His Majesty’s Prison and Probation Service

Ellie Reeves Excerpts

Tuesday 4th July 2023 Commons Chamber

[Ellie Reeves (Lewisham West and Penge) (Lab)]

I thank the hon. Member for Bromley and Chislehurst (Sir Robert Neill), the Chair of the Justice Committee, for speaking so persuasively, as always, on these incredibly important issues.

Our prison and probation services do vital work to deliver justice, rehabilitate offenders and protect the public, but sadly, after 13 years of Tory neglect, they are broken: judges are being told to jail fewer people because our prisons are full; no prisons are rated as good for rehabilitation and release planning; and one murder every week is committed by criminals out on probation. It is hard to separate that declining performance from the cuts faced by the Ministry of Justice. Even a former Tory Prisons Minister recently declared that they went too far. But with what scarce resources are left, we continue to see incompetence: £1 million spent on maintaining closed prisons; £98 million wasted on avoidable mistakes on a new tagging programme; and an estimated works backlog on the prison estate of £1 billion.

When I visit prisons, I see at first hand overcrowded crumbling estates blighted by staff shortages. Last year, I visited Wandsworth prison, where inmates were locked in their cells for up to 23 hours a day. While I was there, I met two prisoners who had jobs as prison cleaners. They said that in the dilapidated and run-down wings, pigeon mess created most of their work. They told me that they considered themselves lucky, as their roles as cleaners meant that both of them got to be out of their cells for around three hours a day. They explained that come the afternoon the smell of drugs in the wing is overwhelming, as prisoners use them out of boredom without fear of consequence. While there, I saw a library staffed by some passionate librarians, but there were no prisoners there. It was completely empty, because there were no available staff to move the men across the prison. I saw rooms set up for training, including opportunities for inmates to gain qualifications in skills such as dry lining. Again, they were not being used for the same reasons.

That is hardly surprising, given that prison staff have been leaving in droves. Since 2010, over 100,000 years of cumulative prison officer experience has been lost, leaving wings to be managed by smaller, less experienced teams. As a consequence, violence against staff is up by 165%. Apart from the impact that staff turnover has on the running of prisons, it also has a devastating impact on the public purse. It costs £13,000 to recruit and train a prison officer, yet one quarter of officers leave within a year of taking up the role. Why? Because under this Government being a prison officer is no longer considered a vocation. Instead, it is often just a stepping stone to move into less dangerous, more lucrative work. One thing that the Government could do tomorrow to improve retention would be to give prison governors a say over who they recruit. Currently, they do not as they have no role on interview panels for new recruits. That would be an important step in getting a best fit for their prison, but it is an opportunity that is being missed.

The same goes for procurement. If a governor wants to buy goods for a prison, they have to go through the approved Ministry of Justice supplier. Now, there is an obvious security need here, but the system would seem to be beset by delays and huge cost inefficiencies. At Wandsworth, the new governor told me she needed a new screen for their office to conduct Zoom meetings on. It took weeks to arrive, and the exact same screen was available from Argos to be delivered the next day, and it was cheaper. When I visited Leeds Prison, staff there said that they wanted to procure some wood to make raised flowerbeds for one of their rehabilitation projects. Timber from the approved supplier cost three times as much as the amount quoted by the local timber merchant. Those savings could have been made. When I visited HMP Styal, one of the house units had just been renovated: that consisted of new windows, an alarm system and a basic refurbishment. Using the approved supplier cost just under £12 million, which seemed far out of step with the work required. I strongly urge the Government to look into this issue, as it seems that there is a potential for huge savings and efficiencies—as well as the opportunity to build links between prisons and local businesses, which could provide a path towards collaboration and post-release employment.

In 2021 the Government committed more than £500 million to work and skills reform in prisons, to improve employment rates post release. Two years on, however, the probation inspectorate has found that just 8% of those available for work went into employment upon release. When classrooms remain empty, access to libraries is limited and inmates are locked in their cells for 23 hours a day, how can we be surprised when prisoners, who have had no intervention and no opportunity to learn anything new, leave and reoffend? Moreover, the effects of this are costing the taxpayer £18 billion a year.

Cutting reoffending has to be an absolute priority, but in the current overcrowded, understaffed conditions, prisons are little more than colleges of crime. Since 2015, the Government have repeatedly announced plans to build new jails and increase capacity, but in the last 10 years they have closed nearly 3,200 places, and three new prisons that were planned will not open until 2027 at the earliest. An internal Ministry of Justice memo published in June stated that even if all prison building targets were met, there would be a shortfall of 2,300 places by March 2025. Overcrowding is already having a detrimental effect on conditions and the daily prison regime. Last month the chief inspector of prisons inspected HMP Pentonville, which was originally designed to hold 520 men. Today it holds more than 1,000. How can rehabilitation take place in these conditions? It is just more evidence of a failure to get a grip of our justice system.

The fact that little or no rehabilitative work is being done in prisons is making it even harder for probation officers to do their job. When I speak to them, they tell me that what they long for is to be able to do their job properly, but case loads are simply unmanageable. Officers are having to prioritise paperwork and databases instead of spending proper time with the people they supervise. Under Labour, probation was a well-regarded service, but this Government’s ill-conceived part-privatisation wreaked havoc on the service and caused a mass exodus of experienced staff. In total, these reforms cost half a billion pounds, and they left the public at greater risk from offenders because the work was often reduced to a tick-box exercise.

What was the result? Between 2014 and 2019, during the privatisation years, the number of serious further offence convictions increased by more than a third, and the number of serious offenders on probation found guilty of murder increased by 123%. The service has rightly reunified now, but the huge organisational changes, the staff exodus and the vast sums wasted on privatisation mean that probation is on its knees. Today only one local service has received a good report, and in December the vacancy rate was 29%.

These shortages and high case loads are leaving the public at risk. Just this morning, the probation inspectorate found that only 28% of domestic abuse offenders on probation were being sufficiently assessed for any risk of further domestic abuse. Nearly half should have had access to an intervention such as a group programme or a one-to-one meeting with a probation officer to reduce the risk of a further offence, but that had not happened. In nearly 75% of cases, significant changes such as moving in with a partner, altered child protection plans or a partner becoming pregnant are not being adequately reviewed or reassessed.

All the above failures in probation have caused judges to lose confidence in community sentences, meaning offenders who should be eligible for them are being sent to overcrowded prisons instead. Last year I visited a community payback scheme in my constituency where those on unpaid work were helping to maintain a community play space, which without them probably would have closed. They all, without exception, spoke with pride about doing work of value and having the opportunity to learn new skills. It showed just what can be achieved, but these schemes are patchy and the use of community sentences has more than halved under the Tories despite the clear benefit when they work effectively.

We need to look at how probation can be delivered as an effective local service. Labour would begin to do that by creating a system of community and victim payback boards to strengthen community and victim involvement in sentencing. Under those boards, local people and victims of crime will have a say in deciding what unpaid work offenders must undertake.

Rather than getting to grips with those issues, the Government are currently restructuring probation via the One HMPPS plan. I really hope they will take seriously the concerns raised by the sector and the findings from the damning inspection reports. Funding needs to be channelled to frontline officers, not the bureaucratic layers of organisation above them. That is the only way to reduce the burden they face and ensure they can give proper time and attention to those they supervise. Their inability to do this because of failed Tory reforms has meant that, on average, there have been six serious further offence convictions every week since 2010, including for murder, kidnap and rape.

We have had 11 Justice Secretaries and 13 Prisons Ministers in the last 13 years, so it is no wonder that the system is in crisis. They are never in post long enough to get to grips with the issues, to take responsibility for their spending and be held accountable, or to set a long-term strategy and ensure stability. No wonder the service is stuck lurching from one crisis to the next when that is exactly what is happening in its political leadership. If we are to fix that, we need continuity at the top. We need stable management that delivers a proper plan for prisons and probation, instead of rehashed announcements and gimmicks, and we need leadership that is laser-focused on reducing waste, driving efficiency and cutting reoffending. The Tories have had 13 years to deliver that, and they have failed.