Offender Rehabilitation Bill [HL]

Baroness Anelay of St Johns Excerpts

Wednesday 5th June 2013 Lords Chamber

[Lord Ramsbotham]

My Lords, I beg to move the amendment standing in my name on the Order Paper.

[Baroness Anelay of St Johns]

My Lords, I wonder whether noble Lords might leave the Chamber quietly and whether those passing in front of the noble Lord, Lord Ramsbotham, which is something we do not normally do, might do so even more inconspicuously. I have given the noble Lord the opportunity to hesitate for a moment as he has some important matters to set out in explaining the purpose of tabling the Motion and what he seeks from the Minister in response.

[Lord Ramsbotham]

My Lords, I am grateful to the noble Baroness the Chief Whip for that intervention.

I suspect that I am not alone in being in something of a quandary about the Bill. I entirely support the main intent behind it, which is to reduce the appalling reconviction rate that is an indictment of our offender management system, particularly as regards those awarded short prison sentences who have the highest reconviction rate and are responsible for so many crimes on release. For many years, I have campaigned for many of the measures that it contains, so why should I be calling on the Government to slow down their headlong rush towards a goal that I share? I do so for two reasons, both based on personal experience. I spent 41 years in the Army before I became Chief Inspector of Prisons, a number of them in Whitehall. My memories of those days were revived today when I read the obituary in the Times of Sir Patrick Nairne, who was a most distinguished civil servant as well as a hugely cultured and civilised man. From him, and others like him, I learnt that when a paper or proposal was intended to be moved towards the Secretary of State, it should be put first to the Army board, but only after it has been properly researched and costed, which research included careful examination of all the consequences, intended or otherwise, that could be identified. Only after such proposals had gone through the Army board, the Chiefs of Staff and then Ministers, would they reach the Secretary of State, and certainly not the outside world.

When I heard about this Bill in the gracious Speech on 8 May, I little thought that it would be published the next day at the same time as the long-awaited response to the consultation document, Transforming Rehabilitation, to which it relates. However, what was even more worrying was that, having been subjected in recent years to a very low standard of impact assessments accompanying Bills, this one was also dated 9 May, which suggested to me that far from being a document which had informed Ministers and officials throughout their deliberations on the Bill, it had been added as an afterthought. Far too many of the impact assessments that I have seen recently seem to have only two options—take it or leave it; or, I, the Secretary of State, have decided that this is what I am going to do. That is one option and the other is to do nothing, which is not acceptable. When you are launching untried theories that affect the lives of literally millions of people, I suggest that this is bad government.

My second experience has been over the past 18 years, when I have been associated with the offender management system itself. When you get down to the guts of offender management, you find that it is all about enabling someone or some people to influence someone else to live a useful and law-abiding, as opposed to a useless and law-breaking, life—nothing more and nothing less. I have observed with considerable dismay the relentless advance of political and bureaucratic interference, and the time and ability of those concerned to do that, with the inevitable result that the reconviction rate has increased. The old Prison Commission, before it was abolished in 1962, was run from a house in Eccleston Square, with a staff of 128 people without computers. Now, admittedly with double the number of prisoners, the computer-assisted National Offender Management Service has a cast of more than 2,000.

Throughout the time that I have watched the system at work, I have been deeply humbled and impressed by the incredible dedication and drive of countless thousands of people working in and for the Prison Service and probation service, who have come up with successful innovation after successful innovation only to see them killed rather than exploited by the bureaucratic system. If only the management system had the wit to monitor what was best and bring it into common practice, I believe that it could introduce cost-effective treatment of offenders in every possible condition.