Source · National Audit Office

Improving the prison estate

Published: 7 Feb 2020 Recommendations: 12 Type: Value for Money NAO confirmed: 12 Department: Ministry of Justice

This report examines the condition and capacity of HM Prison and Probation Service’s prison estate.

Dept: Ministry of Justice Topics: Commercial and financial managementCommercial and regulationCrime, justice and lawPerformance managementProcurement and contract managementProject and service delivery nao.org.uk →

Recommendations

12 items

12 accepted 7 implemented 1 in progress

Rec	Recommendation	Addressee	Acceptance	Implementation
1	a) HMPPS should develop a coherent, long-term strategy for the prison estate that extends beyond in-year and Spending Review budget cycles. This should include setting out: • a clearer articulation of expected conditions for prisoners and facilities; Ref Page 10, point a, first bullet point · Implemented 11/2022	HM Prison and Probation Service	Accepted	Implemented ✓ NAO
10	• allows enough time for due diligence; Ref Page 11, point c, second bullet point	HM Prison and Probation Service	Accepted	Not relevant ✓ NAO
11	• uses appropriate data to estimate future maintenance liabilities; and Ref Page 11, point c, third bullet point	HM Prison and Probation Service	Accepted	Not relevant ✓ NAO
12	• establishes its risk appetite for variations in providers’ performance and compliance. Ref Page 11, point c, fourth bullet point	HM Prison and Probation Service	Accepted	Not relevant ✓ NAO
2	• minimum levels of capital investment needed to ensure a safe, decent and compliant estate, balancing future maintenance needs against constructing new prison places; Ref Page 10, point a, second bullet point · Implemented 11/2024	HM Prison and Probation Service	Accepted	Implemented ✓ NAO
3	• how its estates strategy aligns with its other strategies to ensure its plans are supported by the right resources and skills; Ref Page 10, point a, third bullet point · Implemented 12/2021	HM Prison and Probation Service	Accepted	Implemented ✓ NAO
4	• how it can reduce demand for prison places in areas within its influence; and Ref Page 10, point a, fourth bullet point · Implemented 12/2021	HM Prison and Probation Service	Accepted	Implemented ✓ NAO
5	• how it will monitor the operational consequences of emerging policies and practices, as well as its capacity and capability to respond. Ref Page 10, point a, fifth bullet point · Implemented 01/2024	HM Prison and Probation Service	Accepted	Implemented ✓ NAO
6	b) HMPPS should use this strategy to work with HM Treasury to agree in principle a multi-year funding envelope for the prison estate, to provide stability for longer-term planning by: • establishing long-term funding commitments for the prison estate beyond the current Spending Review period; and Ref Page 11, point b, first bullet point · Implemented 03/2026	HM Prison and Probation Service	Accepted	In progress ✓ NAO
7	• clarifying the position on alternative financing options as soon as possible. Ref Page 11, point b, second bullet point · Implemented 06/2024	HM Prison and Probation Service	Accepted	Implemented ✓ NAO
8	c) HMPPS should apply the learning from its facilities management contracts in the lead-up to Amey’s contract coming to an end in May 2020. Specifically, if it decides to re-let contracts, it should assure itself that it: Ref Page 11, point c	HM Prison and Probation Service	Accepted	Not relevant ✓ NAO
9	• has a detailed understanding of asset volumes and conditions; Ref Page 11, point c, first bullet point · Implemented 11/2021	HM Prison and Probation Service	Accepted	Implemented ✓ NAO

Public Accounts Committee follow-up

1 report

The Public Accounts Committee examined this NAO report and published its own recommendations. The government responds to PAC recommendations via Treasury Minutes.

11 Sep 2020 Public Accounts C… Fifteenth Report - Improving the prison estate — 21 recommendations · parliament.uk