Prisoner Releases in Error

Baroness Blower Excerpts

Thursday 13th November 2025 Lords Chamber

[Lord Timpson (Lab)]

The noble Lord is right that we are 100% dependent on the good will and ability of our staff. Our staff in the Prison and Probation Service have been heroic over the past few years, dealing with Covid, early releases and so on. We expect a lot of them and we need to improve their training. That is why we have the Enable project, which I worked on before I came into government. We also need to up our game on retention, because we do not want to lose experienced prison officers. One of the challenges I have set myself is that, before I was in government, I ran a company that was generally known as a good company to work for. I am determined to try to instil that sense of direction in the Prison and Probation Service.

[Baroness Blower (Lab)]

My Lords, I thank my noble friend for his characteristic frankness in the way that he is responding to these questions, for his commitment to make sure that the Prison Service works better than it has hitherto, and in particular for his positive remarks about prison staff. My question is about the checklist, which I welcomed when we asked questions about this last week. I assume that this is currently a paper checklist. Since we are rightly putting a reasonable amount of faith in this checklist, could we fast-track ensuring that it is in the right place in terms of digitisation? Everything else needs doing but the checklist could potentially be a game-changer.

[Lord Timpson (Lab)]

My noble friend is right that the checklist is important. It may sound like a basic process but it is vital. At the moment, it is a combination of paperwork and computers. It is about inputting data, but one of the problems is that there are lots of opportunities to input the wrong data. For example, a number of prisoners arrive to us with different aliases. How do we manage that? It is a process of simplifying everything, simplifying the checklist, digitising as much as we can, using AI and other technology wherever possible, but also listening to the staff on the front line who are doing this job. This should not be a change driven by head office; it needs to be after careful thought and discussion with those who do the job day in, day out.