which we are working on, and kettles and pillows—but we are working on how to do that ourselves. We are trying to do an awful lot in-house, but there is more to be done.
My Lords, the noble Lord’s Government were elected on a promise of 50% of all food being sourced locally to prisons, hospitals, schools and other such local bodies. How close are they to meeting that target?
My Lords, does the noble Lord agree that there are two particular areas that might benefit from insourcing when the review is undertaken? One area is tagging: this could easily be undertaken within prisons by prison staff. Numbers of prisoners have been released untagged into the community, causing risk to the public and potentially leading to unnecessary recalls when appointments are subsequently missed. The other area is prisoner transport to courts, where frequent failures have led to multiple court delays and increased backlogs. Could this too be better organised within the prison system?
My Lords, does the noble Lord agree that there are two particular areas that might benefit from insourcing when the review is undertaken? One area is tagging: this could easily be undertaken within prisons by prison staff. Numbers of prisoners have been released untagged into the community, causing risk to the public and potentially leading to unnecessary recalls when appointments are subsequently missed. The other area is prisoner transport to courts, where frequent failures have led to multiple court delays and increased backlogs. Could this too be better organised within the prison system?
The noble Lord raises two important points, which I have been very focused on since I took on this role. I am a commercial person, so I have been interested in getting into the detail on this. On PECS—the prisoner transport contracts—the performance levels are exceptionally high but, when things go wrong, often it is not down to the PECS providers; it is down to our own self-inflicted problems at the prison. With regard to electronic monitoring, we inherited a problematic contract and, although it is performing much better now, there is still some way to go. Serco’s leadership team has been in my office a number of times and we are working really well together. I recently visited its Warrington office and saw its performance, which really is improving. What we need to do is get to a point where the service that it delivers is excellent.
The noble Lord raises two important points, which I have been very focused on since I took on this role. I am a commercial person, so I have been interested in getting into the detail on this. On PECS—the prisoner transport contracts—the performance levels are exceptionally high but, when things go wrong, often it is not down to the PECS providers; it is down to our own self-inflicted problems at the prison. With regard to electronic monitoring, we inherited a problematic contract and, although it is performing much better now, there is still some way to go. Serco’s leadership team has been in my office a number of times and we are working really well together. I recently visited its Warrington office and saw its performance, which really is improving. What we need to do is get to a point where the service that it delivers is excellent.
The noble Lord raises two important points, which I have been very focused on since I took on this role. I am a commercial person, so I have been interested in getting into the detail on this. On PECS—the prisoner transport contracts—the performance levels are exceptionally high but, when things go wrong, often it is not down to the PECS providers; it is down to our own self-inflicted problems at the prison. With regard to electronic monitoring, we inherited a problematic contract and, although it is performing much better now, there is still some way to go. Serco’s leadership team has been in my office a number of times and we are working really well together. I recently visited its Warrington office and saw its performance, which really is improving. What we need to do is get to a point where the service that it delivers is excellent.
My Lords, does the noble Lord agree that there are two particular areas that might benefit from insourcing when the review is undertaken? One area is tagging: this could easily be undertaken within prisons by prison staff. Numbers of prisoners have been released untagged into the community, causing risk to the public and potentially leading to unnecessary recalls when appointments are subsequently missed. The other area is prisoner transport to courts, where frequent failures have led to multiple court delays and increased backlogs. Could this too be better organised within the prison system?