The Parliamentary Under-Secretary of State for Justice (Andrew Selous)
I pay tribute to the hon. Member for Hayes and Harlington (John McDonnell), who initiated the debate. He is a member of the Justice Committee, as is the right hon. Member for Dwyfor Meirionnydd (Mr Llwyd). I almost regretted allowing the right hon. Gentleman to speak, for fear of being unable to pronounce the name of his constituency, but I hope that I have done it justice.
Last, but certainly not least, I am grateful to the hon. Member for Vale of Clwyd (Chris Ruane) for his remarks. Let me deal with his points about mindfulness straight away. I can tell him that the NHS has set out five ways to well-being, the fifth of which is mindfulness. The Ministry of Justice has already started working on this issue and will launch projects on mindfulness in the new year. The director of NOMS in Wales, Sarah Payne, takes a particular interest in this important issue, and I thank the hon. Gentleman for raising it.
Let me say at the outset that prison officers face significant demands on a daily basis, and that working effectively with some of the most difficult members of society face to face takes a special set of skills, values and ability. I am immensely proud of the commitment of our prison staff in delivering their work. Behind the closed walls of prisons, these civil servants undertake essential services on behalf of society, and they do so professionally to keep us all safe. The POA-commissioned survey on work-related stress among prison officers draws attention to several important themes. Although there are some differences in the outcomes of the separate 2014 NOMS staff survey, it would be wrong to dwell on those at the expense of a more focused debate. We need to understand the work environment that prison officers encounter on a daily basis and what is done to support those charged with carrying out one of the most difficult but rewarding jobs in society. It is also important to recognise that the challenge that prison officers face has increased over recent months as a consequence of staffing shortages, an unexpected rise in the prisoner population and the unprecedented change being delivered by the prison benchmarking programme. That programme has the support of the POA.
Substantial work is under way to address the shortfalls and to support change but, in the short term, it is understandable that many staff have felt under significantly more pressure during 2014. It is also important to acknowledge that, regrettably, that position has been exacerbated by an increase in prisoner assaults on staff and prison violence in general. Understandably, in some cases staff have reported to governors that they feel less safe. I want to make it absolutely clear that NOMS understands that, and that every incident and every event of violence against NOMS staff is taken extremely seriously. It is not acceptable that any member of staff is injured in the line of duty.
Ian Lavery
Does the Minister share my concerns about the situation at HMP Northumberland, which is in my area? When that prison was privatised, Sodexo immediately reduced the work force by a third, yet the prison population has been increasing. Have not prison officers who are left to carry out the work every right to be stressed? What will the Minister do about it?
Andrew Selous
Those who manage contracted prisons absolutely have a duty to make sure that they keep their staff as well. If the hon. Gentleman will bear with me, I will go on to say what we are doing about this important issue.
NOMS takes its responsibilities under the Health and Safety at Work etc. Act 1974 very seriously. We are working towards a new protocol for escalating matters when prison staff are victims of assault to the Crown Prosecution Service, which rightly recognises the seriousness of these incidents. In my time as Minister, I have encountered excellent examples of how governors and their teams have worked closely with staff and trade unions to listen to concerns and to introduce more structured regimes that better reflect the resource available and provide more reassurance for staff.
It is also relevant to this debate that we are clear about what NOMS is doing to address the staffing situation and that we explore in more detail the significant welfare support that NOMS already has in place to support this group of front-line public servants in critical roles. To address the staffing shortfalls, NOMS has over the past few months recruited new prison officers at unprecedented levels: 850 will have joined by Christmas, with a further 250 by February; and NOMS is on target to have recruited 1,700 in total by April. Plans are already in place to meet the future prison officer recruitment plan for 2015-16, with a further 1,000 prison officers starting at that point.
In addition, NOMS has an active staff reserve, which is made up of experienced former prison officers, to provide flexible additional support as part of a modernised service. As those resources come into place in prisons, the operational pressures on staff to work additional payment-plus hours and to provide detached duty support to other prisons will reduce significantly and beneficially in the new year. That information has been welcomed by POA colleagues and will impact positively on staff well-being.
In the new year, as prisons begin to reach their new benchmark staffing levels and transition to new safe, decent and secure operating levels, staff will have an increased opportunity to focus on the quality of the work that originally interested them, namely to reduce reoffending and to change lives for the better.
The evidence that the Prison Service continues to provide a rewarding career in which staff are able to change lives is irrefutable. It is demonstrated in the commitment and tenacity that prison officers have shown in recent months in the difficult circumstances that I have described. It is also evident in the organisation’s ability to attract 1,700 new prison officer recruits.
Staff turnover is only 2% for NOMS employees. Officer leaving rates for 2013-14 were 3.8%. More than 96% of the officers employed by NOMS choose to stay. The average length of service of a prison officer is 14 years. This is a demanding but rewarding role in which staff can and do make a significant and positive impact on offenders’ lives.
NOMS will continue to support staff and to provide them with the skills and development opportunities that they need to be able to perform their duties with confidence. New prison officers are tested for their suitability to work in a prison environment. They must pass a fitness test and full occupational health assessment before they are appointed to the role. Importantly, NOMS training investment also includes a strong focus on providing the necessary training and development that line managers need to support, coach and mentor staff.
For those staff who are regrettably assaulted on duty or who suffer ill health as a result of the impact of their work, there are well-established support mechanisms in place to help. It is perhaps one of the disappointing aspects of the POA-sponsored survey that it does not reflect the exceptional work between staff, managers and occupational health that has, in many cases, led to staff returning successfully to full duties through phased return-to-work programmes and counselling support.
We are committed to running safe establishments and are working hard to reduce violence in our prisons. We do not tolerate violence of any kind in prison and any assault is taken extremely seriously. A new violence reduction project is being established. There will be guidance to governors on that issue in early 2015, and we will implement a coherent set of short-term tangible actions that are aimed at reducing violence, some of which may involve trialling innovative approaches in targeted establishments.
The violence reduction project has been created to gain better understanding of the causes of the current levels of violence in prisons and to ensure that there is strength in the handling of violence in terms of both prevention and response. The project will consider such issues as the use of body-worn video cameras for prison officers, raising our intelligence capability to protect those officers and staff, developing more robust case management of violent prisoners, and the potential impact of the growing use of new psychoactive substances. We expect to be able to announce more in the new year.
We have always had a complex and challenging prison population, but we are taking appropriate steps to ensure that we carefully manage the increased levels of violence. We are also committed to managing violence and supporting the victims of assaults. The new joint protocol, to which I have referred, which is produced by NOMS, the Crown Prosecution Service and the Association of Chief Police Officers, will set out that when there are serious assaults on prison staff, the perpetrator will be prosecuted unless there is a good reason why not. As I have said, that initiative has been warmly welcome by the Prison Officers Association.
The increase in serious assaults is wholly unacceptable. However, we are holding a more violent population and, as I have told the Justice Committee, the number of people sentenced to prison for violent offences has increased by 40% over the past decade. We will never tolerate violence against our staff. We do not underestimate the hard work and challenges that they face on a daily basis and are continually looking at new ways to offer support. We are exploring new technology to protect staff, including body cameras and slash-resistant material to be worn under shirts.
The access that prison staff have to a range of counselling interventions is on a par with the very best of employers. Staff are provided with an occupational health adviser, who will work with them and their line manager to support them in the goal of a successful return to work. We have many examples of that working well. When staff are involved in a difficult prisoner incident, a structure that involves the use of in-house staff care teams, staffing debriefs and continuing support comes into effect as a matter of course.
Equally, the access that staff who are unable to work for a period of time have to sick pay provides a full opportunity for them to recuperate before returning to work. For staff who are unable to work for a period of time due to sickness absence, NOMS will pay six months on full pay and six months on half pay as part of the individual’s terms and conditions of employment. That can be extended in the case of an injury at work, as the governor has the opportunity to grant sick absence excusal in appropriate cases.
In recognition of the stressful nature of the prison working environment, NOMS is committed to supporting the well-being of staff by reducing stress and increasing employee attendance. There is also well-publicised support available to staff, including a comprehensive employee assistance programme, which operates 24 hours a day, 365 days a year. It includes access to counselling and other therapies as required, a health promotion website and well-being zone, specialist trauma support services and mediation. A network of peer support in the form of care teams also operates in every prison and can be extremely effective.
Work on improving the management of stress in NOMS includes: regional stress action plans; individual stress risk assessments; a 24-hour helpline for staff; the inclusion of stress-related issues in people plans, listen-to-improve sessions and team meetings; governors using team meetings and focus groups to identify local stress issues, to show transparency in decision making and to offer feedback in resolving them; and the roll-out of stress-awareness workshops across the estate.
In addition to that support, I want to take this opportunity to share some of the good practice happening in the prison estate. There are numerous examples of governors maintaining regular contact with staff who are off and of presenting deputy director of custody commendations in cases where staff have been assaulted. The young people’s estate is also developing and implementing a post-assault protocol for supporting staff, which identifies a process to follow to ensure that staff are fully supported when they return to work.
Well-being days are also actively pursued as establishments recognise what a positive impact they have on staff. Staff who have been off sick are being given a mentor outside their line management. Staff have also been visited by their governor, either at home or in a neutral venue, and numerous establishments have referred staff to bespoke counselling sessions. I want to put all that on record to show the full extent of the care we take to look after our staff when they are assaulted, wholly unacceptably, in the line of their work.
In 2013-14, NOMS delivered 49 staff well-being events across the agency. Approximately 3,200 staff members attended those events for advice, support and health checks. Additionally, most prison staff are able to use the prison gym facilities at allotted times and may access support from local physical education instructors to design their own bespoke fitness and well-being programmes.
NOMS conducts an annual staff survey that includes elements that focus on well-being and motivation. This year’s survey had a 44% response rate, and 75% of respondents stated that they wanted to remain working for NOMS for at least the next year or three years. In line with the focus of the POA-sponsored survey, NOMS has adopted the Health and Safety Executive’s stress management standards as a framework for the prevention and control of stress, and it has issued a toolkit containing guidance and useful documents for use locally. NOMS encourages all staff, irrespective of their role or position within the organisation, to contribute actively towards the identification, prevention and management of stress. As I said, stress awareness workshops for staff are provided, as well as a 24-hour confidential helpline that staff can ring.
I am conscious that the well-being report makes reference to the retirement age of prison officers, so I wanted to respond to that by being clear that safe systems of work are in place across the prison estate to ensure that staff work in an environment that is as safe as reasonably practical. In this context, the current fitness standards and assessments for prison officers are based on the requirements of an individual to perform the job safely. Since July 2007, NOMS has been recruiting staff to work until the age of 65. It has employed new prison officers in their 60s who have passed the fitness test and are performing their roles effectively. In addition, a number of staff who have the right to retire at 60 now choose to work beyond their retirement age. A recent statistical report identified a total of 814 prison officers over the age of 60, with an average length of service of 24 years, who are working within NOMS.
I know that the Prison Officers Association will wish to put its case forward for further consideration on the retirement age of prison officers, as it is entitled to do. Following a meeting with my officials and the POA on 1 December, I agreed that officials and the POA could meet to discuss changes to the pension scheme and the associated retirement age. I know that members of the POA met officials on 1 December and I will consider the next steps on this matter with the Cabinet Office.
I conclude by thanking the hon. Member for Hayes and Harlington and all right hon. and hon. Members who have spoken this evening. I have a personal commitment to this extremely important matter. I find it wholly unacceptable that anyone who works for the state in any capacity should be assaulted in their line of duty. I take this issue seriously, I raise it regularly with officials and I will follow up on the initiatives that we have announced. Of course, my door is always open. I will agree to meet the hon. Gentleman and the right hon. Member for Dwyfor Meirionnydd at some point, our diaries permitting.
Question put and agreed to.