Onley Prison Services Limited (OPSL) was awarded a contract to design, manage, finance and construct HMP Rye Hill in 1999 following a fair and open competition process. OPSL appointed G4S as its operating subcontractor to provide the custodial service element on their behalf.

Running a safe and secure prison is the priority for OPSL, G4S and the MoJ, but as with all privately managed prisons, the MoJ requires its contractors to employ sufficient levels of staff to meet their contractual obligations.

The MoJ issued performance related Contract Notices to OPSL as formal notification of specific concerns of performance falling below expected standards. These can be related to performance delivery indicators and/or in response to other concerns about custodial service delivery.

A Rectification Notice was issued because the MoJ was concerned that the numbers of staff employed to deliver the custodial service were reaching a level where OPSL would be under pressure to meet their contractual obligations and meet their performance delivery indicators. The number of staff employed for private prisons is not published due to commercial sensitivity.

Serco was awarded the contract to manage HMP Doncaster in 2011 following a fair and open competition process.

Performance related Contract Notices are issued as formal notification to the contractor where the MoJ identifies specific areas of concern that performance has fallen below expected standards. These can be related to performance delivery indicators and/or in response to other specific concerns about custodial service delivery.

Two HMIP inspections, in March 2014 and October 2015, found that Doncaster was a less respectful institution and a less safe prison than it had been in 2010. The MoJ was concerned that Serco was making insufficient progress in improving its performance to address the shortfalls highlighted by HMIP and that this was, in part, due to their lack of consistency in providing sufficient levels of staff.

Onley Prison Services Limited (OPSL) was awarded a contract to design, manage, finance and construct HMP Rye Hill in 1999 following a fair and open competition process. OPSL appointed G4S as its operating subcontractor to provide the custodial service element on their behalf.

Running a safe and secure prison is the priority for OPSL, G4S and the MoJ, but as with all privately managed prisons, the MoJ requires its contractors to employ sufficient levels of staff to meet their contractual obligations.

The MoJ issued performance related Contract Notices to OPSL as formal notification of specific concerns of performance falling below expected standards. These can be related to performance delivery indicators and/or in response to other concerns about custodial service delivery.

A Rectification Notice was issued because the MoJ was concerned that the numbers of staff employed to deliver the custodial service were reaching a level where OPSL would be under pressure to meet their contractual obligations and meet their performance delivery indicators. The number of staff employed for private prisons is not published due to commercial sensitivity.

Serco was awarded the contract to manage HMP Doncaster in 2011 following a fair and open competition process.

Performance related Contract Notices are issued as formal notification to the contractor where the MoJ identifies specific areas of concern that performance has fallen below expected standards. These can be related to performance delivery indicators and/or in response to other specific concerns about custodial service delivery.

Two HMIP inspections, in March 2014 and October 2015, found that Doncaster was a less respectful institution and a less safe prison than it had been in 2010. The MoJ was concerned that Serco was making insufficient progress in improving its performance to address the shortfalls highlighted by HMIP and that this was, in part, due to their lack of consistency in providing sufficient levels of staff.

HM Prison and Probation do not hold data on the number of Prison Custody Officers certified. This table displays the number of funded posts at each privately managed prison for January, for each year where data is available.

The blank areas on the table indicate that a prison was not open in that year (Thameside and Northumberland) or that the prison was operated by the public sector at that time (Birmingham). Where data for a particular year is not available, this is indicated in the table. As the provision of this management information is not a contractual requirement, some of the historical data was not captured.

This table displays the population at each privately managed prison for 31^st March each year, prison population figures are published regularly.

Operators of privately managed prisons are required to deliver sufficient recruitment and training of staff to ensure they maintain a safe, decent and secure prison as per their contractual obligation. The performance of all providers continues to be robustly managed. We will not hesitate to take action if and when standards fall short.

HM Prison and Probation do not hold data on the number of Prison Custody Officers certified. This table displays the number of funded posts at each privately managed prison for January, for each year where data is available.

The blank areas on the table indicate that a prison was not open in that year (Thameside and Northumberland) or that the prison was operated by the public sector at that time (Birmingham). Where data for a particular year is not available, this is indicated in the table. As the provision of this management information is not a contractual requirement, some of the historical data was not captured.

This table displays the population at each privately managed prison for 31^st March each year, prison population figures are published regularly.

Operators of privately managed prisons are required to deliver sufficient recruitment and training of staff to ensure they maintain a safe, decent and secure prison as per their contractual obligation. The performance of all providers continues to be robustly managed. We will not hesitate to take action if and when standards fall short.

My answers to your Questions 161211, 161212 and 161213 provided Ofsted’s latest inspection judgements for each establishment named. Ofsted’s assessments cover the whole of an establishment’s learning and skills and work provision, which includes both education and training.

At HMYOI Werrington, Ofsted assessed that the overall effectiveness of learning, skills, and work was good. Both HMYOI Wetherby and HMP/YOI Doncaster were assessed as requiring improvement. We continue to closely monitor provider performance.

Good education in and out of the classroom is the key to unlocking a secure and stable future for young people.

HMP & YOI Doncaster is contractually managed by Serco.

The site houses both adult and young adult (18-21 years old) offenders. Ministerial responsibility for those offenders, lie with the Prisons and Probation Minister, Rory Stewart OBE MP.

Ofsted are statutorily responsible for assessing the effectiveness of education provision in prisons, and their latest assessment of these prisons can be found in the most recently published HM Inspectorate of Prisons reports as follows:

Werrington: https://www.justiceinspectorates.gov.uk/hmiprisons/wp-content/uploads/sites/4/2018/06/Werrington-Web-2018-1.pdf

Deerbolt: https://www.justiceinspectorates.gov.uk/hmiprisons/wp-content/uploads/sites/4/2015/05/Deerbolt-web-20141.pdf

Doncaster: https://www.justiceinspectorates.gov.uk/hmiprisons/wp-content/uploads/sites/4/2017/10/Doncaster-Web-2017.pdf

Good education in and out of the classroom is the key to unlocking a secure and stable future for young people.

Since April 2013, NHS England has commissioned health services for all children and young people in Youth Offenders Institutions in England.

NHS England have a number of systems in place to enable them to assess the adequacy of healthcare provision in HMYOI Doncaster.

These include quarterly contract management meetings, Health and Justice Indicators of Performance returns, quality assurance visits, a quality surveillance process, and intelligence arising from Her Majesty’s Inspectorate of Prisons and Care Quality Commission reports. In addition, NHS England work closely with colleagues from Her Majesty's Prison and Probation Service to ensure awareness of their concerns.

There have been historic concerns about the healthcare provision at HMYOI Doncaster as a result of which the provider is on enhanced surveillance. An action plan has been put in place to drive improvements and NHS England anticipate that they will be able to remove the provider from enhanced surveillance once they are assured that the progress demonstrated to date is sustainable.

We keep levels of safety at all prison establishments under constant review, using data for assaults, self-harm incidents and self-inflicted deaths, HMIP inspection reports and the outputs of internal assurance reviews of safety, supplemented by ongoing operational intelligence. Published statistics for a range of measures of safety, including data for individual prisons, can be found at:

https://www.gov.uk/government/statistics/safety-in-custody-quarterly-update-to-december-2017.

The levels of violence, suicide and self-harm in our prisons are far too high and we are taking urgent action to address these problems.

Assaults on our hardworking staff will never be tolerated. We are ensuring that prison officers have the tools they need to do the job, rolling out body-worn cameras, police-style handcuffs and restraints, and trialling PAVA incapacitant spray.

Our recruitment drive is vital to ensuring prisons are safe, secure and decent so they can successfully rehabilitate offenders, and 90 per cent of our additional 3,111 prison officers are due to be in post by the summer.

Discipline procedures are central to the maintenance of a safe, decent and rehabilitative custodial environment. They require adjudications to be conducted lawfully, fairly and justly. Only Independent Adjudicators, who are District Judges or Deputy District Judges, can, in cases deemed to be sufficiently serious, make an award of additional days. All prisoners have a full opportunity to hear what is alleged against them and to present their case. Young or vulnerable prisoners, who may lack experience of adjudications, are encouraged to request help from an advocate. The most serious offences are referred to the police.

The table below provides statistics on the number of young adult prisoners awarded additional days at HM Prison and Young Offender Institution Doncaster following proven adjudications between 2013 and 2017:

Table 1: Number of unique offenders in HMYOI Doncaster by number of accumulated Additional Days Awarded following proven adjudications, 2013 to 2017⁽¹⁾

(1) Note that HMP and YOI Doncaster is currently holding remand and sentenced young offenders and adult male prisoners. Therefore the table provides the number of prisoners aged between 18 and 20 and excludes all those aged above.

Data sources and quality

The figures in these tables have been drawn from administrative IT systems which, as with any large scale recording system, are subject to possible errors with data entry and processing.

We have learned important lessons from these pilots, which have informed our probation reforms. The final process evaluation reports can be found at the following links:

1) https://www.gov.uk/government/publications/social-impact-bond-pilot-at-hmp-peterborough-final-report

2) https://www.gov.uk/government/publications/hmp-doncaster-payment-by-results-pilot-process-evaluation-report

The PbR pilot operating in HMP Peterborough began on 9 September 2010 and results for cohort 1 of this pilot were published on 7 August 2014. The final set of results will be published in due course. The PbR pilot that operated in HMP Doncaster started in October 2011 and closed at the end of 2014. Results for cohort 1 were published in August 2014 and results for cohort 2 were published in July 2015.

The published results can be found at the following links:

3) https://www.gov.uk/government/statistics/final-results-for-cohorts-1-payment-by-results-prison-pilots

https://www.gov.uk/government/statistics/payment-by-results-pilot-cohort-2-hmp-doncaster-results

Up until the end of 2011-12 information was collected on the average hours per weekday that prisoners were unlocked. By subtracting the average hours unlocked from the 24 hours in a day it is possible to estimate hours spent locked in cell. Figures for each prison establishment for the three years from 2009-10 to 2011-12 have been placed in the Library of the House.

It should be noted that time in cell includes hours when prisoners are asleep. Time unlocked includes time where a prisoner is either out of their cell or where the cell door is unlocked allowing them to move freely in and out of the cell.

Time unlocked was discontinued as a performance indicator for prisons at the end of 2011-12 because it was not used in the day-to-day management of prisons and NOMS had concerns over the burden on the frontline of collecting the data. Indicators introduced into prison SLAs in respect of rehabilitation, resettlement and work in prisons provide a better demonstration of efforts to prepare prisoners for release and reduce reoffending.

Figures have been drawn from administrative IT systems, which, as with any large scale recording system, are subject to possible errors with data entry and processing. Figures for time in cell for the years 2012-13 and 2013-14 could be obtained only at disproportionate cost.

Work in prisons is a key priority to ensure prisoners are engaged purposefully while they are in custody. It also gives them the opportunity to learn skills and a

work ethic which can increase their chances of finding employment on release, a key element to reducing reoffending.

The number of prisoners working in industrial activity across public sector prisons increased from around 8,600 in 2010-11 (the first year for which figures are available) to around 9,700 in 2012-13. This delivered an increase in the total hours worked in industrial activities from 10.6 million hours to 13.1 million hours. Private sector prisons have also been supporting this agenda and have reported that they delivered over 1½ million prisoner working hours in commercial and industrial workshops in 2012-13 which provided work for over 1,200 prisoners. In addition there are substantial numbers of prisoners who work to keep prisons running on tasks such as cooking, serving meals, maintenance and cleaning.

Figures for public sector prisons are published in the NOMS Annual Report Management Information Addendum:

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/225225/mi-addendum.pdf

The establishment-level breakdown of weekly hours worked is not available centrally for 2011-12 and 2012-13 and could be obtained only at disproportionate cost.

Information on the proportion of prisoners classed as unemployed is not available centrally and could be obtained only at disproportionate cost.

Our reforms to the Incentives and Earned Privileges national policy framework came into effect in adult prisons on 1 November 2013. Prisoners will be expected to engage in purposeful activity, as well as demonstrate a commitment towards their rehabilitation, reduce their risk of reoffending, behave well and help others if they are to earn privileges.

No liquidated damages (financial penalties) have been incurred by Sodexo Ltd in relation to its contract at HMP Northumberland. During the mobilisation period from service commencement date 1 December 2013 to 30 May 2014 no performance points apply. The next performance quarter is due to report in September 2014.

Please find the responses to the above questions in the following tables.

It is important to note that performance points are essentially about operational efficiency, and at no point has public safety been at risk. There are no significant historical trends in the attached figures and it is fair to say that privately managed prisons achieve the majority of their contractual targets with proportionately low levels of performance points and financial remedies applied as a result. The data for each contract is closely monitored by MOJ staff and any emerging or sustained performance failures are discussed in detail with the relevant contractor in order to rectify performance shortfalls as quickly as possible.

The Department has made no payment by results-related bonuses to Serco in relation to its contract to run HM Prison Doncaster since the beginning of the contract. Reoffending data from the first offender cohort will be available at the end of July 2014. The results will determine whether any sums are due under the contract.

The HMP Doncaster Payment by Results (PbR) pilot was established to test the introduction of PbR to reduce reoffending, in response to commitments made in the Coalition Agreement. The pilot has been running since October 2011, with offenders released from Doncaster prison given additional rehabilitation support to help turn their lives around.

The pilot predates the Transforming Rehabilitation programme and while it has provided important learning to inform our plans, the delivery model at HMP Doncaster is not fully aligned with these reforms. As a result, we have decided to bring the pilot to a close, to help ensure the effective transition to the new model for rehabilitation services and offender management in the South Yorkshire Contract Package Area. No further participants will enter the pilot beyond the end of 2014.