Ministry of Justice

The Ministry of Justice has not paid for followers on its social media platforms.

The Ministry of Justice does not collect data on overseas marriages.

The Unduly Lenient Sentence (ULS) scheme is an exceptional power. It includes all indictable-only offences (e.g. murder, manslaughter, rape, robbery) and certain triable-either way offences sentenced in the Crown Court (e.g. threats to kill, stalking, most child sex offences).

Parliament intended this to be an exceptional power, and any expansion of the scheme must be carefully considered. While we understand calls for expansion, it is important for both victims and offenders that there is finality in sentencing. The general rule is that a person should expect to serve the sentence a judge has imposed upon them.

The Law Commission is undertaking a review of criminal appeals and it held a public consultation inviting views on a range of reforms to the ULS scheme, including offences in scope. The consultation closed on 27 June 2025 and the Law Commission is expected to publish its report in 2026.

The Government will carefully and holistically consider the Law Commission review’s final recommendations on the wider reforms to the Unduly Lenient Sentence scheme in due course.

His Majesty’s Prison & Probation Service (HMPPS) has a unique opportunity, across prisons, probation and the Youth Custody Service, to help people turn their lives around. To do this successfully, it is important to ensure that the best conditions are created and the right services for rehabilitation provided.

Fundamental to the rehabilitation offer is a supportive and rehabilitative organisational culture, coupled with positive support from skilled pro-social staff. We know from the evidence that this is likely to be the best approach to support those who are at lower risk to desist from future offending. Others, particularly those at a higher risk of re-offending, will need more. HMPPS is committed to ensuring that the right approach is adopted in relation to each individual.

Rehabilitation services take many forms, ranging from accredited programmes and interventions that are aimed at giving people skills to change their attitudes, thinking and behaviour, to enabling a person to access education, healthcare, substance misuse support, suitable accommodation, and the means to earn a living pro-socially. Some rehabilitative activity is delivered in-house, and some via partner organisations. HMPPS keeps its work under constant review to ensure it is acting in accordance with the available evidence. It is committed to the ongoing development, monitoring, evaluation and review of accredited programmes in line with the aims of reducing re-offending and protecting the public.

To help achieve this, HMPPS has implemented the Next Generation of Accredited Programmes change programme and rolled out the new Building Choices accredited programme, realising significant benefits in terms of staff training and development, programme assessment, evaluation, and quality assurance processes. In addition, HMPPS is deploying a range of resources and training courses as part of the Enable Programme, which is designed to build skills and boost confidence in front-line prison colleagues. Topics covered include security, safety, leadership, procedural justice, defensible decision making, incident management and relational practice.

All prisoners in England and Wales have access to faith-based and pastoral support services. His Majesty’s Prison and Probation Service is required to make chaplaincy and faith provision available to prisoners of all faiths and beliefs, as well as to those who do not identify with a particular faith. This support is available on request in every establishment.

The Domestic Abuse Perpetrators on Licence (DAPOL) pilot is currently live in eight probation regions: East Midlands; West Midlands; London; Kent, Surrey and Sussex; East of England; South West; South Central; and Wales.

The Electronic Monitoring for Acquisitive Crime (AC) scheme is currently live in the following 19 police force areas in England and Wales: Avon and Somerset, Bedfordshire, Cheshire, City of London, Cumbria, Derbyshire, Durham, Essex, Gloucestershire, Gwent, Hampshire, Hertfordshire, Humberside, Kent, the Metropolitan Police area, North Wales, Nottinghamshire, Sussex and West Midlands.

The Domestic Abuse Perpetrators on Licence (DAPOL) pilot is currently live in eight probation regions: East Midlands; West Midlands; London; Kent, Surrey and Sussex; East of England; South West; South Central; and Wales.

The Electronic Monitoring for Acquisitive Crime (AC) scheme is currently live in the following 19 police force areas in England and Wales: Avon and Somerset, Bedfordshire, Cheshire, City of London, Cumbria, Derbyshire, Durham, Essex, Gloucestershire, Gwent, Hampshire, Hertfordshire, Humberside, Kent, the Metropolitan Police area, North Wales, Nottinghamshire, Sussex and West Midlands.

Decisions on whether any external materials may be provided are taken by individual establishments. They are subject to governor approval, national policy on faith and pastoral care, security requirements, and extremism safeguards. All proposed materials are assessed by chaplaincy teams in conjunction with prison security staff, including scrutiny against the Inappropriate Materials Guidance and oversight by Prevent Leads and Chaplaincy headquarters, and may be refused or withdrawn where concerns arise.

HMPPS chaplaincy teams do not request or use materials from the Islamic Human Rights Commission in prisons.

Decisions on whether any external materials may be provided are taken by individual establishments. They are subject to governor approval, national policy on faith and pastoral care, security requirements, and extremism safeguards. All proposed materials are assessed by chaplaincy teams in conjunction with prison security staff, including scrutiny against the Inappropriate Materials Guidance and oversight by Prevent Leads and Chaplaincy headquarters, and may be refused or withdrawn where concerns arise.

HMPPS chaplaincy teams do not request or use materials from the Islamic Human Rights Commission in prisons.

As this data is not held centrally the information requested could only be obtained at disproportionate cost.

The Food in Prison Policy Framework requires that prisoners are provided with meals that meet an individual’s religious, cultural, and medical dietary needs. Prisons provide a multi-choice, pre-select menu for the lunchtime or evening meal which must reflect the diverse needs of the establishment’s population. When a Halal meat or poultry menu choice is offered, an alternative meat or poultry choice which is not Halal must be provided at the same meal.

All prisons across England and Wales provide prisoners with a choice of at least five meal options at both lunch and the evening meal. As a minimum, these options include: one meat dish, one vegan dish, one vegetarian dish, one Halal dish, and one additional alternative option.

Following a serious incident at HMP Frankland in April 2025, the Department acted quickly to review the use of protective body armour (PBA) across the estate. As a result, we have introduced a significant expansion in provision, with PBA now mandated for staff working in the highest-risk areas of the long-term high security estate, including Close Supervision Centres, Separation Centres and Segregation Units.

This builds on existing use in high-risk operational contexts such as planned use of force and national tactical deployments. Our approach is risk-based and evidence-led, ensuring that protective equipment is prioritised for those staff facing the greatest threat, while remaining practical and effective in operational environments.

We are committed to delivering the Deputy Prime Minister's pledge to equip up to 10,000 staff with PBA. As of 26 March, we have issued protective body armour to 514 named staff members and 264 spare sets for cross deployment. Information about the provision of PBA broken down by prison is shown in the table below.

As data on the distinct number of weapons confiscated is not held centrally, the information requested could only be obtained at disproportionate cost.

Statistics on the number of incidents of weapon finds in prison, which could include multiple weapons per incident, are, however, published. Information on finds of contraband, including weapons, are included as part of the HMPPS Annual Digest. The ‘Finds in Prison – Incidents Data Tool’ can be used to show the number of incidents of weapon finds by prison broken down by calendar month. The most recent release includes data to March 2025. The next publication will also include the period April 2025 to March 2026.

https://www.gov.uk/government/statistics/hmpps-annual-digest-april-2024-to-march-2025

Prisons in England and Wales have a range of specialist staff and equipment to tackle the smuggling of drugs, mobile phones, weapons and other contraband into prisons. This includes X-ray body scanners, airport-style Enhanced Gate Security, X-ray baggage scanners, detection dogs, and other specialist equipment to alert staff to the potential presence of drugs on a range of items and materials

On 29 January 2026, we published our second annual statement on prison capacity, which sets out the projected prison demand and planned prison capacity up to November 2032: Ministry of Justice – Annual Statement on Prison Capacity: 2025.

The Probation Service continues to face capacity and workload pressures. The Probation Service uses the Workload Measurement Tool alongside other management information to support local and national oversight of workloads. This tool indicates the caseload per officer, which is one indicator of pressure, but it does not on its own provide a complete picture of probation capacity, as it does not take account of the complexity, risk level or intensity of individual cases, all of which have a significant impact on workload.

The Government recognises the pressures created by increased demand and has taken steps to strengthen probation capacity, including sustained recruitment of probation officers, action to improve retention, the prioritisation of resources towards the highest risk cases, and reducing workloads through the Our Future Probation Service (OFPS) programme, which aims to reduce workloads by 25% by April 2027. Together, these measures are intended to help ensure the Probation Service can continue to protect the public while managing increased caseload pressures safely and effectively.

Effective prison security is a prerequisite for the safe and stable regimes required to promote prisoner rehabilitation, and sufficient levels of skilled frontline staff are fundamental to delivering secure and rehabilitative prison regimes. Against a challenging labour market, we have recruitment campaigns at all prisons where there are current or projected needs, and provide enhanced support to the prisons in the most challenging parts of the estate. 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.

To help improve Prison Officer retention, HMPPS has created a retention strategy which is linked to wider activities around employee experience, employee lifecycle and staff engagement at work. As of December 2025, the resignation rate for Band 3-5 Prison Officers was the lowest it has been in the last four years.

We have specialist staff and equipment to stop the smuggling of contraband in prisons – such as drugs, weapons and mobile phones – which can fuel violence and create instability.

We remain committed to ensuring prisons are sufficiently resourced and that we retain and build levels of experience, both of which are fundamental to delivering quality outcomes in prisons.

The duty of candour and assistance will apply to any body when exercising public functions. This would capture some aspects of the work of universities and other Higher Education Institutions. The duty also extends to those with a relevant health and safety responsibility; as well as relevant public sector contractors.

Where a young adult lacks mental capacity, the law requires parents or guardians to have legal authority to make decisions on their behalf about their financial assets or property. This longstanding safeguard helps protect vulnerable people from potential financial abuse, and applies to funds held in a Child Trust Fund or Junior ISA.

On 9 June 2023, the Ministry of Justice published the “Making Financial Decisions For Young People: Parent and Carer Toolkit”. This explains how parents and guardians of disabled children who lack capacity can obtain legal authority where none is in place, including applying to the Court of Protection to access funds in a Child Trust Fund or Junior ISA. The toolkit is available on GOV.UK, along with guidance on completing the necessary court forms: How to apply to make property and finance decisions on someone’s behalf (including Child Trust Funds) - GOV.UK

We understand that concerns remain. The Ministry of Justice continues to engage with key stakeholders to better understand the challenges and identify potential improvements in a way that balances access with safeguards.

This Government is committed to improving the performance of the Family Courts, and the Family Justice Board has agreed system-wide priorities and targets for reducing delay across England and Wales. The latest published data shows a reduction in the national average case duration for both public and private law cases.

In London, which has particular challenges around Family Court delays, a dedicated Family Justice Strategy has been implemented, bringing together key partners and the judiciary. This work has included targeted investment over 2025/26 to tackle the outstanding private law caseload by providing additional court capacity and a focus on ensuring that courts follow the Public Law Outline, with clear arrangements for overseeing performance. These measures have already delivered a reduction in delays.

Child Focused Courts for private law now operate in 10 of 43 family court areas and seek to enhance the experience of children and families. They have additionally demonstrated significant impact on timeliness. Cases are concluding between 11-30 weeks quicker on average under the model and outstanding caseloads have been reduced by up to 50%. The Government announced on 17 March its intention to roll this model out nationally by the end of this Parliament.

Data on the number of trials declared ineffective due to the non-production of defendants can be found here: Criminal court statistics - GOV.UK (trial effectiveness at the criminal courts tool).

In 2025, the non-production of defendants by the Prisoner Escort Custody Service (PECS) accounted for 176 (2%) of ineffective trials in the Crown Court and 885 (4%) of ineffective trials in the magistrates’ courts.

Sir Brian Leveson made a number of recommendations to address the late arrivals of prisoners to court in his Independent Review of the Criminal Courts. We recognise the problems we inherited in prisoner transfer with delays occurring at prisons, en route between prison and court, and at courts themselves in bringing prisoners to the dock. We are gripping this – along with the Minister for Prisons, I am establishing an oversight body to review prisoner transfer from end to end. This will monitor and drive performance improvements in prisoner transfer across the country.

We are also working with the Department for Transport and local authorities to expand the number of areas where PECS vans can use bus lanes to reduce traffic delays, and in London we are working with Transport for London to retime the traffic signals to prioritise PECS vans so they are more likely to receive a green light.

Interpreters play a crucial role in family court proceedings, ensuring that individuals who do not speak English or have hearing impairments can fully participate and understand the legal process.

For most family court proceedings, His Majesty’s Court and Tribunal Services is responsible for securing interpreters for use during hearings. Neither legal aid providers nor the Legal Aid Agency (LAA) are involved in this process.

A legal aid solicitor may instruct an interpreter for use outside of hearings. All providers who undertake legal aid work are independent providers of legal aid services and are subject to oversight and regulation by relevant professional bodies rather than the LAA. When instructing interpreters in legal aid cases, legal aid providers must ensure that they adhere to the requirements set out under paragraphs 2.48-2.51 of the 2024 Standard Civil Contract: Specification. This includes provisions regarding the level of qualification that the interpreter must hold and the evidence which must be obtained and retained on file regarding this and the circumstances in which it is permissible to instruct a non-qualified interpreter.

The LAA undertakes a range of audit and assurance activity to ensure legal aid providers are complying with their contractual obligations. Clause 24 of the 2024 Standard Civil Contract: Standard Terms empowers the LAA to apply a sanction where breaches of contract are identified.

These contractual provisions act as an effective safeguard to ensure the most appropriate interpreter is used having regard to the specific circumstances of the case.

We engage regularly with judicial leaders on all matters including security. It is standard practice not to publish or comment on the specifics of discussions between Ministers and the judiciary.

The Government recognises the disruption and difficulty that the collapse of a law firm has both for employees and its clients. The legal profession in England and Wales, together with its regulators, operates independently of government. The Solicitor Regulation Authority (SRA) is responsible for regulating the professional conduct of solicitors and law firms in England and Wales, including the management of law firm closures.

With regards to the number of interventions the SRA has made into law firms in the last five years, the Ministry of Justice does not hold this information as this is an operational matter for the independent regulator. The SRA has advised that it publishes intervention statistics primarily through its Client Protection Annual Reports and Corporate Reports. These set out year- end figures for interventions, including numbers for the last five years. Details of firm closures (interventions) can be found by searching on the SRA’s Solicitors Register, which records regulatory actions taken against firms and individuals.

In relation to the assessment of trends of law firm collapses, this is a matter for the SRA, and work has been underway to improve how risks to consumers are handled. The SRA has been strengthening its use of data and intelligence to detect emerging risks so that it can intervene more quickly to protect consumers. Its consultation on holding client money, which closed in February 2026, will look at how to safeguard client money more effectively. The SRA is also taking forward actions in response to the LSB’s independent reviews of its regulation of Axiom Ince LTD and SSB Group LTD, and will apply any relevant lessons learned in relation to the closure of PM Law.

The Ministry of Justice continues to keep the statutory regulatory framework under review to ensure that it is working effectively. While there are no current plans to review the legislation, my officials and I will continue to engage with the regulators to ensure that actions are implemented, any other learnings are identified, and consumers are protected.

The Ministry of Justice publishes trends in SEND Tribunal outcomes through quarterly published tribunal statistics. A link to the statistics can be found here: Tribunal Statistics Quarterly: July to September 2025 - GOV.UK

The Department and Ministers do not issue guidance or instructions to judges on how to determine appeals. Judicial office holders are independent. Since December 2024, the Chamber President of the First-tier Tribunal, Health, Education and Social Care Chamber has issued Presidential Practice Guidance No. 1 of 2025 on procedure for the preparation of appeals and claims in the Special Educational Needs and Disability, and Disability Discrimination in Schools jurisdictions. Further, the Senior President of Tribunals, with the approval of the Lord Chancellor, has issued a Practice Direction on the preparation of hearing bundles in those jurisdictions. These concern procedure and case preparation rather than the substantive consideration of appeals.

The table below shows the number of prison officers at Bands 3-5 convicted in each of the last five years of an offence of misconduct in public office, where the offence related to an inappropriate relationship with a prisoner.

An inappropriate relationship is defined as any relationship that compromises a staff member’s ability to appropriately perform their duties.

The figures in this table 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.

The UK was proud to be among the first signatories to the Convention for the Protection of the Profession of Lawyer in May 2025, demonstrating our strong and longstanding commitment to the rule of law, the independence of the legal profession, and access to justice.

My Department is considering our next steps to prepare for ratification. This includes ongoing work across Government to assess the steps required to ensure compliance with the Convention’s provisions, including its application across the UK’s jurisdictions as well as any potential extension to the Crown Dependencies and Overseas Territories, in line with usual treaty practice.

The Ministry of Justice does not hold information on the number of defendants or witnesses that have requested translation services. The booking portal does not collect information on whether the individual making the request is a defendant or witness and also does not collect information on the ethnicity and nationality of the requestor.

As set out in the 10-Year Prison Capacity Strategy, we are committed to delivering an additional 14,000 prison places and aim to do so by 2031. Our build programme consists of the construction of four new prisons, including HMP Millsike, as well as the expansion and refurbishment of the existing estate. These places are being delivered at category B, C and D sites and therefore no cost estimate has been made for category A places.

As per the ‘Independent Review of Prison Capacity’ (published in August 2025) as of March 2025, the updated capital cost per place for the remainder of the 14,000 additional prison places is £600,000 (in 2025/26 prices). Due to commercial sensitivities, this figure cannot be broken down any further.

This Government inherited prisons days from collapse. We had no choice but to take decisive action to stop our prisons overflowing and keep the public safe.

Without the changes this Government made, courts would have had to halt trials and the police cancel arrests, undermining public safety and leading to a disastrous impact on public confidence in the criminal justice system.

We regularly publish data on release from prison, including on forms of early release – for example we publish SDS40 data alongside the quarterly Offender Management statistics: Standard Determinate Sentence (SDS40) release data - GOV.UK.

Whilst measures like the SDS40 change provided the intended medium-term relief to the system, this was only ever a temporary change as a bridge to a more sustainable solution. That is why the Sentencing Act has now been passed, to ensure we never run out of prison space again and to deliver a more sustainable solution to the prison capacity crisis.

This Government inherited prisons days from collapse. We had no choice but to take decisive action to stop our prisons overflowing and keep the public safe.

Without the changes this Government made, courts would have had to halt trials and the police cancel arrests, undermining public safety and leading to a disastrous impact on public confidence in the criminal justice system.

We regularly publish data on release from prison, including on forms of early release – for example we publish SDS40 data alongside the quarterly Offender Management statistics: Standard Determinate Sentence (SDS40) release data - GOV.UK.

Whilst measures like the SDS40 change provided the intended medium-term relief to the system, this was only ever a temporary change as a bridge to a more sustainable solution. That is why the Sentencing Act has now been passed, to ensure we never run out of prison space again and to deliver a more sustainable solution to the prison capacity crisis.

Legal aid expenditure in respect of cases before the First-Tier Tribunal (Immigration and Asylum) broken down by ethnicity is set out in the annexed table. Data is self-reported to the Legal Aid Agency (LAA) by applicants or their legal aid solicitor, it is not verified by the LAA. It is not mandatory for applicants to complete the Equality and Diversity section of an application. Where this has been left blank ethnicity is recorded as ‘unknown’.

Legal aid funding is not paid directly to the individual in receipt of legal aid. Legal aid is only paid to legal providers for the provision of legal advice and representation. Data in the annexed table therefore reflects expenditure relating to bills submitted by legal aid providers.

Information relating to nationality of applicants is not centrally held.

Legal aid expenditure in respect of cases before the First-Tier Tribunal (Immigration and Asylum) broken down by ethnicity is set out in the annexed table. Data is self-reported to the Legal Aid Agency (LAA) by applicants or their legal aid solicitor, it is not verified by the LAA. It is not mandatory for applicants to complete the Equality and Diversity section of an application. Where this has been left blank ethnicity is recorded as ‘unknown’.

Legal aid funding is not paid directly to the individual in receipt of legal aid. Legal aid is only paid to legal providers for the provision of legal advice and representation. Data in the annexed table therefore reflects expenditure relating to bills submitted by legal aid providers.

Information relating to nationality of applicants is not centrally held.

Information about the number of distinct provider offices completing at least one case in the First-Tier Tribunal (Immigration and Asylum) in each financial year since 2020 can be found in the table below:

Legal aid for immigration and asylum services, including proceedings before the First Tier Tribunal is subject to both a legal merits test and an assessment of the individual’s financial circumstances.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

Child Focused Courts introduce a streamlined, problem-solving approach in relevant private law proceedings that ensures early identification of needs and risks, enabling the court to make safe decisions without delay. Under the model, the proportion of children seen by social workers more than doubles and parents who are victims of domestic abuse are able to access additional support through Independent Domestic Violence Advisers (IDVAs). Communication with families can improve their understanding of, and engagement in, the court process and the Child Impact Report provides an opportunity for parents and parties to share their views on the recommendations made to the court.

Key metrics from existing pilot areas show backlogs have reduced by more than fifty percent and cases are being resolved up to seven and a half months faster, thereby reducing delays and improving outcomes for children and families. Nationally, information on open caseload and average case duration is routinely published through Family Court Statistics and HMCTS management information. In addition, we have published additional management information demonstrating the effectiveness of the Child Focused Courts and have also published a process evaluation and a research report exploring the experience of children and families.

Following the announcement of national rollout, a phased approach will see the model operating across the whole of England and Wales by 2029. Launch dates in court areas beyond those already announced will be agreed with operational partners in due course.

The funding announced in the Deputy Prime Minister’s Statement of 17 March includes a permanent increase in social worker capacity for Cafcass and Cafcass Cymru, in recognition of the additional resources required to deliver the model, and for new domestic abuse specialists to work in the family courts.

During the implementation period, we are providing funding for additional court staff to support preparation activity, such as reducing outstanding legacy cases, and to support transition to the new model. The evaluation of the pilot areas shows that cases are being resolved earlier and the number of open cases is decreasing, indicating that the model uses existing court capacity more efficiently and that no additional judicial, magistrates, or court staff will be needed once the model is fully implemented in a court area. Judicial training is the responsibility of the Judicial College, which operates independently from the Government.

The Written Answer of 26 February 2026 (HL14912) was informed, not by statistical data, but by the knowledge of the Planning Liaison Judge, based on his work as judge in charge managing claims in the Planning Court.

The Youth Justice Worker (YJW) recruitment process includes multiple assessment stages designed to test candidates against the YJW success profile and give them realistic insight into the role. The success profile is based on job analysis with serving YJWs and identifies the knowledge, skills and behaviours needed for effective practice.

YJWs have a defined progression pathway. After completing their 12 month probation, they are offered a Level 4 qualification focused on working with children and young people in custody.

His Majesty’s Prison and Probation Service has a comprehensive approach to improving retention across the Prison and Probation Services. The Retention Framework sets out how data and insight are used to identify drivers of attrition and guide targeted interventions. This is supported by a retention toolkit, structured exit interviews, and an oversight process that conducts deep dive reviews at high attrition sites. National activity is coordinated through the Retention Delivery Committee to ensure alignment and minimise operational impact.