Prison Industries (Hansard, 25 March 1986)

§ Mr. Hurd

My predecessor announced on 12 July 1985 that he had asked the Prisons Board to examine how the present network of industrial workshops in England and Wales could be rationalised, while retaining the existing level of work and related activity for inmates.

The number of industrial hours worked in prisons has fallen by more than 50 per cent. since the early '70s and one in three workshop places for inmates is now unfilled. Over the last two years steps have been taken to improve the control, management and policies of prison industries, to find new outlets for their products and to develop existing markets, especially within prison department itself. Despite these and other measures which are being taken to improve performance, I have accepted the Prisons Board's conclusion that prison industries in their present form do not provide value for money and that part of the considerable resources devoted to them could be deployed to better effect.

I have therefore also accepted the board's recommendation that some 600 inmates now employed in 29 workshops for an average of 13 hours a week should be re-allocated to other workshops, to other forms of employment within prisons or to educational or other training courses. When firm alternative plans for worthwhile activity for these inmates have been drawn up, those workshops will close. A further 25 workshops which have not been open for a number of months will also close, and there will be a reduction in instructor posts in 14 others. A further 31 workshops which have been subject to review will remain open provided that a current or promised improved performance can be sustained. It is expected at this stage that nearly all of the 81 staff in post affected by the changes will be offered alternative posts. Staff and their trade unions have been consulted widely during the process of the review, and there will be further consultations during implementation.

Prison industries have a good deal of unrealised potential and will continue to play an important part in prison regimes. The object of this review has been to enhance their role for the future. The reduction in underused capacity will provide them with a firmer base 407W from which they can deliver a more efficient service and better value for money. The Prisons Board will shortly be setting firm financial and other management targets for prison industries. It is also essential that they should be managed with the right blend of commercial skills and business acumen. There are now a number of senior staff in key positions who can draw on previous commercial experience. In addition, the Board of Management for Prison Service Industries and Farms includes two non-executive members appointed to bring business skills to the management of this part of the prison service. I am asking the non-executive members to give me their recommendations for the further development of the best business practice within prison industries by the end of the year.

I am placing in the Library a summary of the Prisons Board recommendations for rationalisation.