NIPS Annual Report and Accounts 2012-13 - Department of Justice
NIPS Annual Report and Accounts 2012-13 - Department of Justice
NIPS Annual Report and Accounts 2012-13 - Department of Justice
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Delivering Structural Change,<br />
Beginning Cultural Change<br />
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
<strong>2012</strong>-20<strong>13</strong>
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
2
<strong>2012</strong>-20<strong>13</strong><br />
Northern Irel<strong>and</strong> Prison Service<br />
<strong>Annual</strong> <strong>Report</strong> <strong>and</strong> <strong>Accounts</strong><br />
For the year ended 31 March 20<strong>13</strong><br />
Laid before the Northern Irel<strong>and</strong> Assembly<br />
under section 11(3) (c) <strong>of</strong> the Government Resources<br />
<strong>and</strong> <strong>Accounts</strong> Act (Northern Irel<strong>and</strong>) 2001<br />
by the <strong>Department</strong> <strong>of</strong> <strong>Justice</strong><br />
on<br />
5 July 20<strong>13</strong><br />
3
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
© Crown copyright 20<strong>13</strong><br />
You may re-use this information (excluding logos) free <strong>of</strong> charge in any format or medium,<br />
under the terms <strong>of</strong> the Open Government Licence. To view this licence,<br />
visit http://www.nationalarchives.gov.uk/doc/open-government-licence<br />
or email: psi@nationalarchives.gsi.gov.uk.<br />
Where we have identified any third party copyright information you will need to obtain<br />
permission from the copyright holders concerned.<br />
Any enquiries regarding this document should be sent to us at:<br />
Northern Irel<strong>and</strong> Prison Service,<br />
Dundonald House,<br />
Upper Newtownards Road<br />
BT4 3SU<br />
This publication is also available to download from our website at<br />
www.dojni.gov.uk/index/ni-prison-service.htm<br />
ISBN 9781909532601<br />
4
<strong>2012</strong>-20<strong>13</strong><br />
Contents<br />
<strong>Annual</strong> <strong>Report</strong><br />
Foreword By The Director General 6<br />
Statement Of Purpose, Vision And Strategic Aims 8<br />
Chapter 1<br />
Review Of Performance <strong>2012</strong>-<strong>13</strong> 9<br />
• Key Performance Targets 9<br />
• Performance Against Delivery And Development Objectives 12<br />
Chapter 2<br />
Review Of Year 20<br />
<strong>Accounts</strong><br />
<strong>Report</strong> By The Director General 28<br />
Management Commentary 32<br />
Management Board Remuneration <strong>Report</strong> 36<br />
Operating Review 43<br />
Statement Of Accounting Officer’s Responsibilities 53<br />
Governance Statement <strong>2012</strong>- 20<strong>13</strong> 54<br />
The Certificate And <strong>Report</strong> Of The Comptroller And Auditor<br />
General To The Northern Irel<strong>and</strong> Assembly 68<br />
Financial Statements And Notes 70<br />
Appendices<br />
Appendix 1 Prison Population <strong>2012</strong>-<strong>13</strong> 108<br />
Appendix 2 Average Prison Population By Type Of Prisoner <strong>2012</strong>-<strong>13</strong> 109<br />
Appendix 3 Numbers And Recruitment Of Staff 110<br />
Appendix 4 Correspondence Received 111<br />
Appendix 5 Freedom Of Information And Data Protection Metrics 112<br />
Appendix 6 Definitions 1<strong>13</strong><br />
Appendix 7 Addresses And Contact Numbers 114<br />
5
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Foreword By The Director General<br />
I am pleased to present the <strong>2012</strong> – <strong>13</strong> <strong>Annual</strong> <strong>Report</strong> <strong>and</strong> <strong>Accounts</strong> for the<br />
Northern Irel<strong>and</strong> Prison Service (hereafter referred to as <strong>NIPS</strong> or the Service).<br />
This has been a difficult year<br />
for the Service with the callous<br />
murder <strong>of</strong> our colleague<br />
David Black on 1 November<br />
<strong>2012</strong>. David joined <strong>NIPS</strong> on<br />
28 September 1982 <strong>and</strong> gave<br />
over thirty years <strong>of</strong> dedicated<br />
service to the community<br />
in Northern Irel<strong>and</strong>. He was well respected by<br />
everyone who knew him <strong>and</strong> we continue to mourn<br />
his loss. Our thoughts remain with his wife Yvonne,<br />
his two children <strong>and</strong> his wider family circle.<br />
Reforming the Service<br />
This is my first annual report as Director General <strong>of</strong><br />
<strong>NIPS</strong>. <strong>2012</strong>-<strong>13</strong> has been a busy <strong>and</strong> challenging year<br />
for <strong>NIPS</strong>, which has seen the implementation <strong>of</strong> a<br />
number <strong>of</strong> significant changes as part <strong>of</strong> our reform<br />
programme.<br />
Good progress is being made against the<br />
extensive programme <strong>of</strong> reform, guided by the<br />
recommendations made by the Prison Review<br />
Team (PRT). Four recommendations have now<br />
been completed <strong>and</strong> considerable progress is being<br />
made against the remaining recommendations as<br />
we continue to work with our key partners in the<br />
<strong>Department</strong> <strong>of</strong> <strong>Justice</strong> (DOJ) <strong>and</strong> the <strong>Department</strong> <strong>of</strong><br />
Health, Social Services <strong>and</strong> Public Safety (DHSSPS).<br />
We have continued to engage with our key<br />
stakeholders across the statutory, community<br />
<strong>and</strong> voluntary sectors <strong>and</strong> have held a number <strong>of</strong><br />
workshops addressing issues such as resettlement,<br />
women’s services <strong>and</strong> health provision.<br />
Key progress across the year<br />
This year has seen major changes in our workforce<br />
with 360 staff leaving the Service as part <strong>of</strong> the<br />
Voluntary Early Retirement (VER) scheme. There<br />
are now 157 staff remaining on the scheme <strong>and</strong><br />
they will leave when it is operationally possible<br />
for them to do so. We have secured funding for<br />
staff to leave under the VER with the exception <strong>of</strong><br />
eight Governors <strong>and</strong> 20 Senior Officers <strong>and</strong> we will<br />
continue to bid for additional funding to allow these<br />
staff to leave.<br />
The Service has also recruited 241 new Custody<br />
Officers who have been deployed to the three prison<br />
establishments <strong>and</strong> there are plans to appoint a<br />
further 80 <strong>of</strong>ficers over the coming months. As well<br />
as appointing new recruits, 166 Operational Support<br />
Grades (OSGs) <strong>and</strong> Night Custody Officers (NCOs)<br />
have converted to become Custody Officers. Along<br />
with the remaining experienced <strong>of</strong>ficers we have a<br />
dedicated <strong>and</strong> pr<strong>of</strong>essional staff who will continue<br />
to transform the Service to provide regimes that<br />
support prisoners through custody <strong>and</strong> back into the<br />
community.<br />
A major milestone in the reform programme was<br />
the introduction <strong>of</strong> a new target operating model<br />
at all prison establishments in October <strong>2012</strong>. The<br />
model was developed to address staffing levels<br />
<strong>and</strong> working practices that were out dated <strong>and</strong><br />
ineffective. While we are in a transitional phase<br />
with the operating model, we will continue to work<br />
to ensure the right numbers <strong>of</strong> staff are in the right<br />
place at the right time <strong>and</strong> that they are doing the<br />
right things.<br />
6
<strong>2012</strong>-20<strong>13</strong><br />
On 19 March 20<strong>13</strong>, the <strong>Justice</strong> Minister set out<br />
the vision for the prison estate which will include<br />
a secure college at Hydebank Wood, a dedicated<br />
women’s facility, the establishment <strong>of</strong> three ‘mini<br />
prisons’ in Maghaberry <strong>and</strong> a replacement prison<br />
at Magilligan. This is an ambitious vision to ensure<br />
we have an estate that is fit for purpose that will<br />
provide a safe, decent <strong>and</strong> secure environment for<br />
staff, prisoners <strong>and</strong> visitors.<br />
Other Issues<br />
Tragically there were eight deaths in custody this<br />
year. Whilst inquests have not yet taken place, four<br />
<strong>of</strong> these deaths were believed to be self inflicted.<br />
Six deaths are currently under investigation by the<br />
Prisoner Ombudsman.<br />
The Prison Service continues to work closely with<br />
the South Eastern Health <strong>and</strong> Social Care Trust (SET)<br />
to ensure that the needs <strong>of</strong> vulnerable <strong>of</strong>fenders<br />
are addressed to the highest st<strong>and</strong>ards achievable<br />
within a prison setting. We are writing our own<br />
Operating Procedures to make sure we learn lessons<br />
from the investigations <strong>and</strong> that we continue to<br />
improve our delivery in this important area.<br />
<strong>Report</strong>s<br />
As well as the implementation <strong>of</strong> a number<br />
<strong>of</strong> significant changes as part <strong>of</strong> the reform<br />
programme, signs <strong>of</strong> real <strong>and</strong> positive change have<br />
been acknowledged in reports by the Criminal<br />
<strong>Justice</strong> Inspectorate (CJINI).<br />
On our management <strong>of</strong> life sentence prisoners, CJINI<br />
found them to be well managed both in custody <strong>and</strong><br />
in the community following their release on license.<br />
In April <strong>2012</strong> CJINI found that considerable progress<br />
had been made to implement 25 recommendations<br />
made in November 2010 as a result <strong>of</strong> their<br />
report on mistaken prisoner releases. Of the<br />
10 recommendations they noted as remaining<br />
outst<strong>and</strong>ing nine have now been completed.<br />
In December <strong>2012</strong> the findings <strong>of</strong> an announced<br />
inspection <strong>of</strong> Maghaberry which took place in March<br />
<strong>2012</strong> concluded that progress since the previous<br />
inspection in January 2009 has been made in three<br />
<strong>of</strong> the four “healthy prison tests.”<br />
However it is also clear from these reports that<br />
much more needs to be done <strong>and</strong> done quicker.<br />
Action plans have been drawn up to address all<br />
recommendations made <strong>and</strong> in keeping with our<br />
reform agenda will serve as an important driver for<br />
change.<br />
Looking forward<br />
With many <strong>of</strong> the reforms to enable change in<br />
place or well progressed <strong>NIPS</strong> will continue to<br />
drive through the necessary reform to transform<br />
the organisation. It is critical that we build on the<br />
progress we have made <strong>and</strong>, in particular, ensure<br />
our staff are trained <strong>and</strong> developed to meet the<br />
challenges that lie ahead. Only by developing<br />
a pr<strong>of</strong>essional <strong>and</strong> motivated workforce, that is<br />
effectively led, will we ensure that we provide<br />
opportunities <strong>and</strong> interventions to support<br />
rehabilitation <strong>and</strong> the <strong>of</strong>fender back into the<br />
community.<br />
The year ahead will be challenging but it is also full<br />
<strong>of</strong> potential as our experienced staff continue to<br />
work with the new recruits to develop their skills<br />
<strong>and</strong> capacity to build a pr<strong>of</strong>essional service which<br />
is firmly focused on helping <strong>of</strong>fenders to reduce<br />
their risk <strong>of</strong> re<strong>of</strong>fending. By continuing to embed<br />
change throughout the organisation, I am confident<br />
we will deliver a high quality <strong>and</strong> sustainable service<br />
that will help build a safer community in Northern<br />
Irel<strong>and</strong>.<br />
Sue McAllister<br />
Director General & Accounting Officer<br />
18 June 20<strong>13</strong><br />
7
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Statement Of Purpose, Vision And Strategic Aims<br />
In its final report, published in October 2011, the PRT set out the ideal <strong>of</strong> a prison system that:<br />
• provides secure custody;<br />
• supports <strong>and</strong> reflects human rights st<strong>and</strong>ards <strong>and</strong> ethical values;<br />
• is based on the premise that prisoners within it can develop <strong>and</strong> change <strong>and</strong> provides the opportunities for<br />
them to do so; <strong>and</strong><br />
• shows that it is using <strong>and</strong> investing public money wisely.<br />
The PRT’s findings have clearly mapped out the strategic direction for the future <strong>of</strong> the Service as part <strong>of</strong> a<br />
four year programme <strong>of</strong> fundamental reform across <strong>NIPS</strong>.<br />
VISION<br />
<strong>NIPS</strong>’ vision is that our Service will:<br />
• be well led <strong>and</strong> competently managed;<br />
• have a fit, flexible, motivated, well trained <strong>and</strong> well rewarded staff;<br />
• be compact <strong>and</strong> cost effective;<br />
• have the <strong>of</strong>fender at the centre <strong>of</strong> its focus;<br />
• reduce the risk <strong>of</strong> <strong>of</strong>fender re-<strong>of</strong>fending on release; <strong>and</strong><br />
• be respected <strong>and</strong> valued by the community we serve.<br />
STATEMENT OF PURPOSE<br />
As part <strong>of</strong> our journey towards reform, <strong>NIPS</strong> has redefined <strong>and</strong> refocused its statement <strong>of</strong> purpose as,<br />
“improving public safety by reducing the risk <strong>of</strong> re-<strong>of</strong>fending, through the management <strong>and</strong> rehabilitation <strong>of</strong><br />
<strong>of</strong>fenders in custody”.<br />
STRATEGIC AIMS<br />
<strong>NIPS</strong> has also identified three strategic aims, which support delivery against this core purpose. These are:<br />
• safe, secure <strong>and</strong> decent custody;<br />
• reform <strong>and</strong> modernise to create an effective <strong>and</strong> efficient Service; <strong>and</strong><br />
• reduce the risk <strong>of</strong> re-<strong>of</strong>fending.<br />
8
<strong>2012</strong>-20<strong>13</strong><br />
Chapter 1:<br />
Review Of Performance <strong>2012</strong>-<strong>13</strong><br />
PERFORMANCE AGAINST KEY PERFORMANCE TARGETS<br />
<strong>NIPS</strong>’ Business Plan for <strong>2012</strong>-<strong>13</strong>, produced at the beginning <strong>of</strong> the year, set out ten key performance targets<br />
(KPTs) for the year as measures on how well the Service was performing. These were developed in line with the<br />
<strong>NIPS</strong> reform programme <strong>and</strong> the intention is to build on these measures as the reform programme progresses.<br />
Over the course <strong>of</strong> the year the Service has met four <strong>of</strong> these KPTs; details <strong>of</strong> performance against them are<br />
set out in the table below.<br />
Key Performance Targets<br />
Targets in support <strong>of</strong> Strategic Aim 1:<br />
Safe, secure <strong>and</strong> decent custody<br />
OUTTURN<br />
1. No escapes from a secure environment. 7 Target not met<br />
One escape from Newry Courthouse occurred in<br />
September <strong>2012</strong>.<br />
2. Reduce the number <strong>of</strong> erroneous releases 3 Target met<br />
from <strong>NIPS</strong> Custody to less than the 2011-12 <strong>NIPS</strong> staff have not been responsible for an<br />
level <strong>of</strong> 0.26% <strong>of</strong> the average prison population. erroneous release this year. One prisoner was<br />
released in early June <strong>2012</strong> but this was as a<br />
result <strong>of</strong> incorrect information being provided<br />
to <strong>NIPS</strong> by another agency.<br />
3. Reduce the number <strong>of</strong> instances <strong>of</strong> self 7 Target not met<br />
harm by 10% from the 2011-12 baseline.<br />
There was a 4% increase in the number <strong>of</strong> self harm<br />
cases using the average prison population as the<br />
basis for measurement.<br />
4. Reduce the number <strong>of</strong> eligible complaints 7 Target not met<br />
needing to be investigated by the Prisoner Number <strong>of</strong> eligible complaints has risen by 9.1%.<br />
Ombudsman by 5% from the 2011-12 baseline. Maghaberry 18% increase.<br />
Magilligan 5.7% decrease.<br />
Hydebank Wood 25% decrease.<br />
9
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Targets in support <strong>of</strong> Strategic Aim 2:<br />
Reform <strong>and</strong> modernise the Service<br />
OUTTURN<br />
5. Following full implementation <strong>of</strong> the new Target 7 Target not met<br />
Operating Model (TOM) in October <strong>2012</strong>, over The functionality to record social activity<br />
the transitional period between October <strong>2012</strong> has been tested on PRISM at Magilligan<br />
<strong>and</strong> March 20<strong>13</strong> there is, on average, 80%<br />
<strong>and</strong> following evaluation, consideration will<br />
compliance with targets for time out <strong>of</strong> cell be given to further development <strong>and</strong> roll out<br />
(up to 10 hours per day midweek <strong>and</strong> 7.5 hours <strong>of</strong> this functionality.<br />
per day at weekends).<br />
6. 95% <strong>of</strong> staff trained in new roles feel that 7 Target not met<br />
training provided has adequately prepared<br />
Not measured. The training programme <strong>and</strong><br />
them for these roles as measured through<br />
learning portfolio requires the student to<br />
post course evaluations.<br />
undertake a range <strong>of</strong> custodial duties across<br />
the spectrum <strong>of</strong> the prison estate. This programme<br />
is envisaged to be completed over an 18 month<br />
period, after which the evaluation would have validity.<br />
Training for existing staff in discipline grades is being<br />
progressed on a timetable directly linked to the VER<br />
<strong>and</strong> implementation <strong>of</strong> the new structures <strong>and</strong> roles.<br />
It is expected that this training will be rolled out later<br />
this year as the new staff take up posts.<br />
It is believed that measurement <strong>of</strong> the effectiveness<br />
<strong>of</strong> the training will be more accurately assessed by<br />
second <strong>and</strong> third level evaluation.<br />
7. Average annual sick days during <strong>2012</strong>-<strong>13</strong> are 7 Target not met<br />
no more than 9.5 days per employee.<br />
<strong>NIPS</strong> will not meet this target for <strong>2012</strong>-<strong>13</strong>. Initial<br />
figures indicate 12.7 days* as the result for <strong>NIPS</strong>.<br />
8. Cost per prisoner place does not exceed £67,600. 3 Target met<br />
Cost per prisoner place for <strong>2012</strong>- <strong>13</strong> was £66,494.<br />
10
<strong>2012</strong>-20<strong>13</strong><br />
Targets in support <strong>of</strong> Strategic Aim 3:<br />
Reduce the risk <strong>of</strong> re-<strong>of</strong>fending<br />
9. At least 1,100 accreditations in essential skills 3 Target met<br />
are obtained by prisoners during <strong>2012</strong>-<strong>13</strong>. During <strong>2012</strong>-<strong>13</strong> a total number <strong>of</strong> 1,245<br />
accreditations were obtained by prisoners across the<br />
<strong>NIPS</strong> estate: Magilligan - 801, Maghaberry - 367,<br />
Hydebank Wood – 77.<br />
10. At least 30 <strong>of</strong>fending behaviour programmes 3 Target met<br />
are completed by prisoners during <strong>2012</strong>-<strong>13</strong>.<br />
* Initial figures are provided by NISRA <strong>and</strong> final figures will be available by October 20<strong>13</strong>.<br />
11
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Performance against Delivery<br />
<strong>and</strong> Development Objectives<br />
This was the second year <strong>of</strong> the <strong>NIPS</strong> four year plan, which was developed to achieve the fundamental<br />
changes required to transform the Service. Throughout Year Two, the Service focussed on delivering structural<br />
change <strong>and</strong> beginning cultural change. This has enabled the Service to prepare for the 20<strong>13</strong>-14 year <strong>of</strong> the<br />
Corporate Plan which focuses on delivering cultural change. To achieve this, seven delivery objectives <strong>and</strong><br />
seven development objectives were established for 2011-12.<br />
Our seven delivery objectives have enabled <strong>NIPS</strong> to embed the changes established the previous year as<br />
well as providing methods to continue with both structural <strong>and</strong> cultural change. The objectives set aimed<br />
to improve communication, develop partnerships, <strong>and</strong> establish a regime which would improve outcomes<br />
for <strong>of</strong>fenders. Our seven development objectives laid the foundations for cultural change through the<br />
implementation <strong>of</strong> the TOM, as well as the development <strong>of</strong> new competency frameworks, <strong>and</strong> implementation<br />
<strong>of</strong> the new Corporate Governance Framework.<br />
Progress against each <strong>of</strong> the delivery <strong>and</strong> development objectives is set out in a table over the following 7<br />
pages. Of these delivery <strong>and</strong> development objectives, eight were met in full. Of the remaining six, significant<br />
progress has been made against all <strong>of</strong> them.<br />
12
<strong>2012</strong>-20<strong>13</strong><br />
Performance Against Delivery Objectives<br />
Delivery Objective Comment Target Status<br />
1. <strong>NIPS</strong> will work closely<br />
with the DOJ <strong>and</strong> other<br />
partners in the criminal<br />
justice sector to develop<br />
a holistic strategy for<br />
reducing <strong>of</strong>fending.<br />
Once agreed, <strong>NIPS</strong> will<br />
take forward practical<br />
implementation <strong>of</strong> those<br />
elements <strong>of</strong> the strategy<br />
relating to <strong>NIPS</strong> services<br />
through development <strong>of</strong>:<br />
> a regime strategy<br />
focused on reducing the<br />
risk <strong>of</strong> re-<strong>of</strong>fending;<br />
Delivery options for <strong>of</strong>fender management<br />
services were reviewed during <strong>2012</strong> <strong>and</strong> options<br />
submitted <strong>and</strong> considered by the Strategic<br />
Efficiency <strong>and</strong> Effectiveness (SEE) Programme<br />
Board in December 12. A preferred option was<br />
approved by the SEE Programme Board March <strong>13</strong>.<br />
During the year a review <strong>of</strong> the administrative<br />
support function within Offender Management<br />
Units (OMU) was commissioned <strong>and</strong> completed.<br />
The IT work to support the roll-out <strong>of</strong> a revised<br />
Offender Management (OM) process was<br />
commenced in January <strong>13</strong> <strong>and</strong> initial scoping<br />
work for the early phases conducted. Work has<br />
continued to develop the revised OM specification<br />
<strong>and</strong> practice guidance to support implementation<br />
<strong>of</strong> PRT Recommendation 30.<br />
Partially met<br />
> an effective system<br />
for assessing prisoner<br />
needs <strong>and</strong> commissioning<br />
interventions;<br />
Timescales for completion <strong>of</strong> this work were<br />
revised in year. Work was progressed from<br />
January-March to produce an interim needs<br />
analysis <strong>and</strong> a report <strong>of</strong> best practice in other<br />
jurisdictions. Both reports will be completed<br />
during April 20<strong>13</strong> although the interim needs<br />
analysis will produce limited findings. A second<br />
data capture exercise <strong>of</strong> the prisoner population<br />
was completed on 1 April <strong>and</strong> the initial needs<br />
analysis report will be updated in line with those<br />
findings (estimated completion date April/May<br />
<strong>13</strong>). An options paper (to deliver a longer term<br />
solution) is to be prepared by end <strong>of</strong> May <strong>13</strong><br />
setting out the <strong>NIPS</strong> requirement <strong>and</strong> delivery<br />
options.<br />
> a joint healthcare <strong>and</strong><br />
criminal justice strategy;<br />
DHSSPS leading on the development <strong>of</strong> the joint<br />
strategy in conjunction with DOJ. Scope has been<br />
developed <strong>and</strong> working group established.<br />
<strong>13</strong>
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Delivery Objective Comment Target Status<br />
> a desistance strategy<br />
which will operate in<br />
partnership with families<br />
<strong>and</strong> the community;<br />
Discussion paper developed <strong>and</strong> circulated for<br />
comment to OM Steering Group, SEE Programme<br />
Board <strong>and</strong> DOJ <strong>of</strong>ficials February <strong>13</strong>. Proposals<br />
set out in the paper accepted in principle.<br />
> integrated service<br />
delivery in partnership<br />
with PBNI <strong>and</strong> other public<br />
sector partners.<br />
The review <strong>of</strong> psychology services will incorporate<br />
the need for joined up services between <strong>NIPS</strong> <strong>and</strong><br />
Probation Board for Northern Irel<strong>and</strong> (PBNI), <strong>and</strong><br />
will include consideration <strong>of</strong> recommendations<br />
from the CJINI <strong>Report</strong> on the Management <strong>of</strong> Life<br />
<strong>and</strong> Indeterminate Sentenced Prisoners. PBNI<br />
<strong>and</strong> <strong>NIPS</strong> senior <strong>of</strong>ficials meet on a monthly<br />
basis, where identification <strong>of</strong> mutual areas <strong>of</strong> cooperation<br />
are discussed, together with potential<br />
secondment opportunities.<br />
2. <strong>NIPS</strong> will develop <strong>and</strong><br />
introduce an effective<br />
communications strategy<br />
for the Prison Reform<br />
Programme by the end <strong>of</strong><br />
June <strong>2012</strong>, with effective<br />
communication with<br />
key stakeholder groups<br />
(internal <strong>and</strong> external)<br />
being initiated from July<br />
<strong>2012</strong> onwards.<br />
Communication Strategy has been developed<br />
<strong>and</strong> launched, including a Vision for the<br />
Future document issued December <strong>2012</strong>. The<br />
reintroduction <strong>of</strong> a staff magazine <strong>and</strong> regular<br />
SEE updates are also being produced on a regular<br />
basis. Stakeholder Engagement events took place<br />
in October, November <strong>and</strong> December <strong>2012</strong>.<br />
For 20<strong>13</strong> -14 targeted stakeholder events took<br />
place in February, March, <strong>and</strong> April as well as a<br />
department wide stakeholder update <strong>and</strong> strategy.<br />
3 Objective met<br />
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<strong>2012</strong>-20<strong>13</strong><br />
Delivery Objective Comment Target Status<br />
3. <strong>NIPS</strong> will implement<br />
the VER, delivering within<br />
the targets outlined in the<br />
approved business case.<br />
The 360 staff approved in the original business<br />
case have left the Service.<br />
The final business case seeking approval for all<br />
staff who had applied to the exit scheme to leave<br />
was agreed by the <strong>Department</strong> <strong>of</strong> Finance <strong>and</strong><br />
Personnel (DFP) in February 20<strong>13</strong>.<br />
3 Objective met<br />
Of these additional staff, all but 27 have been<br />
informed that they will leave the service during<br />
the 20<strong>13</strong>-14 financial year with timing subject<br />
to operational requirements. <strong>NIPS</strong> is continuing<br />
to work towards securing the necessary funding<br />
to allow the remaining individuals to leave the<br />
Service.<br />
4. <strong>NIPS</strong> will define the<br />
future operating model for<br />
learning <strong>and</strong> skills delivery<br />
<strong>and</strong> develop a robust<br />
action plan for moving<br />
to this model. The action<br />
plan will be developed<br />
<strong>and</strong> agreed by September<br />
<strong>2012</strong>.<br />
Resources remain an issue <strong>and</strong> risk to this delivery<br />
objective, however, the Strategic Outline Case<br />
(1st level business case) has been approved <strong>and</strong><br />
work is due to commence on the Outline Business<br />
Case (OBC) (2nd level). A detailed action/<br />
implementation plan has been developed <strong>and</strong><br />
will be included in the OBC. A related delivery<br />
objective will be considered for inclusion in the<br />
20<strong>13</strong>-14 business plan.<br />
Partially met<br />
5. Healthcare staff will<br />
transfer to SET on 1 April<br />
<strong>2012</strong>.<br />
Complete April <strong>2012</strong> with the exception <strong>of</strong> 3<br />
members <strong>of</strong> staff who await the outcome <strong>of</strong> VER<br />
applications.<br />
3 Objective met<br />
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6. <strong>NIPS</strong> will agree detailed<br />
implementation plans for<br />
implementing the agreed<br />
new operating models for<br />
Estate Management <strong>and</strong><br />
Trades, Catering <strong>and</strong> the<br />
Dog H<strong>and</strong>ling Unit by 30<br />
June <strong>2012</strong> <strong>and</strong> implement<br />
these new models in<br />
accordance with the<br />
agreed timetable.<br />
Implementation <strong>of</strong> the Catering <strong>and</strong> Dog Projects<br />
are underway. Estates & Trades Project Manager<br />
has been appointed <strong>and</strong> a delivery plan has been<br />
developed <strong>and</strong> worked towards.<br />
3 Objective met<br />
7. <strong>NIPS</strong> will develop a<br />
robust Financial Strategy<br />
<strong>and</strong> gain Board approval by<br />
the end <strong>of</strong> April <strong>2012</strong> so<br />
that the Service is put on<br />
a sound financial footing<br />
over the remainder <strong>of</strong> the<br />
Budget 2010 period.<br />
Finalised <strong>and</strong> approved by the April Prison Service<br />
Management Board (PSMB).<br />
3 Objective met<br />
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<strong>2012</strong>-20<strong>13</strong><br />
Performance against Development Objectives<br />
Delivery Objective Comment Target Status<br />
1. <strong>NIPS</strong> will launch a new<br />
TOM in all establishments<br />
on 1 April <strong>2012</strong>, with full<br />
implementation by 31<br />
October <strong>2012</strong>.<br />
The TOM was launched on 1 April <strong>and</strong> was fully<br />
implemented by 15 October <strong>2012</strong>. The number<br />
<strong>of</strong> OSGs/ NCOs has been determined.<br />
3 Objective met<br />
2. <strong>NIPS</strong> will complete<br />
the development <strong>of</strong><br />
role descriptions <strong>and</strong><br />
competency frameworks<br />
for new operational <strong>and</strong><br />
management grades<br />
<strong>and</strong> design <strong>and</strong> deliver a<br />
training programme for<br />
operational staff. This<br />
programme will continue<br />
in <strong>2012</strong>-<strong>13</strong> <strong>and</strong> specific<br />
objectives for this period<br />
are:<br />
Partially met<br />
> competency framework<br />
for all management<br />
grades, Custody Officers<br />
<strong>and</strong> Offender Supervisors<br />
completed by September<br />
<strong>2012</strong>;<br />
This competency framework is now complete.<br />
> training programme<br />
for new Custody Officers<br />
<strong>and</strong> for OSGs <strong>and</strong> NCOs<br />
transitioning into the<br />
Custody Officer role<br />
(incorporating a formal<br />
Certificate <strong>of</strong> Practice)<br />
designed by August <strong>2012</strong><br />
<strong>and</strong> launched in October<br />
<strong>2012</strong>;<br />
The design <strong>of</strong> this programme is complete <strong>and</strong> the<br />
delivery <strong>of</strong> this training programme is ongoing.<br />
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CHAPTER Delivery Objective 2: Comment Target Status<br />
> training programme for<br />
staff transitioning into<br />
the four new levels <strong>of</strong><br />
management designed<br />
by October <strong>2012</strong> <strong>and</strong><br />
delivered by March 20<strong>13</strong>;<br />
Delayed due to pressures at the Prison Service<br />
College with recruit training.<br />
> training programme<br />
for Offender Supervisors<br />
designed by 31 March<br />
20<strong>13</strong>.<br />
Development work is ongoing.<br />
3. <strong>NIPS</strong> will implement<br />
the new Corporate<br />
Governance Framework<br />
by the end <strong>of</strong> June <strong>2012</strong><br />
<strong>and</strong> continue to embed<br />
this Framework in the<br />
organisation throughout<br />
<strong>2012</strong>-<strong>13</strong>.<br />
The Corporate Governance Framework was<br />
launched in June <strong>2012</strong>. An action plan is in place<br />
to fully embed the Framework.<br />
3 Objective met<br />
4. <strong>NIPS</strong> will complete the<br />
selection <strong>of</strong> up to 200<br />
Custody Officers <strong>and</strong> have<br />
all those selected available<br />
for appointment, subject<br />
to final security clearance,<br />
by end <strong>of</strong> March 20<strong>13</strong>.<br />
Recruitment process to be completed by June<br />
20<strong>13</strong>. Recruitment campaign for Phase 2<br />
launched March 20<strong>13</strong>. Training ongoing - final<br />
classes to enter College in April.<br />
Partially met<br />
5. <strong>NIPS</strong> will develop a new<br />
Code <strong>of</strong> Ethics <strong>and</strong> launch<br />
a new disciplinary system<br />
for operational staff by 30<br />
June <strong>2012</strong>.<br />
Code agreed, Pr<strong>of</strong>essional St<strong>and</strong>ards Unit to be<br />
established in June 20<strong>13</strong>.<br />
Partially met<br />
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<strong>2012</strong>-20<strong>13</strong><br />
REVIEW Delivery Objective OF YEAR Comment Target Status<br />
6. <strong>NIPS</strong> will finalise the<br />
Estate Strategy, following<br />
public consultation,<br />
by October <strong>2012</strong> <strong>and</strong><br />
implement those elements<br />
identified to be taken<br />
forward during <strong>2012</strong>-<strong>13</strong>.<br />
<strong>NIPS</strong> draft Outline Estate Strategy, which<br />
sets out proposals for each <strong>of</strong> the four main<br />
population groups <strong>and</strong> the reasoning behind the<br />
proposals, was developed <strong>and</strong> published for formal<br />
public consultation on 7 June <strong>2012</strong>. As well as<br />
publishing the document on the <strong>NIPS</strong> website,<br />
a copy <strong>of</strong> the strategy <strong>and</strong> specific consultation<br />
questions was also sent to 369 organisations <strong>and</strong><br />
175 individuals. The written consultation exercise<br />
ran for a total <strong>of</strong> 16 weeks <strong>and</strong> formally closed<br />
on 28 September <strong>2012</strong>. Views were welcomed<br />
on all aspects <strong>of</strong> the Outline Estate Strategy. A<br />
total <strong>of</strong> 23 written responses were received. The<br />
Minister outlined his final decisions, in respect <strong>of</strong><br />
the development <strong>of</strong> the prison estate, to the NI<br />
Assembly on 19 March 20<strong>13</strong>. <strong>NIPS</strong> subsequently<br />
provided an update to the <strong>Justice</strong> Committee on<br />
21 March 20<strong>13</strong>. The final Strategy will be finalised<br />
<strong>and</strong> published shortly.<br />
Partially met<br />
7. <strong>NIPS</strong> will define what<br />
the desired future culture<br />
for the Service is by<br />
March 20<strong>13</strong> then develop<br />
<strong>and</strong> agree an action plan<br />
to enable cultural shift<br />
to be embedded in the<br />
organisation during<br />
20<strong>13</strong>-14.<br />
<strong>NIPS</strong> cultural change has begun with outlining<br />
the vision <strong>and</strong> change events will be run in<br />
each establishment <strong>and</strong> HQ through March, a<br />
development programme for all grades has been<br />
identified to begin that process <strong>and</strong> work has<br />
begun against the design. The current position has<br />
been baselined <strong>and</strong> the benefits are being tracked<br />
against that position. The challenge continues<br />
to be the scale <strong>of</strong> change <strong>and</strong> the organisations<br />
ability to digest <strong>and</strong> operationalise that change<br />
quickly due to many challenging <strong>and</strong> conflicting<br />
priorities for essential skills training <strong>and</strong> leadership<br />
<strong>and</strong> change needs.<br />
3 Objective met<br />
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Chapter 2: Review Of Year<br />
Our review <strong>of</strong> the year starts on a sombre note.<br />
The dreadful murder <strong>of</strong> Officer David Black on 1<br />
November en route to work at Maghaberry was<br />
greeted with shock <strong>and</strong> sadness <strong>and</strong> is a painful<br />
reminder <strong>of</strong> times which we all hoped had passed.<br />
David was a popular <strong>and</strong> well-respected member <strong>of</strong><br />
staff who will be missed by us all <strong>and</strong> our thoughts<br />
remain with his wife Yvonne, daughter Kyra, son Kyle<br />
<strong>and</strong> his wider family circle.<br />
Ongoing oversight <strong>of</strong> reform<br />
In line with the PRT report published in October<br />
2011 the Prison Reform Oversight Group<br />
continues to oversee the implementation <strong>of</strong> the<br />
recommendations. The Group is providing essential<br />
input by assisting with the strategic focus <strong>of</strong><br />
the programme <strong>and</strong> providing the right level <strong>of</strong><br />
challenge <strong>and</strong> scrutiny. This is particularly borne out<br />
through the independent element <strong>of</strong> the Group.<br />
This year <strong>NIPS</strong> moved into the second year <strong>of</strong><br />
our challenging four year business cycle, focused<br />
primarily on the structural <strong>and</strong> operational reform <strong>of</strong><br />
prisons.<br />
REFORM OF <strong>NIPS</strong><br />
Our vision is for a modern pr<strong>of</strong>essional Prison<br />
Service that delivers safe custody, is <strong>of</strong>fender<br />
focused <strong>and</strong> enables <strong>NIPS</strong> to build a safer<br />
community in Northern Irel<strong>and</strong> by helping reduce<br />
the risk <strong>of</strong> re<strong>of</strong>fending.<br />
In line with our Corporate Business Plan, year two<br />
<strong>of</strong> this four year cycle has focused on delivery <strong>of</strong><br />
structural change <strong>and</strong> preparing for cultural<br />
change. This will help us prepare for further change<br />
as well as improve service delivery to <strong>and</strong> outcomes<br />
for <strong>of</strong>fenders – helping us to ensure we are getting<br />
the basics right, that we are delivering appropriate<br />
interventions <strong>and</strong> that we can meaningfully evaluate<br />
the consistency <strong>and</strong> impact <strong>of</strong> delivery.<br />
Key progress<br />
The Oversight Group agreed, following<br />
independent assessment by CJINI, that four PRT<br />
recommendations (out <strong>of</strong> 40 in total) have been<br />
completed, they are:<br />
• maintaining <strong>and</strong> publishing detailed routine data;<br />
• setting up <strong>of</strong> a change management team;<br />
• setting up <strong>of</strong> Ministerial oversight group; <strong>and</strong><br />
• under 18s to be moved from Hydebank Wood.<br />
Target Operating Model<br />
In May <strong>2012</strong> an agreement to implement key<br />
elements <strong>of</strong> the Reform Programme was reached<br />
with the Prison Officers Association (POA). This<br />
included a new Staff Deployment Agreement.<br />
A new TOM, based on a five day working week,<br />
<strong>and</strong> a st<strong>and</strong>ard Core Day was launched in April<br />
<strong>2012</strong> <strong>and</strong> rolled out on a phased basis across the<br />
establishments. New staff pr<strong>of</strong>iles <strong>and</strong> shift patterns<br />
were implemented at all three establishments in<br />
October <strong>2012</strong>.<br />
Appointment <strong>of</strong> New Director General<br />
Sue McAllister took up the post <strong>of</strong> Director General<br />
at the beginning <strong>of</strong> July <strong>and</strong> joined <strong>NIPS</strong> at a crucial<br />
stage <strong>of</strong> the reform programme. She brings a wealth<br />
<strong>of</strong> experience to the post <strong>and</strong> is committed to<br />
driving forward the change agenda.<br />
Exit Scheme<br />
While 544 staff applied to retire under the scheme<br />
in November 2011, the initial business case<br />
approved by DFP only enabled 360 staff to leave.<br />
Work was subsequently undertaken to secure DFP<br />
agreement to an extension <strong>of</strong> the business case, in<br />
order that the remaining staff may be allowed to<br />
leave.<br />
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<strong>2012</strong>-20<strong>13</strong><br />
Approval for this final business case, allowing all<br />
staff who had applied to leave was received from<br />
DFP in February 20<strong>13</strong>. All but 27 <strong>of</strong> the additional<br />
staff have been informed they will be allowed to<br />
leave when it is operationally appropriate for them<br />
to do so. We will continue to work towards securing<br />
the funding necessary to allow the remaining<br />
individuals to leave the Service.<br />
Employee Consultation<br />
The Service recognises the importance <strong>of</strong> good<br />
industrial relations <strong>and</strong> is committed to effective<br />
employee relations <strong>and</strong> communications. Regular<br />
meetings are held with representatives <strong>of</strong> Trade<br />
Unions under the Whitley Framework. In May <strong>2012</strong><br />
<strong>NIPS</strong> management <strong>and</strong> the POA reached agreement<br />
which saw the replacement <strong>of</strong> the Framework<br />
Document, the introduction <strong>of</strong> new grades within<br />
<strong>NIPS</strong>, de-layering the management structure from<br />
seven to four tiers, <strong>and</strong> the implementation <strong>of</strong> a<br />
new Industrial Relations Agreement <strong>and</strong> Disputes<br />
Resolution Procedure. The agreement heralded<br />
a new era <strong>of</strong> industrial relations within prisons<br />
one which will facilitate the fundamental reform<br />
programme to modernise the Prison Service to<br />
continue apace.<br />
<strong>of</strong>ficers have been appointed, no further custody<br />
<strong>of</strong>ficers to be appointed from the <strong>2012</strong> competition.<br />
Training<br />
Training has taken place for OSGs <strong>and</strong> NCOs who<br />
applied to re-grade to Custody Officer, with 166<br />
staff having completed their training by mid-<br />
February 20<strong>13</strong>.<br />
Communication<br />
How <strong>NIPS</strong> communicates with staff <strong>and</strong><br />
stakeholders was highlighted in the PRT<br />
<strong>Report</strong>. A dedicated internal communications<br />
strategy manager was appointed in July <strong>2012</strong>.<br />
A communications strategy was developed <strong>and</strong><br />
agreed by the Prison Service Management Team in<br />
September <strong>2012</strong>.<br />
The Prison Service <strong>and</strong> its Trade Union partners<br />
have continued to engage in detailed discussions<br />
throughout the year in terms <strong>of</strong> what the reform<br />
programme will mean to staff as it rolls out.<br />
The Service recognises the importance <strong>of</strong> good<br />
employee relations <strong>and</strong> is committed to effective<br />
employee relations <strong>and</strong> communications.<br />
Custody Officer Recruitment<br />
The recruitment campaign for new custody <strong>of</strong>ficers<br />
launched in February <strong>2012</strong> received almost 5000<br />
applications for approximately 300 anticipated<br />
vacancies. A rigorous selection process began this<br />
year with all those recruited required to complete<br />
an intensive eight week training course before<br />
deployment to a permanent post. 309 custody<br />
Piloting <strong>of</strong> new search technology<br />
Two pilot projects to assess whether there is<br />
an effective <strong>and</strong> less intrusive method than full<br />
searching were carried out this year. The pilots<br />
looked at Millimetre Wave Body Scanners <strong>and</strong><br />
ran for three months in Magilligan <strong>and</strong> Hydebank<br />
Wood. Following the completion <strong>of</strong> the pilots in<br />
January 20<strong>13</strong>, evaluation <strong>of</strong> the project showed<br />
there were limitations to the technology in the<br />
prison environment <strong>and</strong> that current full searching<br />
processes provided a higher level <strong>of</strong> assurance.<br />
<strong>NIPS</strong> will continue to take steps to establish if there<br />
is an effective <strong>and</strong> less intrusive method than full<br />
searching <strong>of</strong> ensuring that prisoners leaving <strong>and</strong><br />
entering the prison are not carrying contrab<strong>and</strong>.<br />
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Estate Strategy<br />
A full public consultation was launched in April <strong>2012</strong><br />
on the Outline Estate Strategy in order to take the<br />
views <strong>of</strong> a wide range <strong>of</strong> stakeholders. As a result<br />
<strong>of</strong> this valuable input, the strategy was revised to<br />
best meet the needs <strong>of</strong> prisoners, the Prison Service<br />
<strong>and</strong> stakeholders. As a result, the final strategy has<br />
been developed <strong>and</strong> progress has been made in the<br />
following areas:<br />
• exploring how best to reconfigure Hydebank<br />
Wood as a secure college;<br />
• developing a new, separate, secure custodial<br />
facility for women;<br />
• reflecting the recommendation <strong>of</strong> the Prison<br />
Review Team regarding dividing Maghaberry into<br />
three ‘mini-prisons’;<br />
• redeveloping the Prisoner Assessment Unit as a<br />
working out unit for prisoners approaching the<br />
end <strong>of</strong> their sentence; <strong>and</strong><br />
• engaging with a number <strong>of</strong> pr<strong>of</strong>essional<br />
service providers to consider the options for a<br />
replacement prison on the existing Magilligan<br />
site.<br />
Northern Irel<strong>and</strong> Community Safety College at<br />
Desertcreat<br />
Work to build a new community safety college at<br />
Desertcreat continued in <strong>2012</strong>-<strong>13</strong> which culminated<br />
in full planning permission being granted by the<br />
Environment Minister in January 20<strong>13</strong>.<br />
REDUCING THE RISK OF REOFFENDING<br />
Our focus on reform is ultimately designed<br />
to deliver better outcomes for prisoners <strong>and</strong><br />
specifically to help reduce the risk <strong>of</strong> re<strong>of</strong>fending<br />
after release. To this end a number <strong>of</strong> additional<br />
initiatives <strong>and</strong> improvements have been delivered.<br />
Quoile House<br />
New Disciplinary System<br />
The PRT report recommended that new disciplinary<br />
<strong>and</strong> appraisal systems should be put in place for<br />
<strong>NIPS</strong> based on a new Code <strong>of</strong> Ethics <strong>and</strong> Values.<br />
Following extensive negotiations with stakeholders<br />
this year <strong>NIPS</strong> proposed a new Pr<strong>of</strong>essional Code<br />
<strong>of</strong> Conduct; a new Pr<strong>of</strong>essional Code <strong>of</strong> Ethics <strong>and</strong><br />
Values; <strong>and</strong> a new Pr<strong>of</strong>essional St<strong>and</strong>ards Unit,<br />
which will investigate allegations <strong>of</strong> misconduct<br />
or gross misconduct as set out in the new Code <strong>of</strong><br />
Conduct <strong>and</strong>/or new Code <strong>of</strong> Ethics <strong>and</strong> Values. The<br />
new system was endorsed by the <strong>Justice</strong> Committee<br />
in March 20<strong>13</strong>.<br />
In February 20<strong>13</strong> the Minister opened Quoile<br />
House, a 120 cell accommodation block at<br />
Maghaberry Prison. This is a modern state <strong>of</strong> the art<br />
facility which can hold up to 160 prisoners. It has<br />
four distinct l<strong>and</strong>ings which address a wide variety<br />
<strong>of</strong> issues that impact on the day to day life <strong>of</strong> a<br />
prisoner <strong>and</strong> will provide a valuable contribution to<br />
the rehabilitation process.<br />
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<strong>2012</strong>-20<strong>13</strong><br />
Hate Crime Project<br />
A challenge hate crime project in partnership<br />
between <strong>NIPS</strong> <strong>and</strong> NIACRO <strong>and</strong> funded under the<br />
European Union’s PEACE III Programme concluded<br />
its three year period <strong>of</strong> research in December <strong>2012</strong>.<br />
The research has <strong>of</strong>fered solutions by recommending<br />
a series <strong>of</strong> changes to policies <strong>and</strong> procedures, <strong>and</strong> a<br />
model <strong>of</strong> intervention to address the behaviours <strong>of</strong><br />
those convicted <strong>of</strong> hate crime.<br />
Family Matters<br />
Maghaberry’s Family Matters programme, which is<br />
a joint initiative between <strong>NIPS</strong> <strong>and</strong> Barnardos, was<br />
launched during this year. It is a fully accredited<br />
programme which is designed to encourage fathers<br />
in custody to have positive interaction <strong>and</strong> develop<br />
strong bonds with their families <strong>and</strong> children. The<br />
initial programme has proved successful <strong>and</strong> further<br />
programmes will be facilitated throughout 20<strong>13</strong>.<br />
Big Book Share<br />
Business Enterprise Skills<br />
Advantage was successful, as a result <strong>of</strong> partnership<br />
working with the Learning <strong>and</strong> Skills department<br />
at Hydebank Wood, in securing £500,000 over five<br />
years to fund a social enterprise/employability<br />
training project from the Big Lottery Fund. The<br />
partnership project hopes to deliver a range <strong>of</strong><br />
business skills to prisoners that assist in promoting<br />
their employability skills making them better<br />
prepared to join the employment market on release,<br />
or enabling them to consider self-employment as a<br />
realistic option in the future.<br />
Six Book Challenge Awards <strong>2012</strong>- Hydebank Win<br />
Silver<br />
Hydebank Wood also received a silver award in<br />
recognition <strong>of</strong> their achievement in supporting<br />
inmates to complete the Reading Agency’s Six Book<br />
Challenge. This is an annual initiative to inspire<br />
people across the UK to improve their literacy<br />
skills <strong>and</strong> feel more confident about reading. The<br />
programme invites inmates <strong>and</strong> prisoners to pick six<br />
books <strong>and</strong> record their reading in a diary to get a<br />
certificate. As a result 47 participants at Hydebank<br />
Wood gained silver awards.<br />
The Children’s Laureate (2011-20<strong>13</strong>) Julia<br />
Donaldson, visited Magilligan during March 20<strong>13</strong><br />
to promote the Big Book Share. This promotes<br />
<strong>and</strong> encourages fathers to read stories, poems <strong>and</strong><br />
library books to their families in conjunction with<br />
child centred visits.<br />
‘Long Road’ play <strong>of</strong>fers prisoners insight to plight<br />
<strong>of</strong> victims<br />
A play entitled The Long Road was performed<br />
on two occasions this year at Hydebank Wood.<br />
Performed by actors from the Lyric Theatre, the play<br />
gave the inmates an insight into the consequences<br />
<strong>and</strong> impact upon victims <strong>of</strong> knife crime. It is<br />
supported by the Thomas Devlin Foundation, the 15<br />
year old schoolboy who died after he was stabbed in<br />
2005 in north Belfast.<br />
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Accreditations<br />
In keeping with our commitment to providing<br />
activities for prisoners as a critical part <strong>of</strong> their<br />
resettlement <strong>and</strong> personal development, prisoners<br />
achieved accreditations from education classes such<br />
as English, Maths <strong>and</strong> IT to vocational training such<br />
as Painting & Decorating, Joinery <strong>and</strong> Horticulture.<br />
The following table summarises the accreditations<br />
gained in the last calendar year:<br />
Education:<br />
including (+Essential Skills)<br />
Vocational<br />
training<br />
Maghaberry 507 (367) 477<br />
Magilligan 1027 (801) 405<br />
Hydebank<br />
Wood 141 (77) 234<br />
Total 1675 (1,245) 1116<br />
+ Essential skills are classed as qualifications in English, Numeracy,<br />
English speaking for other languages (ESOL) <strong>and</strong> Information,<br />
Communication <strong>and</strong> Technology (ICT)<br />
24
<strong>2012</strong>-20<strong>13</strong><br />
Koestler Awards<br />
The Koestler Trust is an arts based awards<br />
programme that aims to help <strong>of</strong>fenders acquire<br />
<strong>and</strong> practice new skills. In <strong>2012</strong>-<strong>13</strong> prisoners across<br />
the establishments achieved a total <strong>of</strong> eight bronze<br />
awards, one silver award <strong>and</strong> three gold awards.<br />
CORPORATE AND SOCIAL RESPONSIBILTY<br />
Charitable Work<br />
HEALTH AND WELL BEING<br />
Working Group on Managing Stress (WGoMS)<br />
The work <strong>of</strong> the <strong>NIPS</strong> WGoMS continued<br />
throughout the year focussing on the development<br />
<strong>of</strong> a stress awareness package, for inclusion in the<br />
training for the new custody <strong>of</strong>ficer recruits joining<br />
the Service. <strong>NIPS</strong> has worked closely with the Health<br />
<strong>and</strong> Safety Executive in the development <strong>of</strong> this<br />
training package in order to ensure that it fulfils<br />
our m<strong>and</strong>atory legislative requirements <strong>and</strong> it is<br />
intended that this will be rolled out to all existing<br />
<strong>of</strong>ficers during the up-skilling process which will take<br />
place.<br />
PUBLIC CONFIDENCE IN <strong>NIPS</strong><br />
Roe House Protest<br />
<strong>NIPS</strong> were pleased that all prisoners in Roe House<br />
ceased their protest action with effect from 29<br />
November <strong>2012</strong>. Protest action, which included<br />
a dirty protest, began in May 2011. The ending<br />
<strong>of</strong> the protest by separated republican prisoners<br />
removed a barrier allowing for the creation <strong>of</strong> a<br />
better environment which will be <strong>of</strong> benefit to both<br />
prisoners <strong>and</strong> staff alike. The Agreement <strong>of</strong> August<br />
2010 has been <strong>and</strong> continues to be honoured by the<br />
Prison Service.<br />
Erroneous Releases<br />
One erroneous release occurred in June <strong>2012</strong><br />
which was a result <strong>of</strong> incorrect information being<br />
provided to <strong>NIPS</strong> by another agency. <strong>NIPS</strong> take<br />
its responsibilities in respect <strong>of</strong> public safety<br />
very seriously <strong>and</strong> continues to work with other<br />
relevant agencies to mitigate against such incidents<br />
occurring.<br />
Prisoners at Magilligan Prison involved in the Duke<br />
<strong>of</strong> Edinburgh Award Scheme joined others in the<br />
joinery workshops to produce 350 nesting boxes<br />
<strong>of</strong> varying designs for the Royal Society for the<br />
Protection <strong>of</strong> Birds.<br />
Foyleview Unit continues to carry out work for<br />
many charitable, voluntary <strong>and</strong> community based<br />
organisations. This year their work included painting<br />
buildings for local play groups, primary schools <strong>and</strong><br />
sporting organisations, such as, football <strong>and</strong> GAA<br />
clubs.<br />
This year prisoners from Foyleview were also<br />
involved in preparation <strong>of</strong> the circuit for the North<br />
West 200 motorcycle races <strong>and</strong> the locations for<br />
the Milk Cup Youth Football Tournament.<br />
In total, prisoners in Foyleview carried out work<br />
for the benefit <strong>of</strong> 40 voluntary or charitable<br />
organisations in the North West <strong>of</strong> the province.<br />
25
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Helping the Environment<br />
This year Hydebank Wood purchased a food<br />
composter to assist the prison in meeting<br />
government targets to reduce waste to l<strong>and</strong>fill. It<br />
has allowed prisoners to produce compost for the<br />
gardens.<br />
DIVERSITY<br />
Lithuanian concert in Maghaberry<br />
Maghaberry Chapel hosted a bilingual concert<br />
(Lithuanian & English) by the group “Gintautas<br />
Tautkus” on 15 February 20<strong>13</strong>. Organised in<br />
conjunction with the Equality & Diversity Office, the<br />
group <strong>of</strong> Lithuanian musicians played to an audience<br />
<strong>of</strong> local <strong>and</strong> Eastern European nationals. The concert<br />
<strong>and</strong> dialogue <strong>of</strong>fered some cultural diversity within<br />
the walls <strong>of</strong> Maghaberry, <strong>and</strong> a rare opportunity for<br />
some <strong>of</strong> the men who do not get domestic visits<br />
to meet <strong>and</strong> talk with the musicians in their own<br />
language.<br />
Chinese New Year<br />
On 26 January 30 prisoners celebrated the Chinese<br />
New Year at an event held in the prison Chapel at<br />
Maghaberry <strong>and</strong> everyone who attended enjoyed<br />
a meal which had been prepared by some <strong>of</strong> the<br />
Chinese prisoners.<br />
SAFER CUSTODY<br />
<strong>NIPS</strong> maintains a strong partnership with the<br />
Samaritans <strong>and</strong> a special event was held in June<br />
<strong>2012</strong> in Magilligan Prison to celebrate 10 years <strong>of</strong><br />
the Samaritans Listener. Listeners provide a patient<br />
<strong>and</strong> compassionate ear for vulnerable prisoners who<br />
are emotionally distressed, or at risk <strong>of</strong> self harm.<br />
They make a positive contribution to safer custody<br />
within prisons.<br />
Initiatives such as the Donard Programme at<br />
Maghaberry <strong>and</strong> the Public Initiative for the<br />
Prevention <strong>of</strong> Suicide <strong>and</strong> Self-Harm (PIPS), a<br />
service which provides specialist suicide support for<br />
young people at Hydebank Wood, also help us to<br />
ensure that we can provide appropriate support <strong>and</strong><br />
therapeutic interventions for those entrusted to our<br />
care.<br />
A series <strong>of</strong> events were also held in all prisons as<br />
part <strong>of</strong> World Suicide Prevention Day. Staff were<br />
joined by volunteers from the Samaritans to remind<br />
prisoners <strong>of</strong> the services <strong>and</strong> procedures that are in<br />
place to assist those experiencing feelings <strong>of</strong> despair,<br />
including those feeling suicidal.<br />
Staff Mentoring Scheme - update<br />
Following the successful launch <strong>of</strong> the <strong>NIPS</strong> ‘Pass<br />
It On’ Mentoring scheme in October <strong>2012</strong> a<br />
number <strong>of</strong> mentor <strong>and</strong> mentee relationships were<br />
established. All mentors were <strong>of</strong>fered training to<br />
equip them with the necessary skills to enable them<br />
to successfully undertake this role. We intend to<br />
launch the 20<strong>13</strong>-14 scheme to coincide with the<br />
new performance reporting cycle in April 20<strong>13</strong>.<br />
26
<strong>2012</strong>-20<strong>13</strong><br />
REPORTS AND INSPECTIONS<br />
CJINI has carried out a number <strong>of</strong> inspections <strong>and</strong><br />
published a range <strong>of</strong> reports during the year:<br />
• The <strong>Justice</strong> Minister had invited CJINI to<br />
undertake an inspection following two prisoners<br />
being released in error. CJINI published a follow<br />
up report in April <strong>2012</strong> which highlighted that <strong>of</strong><br />
the 25 recommendations for improvement, the<br />
Prison Service had met 14 in full <strong>and</strong> partially<br />
completed 10 recommendations. One was found<br />
to be no longer relevant. The Minister tasked the<br />
Prison Service with fully implementing the 10<br />
outst<strong>and</strong>ing recommendations, nine <strong>of</strong> which<br />
have now been completed.<br />
• In February 20<strong>13</strong> CJINI conducted an inspection<br />
<strong>of</strong> Hydebank Wood Young Offenders Centre <strong>and</strong><br />
Prison. The report is expected to be published<br />
later this year; initial feedback from the<br />
inspectors highlighted their disappointment at<br />
the lack <strong>of</strong> progress in most areas since their last<br />
inspection.<br />
• In July <strong>2012</strong> CJINI published their report on<br />
the management <strong>of</strong> life sentence prisoners<br />
which stated that both life <strong>and</strong> indeterminate<br />
sentenced prisoners were well managed in<br />
custody <strong>and</strong> in the community following their<br />
release on licence. Areas for improvement were<br />
identified but significant progress was also noted<br />
by the inspectors since their last report in 2009.<br />
The report made strategic recommendations<br />
<strong>and</strong> identified areas where improvements could<br />
enhance operational practice.<br />
• A report was also published on the announced<br />
inspection in Maghaberry Prison in March <strong>2012</strong>.<br />
This inspection was conducted by CJINI <strong>and</strong><br />
Her Majesty’s Chief Inspector <strong>of</strong> Prisons. The<br />
inspection made six main recommendations, 87<br />
other recommendations <strong>and</strong> 20 housekeeping<br />
points. The implementation <strong>of</strong> the accepted<br />
recommendations is being taken forward by<br />
the Prison Service <strong>and</strong>, in the case <strong>of</strong> healthcare<br />
issues, by the South Eastern Health <strong>and</strong> Social<br />
Care Trust.<br />
27
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
<strong>Report</strong> By The Director General<br />
HISTORY AND STATUTORY BACKGROUND<br />
MANAGEMENT<br />
<strong>NIPS</strong> was established as an Executive Agency <strong>of</strong> the<br />
Northern Irel<strong>and</strong> Office (NIO) in April 1995 under<br />
the Government’s Next Steps Initiative.<br />
On 12 April 2010, an amendment to schedule 3<br />
<strong>of</strong> the Northern Irel<strong>and</strong> Act 1998 devolved justice<br />
functions in Northern Irel<strong>and</strong> to the Northern<br />
Irel<strong>and</strong> Assembly, <strong>and</strong> DOJ came into existence as a<br />
new Northern Irel<strong>and</strong> department. From this date<br />
<strong>NIPS</strong> became an Executive Agency <strong>of</strong> DOJ.<br />
The annual report <strong>and</strong> accounts <strong>of</strong> <strong>NIPS</strong> for the year<br />
ended 31 March 20<strong>13</strong> will be laid in the Northern<br />
Irel<strong>and</strong> Assembly.<br />
<strong>NIPS</strong> complies with the corporate governance <strong>and</strong><br />
accountability framework arrangements (including<br />
Managing Public Money Northern Irel<strong>and</strong>) issued by<br />
DFP.<br />
AIMS AND OBJECTIVES<br />
The Service is responsible for providing prison<br />
services in Northern Irel<strong>and</strong>. Its core purpose<br />
is to improve public safety by reducing the risk<br />
<strong>of</strong> re<strong>of</strong>fending through the management <strong>and</strong><br />
rehabilitation <strong>of</strong> <strong>of</strong>fenders in custody. In doing so<br />
the Service has contributed to the strategic aims<br />
<strong>and</strong> objectives <strong>of</strong> DOJ, in particular to “reducing<br />
<strong>of</strong>fending <strong>and</strong> dealing with its consequences”.<br />
Our delivery against this core purpose is supported<br />
by three strategic aims which provide the focus for<br />
everything we do. These are:<br />
• safe, secure <strong>and</strong> decent custody;<br />
• reform <strong>and</strong> modernise to create an effective <strong>and</strong><br />
efficient Service; <strong>and</strong><br />
• reduce the risk <strong>of</strong> re-<strong>of</strong>fending.<br />
<strong>NIPS</strong> is headed by a Director General who is<br />
supported by a Management Board consisting <strong>of</strong><br />
three Executive Directors <strong>and</strong> three Non-Executive<br />
Directors, <strong>and</strong> the <strong>NIPS</strong> Change Manager.<br />
The Service’s Management Board is responsible<br />
for the strategic <strong>and</strong> business management <strong>of</strong><br />
the Agency’s operations. At 31 March 20<strong>13</strong>, the<br />
Management Board was as follows:<br />
• Sue McAllister – Director General;<br />
• Ronnie Armour – Director <strong>of</strong> Human Resources<br />
<strong>and</strong> Organisation Development;<br />
• Max Murray – Director <strong>of</strong> Offender Policy <strong>and</strong><br />
Regimes;<br />
• Joanne McBurney – Director <strong>of</strong> Finance &<br />
Corporate Services;<br />
• Patricia Gordon – Non-Executive Director;<br />
• Phil Wheatley CB – Non-Executive Director;<br />
• Paul Leighton – Non-Executive Director; <strong>and</strong><br />
• Mark Adam – <strong>NIPS</strong> Change Manager.<br />
Appointments to the Management Board (except<br />
for the Non-Executive Directors) are made in<br />
accordance with the Civil Service Commission’s<br />
general regulations.<br />
Changes during the year to the membership <strong>of</strong><br />
PSMB:<br />
• Sue McAllister was appointed Director General<br />
on 3 July;<br />
• Gary Boyd stepped down as Acting Director <strong>of</strong><br />
Finance, Planning & Corporate Compliance on 7<br />
October <strong>2012</strong>;<br />
• Joanne McBurney was appointed Director <strong>of</strong><br />
Finance & Corporate Services <strong>and</strong> took up post<br />
on 8 October <strong>2012</strong>; <strong>and</strong>,<br />
• Mark Adam joined PSMB as Change Manager in<br />
July <strong>2012</strong>.<br />
28
<strong>2012</strong>-20<strong>13</strong><br />
Details <strong>of</strong> the salary <strong>and</strong> benefits <strong>of</strong> the<br />
Management Board members are disclosed in the<br />
Remuneration <strong>Report</strong> on pages 36 to 42.<br />
Pension Liabilities<br />
The Northern Irel<strong>and</strong> Prison Service makes employer<br />
contributions to the following pension schemes:<br />
BOARD MEMBERS’ INTEREST<br />
Details <strong>of</strong> all Board members’ interests which may<br />
conflict with their management responsibilities are<br />
disclosed in Note 23 <strong>of</strong> the Financial Statements.<br />
BUSINESS REVIEW & FUTURE DEVELOPMENTS<br />
• Principal Civil Service Pension Scheme GB; <strong>and</strong><br />
• Principal Civil Service Pension Scheme NI.<br />
Details <strong>of</strong> the pension arrangements <strong>of</strong> the above<br />
schemes are disclosed in the<br />
Remuneration <strong>Report</strong> <strong>and</strong> in Note 1 <strong>and</strong> Note 3 <strong>of</strong><br />
the Financial Statements.<br />
The total net operating cost for the year was<br />
£173,660k (2011-12: £154,990k, restated). The<br />
2011-12 figures have been restated to reflect.<br />
Injury on Duty Provision<br />
The Injury on Duty provision was valued in<br />
accordance with IAS 19 Employee Benefits. IAS<br />
19 requires the employer to value the expected<br />
injury awards for active members who are currently<br />
uninjured but who may become injured in the<br />
future, <strong>and</strong> include the value in the Statement <strong>of</strong><br />
<strong>Accounts</strong>.<br />
Equality <strong>and</strong> Diversity<br />
<strong>NIPS</strong> has in place Harassment Contact Officers<br />
trained to provide guidance, support <strong>and</strong> advice<br />
to staff who have been subjected to, or accused<br />
<strong>of</strong> <strong>of</strong>fensive conduct or unacceptable behaviour.<br />
Mediation Officers are available to provide an<br />
impartial, confidential process to help resolve<br />
disputes between members <strong>of</strong> staff quickly, <strong>and</strong> in a<br />
way that empowers staff to seek their own solutions<br />
with the aim <strong>of</strong> improving the relationship. These<br />
interventions have been proven to be effective in<br />
the early resolution <strong>of</strong> disagreements.<br />
This amounts to a change in accounting policy<br />
which has been treated as a prior year adjustment<br />
in line with IAS 8 <strong>and</strong> prior year comparative<br />
figures have been restated. This has resulted in an<br />
increase to the opening provision at 1 April 2011 <strong>of</strong><br />
£1.66million <strong>and</strong> a further increase during the 2011-<br />
12 year <strong>of</strong> £190k. These adjustments are reflected<br />
in the main statements <strong>and</strong> in notes 5, 17 <strong>and</strong> 27 to<br />
these financial statements.<br />
A full review <strong>of</strong> the business during the year <strong>and</strong> its<br />
future development is set out in the Management<br />
Commentary on pages 32-35 <strong>and</strong> in the Agency’s<br />
Corporate <strong>and</strong> Business Plan.<br />
Absenteeism<br />
Absence through sickness has continued to be<br />
high in the Service, although initial figures indicate<br />
a fall in sick absence from 15.2 days in 2011-<br />
12, to 12.7 days in <strong>2012</strong>-<strong>13</strong>. <strong>NIPS</strong>’ response has<br />
been to robustly apply the NICS Sickness Absence<br />
& Inefficiency Sickness Absence Policies <strong>and</strong><br />
to remind staff at all levels <strong>of</strong> how they should<br />
manage sickness absence <strong>and</strong> to work closely with<br />
Management.<br />
29
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Child Protection<br />
<strong>NIPS</strong> Safeguarding Children policy has been designed to protect all children, <strong>and</strong> young people aged under the<br />
age <strong>of</strong> 18, whether visiting prison establishments, or with whom prisoners are in contact, or who as babies are<br />
continuing to be cared for by a mother in prison.<br />
<strong>NIPS</strong> appreciates that child protection must not be an isolated role or function because by its very nature<br />
‘keeping children safe is everyone’s responsibility’. The Prison Service recognises the importance <strong>of</strong> its close<br />
links with Health <strong>and</strong> Social Care Trusts, PBNI, PSNI <strong>and</strong> voluntary agencies. We need their help in identifying<br />
those who may pose a risk <strong>of</strong> harm to children, their assessment <strong>and</strong> in providing appropriate intervention.<br />
The Director <strong>of</strong> Offender Services represents <strong>NIPS</strong> on the Safeguarding Board for Northern Irel<strong>and</strong> (SBNI)<br />
which was established by DHSSPS in <strong>2012</strong> in recognition <strong>of</strong> the fact that children are more likely to be<br />
protected when agencies work in an all-inclusive, co-ordinated <strong>and</strong> consistent way.<br />
The Safeguarding Children Framework <strong>and</strong> Guidance has been reviewed <strong>and</strong> the Prison Service Management<br />
Board approved the revised policy in November <strong>2012</strong>. It is available on the <strong>NIPS</strong> website.<br />
Child Protection Cases Log: <strong>2012</strong>-<strong>13</strong><br />
No. <strong>of</strong> Referrals No. <strong>of</strong> Referrals Open Closed<br />
to Child Protection to Social Services<br />
Co-ordinator<br />
Gateway Teams<br />
Maghaberry 1 1 1<br />
Magilligan 1 1 1<br />
Hydebank Wood 8 8 1 7<br />
Circular ‘HSS CC 3/96 (Revised) ‘Sharing to Safeguard’, issued by DHSSPS <strong>and</strong> issued to staff, provides<br />
guidance <strong>and</strong> a framework for statutory <strong>and</strong> voluntary agencies to share information, in a planned way, about<br />
individuals posing, or likely to pose, a risk <strong>of</strong> harm to children, in certain circumstances. The above table sets<br />
out the number <strong>of</strong> notifications made to Social Services by establishment PBNI <strong>of</strong>fices on behalf <strong>of</strong> the<br />
Service.<br />
Health <strong>and</strong> Safety<br />
The Service is committed to providing for staff, prisoners <strong>and</strong> visitors an environment that is as far as possible<br />
safe <strong>and</strong> free from risk to health. In line with this commitment, the Service complies with the relevant Health<br />
<strong>and</strong> Safety legislation.<br />
Charitable Donations<br />
There were no Charitable Donations made by Northern Irel<strong>and</strong> Prison Service during the year. (2011-12: £0).<br />
30
<strong>2012</strong>-20<strong>13</strong><br />
Payment <strong>of</strong> Suppliers<br />
In November 2008 the Minister for Finance <strong>and</strong><br />
Personnel announced that Northern Irel<strong>and</strong><br />
departments would aim to ensure that valid invoices<br />
were paid within 10 days. Unless otherwise stated<br />
in the contract, payment is normally due within 30<br />
days <strong>of</strong> the receipt <strong>of</strong> goods or services or within<br />
30 days <strong>of</strong> the presentation <strong>of</strong> a valid invoice,<br />
whichever is later.<br />
Monthly statistics submitted to DOJ highlight<br />
that the Service has consistently achieved 99% <strong>of</strong><br />
payments to suppliers within 30 days <strong>and</strong> more than<br />
87% <strong>of</strong> payments to suppliers within 10 working<br />
days during the majority <strong>of</strong> the financial year. In<br />
terms <strong>of</strong> the overall performance for<br />
<strong>2012</strong>-<strong>13</strong>, 87.7% <strong>of</strong> invoices were paid within<br />
10 working days following receipt <strong>of</strong> a properly<br />
rendered invoice (2011-12: 89.1%). The Service is<br />
committed to prompt payment within 10 days.<br />
<strong>Report</strong>able Loss <strong>of</strong> Data<br />
There was one reportable data loss during<br />
<strong>2012</strong>-20<strong>13</strong>. In this incident, a member <strong>of</strong> the<br />
public h<strong>and</strong>ed in a file to <strong>NIPS</strong> staff after it had<br />
been discovered in a second h<strong>and</strong> file cabinet.<br />
A continuing programme <strong>of</strong> improvement to<br />
Information Assurance is underway, including<br />
the establishment <strong>of</strong> a dedicated lead <strong>and</strong><br />
formal organisational structure. The Information<br />
Commissioner’s Office is currently investigating the<br />
circumstances.<br />
Audit<br />
Responsibility for the audit <strong>of</strong> <strong>NIPS</strong>’ financial<br />
statements for <strong>2012</strong>-<strong>13</strong> rests with the Comptroller<br />
<strong>and</strong> Auditor General (C&AG) for Northern Irel<strong>and</strong>.<br />
The Certificate <strong>and</strong> <strong>Report</strong> <strong>of</strong> the Comptroller <strong>and</strong><br />
Auditor General is produced at pages 68-69.<br />
So far as the Accounting Officer is aware, there<br />
is no relevant audit information <strong>of</strong> which the<br />
entity’s auditors are unaware, <strong>and</strong> the Accounting<br />
Officer has taken all the steps that she ought to<br />
have taken to make herself aware <strong>of</strong> any relevant<br />
audit information <strong>and</strong> to establish that the entity’s<br />
auditors are aware <strong>of</strong> that information.<br />
The notional audit fee for the work performed by<br />
the staff <strong>of</strong> the C&AG during the reporting period,<br />
<strong>and</strong> which relates solely to the audit <strong>of</strong> these<br />
Financial Statements, was £42k (2011-12: £42k).<br />
The C&AG may also undertake other statutory<br />
activities that are not related to the audit <strong>of</strong> the<br />
Service’s Financial Statements such as Value for<br />
Money reports. No such activity took place during<br />
the year.<br />
Sue McAllister<br />
Director General & Accounting Officer<br />
18 June 20<strong>13</strong><br />
Accounting Responsibilities<br />
The Agency’s Financial Statements have been<br />
prepared in accordance with directions given by DFP,<br />
under section 11(2) <strong>of</strong> the Government Resources<br />
<strong>and</strong> <strong>Accounts</strong> Act (Northern Irel<strong>and</strong>) 2001.<br />
31
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Management Commentary<br />
FINANCIAL REVIEW<br />
FINANCIAL PROVISION & CASH FLOW<br />
<strong>NIPS</strong> was financed as part <strong>of</strong> the overall DOJ <strong>Department</strong>al Expenditure Limit voted by the Northern Irel<strong>and</strong><br />
Assembly for <strong>2012</strong>-<strong>13</strong>. The total cash required for the year was £140,456k (2011-12, £<strong>13</strong>9,560k).<br />
The Service has complied with the cost allocation <strong>and</strong> charging requirements set out in DFP guidance <strong>and</strong><br />
therefore adheres to the guidelines on fees <strong>and</strong> charges in Managing Public Money (Northern Irel<strong>and</strong>).<br />
These accounts are prepared on that basis <strong>and</strong> in accordance with the <strong>2012</strong>-<strong>13</strong> Government Financial<br />
<strong>Report</strong>ing Manual (FReM) issued by DFP, <strong>and</strong> directions given by DFP, under section 11(2) <strong>of</strong> the Government<br />
Resources <strong>and</strong> <strong>Accounts</strong> Act (Northern Irel<strong>and</strong>) 2001. The accounting policies contained in the FReM apply<br />
International Financial <strong>Report</strong>ing St<strong>and</strong>ards (IFRS) as adapted or interpreted for the public sector context.<br />
PRISONER POPULATION<br />
The Northern Irel<strong>and</strong> Prison Service through <strong>2012</strong>-<strong>13</strong> held an average <strong>of</strong> 1776 (2011-12; 1,728) prisoners<br />
representing an average increase <strong>of</strong> 2.7% in prisoner population from the previous year.<br />
Prisoner Population 2001 - 20<strong>13</strong><br />
1900<br />
1850<br />
1800<br />
1750<br />
1700<br />
1650<br />
1600<br />
1550<br />
1500<br />
1450<br />
1400<br />
<strong>13</strong>50<br />
<strong>13</strong>00<br />
1250<br />
1200<br />
1150<br />
1100<br />
1050<br />
1000<br />
950<br />
900<br />
850<br />
800<br />
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec<br />
20<strong>13</strong><br />
<strong>2012</strong><br />
2011<br />
2010<br />
2009<br />
2008<br />
2007<br />
2006<br />
2005<br />
2004<br />
2003<br />
2002<br />
2001<br />
32
<strong>2012</strong>-20<strong>13</strong><br />
CAPITAL COSTS<br />
During the year the NI Prison Service invested further in its prison estate <strong>and</strong> infrastructure incurring £7,284k<br />
(2011-12, £18,998k) in expenditure on capital assets. Details <strong>of</strong> the movement <strong>of</strong> property, plant <strong>and</strong><br />
equipment <strong>and</strong> intangible assets are set out in Notes 8 <strong>and</strong> 9 to the Financial Statements. There were notable<br />
improvements undertaken to the estate during the year with more than 50 projects having been undertaken. A<br />
sample <strong>of</strong> the projects undertaken are summarised below:-<br />
• New Cell Accommodation Maghaberry<br />
The completion <strong>of</strong> new cell accommodation at Maghaberry created an additional 120 cells at the site. The<br />
new build provides safer cell furniture, anti-ligature windows, in cell sanitation <strong>and</strong> enhanced fire safety<br />
measures together with specialist cells provision.<br />
• Biomass Boiler<br />
To reduce the prisons carbon footprint a new 500kw Biomass Boiler has been installed at Maghaberry.<br />
• Upgrades at Hydebank<br />
A rolling programme <strong>of</strong> improvements to upgrade the two oldest accommodation blocks at Hydebank (Elm<br />
/ Willow) commenced in <strong>2012</strong>-<strong>13</strong>.<br />
• Energy / Environmental Projects<br />
During the last twelve months many environmental improvements have been added to the prison estate<br />
including solar panels, air source heat pump, rainwater harvesting <strong>and</strong> water saving devices.<br />
• Older Prisoner Unit Magilligan<br />
A range <strong>of</strong> improvements have been made to this H-block in response to disability access surveys as this<br />
block houses a more elderly population.<br />
33
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
RESOURCE COSTS<br />
The net cost <strong>of</strong> operations for the year as shown in the Statement <strong>of</strong> Comprehensive Net Expenditure on page<br />
70 is £173,660k (2011-12, £154,990k Restated). The Prison Service incurred expenditure during the year as<br />
follows:<br />
Operating Costs <strong>2012</strong>-<strong>13</strong> 2011-12<br />
£k £k Restated<br />
Staff Costs * 84,531 89,360<br />
Net Running Costs ** 30,311 25,898<br />
Depreciation 11,829 10,759<br />
Operating Expenditure<br />
(excluding non st<strong>and</strong>ard costs) 126,671 126,017<br />
Injury Benefit Provision<br />
(including unwinding <strong>of</strong> discount) -27 75<br />
VER scheme & SEE Programme pay costs,<br />
expenses <strong>and</strong> Provision<br />
(including unwinding <strong>of</strong> discount) 43,873 24,571<br />
Hearing Loss Provision 1,176 -<br />
Impairments 1,673 4,025<br />
Prison Service Trust (PST) Grant 294 302<br />
Net Operating Costs 173,660 154,990<br />
* Costs exclude cash payments <strong>and</strong> accruals relating to the pay costs <strong>of</strong> the VER & SEE Programme<br />
£22,767k (2011-12: £22,853K)<br />
** Costs exclude the movements in the Injury Benefit Provision -£31k (2011-12 Restated: £75k), movements<br />
in the VER £20,285k (2011-12: £1,158k), expenses <strong>of</strong> the VER <strong>and</strong> SEE Programme £821k<br />
(2011-12: £560k), movements in the Hearing Loss Provision £1,176k (2011-12: £0k)<br />
Net operating costs increased by £18,670 from the restated 2011-12 figures, representing a 12% increase<br />
during <strong>2012</strong>-<strong>13</strong>.<br />
The main reason for this increase is the <strong>NIPS</strong> VER scheme launched by the Minister on 8 November 2011. In<br />
<strong>2012</strong>-<strong>13</strong>; 192 (2011-12; 299) applications have been approved costing £41.7m (2011-12: £23.9m). Further<br />
details are in Notes 3 & 17 to the financial statements.<br />
Impairments for the financial year <strong>2012</strong>-<strong>13</strong> for all classes <strong>of</strong> assets amount to £1.7m, mainly due to a negative<br />
movement in the L<strong>and</strong> <strong>and</strong> Property Services building index.<br />
The impairments in 2011-12 mainly resulted from the 5 yearly revaluation <strong>of</strong> the <strong>NIPS</strong> Estate by L<strong>and</strong> <strong>and</strong><br />
Property Services.<br />
34
<strong>2012</strong>-20<strong>13</strong><br />
COST PER PRISONER PLACE<br />
DOJ <strong>Department</strong>al Strategic Objectives (DSO) set<br />
out the targets the department would deliver in<br />
return for the resources it had been allocated. DSO<br />
2, <strong>of</strong> the DOJ stated that the department would<br />
provide a cost effective Prison Service, by ensuring<br />
that the annual Cost Per Prisoner Place in Northern<br />
Irel<strong>and</strong> falls to £67,600 by <strong>2012</strong>-<strong>13</strong>. The target<br />
is calculated by dividing Operating Expenditure<br />
(excluding non-st<strong>and</strong>ard costs) by the average<br />
total available places defined as Certified Normal<br />
Accommodation.<br />
The actual Cost per Prisoner Place in Northern<br />
Irel<strong>and</strong> over <strong>2012</strong>-<strong>13</strong> was £66,494.This is below the<br />
target <strong>of</strong> £67,600.<br />
<strong>2012</strong>-<strong>13</strong> <strong>2012</strong>-<strong>13</strong><br />
Actual Target<br />
Operating<br />
Expenditure (£k) 126,671 128,778<br />
Prisoner places<br />
(C N A) 1,905 1,905<br />
Cost per<br />
Prisoner Place (£) 66,494 67,600<br />
The operating expenditure relates to the resource<br />
expenditure outturn with non-st<strong>and</strong>ard cost items<br />
removed. These relate to the costs associated<br />
with movements in respect <strong>of</strong> the VER Provision<br />
(including unwinding <strong>of</strong> discount) for employees<br />
leaving the service as part <strong>of</strong> the <strong>NIPS</strong> Exit Scheme,<br />
pay costs <strong>and</strong> expenses, SEE Programme pay costs<br />
<strong>and</strong> expenses, Injury Benefits Provision for payments<br />
due to former employees, Impairments arising from<br />
the revaluation <strong>of</strong> <strong>NIPS</strong> fixed assets <strong>and</strong> the grant<br />
paid to the PST.<br />
35
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Management Board Remuneration <strong>Report</strong><br />
Remuneration Policy<br />
The remuneration <strong>of</strong> senior civil servants is set<br />
by the Minister for Finance <strong>and</strong> Personnel. The<br />
Minister approved a restructured Senior Civil<br />
Service (SCS) pay settlement broadly in line with<br />
the Senior Salaries Review Board report which<br />
he commissioned in 2010. The commitment to a<br />
Pay <strong>and</strong> Grading Review for SCS was the second<br />
phase <strong>of</strong> the equal pay settlement approved by the<br />
Executive.<br />
The Corporate Change Manager was appointed<br />
under an Operational Partnership Agreement with<br />
the Strategic Investment Board for a fixed term <strong>of</strong> 3<br />
years <strong>and</strong> the salary was approved by the Strategic<br />
Investment Board Remuneration Committee.<br />
Service Contracts<br />
Civil service appointments are made in accordance<br />
with the Civil Service Commissioners’ Recruitment<br />
Code, which requires appointment to be on merit<br />
on the basis <strong>of</strong> fair <strong>and</strong> open competition but also<br />
includes the circumstances when appointments may<br />
otherwise be made.<br />
The remuneration <strong>of</strong> the Non-Executive Directors<br />
was determined by the Director General, taking<br />
account <strong>of</strong> guidance issued by the Office <strong>of</strong> the<br />
First Minister <strong>and</strong> deputy First Minister on the<br />
appointment <strong>of</strong> independent Non-Executive<br />
Directors.<br />
• Phil Wheatley CB was appointed as a Non-<br />
Executive Director <strong>and</strong> member <strong>of</strong> PSMB with<br />
effect from 16 January 2010 on a three year<br />
contract. He stepped down temporarily on 20<br />
July 2010 to take up a position with the PRT.<br />
He returned as a member <strong>of</strong> the PSMB on 1<br />
November 2011 following completion <strong>of</strong> his<br />
work with the PRT <strong>and</strong> his contract was renewed<br />
for a further 3 years.<br />
• Patricia Gordon was appointed as a Non-<br />
Executive Director <strong>and</strong> member <strong>of</strong> PSMB with<br />
effect from 25 February 2010 on a three year<br />
contract. The contract was extended for a<br />
further 3 years in February 20<strong>13</strong>.<br />
• Paul Leighton was appointed as a Non-Executive<br />
Director <strong>and</strong> member <strong>of</strong> PSMB on 1 November<br />
2011 on a three year contract.<br />
Unless otherwise stated below, the <strong>of</strong>ficials<br />
covered by this report hold appointments which<br />
are open-ended. Early termination, other than for<br />
misconduct, would result in the individual receiving<br />
compensation as set out in the Civil Service<br />
Compensation Scheme.<br />
Further information about the work <strong>of</strong> the Civil<br />
Service Commissioners can be found at www.<br />
nicscommissioners.org.<br />
• Peter Toogood agreed to become an Independent<br />
Committee member <strong>of</strong> the <strong>NIPS</strong> Audit <strong>and</strong><br />
Risk Committee on 1 April 20<strong>13</strong> on a two year<br />
appointment.<br />
• Two Non-Executive Members, Donald Price <strong>and</strong><br />
Robert Jonathan Hegan, were appointed to the<br />
Magilligan Prison Redevelopment Programme<br />
Board on 1 November 2008 for a three-year<br />
period. They are not members <strong>of</strong> PSMB. The<br />
Magilligan Prison Redevelopment Board ceased in<br />
April <strong>2012</strong>.<br />
36
<strong>2012</strong>-20<strong>13</strong><br />
Salary <strong>and</strong> Pension Entitlements<br />
The following sections provide details <strong>of</strong> the remuneration <strong>and</strong> pension interests <strong>of</strong> the senior management <strong>of</strong> the Agency.<br />
Board Member <strong>2012</strong>-<strong>13</strong> <strong>2012</strong>-<strong>13</strong> <strong>2012</strong>-<strong>13</strong> 2011-12 2011-12 2011-12<br />
Salary Bonus Benefits Salary & Bonus Benefits<br />
& allowances £’000 in Kind allowances £’000 in Kind<br />
£’000 (to nearest £’000 (to nearest<br />
£100) £100)<br />
Sue McAllister<br />
Director General *70-75 - 15,800 - - -<br />
(from 2 July <strong>2012</strong>) (100-105)<br />
Colin McConnell<br />
Director General *15-20<br />
(until 20 May <strong>2012</strong>) (110-115) - 2,500 110-115 - 21,600<br />
Max Murray**<br />
Director <strong>of</strong> Offender Services *75-80 - -<br />
Acting Director General (85-90) 0-5<br />
(from 21 May to 2 July <strong>2012</strong>) 10-15 - 85-90<br />
(95-100)<br />
Ronnie Armour<br />
Director <strong>of</strong> Human Resources 60-65 - - 60-65 - -<br />
<strong>and</strong> Organisational<br />
Development<br />
Joanne McBurney<br />
Director <strong>of</strong> Finance <strong>and</strong> *30-35 - - - - -<br />
Corporate Services (60-65)<br />
(from 8 October <strong>2012</strong>)<br />
Gary Boyd<br />
Acting Director <strong>of</strong> Finance, *30-35 - - *5-10 - -<br />
Planning <strong>and</strong> Corporate (60-65) (55-60)<br />
Compliance (from 6 February<br />
<strong>2012</strong> to 7 October <strong>2012</strong>)<br />
Pat Maguire<br />
Acting Director <strong>of</strong> Offender *25-30 - - - - -<br />
Services (from 30 April <strong>2012</strong> (85-90)<br />
to 27 August <strong>2012</strong>)<br />
Mark Adam<br />
Corporate Change Manager *80-85 - 30,900 - - -<br />
(from 8 May <strong>2012</strong>) (100)<br />
37
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Board Member <strong>2012</strong>-<strong>13</strong> <strong>2012</strong>-<strong>13</strong> <strong>2012</strong>-<strong>13</strong> 2011-12 2011-12 2011-12<br />
Salary Bonus Benefits Salary & Bonus Benefits<br />
& allowances £’000 in Kind allowances £’000 in Kind<br />
£’000 (to nearest £’000 (to nearest<br />
£100) £100)<br />
Graeme Wilkinson<br />
Director <strong>of</strong> Finance, Planning - - - *40-45 - -<br />
<strong>and</strong> Corporate Compliance (55-60)<br />
(from 1 July 2010 to<br />
16 December 2011)<br />
Phil Wheatley CB *0-5<br />
Non-Executive Director 5-10 - - (5-10) - -<br />
Paul Leighton *5-10<br />
Non-Executive Director 10-15 - - (10-15) - -<br />
Patricia Gordon<br />
Non-Executive Director 5-10 - - 5-10 - -<br />
Michelle Egan CB<br />
Non Executive Director<br />
(until 29 February <strong>2012</strong>) - - - 5-10 - -<br />
Sid McDowell<br />
Non Executive Director<br />
(until 31 July 2011) - - - 0-5 - -<br />
Donald Price<br />
Non-Executive member <strong>of</strong> *0-5 - - 5-10 - -<br />
Magilligan Prison (5-10)<br />
Redevelopment Programme<br />
Board (until 30 April <strong>2012</strong>)<br />
Robert Jonathan Hegan<br />
Non-Executive member <strong>of</strong> *0-5 - - 5-10 - -<br />
Magilligan Prison (5-10)<br />
Redevelopment Programme<br />
Board (until 30 April <strong>2012</strong>)<br />
38
<strong>2012</strong>-20<strong>13</strong><br />
Board Member <strong>2012</strong>-<strong>13</strong> <strong>2012</strong>-<strong>13</strong> <strong>2012</strong>-<strong>13</strong> 2011-12 2011-12 2011-12<br />
Salary Bonus Benefits Salary & Bonus Benefits<br />
& allowances £’000 in Kind allowances £’000 in Kind<br />
£’000 (to nearest £’000 (to nearest<br />
£100) £100)<br />
Median Salary Disclosure<br />
B<strong>and</strong> <strong>of</strong> highest paid<br />
director’s total remuneration £<strong>13</strong>0-<strong>13</strong>5 £<strong>13</strong>0-£<strong>13</strong>5k<br />
Median total remuneration £28,<strong>13</strong>7 £32,605<br />
Ratio 4.71 4.06<br />
* Indicates that the individual was in post for part <strong>of</strong> year only. Full year equivalents are noted beside part year<br />
amounts in brackets.<br />
** In line with the SCS pay award arrangements for <strong>2012</strong>, staff who, after assimilation to the new pay scales,<br />
received less than 1% consolidated increase to their salary received a non-consolidated pensionable payment<br />
to bring them up to the equivalent value <strong>of</strong> 1%. 1 <strong>of</strong>ficial received a non-consolidated pensionable payment in<br />
the pay b<strong>and</strong> £0 - £5,000.<br />
Median Salary Disclosure<br />
<strong>Report</strong>ing bodies are required to disclose the<br />
relationship between the remuneration <strong>of</strong> the<br />
highest-paid director in their organisation <strong>and</strong> the<br />
median remuneration <strong>of</strong> the organisation’s workforce.<br />
The b<strong>and</strong>ed remuneration <strong>of</strong> the highest-paid director<br />
in the Northern Irel<strong>and</strong> Prison Service in the financial<br />
year <strong>2012</strong>-<strong>13</strong> was £<strong>13</strong>0-<strong>13</strong>5k (2011-12, £<strong>13</strong>0-<br />
<strong>13</strong>5k). This was 4.71 times (2011-12, 4.06 times) the<br />
median remuneration <strong>of</strong> the workforce, which was<br />
£28,<strong>13</strong>7 (2011-12, £32,605).<br />
Total remuneration includes salary, nonconsolidated<br />
performance-related pay, benefits in kind but<br />
excludes severance payments. It does not include<br />
employer pension contributions <strong>and</strong> the cash<br />
equivalent transfer value <strong>of</strong> pensions.<br />
Salary<br />
‘Salary’ includes gross salary; overtime; reserved<br />
rights to London weighting or London allowances;<br />
recruitment <strong>and</strong> retention allowances; private <strong>of</strong>fice<br />
allowances <strong>and</strong> any other allowance to the extent<br />
that it is subject to UK taxation <strong>and</strong> any gratia<br />
payments. The salary range reflects remuneration<br />
for the months in <strong>of</strong>fice, but where relevant the full<br />
year equivalent (FYE) is also provided. The Agency<br />
did not make any contributions to a Board Member’s<br />
partnership pension account.<br />
Benefits in Kind<br />
The monetary value <strong>of</strong> benefits in kind covers any<br />
benefits provided by the employer <strong>and</strong> treated by HM<br />
Revenue <strong>and</strong> Customs as a taxable emolument. The<br />
net benefits in kind shown above are in respect <strong>of</strong><br />
detached duty allowances <strong>and</strong> expenses, on which the<br />
tax payable is met by the <strong>Department</strong>.<br />
Bonuses<br />
Bonuses are based on performance levels attained<br />
<strong>and</strong> are made as part <strong>of</strong> the appraisal process.<br />
Bonuses relate to the performance in the year in<br />
which they become payable to the individual. The<br />
bonuses reported in <strong>2012</strong>-<strong>13</strong> relate to performance<br />
in <strong>2012</strong>-<strong>13</strong> <strong>and</strong> the comparative bonuses reported for<br />
2011-12 relate to the performance in 2011-12.<br />
39
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
PENSION ENTITLEMENTS (Audited Information)<br />
Board Member Accrued Real CETV at CETV at Real<br />
pension at increase in 31/3/<strong>13</strong> 31/3/12* increase<br />
age 65 as pension at in CETV<br />
at 31/3/<strong>13</strong> age 65<br />
£’000 £’000 £’000 £’000 £’000<br />
Sue McAllister<br />
Director General 0-5 0-2.5 21 0 16<br />
Colin McConnell<br />
Director General 35-40 plus 0-2.5 plus 695 691 1<br />
lump sum <strong>of</strong> lump sum<br />
115-120 <strong>of</strong> 0-2.5<br />
Max Murray<br />
Director <strong>of</strong> Offender Sercives 35-40 plus 0-2.5 plus 873 8<strong>13</strong> <strong>13</strong><br />
lump sum <strong>of</strong> lump sum <strong>of</strong><br />
110-115 0-2.5<br />
Ronnie Armour<br />
Director <strong>of</strong> Human Resources 20-25 plus 0-2.5 plus 388 336 31<br />
<strong>and</strong> Organisational Development lump sum <strong>of</strong> lump sum <strong>of</strong><br />
70-75 5-7.25<br />
Joanne McBurney<br />
Director <strong>of</strong> Finance <strong>and</strong> Corporate Services 15-20 plus 2.5-5 plus 259 206 43<br />
lump sum <strong>of</strong> lump sum <strong>of</strong><br />
50-55 7.25-10<br />
Gary Boyd<br />
Acting Director <strong>of</strong> Finance, Planning 20-25 plus 0-2.5 288 265 19<br />
<strong>and</strong> Corporate Compliance<br />
lump sum<br />
<strong>of</strong> 0<br />
Pat Maguire<br />
Acting Director <strong>of</strong> Offender Services 30-35 plus 0-2.5 plus 608 553 25<br />
lump sum lump sum<br />
<strong>of</strong> 95-100 <strong>of</strong> 2.5-5<br />
* The factors used to calcutate the CETV have changed. This means that the CETV figures in this years report for<br />
31/03/12 will not be the same as the corresponding figure show in last years report.<br />
No pension benefits are provided to the independent Board members <strong>and</strong> the Corporate Change Manager.<br />
40
<strong>2012</strong>-20<strong>13</strong><br />
Pensions<br />
Pension benefits are provided through the NICS<br />
pension arrangements which are administered by<br />
Civil Service Pensions (CSP). Staff in post prior to<br />
30 July 2007 may be in one <strong>of</strong> three statutory based<br />
‘final salary’ defined benefit arrangements (classic,<br />
premium, <strong>and</strong> classic plus). These arrangements<br />
are unfunded with the cost <strong>of</strong> benefits met by<br />
monies voted by Parliament each year. From April<br />
2011 pensions payable under classic, premium,<br />
<strong>and</strong> classic plus are increased annually in line with<br />
changes in the Consumer Prices Index (CPI). Prior to<br />
2011, pensions were increased in line with changes<br />
in the Retail Prices Index (RPI). New entrants<br />
joining on or after 1 October 2002 <strong>and</strong> before 30<br />
July 2007 could choose between membership <strong>of</strong><br />
premium or joining a good quality ‘money purchase’<br />
stakeholder arrangement with a significant employer<br />
contribution (partnership pension account). New<br />
entrants joining on or after 30 July 2007 are eligible<br />
for membership <strong>of</strong> the nuvos arrangement or they<br />
can opt for a partnership pension account. Nuvos<br />
is a ‘Career Average Revalued Earnings’ (CARE)<br />
arrangement in which members accrue pension<br />
benefits at a percentage rate <strong>of</strong> annual pensionable<br />
earnings throughout the period <strong>of</strong> scheme<br />
membership. The current rate is 2.3%. CARE pension<br />
benefits are increased annually in line with increases<br />
in the CPI. For 20<strong>13</strong>, public service pensions will be<br />
increased by 2.2% with effect from 8 April 20<strong>13</strong>.<br />
Employee contributions are determined by the level<br />
<strong>of</strong> pensionable earnings. The current rates are as<br />
follows:<br />
Members <strong>of</strong> classic:<br />
<strong>Annual</strong> New 20<strong>13</strong><br />
pensionable<br />
contribution<br />
earnings (full-time<br />
rate before<br />
equivalent basis)<br />
tax relief<br />
Up to £15,000 1.50%<br />
£15,001-£21,000 2.70%<br />
£21,001-£30,000 3.88%<br />
£30,001-£50,000 4.67%<br />
£50,001-£60,000 5.46%<br />
Over £60,000 6.25%<br />
Members <strong>of</strong> premium, nuvos <strong>and</strong> classic plus:<br />
<strong>Annual</strong> New 20<strong>13</strong><br />
pensionable<br />
contribution<br />
earnings (full-time<br />
rate before<br />
equivalent basis)<br />
tax relief<br />
Up to £15,000 3.50%<br />
£15,001-£21,000 4.70%<br />
£21,001-£30,000 5.88%<br />
£30,001-£50,000 6.67%<br />
£50,001-£60,000 7.46%<br />
Over £60,000 8.25%<br />
Benefits in classic accrue at the rate <strong>of</strong> 1/80th<br />
<strong>of</strong> pensionable salary for each year <strong>of</strong> service. In<br />
addition, a lump sum equivalent to three years’<br />
pension is payable on retirement. For premium,<br />
benefits accrue at the rate <strong>of</strong> 1/60th <strong>of</strong> final<br />
pensionable earnings for each year <strong>of</strong> service.<br />
Unlike classic, there is no automatic lump sum<br />
(but members may give up (commute) some <strong>of</strong><br />
their pension to provide a lump sum). Classic plus<br />
is essentially a variation <strong>of</strong> premium, but with<br />
benefits in respect <strong>of</strong> service before 1 October 2002<br />
calculated broadly as per classic.<br />
41
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
The partnership pension account is a stakeholder<br />
pension arrangement. The employer makes a basic<br />
contribution <strong>of</strong> between 3% <strong>and</strong> 12.5% (depending<br />
on the age <strong>of</strong> the member) into a stakeholder<br />
pension product chosen by the employee. The<br />
employee does not have to contribute but where<br />
they do make contributions, the employer will<br />
match these up to a limit <strong>of</strong> 3% <strong>of</strong> pensionable<br />
salary (in addition to the employer’s basic<br />
contribution). Employers also contribute a further<br />
0.8% <strong>of</strong> pensionable salary to cover the cost <strong>of</strong><br />
centrally-provided risk benefit cover (death in<br />
service <strong>and</strong> ill health retirement).<br />
The accrued pension quoted is the pension the<br />
member is entitled to receive when they reach<br />
pension age, or immediately on ceasing to be an<br />
active member <strong>of</strong> the scheme if they are at or<br />
over pension age. Pension age is 60 for members<br />
<strong>of</strong> classic, premium, <strong>and</strong> classic plus <strong>and</strong> 65 for<br />
members <strong>of</strong> nuvos. Further details about the CSP<br />
arrangements can be found at the website www.<br />
dfpni.gov.uk/civilservicepensions-ni.<br />
The CETV figures, <strong>and</strong> from 2003-04 the other<br />
pension details, include the value <strong>of</strong> any pension<br />
benefit in another scheme or arrangement<br />
which the individual has transferred to the CSP<br />
arrangements. They also include any additional<br />
pension benefit accrued to the member as a result<br />
<strong>of</strong> their purchasing additional years <strong>of</strong> pension<br />
service in the scheme at their own cost. CETVs are<br />
calculated in accordance with The Occupational<br />
Pension Schemes (Transfer Values) (Amendment)<br />
Regulations <strong>and</strong> do not take account <strong>of</strong> any actual<br />
or potential benefits resulting from Lifetime<br />
Allowance Tax which may be due when pension<br />
benefits are taken.<br />
Real increase in CETV<br />
This reflects the increase in CETV effectively funded<br />
by the employer. It does not include the increase<br />
in accrued pension due to inflation, contributions<br />
paid by the employee (including the value <strong>of</strong> any<br />
benefits transferred from another pension scheme<br />
or arrangement) <strong>and</strong> uses common market valuation<br />
factors for the start <strong>and</strong> end <strong>of</strong> the period.<br />
Cash Equivalent Transfer Values<br />
A Cash Equivalent Transfer Value (CETV) is the<br />
actuarially assessed capitalised value <strong>of</strong> the<br />
pension scheme benefits accrued by a member at<br />
a particular point in time. The benefits valued are<br />
the member’s accrued benefits <strong>and</strong> any contingent<br />
spouse’s pension payable from the scheme. A<br />
CETV is a payment made by a pension scheme or<br />
arrangement to secure pension benefits in another<br />
pension scheme or arrangement when the member<br />
leaves a scheme <strong>and</strong> chooses to transfer the benefits<br />
accrued in their former scheme. The pension figures<br />
shown relate to the benefits that the individual has<br />
accrued as a consequence <strong>of</strong> their total membership<br />
<strong>of</strong> the pension scheme, not just their service in a<br />
senior capacity to which disclosure applies.<br />
Compensation For Loss Of Office<br />
There were no compensation benefits paid to any<br />
current or previous member <strong>of</strong> PSMB during the<br />
financial year <strong>2012</strong>-<strong>13</strong>.<br />
Sue McAllister<br />
Director General & Accounting Officer<br />
18 June 20<strong>13</strong><br />
42
<strong>2012</strong>-20<strong>13</strong><br />
Operating Review<br />
STRUCTURE AND LOCATION<br />
The Northern Irel<strong>and</strong> Prison Service currently has<br />
a central administrative Headquarters, located<br />
on the Stormont Estate; three main operational<br />
establishments; <strong>and</strong> a staff training facility, the<br />
Prison Service College, at Millisle, Co Down. It is<br />
planned that the Service’s future training function<br />
will form part <strong>of</strong> the combined Police, Prison Service<br />
<strong>and</strong> Fire & Rescue College at Desertcreat when it is<br />
completed in 2015.<br />
Our three operational establishments are:<br />
Prison Service Outline Estate Strategy<br />
The Prison Service draft Outline Estate Strategy,<br />
which was published for consultation in <strong>2012</strong>,<br />
sets out the proposals for the prison estate for the<br />
next ten years. The strategy aims to develop the<br />
prison estate to create an appropriate physical<br />
environment to support rehabilitation work with<br />
<strong>of</strong>fenders. This includes addressing deteriorating<br />
facilities <strong>and</strong> infrastructure <strong>and</strong> enhancing<br />
rehabilitative opportunities by providing large<br />
scale, sustainable links to the community <strong>and</strong> to<br />
employment placements, which have potential for<br />
further development.<br />
• Maghaberry Prison – a high security prison,<br />
housing adult male long-term sentenced<br />
<strong>and</strong> rem<strong>and</strong> prisoners in both integrated <strong>and</strong><br />
separated conditions. Maghaberry also has<br />
responsibility for the Prisoner Assessment Unit<br />
(PAU) in Belfast which is a facility for selected<br />
<strong>and</strong> suitably risk-assessed prisoners who are<br />
nearing the end <strong>of</strong> their sentence. The PAU was<br />
temporarily suspended in 2011 <strong>and</strong> the outline<br />
Estate Strategy includes proposals for how it<br />
might be reconfigured as a working out unit.<br />
• Magilligan Prison – a medium security prison,<br />
housing shorter term sentenced adult male<br />
prisoners. This establishment also has low<br />
security accommodation for selected prisoners<br />
nearing the end <strong>of</strong> their sentence.<br />
The responses to the consultation have now been<br />
evaluated <strong>and</strong> the Estate Strategy is currently being<br />
finalised. The Minister <strong>of</strong> <strong>Justice</strong> has confirmed his<br />
commitment to:<br />
• the reconfiguration <strong>of</strong> Hydebank Wood as a<br />
secure college;<br />
• the provision <strong>of</strong> a separate, dedicated facility for<br />
women <strong>of</strong>fenders which provides both custodial<br />
<strong>and</strong> community services;<br />
• the reconfiguration <strong>of</strong> Maghaberry prison,<br />
including the development <strong>of</strong> a new<br />
accommodation block <strong>and</strong> high security facility;<br />
• the development <strong>of</strong> a working out unit on the<br />
site <strong>of</strong> the former prisoner assessment unit; <strong>and</strong><br />
• the phased redevelopment <strong>of</strong> Magilligan Prison<br />
on the existing prison site.<br />
• Hydebank Wood – a medium to low security<br />
establishment accommodating male rem<strong>and</strong> <strong>and</strong><br />
sentenced young <strong>of</strong>fenders between the ages <strong>of</strong><br />
18 <strong>and</strong> 21 <strong>and</strong> all female prisoners. All juvenile<br />
<strong>of</strong>fenders are now located at Woodl<strong>and</strong>s, Juvenile<br />
<strong>Justice</strong> Centre.<br />
Development <strong>of</strong> the prison estate is an opportunity<br />
to create an environment which will support<br />
rehabilitation, reduce risk, <strong>and</strong> enhance public safety.<br />
It will also provide accommodation that is fit for<br />
purpose; delivers increased flexibility; <strong>and</strong> provides<br />
value for money.<br />
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<strong>and</strong> <strong>Accounts</strong><br />
BUSINESS REVIEW<br />
Strategy, Objectives <strong>and</strong> Targets<br />
Strategy<br />
The <strong>2012</strong>-<strong>13</strong> reporting year has been dominated<br />
by the continuation <strong>of</strong> the four-year programme<br />
<strong>of</strong> reform for <strong>NIPS</strong>. The reforms underway were<br />
based on the findings <strong>of</strong> the PRT <strong>and</strong> a pathway was<br />
established in the 2011-15 <strong>NIPS</strong> Corporate Plan.<br />
The Corporate Plan emphasised the need to have a<br />
culture <strong>of</strong> continuous improvement, while ensuring<br />
safe, secure, <strong>and</strong> decent custody. This has been<br />
taken forward in conjunction with a programme <strong>of</strong><br />
fundamental reform, through the SEE Programme,<br />
which will transform <strong>NIPS</strong> into a Service that:<br />
• is well led <strong>and</strong> competently managed;<br />
• has a fit, flexible <strong>and</strong> motivated, well-trained <strong>and</strong><br />
well-rewarded staff;<br />
• is compact <strong>and</strong> cost-effective;<br />
• has the <strong>of</strong>fender at the centre <strong>of</strong> its focus;<br />
• reduces the risk <strong>of</strong> <strong>of</strong>fenders re<strong>of</strong>fending on<br />
release; <strong>and</strong><br />
• is respected <strong>and</strong> valued by the community we<br />
serve.<br />
<strong>NIPS</strong> has defined its core purpose as being<br />
to “improve public safety by reducing the<br />
risk <strong>of</strong> re<strong>of</strong>fending through the management<br />
<strong>and</strong> rehabilitation <strong>of</strong> <strong>of</strong>fenders in custody.”<br />
Underpinning this core purpose, <strong>NIPS</strong> has identified<br />
three strategic aims, namely:<br />
• Safe, decent <strong>and</strong> secure custody;<br />
• Reform <strong>and</strong> modernise to create an effective <strong>and</strong><br />
efficient service; <strong>and</strong><br />
• Reduce the risk <strong>of</strong> re<strong>of</strong>fending.<br />
Year Two <strong>of</strong> this four-year plan has been focused<br />
largely on continuous improvement to ensure safe,<br />
secure, <strong>and</strong> decent custody. The aim <strong>of</strong> year two,<br />
as laid out in the 2011-15 <strong>NIPS</strong> Corporate Plan, is<br />
to deliver structural change, as well as prepare for<br />
cultural change, thereby establishing a basis upon<br />
which lasting end-to-end reform can be realised.<br />
Objectives<br />
The <strong>2012</strong>-<strong>13</strong> Business Plan, established seven<br />
delivery objectives <strong>and</strong> seven development<br />
objectives for the Service.<br />
The Service’s performance against these<br />
development objectives, <strong>and</strong> KPTs is set out in<br />
Chapter 1 <strong>of</strong> the <strong>Annual</strong> <strong>Report</strong> (see pages 9-19).<br />
These are aimed at driving forward the end-to-end<br />
reform programme <strong>and</strong> laying the foundations for a<br />
cultural change throughout the service.<br />
While the measurable objectives <strong>and</strong> targets set out<br />
expected performance criteria for staff to complete,<br />
<strong>NIPS</strong> also carried forward five key behaviours in<br />
order to lay the groundwork for cultural change.<br />
These are set out below:<br />
1. Both prisoners <strong>and</strong> staff being at the right place<br />
at the right time.<br />
2. Maximising the number <strong>of</strong> prisoners attending<br />
activities <strong>and</strong> working to a sentence plan, where<br />
necessary.<br />
3. Providing support <strong>and</strong> demonstrating a positive<br />
role model to prisoners in our care.<br />
4. Ensuring all records are complete, accurate, up to<br />
date <strong>and</strong> that prompt remedial action is taken<br />
when necessary.<br />
5. Completing all necessary checks, reviews<br />
<strong>and</strong> assessments with due care <strong>and</strong> to a high<br />
st<strong>and</strong>ard.<br />
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DIVERSITY STRATEGY<br />
<strong>NIPS</strong> accepts that the delivery <strong>of</strong> cultural change<br />
within <strong>NIPS</strong> is central to addressing <strong>and</strong> ensuring a<br />
diverse workforce reflective <strong>of</strong> the Society we serve.<br />
In order to provide the best service to our customers<br />
<strong>NIPS</strong> needs to attract <strong>and</strong> retain the best people<br />
<strong>and</strong> to create a positive <strong>and</strong> inclusive working<br />
environment where individual differences are valued<br />
<strong>and</strong> respected.<br />
The <strong>2012</strong> recruitment campaign attracted over<br />
4900 applicants for the new Prison Custody Officer<br />
Grade, 32% <strong>of</strong> whom were women <strong>and</strong> 25% were<br />
from members <strong>of</strong> the Roman Catholic community.<br />
At the time <strong>of</strong> reporting 309 applicants have been<br />
appointed from the <strong>2012</strong> recruitment campaign<br />
(31.4% female & 16.2% Roman Catholic).<br />
<strong>NIPS</strong> recognised explaining what we do <strong>and</strong> the<br />
reforms that are taking place would be essential<br />
for any future recruitment drive by the Service.<br />
We therefore sought to develop <strong>and</strong> deliver a<br />
programme <strong>of</strong> community engagement that would<br />
explain the various roles that exist within <strong>NIPS</strong> to<br />
encourage applications from members <strong>of</strong> the underrepresented<br />
community <strong>and</strong> promote a positive<br />
image <strong>of</strong> the Prison Service as an equal opportunity<br />
employer.<br />
During the period <strong>of</strong> this report we have:<br />
• developed links with all schools in Northern<br />
Irel<strong>and</strong> - a programme <strong>of</strong> visits <strong>and</strong> events for<br />
20<strong>13</strong>-2015 is currently being developed <strong>and</strong> will<br />
be incorporated into an over-arching Community<br />
Engagement Strategy;<br />
• attended Career Fairs at University <strong>of</strong> Ulster,<br />
Jordanstown <strong>and</strong> Queen’s University Belfast <strong>and</strong><br />
made contact with St Mary’s University Belfast<br />
to discuss attendance at future Career Fairs. All<br />
three Universities <strong>and</strong> the Metropolitan Colleges<br />
carried our most recent recruitment literature on<br />
their websites;<br />
• hosted an information st<strong>and</strong> at the Northern<br />
Irel<strong>and</strong> Schools <strong>and</strong> Colleges Association<br />
(NISCA) <strong>Annual</strong> General Meeting <strong>and</strong> arranged<br />
to have information on career opportunities<br />
in <strong>NIPS</strong> presented to schools throughout the<br />
province under the NISCA Experience <strong>of</strong> Work<br />
programme. Presentations have been delivered to<br />
approximately 20 schools since November <strong>2012</strong>;<br />
• met with All Party Ethnic Minorities Group to<br />
encourage applicants from this community. This<br />
was organised through NICEM. <strong>NIPS</strong> had an<br />
information st<strong>and</strong> at NICEM AGM.<br />
Contact was made with Roman Catholic Chaplains<br />
in each <strong>of</strong> the Establishments to encourage<br />
applicants from within the Roman Catholic<br />
community.<br />
• developed links with influential individuals,<br />
community groups, voluntary organisations <strong>and</strong><br />
other agencies associated with particular groups<br />
(Employers For Disability NI, Disability Action NI:<br />
Cara-Friend; Rainbow; An Munia Tober; Chinese<br />
Welfare Association; Skills for <strong>Justice</strong>; NI Council<br />
for Ethnic Minorities; GAA; Training for Women<br />
Network;);<br />
Health & Wellbeing<br />
During the period <strong>of</strong> this report <strong>NIPS</strong> <strong>and</strong> colleagues<br />
in SET finalised the Health Improvement Strategy.<br />
The two main recommendations made were: the<br />
appointment <strong>of</strong> a health improvement project<br />
worker, to which the Public Health Authority (PHA)<br />
has agreed to fund a full time post for 3 years,<br />
to take forward the action plan; <strong>and</strong> the setting<br />
up <strong>of</strong> a multi-disciplinary Health Improvement<br />
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Group in each prison to establish a more cohesive<br />
approach to health improvement. This group will<br />
have responsibility for organising <strong>and</strong> running health<br />
improvement events throughout the year.<br />
The <strong>NIPS</strong> WGoMS, worked closely with the Health<br />
<strong>and</strong> Safety Executive NI (HSENI) in the development<br />
<strong>of</strong> a tailored training pack for delivery to the new<br />
Custody Officers. A pilot <strong>of</strong> the stress awareness<br />
training has been trialled to a number <strong>of</strong> <strong>of</strong>ficers <strong>and</strong><br />
finalisation <strong>of</strong> this material, in conjunction with the<br />
HSE, is ongoing. It is also intended that this will be<br />
delivered to existing <strong>of</strong>ficers as part <strong>of</strong> their upskilling<br />
training package.<br />
Throughout the year <strong>NIPS</strong> made available a range<br />
<strong>of</strong> information on health <strong>and</strong> wellbeing issues<br />
to raise staff awareness <strong>and</strong> to provide details <strong>of</strong><br />
alternative sources <strong>of</strong> information <strong>and</strong> services. In<br />
addition, to mark World Suicide Prevention Day<br />
a number <strong>of</strong> staff <strong>and</strong> prisoners attended seminars<br />
entitled ‘Mood Matters for Adults’ which provided an<br />
opportunity to learn about depression <strong>and</strong> recognise<br />
the importance <strong>of</strong> self help strategies to improve<br />
mood. The Samaritans were on the l<strong>and</strong>ings raising<br />
awareness <strong>and</strong> providing information about the<br />
Listener Scheme (where trained prisoners, supported<br />
by the Samaritans, provide support for those<br />
at risk <strong>of</strong> suicide or self-harm) within all prison<br />
establishments.<br />
National Stress Awareness Day was marked by a<br />
series <strong>of</strong> staff awareness events in conjunction with<br />
our employee assistance partner Carecall Solutions<br />
which hosted information st<strong>and</strong>s <strong>and</strong> delivered<br />
presentations in various locations <strong>and</strong> we received<br />
positive feedback following this.<br />
Review <strong>of</strong> sickness absence procedures (Sickness<br />
Absence Management)<br />
The Northern Irel<strong>and</strong> Civil Service HR H<strong>and</strong>book<br />
Section on Inefficiency Sickness Absence provides a<br />
framework for the effective management <strong>of</strong> sickness<br />
absence <strong>and</strong> <strong>NIPS</strong> continue to apply this. Work<br />
to reduce sickness absence across the Service is<br />
ongoing. A review <strong>of</strong> the management <strong>of</strong> long term<br />
sickness absence cases was conducted during the<br />
year <strong>and</strong> this highlighted some issues <strong>of</strong> concern.<br />
Work is underway to address these issues. Current<br />
figures for <strong>2012</strong>-<strong>13</strong> can be found on Page 29 <strong>of</strong> the<br />
<strong>Annual</strong> <strong>Report</strong>.<br />
Energy / Environmental Projects<br />
During the last twelve months the following<br />
environmental improvements have been added to<br />
the prison estate:<br />
Solar Thermal Hot Water<br />
This uses solar energy from the sun to pre-heat<br />
water within the hot water system (Maghaberry)<br />
using an array <strong>of</strong> solar panels.<br />
Air Source Heat Pump<br />
This uses warm air that would otherwise be expelled<br />
from a buildings air-conditioning units to heat water<br />
within the hot water system (Maghaberry).<br />
Rainwater Harvesting<br />
A new underground tank has been installed to store<br />
rainwater which is then used to flush toilets. This<br />
will save around 700 m³ <strong>of</strong> water per year.<br />
Water Saving Devices<br />
Nearly 200 new wash-h<strong>and</strong> basins have been<br />
installed during the year with timed push button<br />
controls. The controls allow the overall flow <strong>of</strong><br />
water to be managed to limit the amount <strong>of</strong> water<br />
consumption.<br />
46
<strong>2012</strong>-20<strong>13</strong><br />
Re-circulate warm air<br />
Warm air naturally rises. To reduce the heat load<br />
needed within the new buildings low energy<br />
destratification fans have been installed at high level<br />
to push warm air back to lower levels, reducing the<br />
overall need for heat energy.<br />
Magilligan, H2 – Older Prisoner Unit<br />
A range <strong>of</strong> improvements have been made to this<br />
H-block in response to disability access surveys<br />
undertaken during <strong>2012</strong>. The block houses a more<br />
elderly population <strong>and</strong> the existing ablution areas<br />
have been refurbished by the creation <strong>of</strong> a wet room<br />
with new showers, larger WC cubicles, <strong>and</strong> new<br />
sanitary ware, including associated h<strong>and</strong> <strong>and</strong> grab<br />
rails.<br />
Magilligan, 800 bed prison - Redevelopment<br />
A re-evaluation <strong>of</strong> the options to replace the<br />
existing temporary structures at the site (some<br />
<strong>of</strong> which date from a time when it was used as a<br />
prisoner <strong>of</strong> war camp during World War II) with a<br />
modern 600 cell prison was completed during the<br />
year to inform the Ministers decision on the future<br />
<strong>of</strong> the site. Following the announcement by the<br />
Minister that Magilligan will be retained, work will<br />
now progress on the development <strong>of</strong> a fully costed<br />
business case for consideration.<br />
Social <strong>and</strong> Community Policy <strong>and</strong> Performance<br />
In working towards its purpose <strong>of</strong> protecting the<br />
public by reducing the risk <strong>of</strong> re-<strong>of</strong>fending, the<br />
Prison Service places considerable emphasis on<br />
its civic role <strong>and</strong> its position in the wider criminal<br />
justice system. As such, <strong>NIPS</strong> works to promote<br />
wider underst<strong>and</strong>ing <strong>and</strong> contribute to greater<br />
confidence in the criminal justice system.<br />
<strong>NIPS</strong> are continuing to implement the<br />
recommendations published in the PRT report in<br />
October 2011. In order to create a safer society,<br />
<strong>NIPS</strong> in collaboration with others, are working to<br />
engage with prisoners to encourage desistence from<br />
crime, <strong>and</strong> support rehabilitation.<br />
Looking Forward<br />
Looking forward, the 20<strong>13</strong>-14 business year is the<br />
third <strong>of</strong> the four year plan mapped out in the <strong>NIPS</strong>’<br />
2011-15 Corporate Plan. In terms <strong>of</strong> strategic<br />
direction, <strong>NIPS</strong>’ focus throughout 20<strong>13</strong>-14 will be<br />
on delivering cultural change.<br />
<strong>NIPS</strong> will continue to embrace the programme<br />
<strong>of</strong> end-to-end reform as set out in the<br />
recommendations <strong>of</strong> the PRT report. Significant<br />
progress has been made to date in the<br />
implementation <strong>of</strong> these recommendations, <strong>and</strong><br />
<strong>NIPS</strong> looks forward to embedding these successes in<br />
the coming year.<br />
Our plans for the year ahead continue to be<br />
informed by the Executive’s overarching priorities in<br />
the Programme for Government (PfG), as well as by<br />
the aforementioned recommendations made by the<br />
PRT.<br />
The PRT report emphasised that responsibility<br />
for reform <strong>of</strong> the Prison Service extended beyond<br />
<strong>NIPS</strong> <strong>and</strong> the DOJ, with one recommendation on<br />
the development <strong>of</strong> a Safer Society Strategy being<br />
directed at the Executive as a whole, <strong>and</strong> a number<br />
<strong>of</strong> recommendations relating to prisoner healthcare<br />
falling largely to the DHSSPS. In the year ahead <strong>NIPS</strong><br />
will continue to work closely with DOJ <strong>and</strong> other<br />
partners in implementing those cross-cutting PRT<br />
recommendations, as well as taking forward delivery<br />
<strong>of</strong> those recommendations which were directed<br />
specifically at <strong>NIPS</strong>.<br />
In order to achieve our stated aim <strong>of</strong> delivering<br />
cultural change, <strong>NIPS</strong> has identified <strong>13</strong> targets <strong>and</strong><br />
29 actions for 20<strong>13</strong>-14. These are summarised in<br />
the table overleaf.<br />
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Target<br />
Action<br />
To provide staff with the training required to enable<br />
them to discharge their roles effectively.<br />
To have established training priorities for each<br />
operational area commensurate with the<br />
establishments business <strong>and</strong> corporate objectives.<br />
Implement a job evaluation scheme for unified<br />
grades.<br />
Develop a suitable evaluation scheme to recognise<br />
<strong>and</strong> reflect their roles.<br />
Raise stakeholder awareness <strong>and</strong> increase buy in.<br />
Run themed stakeholder events with interested<br />
parties.<br />
Combined stakeholder publication developed for<br />
summer 20<strong>13</strong>.<br />
To introduce a regime focused on reducing<br />
re<strong>of</strong>fending <strong>and</strong> develop a suitable regime strategy<br />
<strong>and</strong> measure effectiveness.<br />
To publish an Employability Strategy during<br />
20<strong>13</strong>/14.<br />
To develop a revised <strong>of</strong>fender management policy<br />
<strong>and</strong> st<strong>and</strong>ards by 31 March 2014.<br />
To have completed detailed baseline <strong>and</strong> benchmark<br />
analysis to define <strong>NIPS</strong> requirements for inclusion in<br />
a needs analysis options paper by 30 June 20<strong>13</strong>.<br />
To develop a <strong>NIPS</strong> approach to implementation<br />
<strong>of</strong> Prison Review Team recommendation 33 by 31<br />
March 2014.<br />
To award a contract for the provision <strong>of</strong> a Learning<br />
<strong>and</strong> Skills service by 31 March 2014.<br />
To launch the certificate <strong>of</strong> competence<br />
accreditation process by December 20<strong>13</strong>.<br />
Gain accreditation for training programme to<br />
recognise pr<strong>of</strong>essionalism.<br />
Evaluation <strong>of</strong> the generic programme will take place<br />
post course <strong>and</strong> second <strong>and</strong> third level evaluation<br />
will assess to what extent the learning improved<br />
core service delivery.<br />
Deliver & evaluate a training programme to<br />
introduce the new pr<strong>of</strong>essional role for prison<br />
<strong>of</strong>ficers.<br />
48
<strong>2012</strong>-20<strong>13</strong><br />
Target<br />
Finalise Estate Strategy <strong>and</strong> implement elements<br />
planned for <strong>13</strong>/14.<br />
Action<br />
Complete Outline Business cases for<br />
- Maghaberry - new accommodation block<br />
(summer 20<strong>13</strong>);<br />
- Maghaberry - New visits (end 20<strong>13</strong>);<br />
- Working Out Unit - interim facility (end 20<strong>13</strong>);<br />
- High Security Facility (end 20<strong>13</strong>)<br />
- Magilligan - redevelopment (March 2014).<br />
Complete Strategic Outline Case for<br />
- Secure college (end 20<strong>13</strong>);<br />
- Women’s facility (Autumn 20<strong>13</strong>).<br />
To embed robust financial management <strong>and</strong><br />
accountability in <strong>NIPS</strong>.<br />
To embed the revised Corporate Governance<br />
Framework.<br />
Quarterly meetings <strong>of</strong> the Audit <strong>and</strong> Risk<br />
Committee.<br />
Business cases completed <strong>and</strong> evaulated in<br />
accordance with Northern Irel<strong>and</strong> Guide to<br />
Expenditure Appraisal <strong>and</strong> Evaluation (NIGEAE).<br />
Ensure procurement is conducted in line with the<br />
relevant DOJ/DFP guidance.<br />
Robust contract management <strong>and</strong> Service Level<br />
Agreement (SLA) accountability monitoring in place<br />
with service providers.<br />
To have confirmed classification <strong>of</strong> the three ALB’s.<br />
Classification <strong>of</strong> Prison Service Trust, Northern<br />
Irel<strong>and</strong> Prison Service Sports Association (<strong>NIPS</strong>SA)<br />
<strong>and</strong> Central Benevolent Fund (CBF) agreed with DFP.<br />
Appropriate funding arrangements put in place.<br />
No overspend - under spend less than 2% <strong>of</strong> budget.<br />
Monthly monitoring <strong>of</strong> forecast <strong>and</strong> actual<br />
expenditure.<br />
49
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Target<br />
To provide an environment in which fosters mutual<br />
respect between prisoners <strong>and</strong> staff <strong>and</strong> prisoners.<br />
Action<br />
Ensure timely reporting <strong>of</strong> results from the Prisoner<br />
Quality <strong>of</strong> Life Surveys to prisoners <strong>and</strong> staff in<br />
order to highlight areas <strong>of</strong> concern.<br />
Maintain a level <strong>of</strong> security proportionate to the<br />
assessed risk.<br />
Facilitate Ministerial forum on safer custody to<br />
enhance outcomes for prisoners.<br />
Revise substance misuse policy by Autumn 20<strong>13</strong>.<br />
To aid in the full implementation <strong>of</strong> the SET<br />
observed administration policy.<br />
Re-publish Managing Anti-Social Behaviour policy<br />
plan by August 20<strong>13</strong>.<br />
Have a core day regime in place <strong>and</strong> prisoners have<br />
the opportunity to avail <strong>of</strong> it.<br />
Outsourcing <strong>of</strong> Learning <strong>and</strong> Skills by March 2014.<br />
Fully embedding <strong>of</strong> TOM by Autumn 20<strong>13</strong>.<br />
Delivery <strong>of</strong> core day to prisoners.<br />
Information Risk Management<br />
A working group has been established to ensure that the Service meets all its obligations in relation<br />
to Information Assurance (IA). The working Group is led by the current Senior Information Risk Owner<br />
(SIRO) <strong>and</strong> includes members <strong>of</strong> staff from Information Technology, Security, <strong>and</strong> Records <strong>and</strong> Information<br />
Management. Work is ongoing on a number <strong>of</strong> fronts, including a review <strong>of</strong> the IA function <strong>and</strong> how best <strong>NIPS</strong><br />
should reorganise to meet dem<strong>and</strong>s. There was one reportable data protection breach during <strong>2012</strong>-<strong>13</strong>. The<br />
Information Commissioner’s Office is currently assessing the facts <strong>of</strong> the case.<br />
Summary Of Protected Personal Data Related Incidents Formally <strong>Report</strong>ed To The Information<br />
Commissioner’s Office (ICO) In <strong>2012</strong>-<strong>13</strong><br />
Date <strong>of</strong> Incident Nature <strong>of</strong> Nature <strong>of</strong> Data Number <strong>of</strong> People Notification<br />
(month) Incident Involved Potentially Affected Steps<br />
October <strong>NIPS</strong> file h<strong>and</strong>ed Personal <strong>and</strong> other 30 – 40 ICO notified<br />
in by member <strong>of</strong><br />
using <strong>of</strong>ficial<br />
the public<br />
reporting form.<br />
50<br />
Further action on<br />
Information Risk<br />
A continuing programme <strong>of</strong> improvement to Information Assurance is underway,<br />
including the establishment <strong>of</strong> a dedicated lead <strong>and</strong> formal organisational structure.
<strong>2012</strong>-20<strong>13</strong><br />
Summary Of Other Protected Personal Data Related Incidents In <strong>2012</strong>-<strong>13</strong><br />
Incidents deemed by the Data Controller not to fall within the criteria for report to the Information<br />
Commissioner’s Office but recorded centrally within the <strong>Department</strong> are set out in the table below.<br />
Small, localised incidents are not recorded centrally <strong>and</strong> are not cited in these figures.<br />
Category Nature <strong>of</strong> Incident Total<br />
I Loss <strong>of</strong> inadequately protected electronic equipment, devices 0<br />
or paper documents from secured Government premises<br />
II Loss <strong>of</strong> inadequately protected electronic equipment, devices 0<br />
or paper documents from outside secured Government premises<br />
III Insecure disposal <strong>of</strong> inadequately protected electronic 1<br />
equipment, devices or paper documents<br />
IV Unauthorised disclosure 0<br />
V Other - document misfiled on the internal IT system, 0<br />
minor incident only<br />
Regulatory Risk<br />
During <strong>2012</strong> -<strong>13</strong> <strong>NIPS</strong> was responsible for the general regulation <strong>and</strong> control <strong>of</strong> prisons in Northern Irel<strong>and</strong>,<br />
under the delegated authority <strong>of</strong> the Minister <strong>of</strong> <strong>Justice</strong> as prescribed in the Northern Irel<strong>and</strong> Act 1998<br />
(Devolution <strong>of</strong> Policing <strong>and</strong> <strong>Justice</strong> Functions) Order 2010.<br />
The Service operates within a regulatory framework <strong>of</strong> statutory <strong>and</strong> non-statutory measures. The statutory<br />
or legislative element <strong>of</strong> this framework is principally served by The Prison Act (Northern Irel<strong>and</strong>) 1953 <strong>and</strong><br />
the Prison <strong>and</strong> Young Offenders Centres Rules (NI) 1995, as amended. The non-statutory element <strong>of</strong> this<br />
framework is the development <strong>and</strong> provision <strong>of</strong> specific strategies <strong>and</strong> policies relating to the management<br />
<strong>of</strong> all individuals in our care. In accordance with the general legislative arrangements in Northern Irel<strong>and</strong>, the<br />
Service’s policies are, where necessary, developed through an open, consultative <strong>and</strong> inclusive process, allied<br />
to an integrated system <strong>of</strong> impact assessment <strong>and</strong> appraisal tools which are used to determine the response<br />
needed to each <strong>of</strong> the issues identified.<br />
The management <strong>of</strong> specific regulatory risk within the Service’s operating framework rests with PSMB.<br />
51
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Health <strong>and</strong> Safety Risk<br />
<strong>NIPS</strong> continues to monitor its compliance with a wide range <strong>of</strong> relevant Health <strong>and</strong> Safety legislation. This<br />
includes Corporate <strong>and</strong> Establishment health <strong>and</strong> safety related policies, the resourcing <strong>of</strong> local health <strong>and</strong><br />
safety units <strong>and</strong> identification <strong>of</strong> appropriate training for staff. There is also the provision <strong>of</strong> an annual Health<br />
<strong>and</strong> Safety <strong>Report</strong> covering relevant matters along with quarterly updates provided to the Senior Management<br />
Team.<br />
The Service takes its ‘duty <strong>of</strong> care’ to inmates, <strong>of</strong>ficers, <strong>of</strong>ficials, contractors <strong>and</strong> visitors very seriously. It<br />
continues to review its related policies <strong>and</strong> procedures on a regular basis in relation to a variety <strong>of</strong> important<br />
health <strong>and</strong> safety issues. The Corporate Manslaughter legislation is now fully in force with the inclusion <strong>of</strong> the<br />
“death in custody” aspect in September <strong>2012</strong>. The Service will ensure that it meets all relevant compliance<br />
issues in relation to this matter.<br />
52
<strong>2012</strong>-20<strong>13</strong><br />
Statement Of Accounting Officer’s Responsibilities<br />
Under section 11(2) <strong>of</strong> the Government Resources<br />
<strong>and</strong> <strong>Accounts</strong> Act (Northern Irel<strong>and</strong>) 2001, DFP has<br />
directed <strong>NIPS</strong> to prepare for each financial year a<br />
statement <strong>of</strong> accounts in the form <strong>and</strong> on the basis<br />
set out in the <strong>Accounts</strong> Direction. The accounts are<br />
prepared on an accruals basis <strong>and</strong> must give a true<br />
<strong>and</strong> fair view <strong>of</strong> the state <strong>of</strong> affairs <strong>of</strong> <strong>NIPS</strong> <strong>and</strong> <strong>of</strong><br />
its income <strong>and</strong> expenditure, changes in taxpayer’s<br />
equity <strong>and</strong> cash flows for the financial year.<br />
The responsibilities <strong>of</strong> an Accounting Officer,<br />
including responsibility for the propriety <strong>and</strong><br />
regularity <strong>of</strong> the public finances for which the<br />
Accounting Officer is answerable, for keeping proper<br />
records <strong>and</strong> for safeguarding <strong>NIPS</strong>’ assets, are set out<br />
in the Accounting Officer’s Memor<strong>and</strong>um, issued<br />
by DFP <strong>and</strong> published in Managing Public Money<br />
Northern Irel<strong>and</strong>.<br />
In preparing the accounts, the Accounting Officer<br />
is required to comply with the requirements <strong>of</strong> the<br />
Government Financial <strong>Report</strong>ing Manual <strong>and</strong> in<br />
particular to:<br />
• observe the <strong>Accounts</strong> Direction issued by DFP,<br />
including the relevant accounting <strong>and</strong> disclosure<br />
requirements, <strong>and</strong> apply suitable accounting<br />
policies on a consistent basis;<br />
• make judgements <strong>and</strong> estimates on a reasonable<br />
basis;<br />
• state whether applicable accounting st<strong>and</strong>ards,<br />
as set out in the Government Financial <strong>Report</strong>ing<br />
Manual, have been followed, <strong>and</strong> disclose <strong>and</strong><br />
explain any material departures in the financial<br />
statements; <strong>and</strong><br />
• prepare the financial statements on a going<br />
concern basis.<br />
The Accounting Officer <strong>of</strong> DOJ has designated the<br />
Director General <strong>of</strong> <strong>NIPS</strong> as Accounting Officer for<br />
the year <strong>of</strong> account.<br />
53
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Governance Statement<br />
DIRECTOR GENERAL INTRODUCTION AND<br />
SCOPE OF RESPONSIBILITY<br />
I was appointed Accounting Officer on 3 July <strong>2012</strong><br />
following the departure <strong>of</strong> Colin McConnell in May<br />
<strong>2012</strong>. As Accounting Officer, I have responsibility<br />
for maintaining a robust system <strong>of</strong> internal control<br />
that supports the achievement <strong>of</strong> Northern<br />
Irel<strong>and</strong> Prison Service (<strong>NIPS</strong>) policies, <strong>and</strong> aims <strong>and</strong><br />
objectives, whilst safeguarding the public funds<br />
<strong>and</strong> <strong>Department</strong>al assets for which I am personally<br />
responsible. As Accounting Officer, I have put<br />
in place robust governance arrangements which<br />
comply with the relevant sections <strong>of</strong> the Corporate<br />
Governance Code (2005). Any deviations are noted<br />
later in this document. The vision, statement <strong>of</strong><br />
purpose, <strong>and</strong> strategic aims <strong>of</strong> <strong>NIPS</strong>, including how<br />
these support the wider aims <strong>of</strong> the <strong>Department</strong><br />
<strong>of</strong> <strong>Justice</strong> (DOJ), are set out at the beginning <strong>of</strong><br />
the <strong>Annual</strong> <strong>Report</strong>. I am confident that I have put<br />
in place governance arrangements to ensure that<br />
decisions are made at the right time, in the right<br />
place, by the right people.<br />
I am responsible for the effective, efficient, <strong>and</strong><br />
economic use <strong>of</strong> resources provided to the Service;<br />
for the regularity <strong>and</strong> propriety <strong>of</strong> its expenditure;<br />
<strong>and</strong> for ensuring that the requirements <strong>of</strong> Managing<br />
Public Money (Northern Irel<strong>and</strong>) are met. I<br />
am supported in this role by the Prison Service<br />
Management Board (PSMB) <strong>and</strong> its subcommittees<br />
who can quickly identify emerging risks <strong>and</strong> put<br />
actions in place to manage them. In carrying out<br />
these responsibilities I regularly brief the Minister<br />
both orally <strong>and</strong> in writing, as appropriate, to alert<br />
him to emerging issues <strong>of</strong> substance <strong>and</strong> the<br />
associated risks involved.<br />
As Accounting Officer for <strong>NIPS</strong> <strong>and</strong> a member <strong>of</strong> the<br />
DOJ <strong>Department</strong>al Board, I am held to account by<br />
the <strong>Department</strong>al Accounting Officer (Chair <strong>of</strong> the<br />
<strong>Department</strong>al Board). This takes the form <strong>of</strong> regular<br />
reports to DOJ, <strong>and</strong> the Minister <strong>of</strong> <strong>Justice</strong>, as well as<br />
regular bi-lateral discussions with the <strong>Department</strong>al<br />
Accounting Officer.<br />
This statement sets out in more detail how <strong>NIPS</strong><br />
have continued to develop its governance structure<br />
following a review <strong>of</strong> the Corporate Governance<br />
Framework <strong>and</strong> how risks have been reviewed to<br />
ensure that we maintain our focus on the areas<br />
that are most likely to prevent us from achieving<br />
our objectives. I am confident that <strong>NIPS</strong> has<br />
the governance, risk management <strong>and</strong> assurance<br />
arrangements in place to ensure that it can rise to<br />
challenges effectively.<br />
PURPOSE OF THE GOVERNANCE FRAMEWORK<br />
The governance framework is the system by which<br />
<strong>NIPS</strong> is directed, controlled <strong>and</strong> led. The purpose<br />
<strong>of</strong> the framework is to define relationships <strong>and</strong><br />
structures <strong>and</strong> the way in which these are managed<br />
to ensure resources are used responsibly, to manage<br />
risks <strong>and</strong> to provide strategic direction within <strong>NIPS</strong>.<br />
The governance framework is designed to manage<br />
risk to a reasonable level rather than to eliminate all<br />
risk. The framework is based on an ongoing process<br />
designed to identify <strong>and</strong> prioritise the risks to the<br />
achievement <strong>of</strong> service-wide <strong>and</strong> departmental<br />
policies, aims <strong>and</strong> objectives, to evaluate the<br />
likelihood <strong>of</strong> those risks being realised <strong>and</strong> the<br />
impact should they be realised, <strong>and</strong> to manage them<br />
efficiently, effectively <strong>and</strong> economically.<br />
54
<strong>2012</strong>-20<strong>13</strong><br />
GOVERNANCE FRAMEWORK<br />
Prison Service Management Board<br />
The Director General is the principal adviser to the<br />
Minister <strong>of</strong> <strong>Justice</strong> on policy matters relating to<br />
the Prison Service <strong>and</strong> is directly accountable to<br />
the Minister for the Prison Service’s performance.<br />
Authority has been delegated on financial <strong>and</strong><br />
personnel issues, <strong>and</strong> the Director General is<br />
supported by PSMB. As Accounting Officer, the<br />
Director General is responsible for maintaining a<br />
robust system <strong>of</strong> internal control to support the<br />
objectives <strong>of</strong> the Service.<br />
The role <strong>of</strong> the PSMB is to support the Director<br />
General in the running <strong>of</strong> the Service. PSMB brings<br />
together the strategic <strong>and</strong> operational leadership <strong>of</strong><br />
<strong>NIPS</strong>. The Board is chaired by the Director General<br />
<strong>and</strong> consists <strong>of</strong> three Executive Directors, three<br />
Non-Executive Directors, <strong>and</strong> the Change Manager<br />
for the Strategic Efficiency <strong>and</strong> Effectiveness (SEE)<br />
Programme.<br />
PSMB is the top management structure for <strong>NIPS</strong> <strong>and</strong><br />
is responsible for the establishment <strong>and</strong> monitoring<br />
<strong>of</strong> the corporate governance arrangements <strong>of</strong> the<br />
Service. Under the general guidance <strong>and</strong> direction<br />
<strong>of</strong> the Minister <strong>and</strong> the Permanent Secretary <strong>of</strong> the<br />
DOJ, the Board’s main role is to: provide advice to<br />
the Director General; to lead on the development<br />
<strong>and</strong> scrutinise implementation <strong>of</strong> policy <strong>and</strong><br />
strategy, challenge decisions made by the Executive<br />
Team; monitor <strong>NIPS</strong> performance; <strong>and</strong> to provide<br />
overall assurance to the Director General on <strong>NIPS</strong>’<br />
affairs.<br />
Among the matters considered by the Board in the<br />
<strong>2012</strong>-<strong>13</strong> financial year were:<br />
• the strategic direction <strong>of</strong> the Service within the<br />
framework set by the Minister <strong>and</strong> the DOJ,<br />
including its aim, vision, values <strong>and</strong> strategic<br />
objectives;<br />
• a review <strong>of</strong> the corporate governance framework<br />
being implemented in the Service that complies<br />
with the Framework Agreement in place with the<br />
DOJ;<br />
• the continued implementation <strong>of</strong> the SEE<br />
Programme which is implementing the<br />
recommendations set forth in the Prison Review<br />
Team (PRT) report;<br />
• <strong>NIPS</strong> risk appetite <strong>and</strong> revised Risk Management<br />
guidance to ensure controls are in place to<br />
manage risk;<br />
• the operational business plan <strong>and</strong> financial<br />
strategy to ensure delivery <strong>of</strong> business plan<br />
targets <strong>and</strong> budgets. This includes <strong>NIPS</strong><br />
contribution to the Executive’s Programme for<br />
Government <strong>and</strong> DOJ corporate targets; <strong>and</strong><br />
• the continued implementation <strong>of</strong> the Voluntary<br />
Early Retirement (VER) scheme <strong>and</strong> the<br />
recruitment <strong>of</strong> new custody <strong>of</strong>ficers.<br />
Audit <strong>and</strong> Risk Committee<br />
The Audit <strong>and</strong> Risk Committee (ARC) is appointed<br />
by the Board as a formally constituted Sub<br />
Committee to support the Director General as<br />
Accounting Officer in monitoring the corporate<br />
governance <strong>and</strong> control systems (including financial<br />
reporting) within <strong>NIPS</strong>. The primary function <strong>of</strong><br />
the ARC is to test <strong>and</strong> challenge the assurances<br />
which the Board <strong>and</strong> the Accounting Officer have<br />
identified as meeting their assurance needs, the<br />
way in which these assurances are developed <strong>and</strong><br />
the management priorities <strong>and</strong> approaches on<br />
which the assurances are premised. In addition,<br />
ARC ensure that external audit recommendations<br />
are implemented by reviewing the actions taken by<br />
management in response to these. The ARC, chaired<br />
by Paul Leighton (Non-Executive Director), met four<br />
times throughout the year, <strong>and</strong> provided an <strong>Annual</strong><br />
<strong>Report</strong> <strong>of</strong> its activities to PSMB for consideration.<br />
The Committee consists <strong>of</strong> two Non-Executive<br />
Directors, <strong>and</strong> one Finance Director from the wider<br />
public sector who joined the Committee as <strong>of</strong> April<br />
20<strong>13</strong>.<br />
55
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
56<br />
Internal Audit reviewed several areas throughout the<br />
year including, <strong>NIPS</strong>’ transition to Account NI <strong>and</strong><br />
a review <strong>of</strong> Contract Management practices. There<br />
were no high priority recommendations made to<br />
<strong>NIPS</strong> during the <strong>2012</strong>-<strong>13</strong> year. <strong>NIPS</strong>’ did receive<br />
several medium <strong>and</strong> low priority recommendations<br />
which are currently being implemented. The Head<br />
<strong>of</strong> Internal Audit provides independent assurance<br />
through reports to ARC <strong>and</strong> meetings with the<br />
Accounting Officer.<br />
St<strong>and</strong>ing items considered by the Committee<br />
include a review <strong>of</strong> significant changes to the<br />
Corporate Risk Register, as well as a review <strong>of</strong> the<br />
<strong>NIPS</strong> Fraud Log. ARC ensures that the controls<br />
in place adequately cover the risk identified by<br />
management. Likewise, ARC provides oversight <strong>of</strong><br />
fraud investigations to ensure any incidents are<br />
dealt with effectively. Other matters considered by<br />
the ARC <strong>and</strong> reported to the Board in the <strong>2012</strong>-<strong>13</strong><br />
financial year were:<br />
• the strategic processes for risk, control <strong>and</strong><br />
governance, <strong>and</strong> the Governance Statement;<br />
• the accounting policies, the accounts <strong>and</strong> the<br />
annual report <strong>of</strong> the Service, including the<br />
process for review <strong>of</strong> the accounts prior to<br />
submission for audit, levels <strong>of</strong> error identified,<br />
<strong>and</strong> management’s letter <strong>of</strong> representation to<br />
the external auditors;<br />
• the planned activity <strong>and</strong> results <strong>of</strong> both internal<br />
<strong>and</strong> external audit;<br />
• the adequacy <strong>of</strong> management response to issues<br />
identified by audit activity, including external<br />
audit’s management letter; <strong>and</strong><br />
• assurances relating to the corporate governance<br />
requirements for the Service.<br />
Operational Management Board<br />
The role <strong>of</strong> the Operational Management Board<br />
(OMB) is to ensure that the policies <strong>and</strong> procedures<br />
approved by the PSMB are implemented in<br />
establishments <strong>and</strong> monitored, <strong>and</strong> that assurance<br />
is provided to PSMB regarding progress made <strong>and</strong><br />
actions taken. Assurance is provided to PSMB in the<br />
form <strong>of</strong> stewardship statements completed by all<br />
Executive Directors <strong>and</strong> Governing Governors. In<br />
addition, issues may be raised at OMB which are<br />
escalated to PSMB, including risks arising throughout<br />
the year as well as operational failures. The Board<br />
is chaired by the Director General with membership<br />
including the three Governing Governors, <strong>and</strong> the<br />
Director <strong>of</strong> Offender Services. The Board’s remit is<br />
to operationalise policy agreed by PSMB <strong>and</strong> identify<br />
potential risks that may arise in doing so. Their role<br />
is also to support the development <strong>of</strong> performance<br />
management <strong>and</strong> business reporting arrangements<br />
to improve the level <strong>of</strong> service provided to prisoners.<br />
Strategic Efficiency <strong>and</strong> Effectiveness<br />
Programme Board<br />
The SEE Programme Board oversees the<br />
implementation <strong>of</strong> the PRT recommendations<br />
relating to <strong>NIPS</strong>. The role <strong>of</strong> the SEE Programme<br />
Board is to:<br />
• develop the programme plan, identifying <strong>and</strong><br />
prioritising the workstreams <strong>and</strong> individual<br />
projects which form part <strong>of</strong> the programme plan,<br />
<strong>and</strong> the anticipated high level benefits, risks<br />
<strong>and</strong> interdependencies between projects <strong>and</strong><br />
workstreams;<br />
• review <strong>and</strong> approve the commencement <strong>of</strong><br />
workstreams <strong>and</strong> their associated detailed plans<br />
<strong>and</strong> activities;<br />
• assign responsibility for the delivery <strong>of</strong><br />
workstreams to accountable <strong>of</strong>ficers in<br />
accordance with the programme’s governance<br />
<strong>and</strong> accountability framework;<br />
• authorise the commitment <strong>of</strong> resources to<br />
workstreams <strong>and</strong> individual work packages; <strong>and</strong><br />
• provide a central focus point for transferring<br />
<strong>and</strong> sharing expertise <strong>and</strong> skills which maximise<br />
benefits on a corporate basis, realise synergies<br />
<strong>and</strong> add value for the organisation overall.
<strong>2012</strong>-20<strong>13</strong><br />
In line with a recent Gateway Review <strong>of</strong> the <strong>NIPS</strong><br />
Reform Programme, the SEE Programme Board is<br />
scheduled to be replaced by an over-arching <strong>NIPS</strong><br />
Reform Programme Governance Board, which will<br />
be chaired by the Director General, with effect from<br />
July 20<strong>13</strong>.<br />
Finance Committee<br />
The PSMB agreed at its meeting in March <strong>2012</strong> that<br />
the Finance Sub Committee should no longer be<br />
a formal Sub Committee <strong>of</strong> the Board but instead<br />
become an Executive Committee chaired by the<br />
Director <strong>of</strong> Finance <strong>and</strong> Corporate Services. The<br />
purpose <strong>of</strong> the Finance Committee (FC) is to discuss<br />
<strong>and</strong> scrutinise key strategic finance plans <strong>and</strong><br />
financial issues impacting on <strong>NIPS</strong> <strong>and</strong> to provide<br />
assurance on their robustness before they are<br />
adopted by the Director <strong>of</strong> Finance <strong>and</strong> Corporate<br />
Services, or presented for endorsement to the PSMB<br />
or Accounting Officer for endorsement. Among the<br />
matters considered by the Committee during the<br />
<strong>2012</strong>-<strong>13</strong> year were:<br />
• review <strong>and</strong> challenge capital proposals <strong>and</strong><br />
priorities from the Minor Works Steering Group<br />
<strong>and</strong> agree adjustments as necessary within<br />
affordability constraints;<br />
• test the robustness <strong>of</strong> strategic financial advice<br />
<strong>and</strong> financial policies <strong>and</strong> procedures to be issued<br />
from the Finance Directorate in advance <strong>of</strong><br />
formal adoption <strong>and</strong> promulgation;<br />
• oversee progress on finance projects which are<br />
<strong>of</strong> significant strategic importance <strong>and</strong> which<br />
impact on <strong>NIPS</strong>’ ability to meet its targets;<br />
• improve financial planning, monitoring <strong>and</strong><br />
reporting within <strong>NIPS</strong> <strong>and</strong> its arms length bodies;<br />
<strong>and</strong><br />
• to review <strong>and</strong> scrutinise management<br />
responses to the ‘<strong>Report</strong> to Those Charged with<br />
Governance’ <strong>and</strong> make recommendations to the<br />
ARC <strong>and</strong> PSMB as necessary.<br />
External Bodies<br />
There are a number <strong>of</strong> external bodies which provide<br />
assurance to the Board, including:<br />
• CJINI, which provides independent inspections <strong>of</strong><br />
<strong>NIPS</strong> to ensure best practice;<br />
• the Prisoner Ombudsman, which investigates<br />
complaints from prisoners, complaints from<br />
visitors, <strong>and</strong> deaths in Prison Service custody;<br />
• Her Majesty’s Inspectorate <strong>of</strong> Prisons, which<br />
carries out inspections in conjunction with CJINI;<br />
• the Independent Monitoring Boards, which<br />
monitor quality <strong>of</strong> prison life, by working to<br />
ensure fairness <strong>and</strong> accountability in prison; <strong>and</strong>,<br />
• Northern Irel<strong>and</strong> Audit Office, which provides<br />
financial <strong>and</strong> value for money audits <strong>of</strong> <strong>NIPS</strong>.<br />
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Attendance Records<br />
The attendance record for each <strong>of</strong> the Prison Service Committees are detailed below:<br />
Title PSMB ARC OMB SEE Finance<br />
Programme Committee<br />
Board<br />
Director General – Sue McAllister 8/8 N/A 11/12 5/6 N/A<br />
Director <strong>of</strong> Offender Services<br />
– Max Murray 9/11 N/A 7/12 5/6 2/4<br />
Director <strong>of</strong> Finance & Corporate Services<br />
– Joanne McBurney 5/5 N/A N/A 5/6 4/4<br />
Director <strong>of</strong> HR <strong>and</strong> Organisational<br />
Development – Ronnie Armour 10/11 N/A N/A 5/6 3/4<br />
Change Manager (SEE Programme)<br />
– Mark Adam 7/8 N/A N/A 5/6 N/A<br />
Non-Executive Director – Phil Wheatley 10/11 N/A N/A N/A N/A<br />
Non-Executive Director – Patricia Gordon 8/11 4/4 N/A N/A N/A<br />
Non-Executive Director – Paul Leighton 9/11 4/4 N/A N/A N/A<br />
Governor <strong>of</strong> Maghaberry N/A N/A 9/12 7/8 N/A<br />
Governor <strong>of</strong> Magilligan N/A N/A 12/12 7/8 N/A<br />
Governor <strong>of</strong> Hydebank Wood<br />
Young Offenders Centre <strong>and</strong> Prison N/A N/A 11/12 7/8 N/A<br />
SEE Programme Manager N/A N/A N/A 7/8 N/A<br />
<strong>NIPS</strong> Head <strong>of</strong> Financial Planning N/A N/A N/A 2/2 4/4<br />
<strong>NIPS</strong> Head <strong>of</strong> Press Office N/A N/A N/A 4/6 N/A<br />
<strong>NIPS</strong> Head <strong>of</strong> Internal Communications N/A N/A N/A 1/2 N/A<br />
Head <strong>of</strong> Financial Accounting N/A N/A N/A N/A 4/4<br />
Head <strong>of</strong> Estates Management N/A N/A N/A N/A 4/4<br />
58
<strong>2012</strong>-20<strong>13</strong><br />
The diagram below provides a graphical representation <strong>of</strong> the Governance Structures within <strong>NIPS</strong>.<br />
SEE<br />
Programme<br />
Board<br />
<strong>Report</strong>s directly to<br />
PSMB on expenditure<br />
Finance<br />
Committee<br />
<strong>Report</strong>s to PSMB on PRT<br />
recommendation progress<br />
PSMB<br />
<strong>Report</strong>s to PSMB on<br />
operational matters<br />
PSMB provides strategic<br />
direction to OMB<br />
<strong>Report</strong>s directly to<br />
PSMB on risk <strong>and</strong> audit<br />
recommendations<br />
OMB<br />
ARC<br />
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60<br />
RISK MANAGEMENT AND INTERNAL CONTROL<br />
Risk management forms a central element <strong>of</strong> the<br />
department’s internal control framework. Risks are<br />
managed at the level most able to deal with them,<br />
with the most serious being escalated to PSMB.<br />
During <strong>2012</strong>-<strong>13</strong> corporate risks were identified,<br />
assessed, addressed <strong>and</strong> reviewed. Each directorate,<br />
establishment, <strong>and</strong> branch has their own risk register<br />
which is continually under review <strong>and</strong> formally<br />
updated quarterly.<br />
Risk management is also embedded within the<br />
business planning process <strong>and</strong> staff are trained<br />
<strong>and</strong> equipped to manage risk in a way appropriate<br />
to their authority <strong>and</strong> duties. PSMB approved<br />
an updated Risk Appetite <strong>and</strong> Risk Management<br />
guidance document in March.<br />
The ongoing revision <strong>of</strong> the Corporate Governance<br />
Framework sets out the structures <strong>and</strong> arrangements<br />
to ensure that risk <strong>and</strong> planning decisions are<br />
appropriately identified evaluated <strong>and</strong> controlled.<br />
This framework describes the terms <strong>of</strong> reference for<br />
PSMB, OMB, <strong>and</strong> ARC. By doing so, it ensures that<br />
the allocation <strong>of</strong> risk oversight is well documented<br />
<strong>and</strong> clear at all levels <strong>of</strong> the organisation. The <strong>NIPS</strong><br />
Risk Management guidance document, which aligns<br />
with the relevant DFP guidance, establishes in more<br />
detail what is required <strong>of</strong> staff <strong>and</strong> the varying levels<br />
<strong>of</strong> oversight responsibility throughout the Service.<br />
Controls in place to monitor risk are set out below:<br />
• PSMB reviews <strong>and</strong> evaluates corporate level<br />
risk registers. In addition, the Board provides<br />
oversight to the corporate <strong>and</strong> business planning<br />
process by assessing <strong>and</strong> reviewing objectives<br />
<strong>and</strong> key performance targets established for the<br />
Service.<br />
• ARC, which is chaired by a Non-Executive<br />
Director, met four times during the <strong>2012</strong>-<strong>13</strong><br />
financial year. The ARC reviewed Board-level<br />
risks, as well as instances <strong>of</strong> fraud, <strong>and</strong> provided<br />
assurance to PSMB <strong>and</strong> the Accounting Officer<br />
throughout the year.<br />
• Heads <strong>of</strong> Branch, <strong>and</strong> the Heads <strong>of</strong> Management<br />
Support Services in establishments, conduct risk<br />
management assessments in all areas <strong>of</strong> activity<br />
<strong>and</strong> review their local risk registers on a quarterly<br />
basis.<br />
• Project risks are identified <strong>and</strong> managed by<br />
respective Project or Programme Managers<br />
<strong>and</strong> are reviewed by the relevant Project or<br />
Programme Boards.<br />
• South Eastern Health <strong>and</strong> Social Care Trust (SET)<br />
has lead responsibility for prisoner healthcare. A<br />
Regional <strong>NIPS</strong> Corporate Governance Committee,<br />
chaired by the Director <strong>of</strong> the SET <strong>and</strong> reporting<br />
to the Trust’s Governance Committee, has been<br />
operated throughout the year.<br />
• The Service has used the Gateway Review<br />
process to assist in the management <strong>of</strong> risk on<br />
the ongoing reform programme.<br />
• The Service measures <strong>and</strong> reports compliance<br />
with departmental guidance on the use <strong>of</strong><br />
consultants to the ARC.<br />
• An up-to-date register is in place to record<br />
conflicts <strong>of</strong> interest.<br />
• The Service has a procurement policy in place.<br />
<strong>NIPS</strong> <strong>of</strong>ficials attend the DOJ Procurement<br />
Forum <strong>and</strong> the DOJ Procurement Board.<br />
The aforementioned methods to monitor risk<br />
have proved effective in identifying risks quickly as<br />
they arise throughout the year. This can be seen<br />
through the regular updating <strong>of</strong> the risk register<br />
<strong>and</strong> the speed with which actions are put in place<br />
to mitigate these risks. <strong>NIPS</strong> conducted a review<br />
<strong>of</strong> its Risk Appetite which was approved by PSMB<br />
in February. This document detailed the tolerance<br />
for risk which <strong>NIPS</strong> has allowed in various business<br />
areas. This includes having a high risk appetite<br />
for policy related areas, as well as some elements<br />
<strong>of</strong> Human Resources. In contrast, other Human<br />
Resource elements, such as recruitment or equality,
<strong>2012</strong>-20<strong>13</strong><br />
attract a low risk appetite. This document allows<br />
tolerance for risk to be tailored across different<br />
business areas in order that appropriate policies<br />
may be followed, <strong>and</strong> mitigation <strong>of</strong> risks to be<br />
customized.<br />
<strong>NIPS</strong> identified two risks throughout the year which<br />
were added to the Corporate Risk Register. Once<br />
identified, steps were taken to ensure that the<br />
controls in place adequately covered these risks.<br />
The first risk identified was the potential <strong>of</strong> a rapid<br />
increase <strong>of</strong> the prisoner population should potential<br />
protests against the G8 conference in Enniskillen<br />
lead to a large number <strong>of</strong> arrests. Contingency plans<br />
are in place to provide alternative accommodation<br />
<strong>and</strong> steps have been put in place to ensure suitable<br />
staffing levels. The second risk identified was the<br />
potential failure to deliver a predictable regime for<br />
prisoners. The completion <strong>of</strong> the VER scheme <strong>and</strong><br />
the recruitment <strong>of</strong> new staff should enable the<br />
continued implementation <strong>of</strong> the TOM, thereby<br />
allowing for the delivery <strong>of</strong> a predictable regime.<br />
Another key element <strong>of</strong> these risk management<br />
arrangements is the pr<strong>of</strong>essionally-led Internal Audit<br />
function that works to Government Internal Audit<br />
St<strong>and</strong>ards, reviewing the overall arrangements for<br />
managing risk. Internal Audit provides independent<br />
assurance to the Accounting Officer through reports<br />
<strong>and</strong> briefings at the ARC throughout the year.<br />
Other governance structures <strong>and</strong> functions that<br />
support information risk management include: a<br />
Security Officer, Human Rights Manager, Equality<br />
Manager, HR Equality <strong>and</strong> Diversity Manager <strong>and</strong> a<br />
Records <strong>and</strong> Information Unit.<br />
Information Assurance<br />
<strong>NIPS</strong> has fully embraced the DOJ’s Information<br />
Assurance policy <strong>and</strong> procedures <strong>and</strong> is represented<br />
at Director level on the DOJ Information Risk<br />
Owners Council (IROC) which comprises senior<br />
business owners across the departmental family<br />
<strong>and</strong> holds them to account for the ownership<br />
<strong>and</strong> management <strong>of</strong> information assurance risks<br />
within their respective business areas. In line with<br />
IROC requirements, <strong>NIPS</strong> has its own Information<br />
Assurance Group, chaired by the Director <strong>of</strong> Finance<br />
<strong>and</strong> Corporate Services who is also the SIRO for<br />
<strong>NIPS</strong>. This group has been established to oversee<br />
the delivery <strong>of</strong> the Information Assurance policy <strong>and</strong><br />
procedures <strong>and</strong> to implement the Security Policy<br />
Framework. The <strong>NIPS</strong> <strong>of</strong>fices’ supported IT systems<br />
are regularly accredited by the DOJ Accreditation<br />
Authority Panel.<br />
REVIEW OF EFFECTIVENESS OF THE<br />
GOVERNANCE FRAMEWORK<br />
In December 2010 CJINI issued its report into<br />
Corporate Governance arrangements in <strong>NIPS</strong>. In<br />
light <strong>of</strong> the imminent publication <strong>of</strong> the PRT final<br />
report, the observations <strong>of</strong> CJINI were incorporated<br />
into the 40 PRT recommendations. The Service<br />
has accepted these findings <strong>and</strong> recognised the<br />
importance <strong>of</strong> addressing the issues raised in order<br />
to transform <strong>NIPS</strong> into a model <strong>of</strong> good practice.<br />
<strong>NIPS</strong> has taken forward a number <strong>of</strong> key actions<br />
since the publication <strong>of</strong> the recommendations in<br />
order to enhance <strong>and</strong> strengthen existing corporate<br />
governance arrangements. These include:<br />
• clarification <strong>of</strong> the role <strong>of</strong> the Board <strong>and</strong> Board<br />
members;<br />
• roles <strong>and</strong> responsibility <strong>of</strong> the Executive<br />
Management Team;<br />
• definition <strong>of</strong> the assurance framework operating<br />
between the Board <strong>and</strong> its Committees, the<br />
Board <strong>and</strong> the Executive Management Team <strong>and</strong><br />
the Board <strong>and</strong> Arms Length Bodies funded by<br />
<strong>NIPS</strong>;<br />
• revised business planning processes;<br />
• revisions to the performance information<br />
provided to the Board;<br />
• review <strong>of</strong> risk management processes <strong>and</strong><br />
business controls;<br />
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• external reporting requirements;<br />
• creation <strong>of</strong> a Compliance Audit Branch;<br />
• creation <strong>of</strong> a database <strong>of</strong> outst<strong>and</strong>ing<br />
recommendations;<br />
• creation <strong>of</strong> a pr<strong>of</strong>essional st<strong>and</strong>ards unit; <strong>and</strong><br />
• review <strong>of</strong> the governance arrangements between<br />
<strong>NIPS</strong> <strong>and</strong> DHSSPS – a new management<br />
structure has now been put in place that<br />
addresses these governance arrangements.<br />
The Corporate Governance Framework is continuing<br />
to be reviewed, as well as the business continuity<br />
plan to ensure the most up to date guidance is<br />
being provided to staff.<br />
The review <strong>of</strong> the effectiveness <strong>of</strong> the Governance<br />
Framework is informed by the work <strong>of</strong> the internal<br />
auditors, as well as executive managers within the<br />
Service who have responsibility for the development<br />
<strong>and</strong> management <strong>of</strong> the internal control framework,<br />
<strong>and</strong> comments made by the external auditors in<br />
their <strong>Report</strong> To Those Charged With Governance<br />
<strong>and</strong> other reports. The continued review <strong>of</strong><br />
the Corporate Governance Framework helps<br />
ensure that <strong>NIPS</strong> is brought into line with CJINI<br />
recommendations, <strong>and</strong> best practice.<br />
The Director General has established <strong>and</strong> formalised<br />
the following governance structures <strong>and</strong> processes<br />
to maintain <strong>and</strong> review the effectiveness <strong>of</strong> the<br />
governance framework:<br />
• Key Performance Targets (KPTs) were set by the<br />
Minister <strong>and</strong> performance against these was<br />
reviewed by PSMB regularly.<br />
• PSMB, which met monthly, monitored <strong>and</strong><br />
reviewed the key risks associated with the<br />
Service’s ability to conduct its business.<br />
• Weekly meetings <strong>of</strong> the Executive Directors were<br />
held to discuss cross cutting risks.<br />
• The OMB led by the Director General met<br />
monthly to review operational risks.<br />
• Mid-year <strong>and</strong> End-year stewardship statements<br />
were completed by each <strong>of</strong> the Directors,<br />
Governors-in-Charge <strong>and</strong> Heads <strong>of</strong> Branches.<br />
• ARC provided an annual report <strong>of</strong> their work<br />
throughout the year, highlighting key areas <strong>of</strong><br />
work undertaken, <strong>and</strong> providing assurance to the<br />
Board.<br />
• An Internal Audit Unit, operating to the<br />
Government Internal Audit St<strong>and</strong>ards, conducted<br />
risk based audit assignments <strong>and</strong> reported the<br />
outcome to the ARC regularly.<br />
• The Northern Irel<strong>and</strong> Audit Office (NIAO)<br />
conduct external audit services <strong>and</strong> provide<br />
assurance in their <strong>Report</strong> to Those Charged with<br />
Governance <strong>and</strong> in their audit certificate <strong>and</strong><br />
Audit Findings <strong>Report</strong>.<br />
• The Finance Committee which has met on 4<br />
occasions throughout the year. The Finance<br />
Committee scrutinises key strategic finance plans<br />
including business cases <strong>and</strong> other financial risks<br />
impacting on <strong>NIPS</strong> <strong>and</strong> provides assurance on<br />
their robustness before their adoption.<br />
In addition, PSMB completed a National Audit<br />
Office (NAO) Board questionnaire to evaluate<br />
their effectiveness. Responses showed that Board<br />
members were generally content with their<br />
effectiveness throughout the year; however, noted<br />
that more could be done to consider organisational<br />
performance in comparison to similar agencies,<br />
in order to share good practice <strong>and</strong> import<br />
learning. Likewise, while the addition to ARC <strong>of</strong><br />
an independent financially qualified member will<br />
increase the oversight ability <strong>of</strong> this Committee,<br />
there are still some areas where Board members see<br />
room for improvement, such as in the current lack<br />
<strong>of</strong> an action plan to ensure that issues raised during<br />
the Board’s evaluation are acted on quickly. PSMB<br />
members are scheduled to meet in July in order to<br />
address ways in which identified deficiencies may be<br />
corrected.<br />
62
<strong>2012</strong>-20<strong>13</strong><br />
Board members were asked to comment on the<br />
quality <strong>and</strong> type <strong>of</strong> information they received in<br />
PSMB meetings in the NAO questionnaire. Board<br />
members were largely content with the information<br />
provided to them <strong>and</strong> the updates on the progress<br />
made against the targets <strong>and</strong> objectives for the<br />
Service. These include monthly performance<br />
management measures <strong>and</strong> financial information.<br />
It was felt that the information provided enabled<br />
members to gain an overview <strong>of</strong> the work being<br />
carried out within <strong>NIPS</strong> while allowing them<br />
to keep a strategic distance from the everyday<br />
details. However, it was noted that the strategic<br />
consequences <strong>of</strong> the information may not always be<br />
realised by staff. The aforementioned July meeting<br />
<strong>of</strong> PSMB members will also review the information<br />
provided to determine if any changes are required to<br />
increase the effectiveness <strong>of</strong> the Board.<br />
Compliance with Corporate Governance Code<br />
PSMB is satisfied that it has robust governance in<br />
place, <strong>and</strong> that <strong>NIPS</strong> is compliant with relevant<br />
sections <strong>of</strong> the Corporate Governance Code (2005).<br />
The current relationships with <strong>NIPS</strong>’ Arms Length<br />
Bodies (ALB) is under review as their status as<br />
ALB’s may alter. Also, during the <strong>2012</strong>-<strong>13</strong> year,<br />
the ARC did not include a member with a finance<br />
background. However, a Finance Director from<br />
the wider public sector has agreed to join this<br />
Committee to rectify this discrepancy in future.<br />
Ministerial Directions<br />
At no time during the year were any Ministerial<br />
directions given to <strong>NIPS</strong>.<br />
SIGNIFICANT INTERNAL CONTROL ISSUES<br />
Strategic Efficiency <strong>and</strong> Effectiveness Programme<br />
Robust arrangements have been established to<br />
ensure thorough scrutiny <strong>and</strong> challenge to the<br />
SEE Programme <strong>and</strong> these are underpinned by<br />
Programme <strong>and</strong> Project Management governance<br />
structures. This included a Gateway 0 Review which<br />
took place in March 20<strong>13</strong>. The Review report <strong>and</strong><br />
mitigation plan were presented to the ARC in June<br />
20<strong>13</strong>. The delivery confidence assessment <strong>of</strong> the<br />
SEE Programme was determined to be Amber/Red<br />
with six key recommendations being made. These<br />
include a revision <strong>of</strong> the Governance Arrangements,<br />
managing the scope <strong>of</strong> the programme, <strong>and</strong> review<br />
programme planning arrangements, among others.<br />
An action plan has been developed for these<br />
recommendations <strong>and</strong> they are in the process <strong>of</strong><br />
being implemented.<br />
Safer Custody<br />
Provision <strong>of</strong> safer custody remains a priority for<br />
<strong>NIPS</strong>. In <strong>2012</strong>-<strong>13</strong> there have been eight deaths<br />
in custody; although inquests have not yet taken<br />
place, four <strong>of</strong> these deaths were believed to be self<br />
inflicted. Six <strong>of</strong> these deaths are currently under<br />
investigation by the Prisoner Ombudsman.<br />
During this reporting period the Prisoner<br />
Ombudsman has reported on six deaths in<br />
custody. These deaths in custody highlight the<br />
need for continued vigilance <strong>and</strong> compliance with<br />
best practice in safer custody. <strong>NIPS</strong> continues to<br />
work in close partnership with SET, which has<br />
lead responsibility in relation to the delivery <strong>of</strong><br />
healthcare in prisons.<br />
The Suicide <strong>and</strong> Self Harm Prevention Policy <strong>and</strong><br />
St<strong>and</strong>ard Operating Procedures are currently<br />
under review. Lessons learned from recent death<br />
in custody investigations <strong>and</strong> external inspection<br />
reports will be incorporated.<br />
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<strong>Report</strong>able Loss <strong>of</strong> Data<br />
There was one reportable data loss during<br />
<strong>2012</strong>-20<strong>13</strong>. In this incident, a member <strong>of</strong> the public<br />
h<strong>and</strong>ed in a file containing personal information to<br />
<strong>NIPS</strong> staff after it had been discovered in a second<br />
h<strong>and</strong> file cabinet. A continuing programme <strong>of</strong><br />
improvement to Information Assurance is underway,<br />
including the establishment <strong>of</strong> a dedicated lead <strong>and</strong><br />
formal organisational structure. The Information<br />
Commissioner’s Office is currently investigating the<br />
circumstances.<br />
Suspected Fraud<br />
<strong>NIPS</strong> is continuing to seek legal advice on contractor<br />
overpayments which occurred in prior years. These<br />
overpayments are being h<strong>and</strong>led in accordance<br />
with the legal advice received to mitigate further<br />
financial risk to <strong>NIPS</strong>. New procedures have been<br />
put in place to avoid any recurrence.<br />
Dundonald House flooding<br />
In June <strong>2012</strong>, power was disrupted with no access<br />
to telephones or computers after a flooding incident<br />
at Prison Service Headquarters in Dundonald<br />
House. Contingency plans were put into effect<br />
<strong>and</strong> key staff relocated to ensure that essential<br />
Headquarters services were maintained. Alternative<br />
accommodation was sourced, <strong>and</strong> staff moved back<br />
into Dundonald House in October <strong>2012</strong>. While the<br />
continuity plan was enacted successfully, a review<br />
<strong>of</strong> the plan is ongoing in order to ensure the most<br />
accurate information is provided to staff.<br />
Compensation Claims<br />
In order to mitigate the growing number <strong>of</strong><br />
claims against the Service, <strong>NIPS</strong> established a<br />
Compensation Claims Working group to review<br />
current practices <strong>and</strong> propose solutions to improve<br />
current practices. The Compensation Claims<br />
Working group provided their final report to the ARC<br />
in May 20<strong>13</strong> along with their proposed solutions.<br />
These solutions, among others, included increased<br />
training for staff in control <strong>and</strong> restraint techniques,<br />
the regular review <strong>of</strong> risk assessments, <strong>and</strong> an<br />
enhanced formalised reporting mechanism. These<br />
proposals are currently under consideration <strong>and</strong> may<br />
be taken forward throughout the forthcoming year.<br />
Account NI<br />
A steering group was established to oversee the<br />
transition <strong>of</strong> <strong>NIPS</strong> onto the Account NI payment<br />
system. While this transition is underway, a concern<br />
raised by the steering group was the need to protect<br />
the information <strong>of</strong> staff using the system. This<br />
is due to staff overseeing the Account NI system<br />
not having the correct level <strong>of</strong> security clearance<br />
required. In order to facilitate this, anonymised<br />
email accounts <strong>and</strong> job titles were established.<br />
This means that no prison staff details are on the<br />
Account NI system <strong>and</strong> no staff information is<br />
compromised.<br />
Monitoring <strong>of</strong> in-year budgets <strong>and</strong> targets<br />
<strong>NIPS</strong> considered progress against targets <strong>and</strong><br />
objectives formally three times throughout the year.<br />
Despite this monitoring, <strong>NIPS</strong> did not achieve a<br />
number <strong>of</strong> the Key Performance Targets established<br />
for the <strong>2012</strong>-<strong>13</strong> year. Details can be found on pages<br />
9-11 <strong>of</strong> the <strong>Annual</strong> <strong>Report</strong>. In year monitoring <strong>of</strong><br />
budgets takes place quarterly <strong>and</strong> decisions are<br />
made at the appropriate levels should queries or<br />
reallocation issues arise.<br />
Prison population<br />
In response to the continued rise in the adult male<br />
prisoner population, <strong>and</strong> in a step to ease doubling<br />
<strong>of</strong> accommodation, <strong>NIPS</strong> commissioned new<br />
accommodation blocks at Maghaberry. Quoile<br />
House was <strong>of</strong>ficially opened in February 20<strong>13</strong>, <strong>and</strong><br />
the Minister <strong>of</strong> <strong>Justice</strong> announced that a new 360<br />
cell accommodation block is in development in<br />
March 20<strong>13</strong>.
<strong>2012</strong>-20<strong>13</strong><br />
Escape from Newry Courthouse<br />
In September <strong>2012</strong>, there was an escape from<br />
secure custody at Newry Courthouse. The individual<br />
had been granted bail; however, managed to evade<br />
staff <strong>and</strong> leave the courthouse prior to signing the<br />
required documents. The escapee returned the<br />
following day to sign the required documents. One<br />
member <strong>of</strong> staff was disciplined over the incident<br />
<strong>and</strong> security procedures have been reviewed.<br />
Target Operating Model<br />
In April <strong>2012</strong>, a new TOM based on a five day<br />
working week <strong>and</strong> a st<strong>and</strong>ard Core Day was<br />
launched <strong>and</strong> rolled out on a phased basis across the<br />
establishments. New staff pr<strong>of</strong>iles <strong>and</strong> shift patterns<br />
were implemented at all three establishments by<br />
the end <strong>of</strong> October <strong>2012</strong>. While the transitional<br />
period during implementation resulted in a higher<br />
than expected number <strong>of</strong> lock downs, the continued<br />
embedding <strong>of</strong> the TOM is enabling the delivery<br />
<strong>of</strong> a core day to prisoners. This core day provides<br />
consistency <strong>and</strong> a predictable regime for prisoners.<br />
Voluntary Early Retirement Scheme<br />
While the number <strong>of</strong> staff who applied to leave<br />
under the VER exceeded the initial business case<br />
approved by DFP, an extension was granted to<br />
enable a second group <strong>of</strong> eligible staff to leave.<br />
Approval for this final business case was granted<br />
by DFP in February 20<strong>13</strong>. 360 staff have left the<br />
Service, <strong>and</strong> all but 27 <strong>of</strong> the remaining staff have<br />
been informed that they will be allowed to leave<br />
when it is operationally appropriate for them to do<br />
so. <strong>NIPS</strong> is continuing to work towards securing the<br />
necessary funding to allow the remaining individuals<br />
to leave the Service.<br />
Pilot <strong>of</strong> New Search Technology<br />
Two pilot projects to assess whether there is<br />
an effective <strong>and</strong> less intrusive method than full<br />
searching were carried out this year. The pilots<br />
looked at Millimetre Wave Body Scanners <strong>and</strong> ran<br />
for three months in Magilligan <strong>and</strong> Hydebank Wood.<br />
Following the completion <strong>of</strong> the pilots in January<br />
20<strong>13</strong>, evaluation <strong>of</strong> the project determined that<br />
there were limitations to the technology in the<br />
prison environment <strong>and</strong> that current full searching<br />
processes provided a higher level <strong>of</strong> assurance.<br />
<strong>NIPS</strong> will continue to take steps to establish if there<br />
is an effective <strong>and</strong> less intrusive method than full<br />
searching <strong>of</strong> ensuring that prisoners leaving <strong>and</strong><br />
entering the prison are not carrying contrab<strong>and</strong>.<br />
<strong>NIPS</strong> Estate Strategy<br />
A full public consultation was launched in April<br />
<strong>2012</strong> on the Outline Estate Strategy in order to<br />
take the views <strong>of</strong> a wide range <strong>of</strong> stakeholders.<br />
The consultation period was extended in order to<br />
capture as wide a range <strong>of</strong> opinions as possible.<br />
This included meetings with staff members at<br />
establishments, two public meetings, <strong>and</strong> three<br />
consultation workshops. A key outworking from this<br />
consultation was a commitment by the Minister<br />
<strong>of</strong> <strong>Justice</strong> to develop a dedicated women’s facility.<br />
This is in light <strong>of</strong> consultation responses <strong>and</strong> reports<br />
indicating that the current facilities were not fit<br />
for purpose. The finalised version <strong>of</strong> the strategy,<br />
including all findings, is due to be completed shortly.<br />
Absenteeism<br />
Absence through sickness has continued to be<br />
high in the Service although there has been a<br />
reduction sick absence from 15.2 days in 2011-12<br />
to 12.7 days in <strong>2012</strong>-<strong>13</strong>. Reducing levels <strong>of</strong> sick<br />
absence remains to be a priority for <strong>NIPS</strong> in 20<strong>13</strong>-<br />
14. As noted elsewhere in the <strong>Annual</strong> <strong>Report</strong>, <strong>NIPS</strong>’<br />
response has been to ensure the NICS Sickness<br />
Absence & Inefficiency Sickness Absence Policies are<br />
applied <strong>and</strong> to remind staff at all levels <strong>of</strong> how they<br />
should manage sickness absence <strong>and</strong> to work closely<br />
with management.<br />
65
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
CJINI <strong>Report</strong> on Corporate Governance<br />
The December 2010 report by CJINI on Corporate<br />
Governance Arrangements in <strong>NIPS</strong> highlighted<br />
areas <strong>of</strong> significant concern about management<br />
<strong>and</strong> governance across the Service <strong>and</strong> identified<br />
a number <strong>of</strong> underlying problems affecting the<br />
Service’s performance, including: lack <strong>of</strong> clarity in<br />
purpose; poor performance management; absence<br />
<strong>of</strong> accountability; non-compliance with procedures<br />
<strong>and</strong> inconsistent <strong>and</strong> inefficient delivery. In<br />
response <strong>NIPS</strong> produced an updated Corporate<br />
Governance Framework document. This document<br />
was reviewed throughout the year as the items<br />
listed on the Corporate Governance Action Plan<br />
were implemented. <strong>NIPS</strong> <strong>of</strong>ficials provided a report<br />
on progress to the <strong>Justice</strong> Committee in November,<br />
<strong>and</strong> in May 20<strong>13</strong>.<br />
Management <strong>of</strong> Life <strong>and</strong> Indeterminate<br />
Sentence Prisoners<br />
In July <strong>2012</strong> CJINI published their report on the<br />
management <strong>of</strong> life <strong>and</strong> indeterminate sentence<br />
prisoners which stated that both types <strong>of</strong> sentenced<br />
prisoner were well managed in custody <strong>and</strong> in<br />
the community following their release on licence.<br />
Areas for improvement were identified <strong>and</strong><br />
recommendations made, but significant progress<br />
was also noted by the inspectors since their last<br />
report in 2009. Key recommendations include<br />
the re-opening <strong>of</strong> the Working Out Unit (formerly<br />
the Prisoner Assessment Unit) <strong>and</strong> an improved<br />
integrated psychology service between <strong>NIPS</strong> <strong>and</strong><br />
PBNI. <strong>NIPS</strong> have accepted these <strong>and</strong> all <strong>of</strong> the other<br />
recommendations <strong>and</strong> are working towards enacting<br />
them.<br />
<strong>Report</strong> on Maghaberry Inspection<br />
CJINI published a report on the inspection <strong>of</strong><br />
Maghaberry Prison in March <strong>2012</strong>. This inspection<br />
was conducted in conjunction with Her Majesty’s<br />
Chief Inspector <strong>of</strong> Prisons. The inspection made six<br />
main recommendations, 87 other recommendations<br />
<strong>and</strong> 20 housekeeping points. The six key<br />
recommendations include an effective strategy to<br />
reduce levels <strong>of</strong> violence <strong>and</strong> addressing bullying, a<br />
change to medication administration procedures,<br />
<strong>and</strong> the development <strong>of</strong> a new pre-release scheme<br />
for lifers, among others. The implementation <strong>of</strong> the<br />
accepted recommendations is being taken forward<br />
by <strong>NIPS</strong> <strong>and</strong> by SET for relevant health related<br />
issues.<br />
NIAO 2011-12 Recommendations<br />
NIAO identified areas for improvement within<br />
procurement in the 2011-12 audit <strong>of</strong> <strong>NIPS</strong>. This<br />
became a priority one recommendation in the<br />
“<strong>Report</strong> To Those Charged With Governance” for the<br />
2011-12 financial year. <strong>NIPS</strong> has made significant<br />
improvements throughout <strong>2012</strong>-<strong>13</strong>, including the<br />
issuing <strong>of</strong> new Procurement Guidance in order to<br />
ensure compliance with DOJ delegations <strong>and</strong> <strong>NIPS</strong>’<br />
own procedures.<br />
In addition, NIAO identified that an omission had<br />
occurred in the <strong>NIPS</strong> financial statement with<br />
respect to including a provision for the Injury on<br />
Duty Scheme. <strong>NIPS</strong> 2011-12 Resource <strong>Accounts</strong><br />
were qualified on the basis that the Service was<br />
unable to obtain a full actuarial valuation on<br />
the <strong>NIPS</strong> element <strong>of</strong> the NICS Injury Benefit<br />
Scheme. Throughout the year, <strong>NIPS</strong> worked with<br />
DFP Pensions Branch to provide the Government<br />
Actuarial <strong>Department</strong> with information to allow<br />
them to carry out this valuation for the <strong>2012</strong>-<strong>13</strong><br />
Resource <strong>Accounts</strong>. This valuation has now been<br />
received <strong>and</strong> <strong>NIPS</strong> has incorporated this into the<br />
<strong>2012</strong>-<strong>13</strong> accounts.<br />
66
<strong>2012</strong>-20<strong>13</strong><br />
From the previous year, the NIAO identified a<br />
potential fraud while testing Travel <strong>and</strong> Subsistence<br />
payments. This was in relation to duplicate claims<br />
being submitted by members <strong>of</strong> staff. Interim<br />
measures are in place to carry out manual checks<br />
while a permanent solution is being examined.<br />
Notices have been issued to staff to remind them <strong>of</strong><br />
the correct procedure to follow in order to avoid the<br />
risk <strong>of</strong> fraud <strong>and</strong> duplication.<br />
ACCOUNTING OFFICER STATEMENT ON<br />
ASSURANCE<br />
<strong>NIPS</strong> has established a robust assurance framework<br />
that includes primary assurance through line<br />
management structures on the achievement <strong>of</strong><br />
objectives. This primary assurance is supplemented<br />
by secondary assurances provided through oversight<br />
<strong>of</strong> management activity, <strong>and</strong> by the DOJ Internal<br />
Audit team operating to Government Internal<br />
Audit St<strong>and</strong>ards. They deliver an agreed prioritised<br />
programme <strong>of</strong> systems based audits covering<br />
<strong>NIPS</strong> systems over time. The Head <strong>of</strong> Internal<br />
Audit provides <strong>NIPS</strong> with an <strong>Annual</strong> <strong>Report</strong> <strong>and</strong> his<br />
pr<strong>of</strong>essional opinion on the level <strong>of</strong> assurance that<br />
he can provide based on the work done. During the<br />
<strong>2012</strong>/<strong>13</strong> year, the Internal Audit programme was<br />
impacted by the major flooding incident which<br />
affected <strong>NIPS</strong> HQ <strong>and</strong> contributed to requests by<br />
<strong>NIPS</strong> management to defer some planned internal<br />
audit reviews. The Head <strong>of</strong> Internal Audit forms his<br />
pr<strong>of</strong>essional opinion on the basis <strong>of</strong> the Internal<br />
audit work completed over a three year period <strong>and</strong><br />
he has provided overall satisfactory assurance.<br />
Sue McAllister<br />
Director General & Accounting Officer<br />
18 June 20<strong>13</strong><br />
67
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
The Certificate And <strong>Report</strong> Of The Comptroller And<br />
Auditor General To The Northern Irel<strong>and</strong> Assembly<br />
I certify that l have audited the financial statements<br />
<strong>of</strong> the Northern Irel<strong>and</strong> Prison Service for the year<br />
ended 31 March 20<strong>13</strong> under the Government<br />
Resources <strong>and</strong> <strong>Accounts</strong> Act (Northern irel<strong>and</strong>) 2001.<br />
These comprise the Statement <strong>of</strong> Comprehensive<br />
Net Expenditure, the Statement <strong>of</strong> Financial<br />
Position, the Statement <strong>of</strong> Cash Flows, the<br />
Statement <strong>of</strong> Changes in Taxpayers’ Equity <strong>and</strong><br />
the related notes. These financial statements have<br />
been prepared under the accounting policies set out<br />
within them. I have also audited the information in<br />
the Remuneration <strong>Report</strong> that is described in that<br />
report as having been audited.<br />
Respective responsibilities <strong>of</strong> the Accounting<br />
Officer <strong>and</strong> auditor<br />
As explained more fully in the Statement <strong>of</strong><br />
Accounting Officer’s Responsibilities, the Director<br />
General as Accounting Officer is responsible for the<br />
preparation <strong>of</strong> the statements <strong>and</strong> for being satisfied<br />
that they give a true <strong>and</strong> fair view. My responsibility<br />
is to examine, certify <strong>and</strong> report on the financial<br />
statements in accordance with the Government<br />
Resources <strong>and</strong> <strong>Accounts</strong> Act (Northern Irel<strong>and</strong>) 2001.<br />
I conducted my audit in accordance with<br />
international St<strong>and</strong>ards on Auditing (UK <strong>and</strong><br />
Irel<strong>and</strong>). Those st<strong>and</strong>ards require me <strong>and</strong> my staff<br />
to comply with the Financial <strong>Report</strong>ing Council’s<br />
Ethical St<strong>and</strong>ards for Auditors.<br />
Scope <strong>of</strong> the audit <strong>of</strong> the financial statements<br />
An audit involves obtaining evidence about the<br />
amounts <strong>and</strong> disclosures in the financial statements<br />
sufficient to give reasonable assurance that<br />
the financial statements are free from material<br />
misstatement, whether caused by fraud or error.<br />
This includes an assessment <strong>of</strong>: whether the<br />
accounting policies are appropriate to the Northern<br />
Irel<strong>and</strong> Prison Service’s circumstances have been<br />
consistently applied <strong>and</strong> adequately disclosed; the<br />
reasonableness <strong>of</strong> significant accounting estimates<br />
made by Northern Irel<strong>and</strong> Prison Service; <strong>and</strong> the<br />
overall presentation <strong>of</strong> the financial statements. In<br />
addition I read ail the financial <strong>and</strong> non-financial<br />
information in the <strong>Annual</strong> <strong>Report</strong> to identify<br />
material inconsistencies with the audited financial<br />
statements. If I become aware <strong>of</strong> any apparent<br />
material misstatements or inconsistencies I consider<br />
the implications for my certificate.<br />
ln addition, I am required to obtain evidence<br />
sufficient to give reasonable assurance that the<br />
expenditure <strong>and</strong> income reported in the financial<br />
statements have been applied to the purposes<br />
intended by the Assembly <strong>and</strong> the financial<br />
transactions recorded in the financial statements<br />
conform to the authorities which govern them.<br />
68
<strong>2012</strong>-20<strong>13</strong><br />
Opinion on Regularity<br />
ln my opinion, in all material respects the<br />
expenditure <strong>and</strong> income recorded in the financial<br />
statements have been applied to the purposes<br />
intended by the Assembly <strong>and</strong> the financial<br />
transactions recorded in the financial statements<br />
conform to the authorities which govern them.<br />
Opinion on financial statements<br />
In my opinion:<br />
• the financial statements give a true <strong>and</strong> fair<br />
view <strong>of</strong> the state <strong>of</strong> the Northern Irel<strong>and</strong> Prison<br />
Service’s affairs as at 31 March 20<strong>13</strong> <strong>and</strong> <strong>of</strong> the<br />
net operating cost, cash flows <strong>and</strong> changes in<br />
taxpayers’ equity for the year then ended; <strong>and</strong><br />
• the financial statements have been properly<br />
prepared in accordance with the Government<br />
Resources <strong>and</strong> <strong>Accounts</strong> Act (Northern Irel<strong>and</strong>)<br />
2001 <strong>and</strong> <strong>Department</strong> <strong>of</strong> Finance <strong>and</strong> Personnel<br />
directions issued thereunder.<br />
Matters on which I report by exception<br />
I have nothing to report in respect <strong>of</strong> the following<br />
matters which I report to you if, in my opinion:<br />
• adequate accounting records have not been kept;<br />
or<br />
• the financial statements <strong>and</strong> the part <strong>of</strong> the<br />
Remuneration <strong>Report</strong> to be audited are not in<br />
agreement with the accounting records; or<br />
• I have not received all <strong>of</strong> the information <strong>and</strong><br />
explanations l require for my audit; or<br />
• the Governance Statement does not reflect<br />
compliance with <strong>Department</strong> <strong>of</strong> Finance <strong>and</strong><br />
Personnel’s guidance.<br />
<strong>Report</strong><br />
I have no observations to make on these financial<br />
statements.<br />
Opinion on other matters<br />
In my opinion:<br />
• the part <strong>of</strong> the Remuneration <strong>Report</strong> to be audited<br />
has been properly prepared in accordance with<br />
<strong>Department</strong> <strong>of</strong> Finance <strong>and</strong> Personnel’s<br />
directions made under the Government<br />
Resources <strong>and</strong> <strong>Accounts</strong> Act (Northern Irel<strong>and</strong>)<br />
2001; <strong>and</strong><br />
• the information given in the Management<br />
Commentary <strong>and</strong> Operating Review for the<br />
financial year for which the financial statements<br />
are prepared is consistent with the financial<br />
statements.<br />
KJ Donnelly<br />
Comptroller <strong>and</strong> Auditor General<br />
Northern Irel<strong>and</strong> Audit Office<br />
106 University Street<br />
Belfast<br />
BT7 1EU<br />
20 June 20<strong>13</strong><br />
69
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Financial Statements And Notes<br />
Statement <strong>of</strong> Comprehensive Net Expenditure for the period ended 31 March 20<strong>13</strong><br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
Note Staff Other Income<br />
Costs Costs Restated<br />
£000 £000 £000<br />
Administration Costs<br />
Staff costs 3 10,012 9,198<br />
Other administrative costs 4 6,060 5,526<br />
Operating income 7 (97) (53)<br />
Programme Costs<br />
Staff costs 3 75,115 80,305<br />
Voluntary Early Retirement<br />
Scheme Staff Costs 3 22,171 22,710<br />
Programme costs 5 63,206 39,883<br />
Grant 6 294 302<br />
Income 7 (3,101) (2,881)<br />
Totals 107,298 69,560 (3,198) 154,990<br />
Net Operating Cost 173,660 154,990<br />
Other Comprehensive Expenditure<br />
Note <strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Net (gain)/loss on revaluation <strong>of</strong><br />
property, plant <strong>and</strong> equipment 8 5,627 (4,162)<br />
Net (gain)/loss on revaluation<br />
<strong>of</strong> intangibles 9 (853) 44<br />
Net (gain)/loss on revaluation <strong>of</strong><br />
available for sale financial assets – –<br />
Total Comprehensive Expenditure<br />
for the year ended 31 March 20<strong>13</strong> 178,434 150,872<br />
The notes on pages 74 to 107 form part <strong>of</strong> these accounts<br />
70
<strong>2012</strong>-20<strong>13</strong><br />
Statement <strong>of</strong> Financial Position as at 31 March 20<strong>13</strong><br />
Note <strong>2012</strong>-<strong>13</strong> 2011-12 1 April<br />
2011<br />
£000 £000 £000<br />
Non-current assets Restated Restated<br />
Property, plant <strong>and</strong> equipment 8 204,919 215,783 206,923<br />
Intangible assets 9 7,289 7,428 7,262<br />
Trade <strong>and</strong> other receivables <strong>13</strong> 50 10 <strong>13</strong><br />
Financial assets 10 926 1,276 1,738<br />
Total non-current assets 2<strong>13</strong>,184 224,497 215,936<br />
Current assets<br />
Inventories 12 1,642 1,545 1,480<br />
Trade <strong>and</strong> other receivables <strong>13</strong> 1,371 2,063 2,167<br />
Financial assets 10 3<strong>13</strong> 434 391<br />
Cash <strong>and</strong> cash equivalents 14 95 74 52<br />
Total current assets 3,421 4,116 4,090<br />
Total assets 216,605 228,6<strong>13</strong> 220,026<br />
Current liabilities<br />
Cash <strong>and</strong> cash equivalents 14 (5,737) (703) (3,721)<br />
Trade <strong>and</strong> other payables 15 (33,241) (35,7<strong>13</strong>) (15,943)<br />
Provisions 16 (5,538) (3,500) (2,940)<br />
Total current liabilities (44,516) (39,916) (22,604)<br />
Non-current assets less net current liabilities 172,089 188,697 197,422<br />
Non-current liabilities<br />
Provisions 16 (30,553) (8,482) (6,711)<br />
Other payables 15 (6) (8) (10)<br />
Total non-current liabilities (30,559) (8,490) (6,721)<br />
Assets less liabilities 141,530 180,207 190,701<br />
Taxpayers’ Equity<br />
General fund 107,628 <strong>13</strong>9,714 149,399<br />
Revaluation reserve 33,902 40,493 41,302<br />
Total taxpayers’ equity 141,530 180,207 190,701<br />
Sue McAllister<br />
Director General & Accounting Officer<br />
18 June 20<strong>13</strong><br />
The notes on pages 74 to 107 form part <strong>of</strong> these accounts<br />
71
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Statement <strong>of</strong> Cash Flows for the period ended 31 March 20<strong>13</strong><br />
Note <strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Cash flows from operating activities<br />
Restated<br />
Net operating cost 2 (173,660) (154,990)<br />
Adjustments for non-cash transactions 4,5 38,293 18,752<br />
(Increase)/decrease in trade <strong>and</strong> other receivables <strong>13</strong> 652 107<br />
less movements in receivables relating to items not<br />
passing through the Statement <strong>of</strong> Comprehensive<br />
Net Expenditure <strong>13</strong> (2) (199)<br />
(Increase)/decrease in inventories 12 (97) (65)<br />
Increase/(decrease) in trade payables 15 (2,474) 19,768<br />
less movements in payables relating to items not<br />
passing through the Statement <strong>of</strong> Comprehensive<br />
Net Expenditure 1,504 1,311<br />
Use <strong>of</strong> provisions (1,595) (1,612)<br />
Net cash outflow from operating activities (<strong>13</strong>7,379) (116,928)<br />
Cash flows from investing activities<br />
Purchase <strong>of</strong> property, plant <strong>and</strong> equipment (8,095) (19,787)<br />
Purchase <strong>of</strong> intangible assets 9 (355) (507)<br />
Items funded by <strong>Department</strong> <strong>of</strong> <strong>Justice</strong> - -<br />
Proceeds <strong>of</strong> disposal <strong>of</strong> property, plant <strong>and</strong> equipment 9 15<br />
Loans to other bodies 10 - (15)<br />
(Repayments) from other bodies 10 530 518<br />
Net cash outflow from investing activities (7,911) (19,776)<br />
Cash flows from financing activities<br />
Financing from <strong>Department</strong> <strong>of</strong> <strong>Justice</strong> 140,456 <strong>13</strong>9,560<br />
Net financing 140,456 <strong>13</strong>9,560<br />
Net increase/(decrease) in cash <strong>and</strong> cash equivalents in<br />
the period before adjustment for receipts <strong>and</strong> payments<br />
to the Consolidated Fund (4,834) 2,856<br />
Receipts due to the Consolidated Fund which are outside<br />
the scope <strong>of</strong> the Agency’s activities 95 485<br />
Payments <strong>of</strong> amounts due to the Consolidated Fund (274) (301)<br />
Cash <strong>and</strong> cash equivalents at the beginning <strong>of</strong> the period 14 (629) (3,669)<br />
Cash <strong>and</strong> cash equivalents at the end <strong>of</strong> the period 14 (5,642) (629)<br />
72<br />
The notes on pages 74 to 107 form part <strong>of</strong> these accounts
<strong>2012</strong>-20<strong>13</strong><br />
Statement <strong>of</strong> Changes in Taxpayers’ Equity for the period ended 31 March 20<strong>13</strong><br />
Note General Revaluation Total<br />
Fund Reserve Reserves<br />
£000 £000 £000<br />
Balance at 31 March 2011 (Restated) 151,059 41,302 192,361<br />
Prior Period Adjustments 24 (1,660) - (1,660)<br />
Balance at 1 April 2011 (Restated) 149,399 41,302 190,701<br />
Changes in taxpayers’ equity for 2011-12<br />
Net gain on revaluation <strong>of</strong> property, plant <strong>and</strong> equipment 8,9 – 4,118 4,118<br />
Actuarial loss (600) – (600)<br />
Non-cash charges - auditors’ remuneration 4 42 – 42<br />
Non-cash charges – other 1,376 – 1,376<br />
Transfers between reserves 4,927 (4,927) –<br />
Net operating costs 2 (154,990) – (154,990)<br />
Total recognised income <strong>and</strong> expense for 2011-12 (149,245) (809) (150,054)<br />
Funding from <strong>Department</strong> <strong>of</strong> <strong>Justice</strong> <strong>13</strong>9,560 – <strong>13</strong>9,560<br />
Balance at 31 March <strong>2012</strong> (Restated) <strong>13</strong>9,714 40,493 180,207<br />
Changes in taxpayers’ equity for <strong>2012</strong>-<strong>13</strong><br />
Opening adjustment - 155 155<br />
Net gain on revaluation <strong>of</strong> property, plant <strong>and</strong> equipment 8,9 - (4,774) (4,774)<br />
Actuarial Loss 16 (2,340) - (2,340)<br />
Non-cash charges - auditors’ remuneration 4 42 - 42<br />
Non-cash charges – other 1,444 - 1,444<br />
Transfers between reserves 1,972 (1,972) -<br />
Net operating costs 2 (173,660) - (173,660)<br />
Total recognised income <strong>and</strong> expense for <strong>2012</strong>-<strong>13</strong> (172,542) (6,591) (179,<strong>13</strong>3)<br />
Funding from <strong>Department</strong> <strong>of</strong> <strong>Justice</strong> 140,456 - 140,456<br />
Balance at 31 March 20<strong>13</strong> 107,628 33,902 141,530<br />
The notes on pages 74 to 107 form part <strong>of</strong> these accounts<br />
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Notes to the accounts<br />
1. Statement <strong>of</strong> Accounting Policies<br />
These financial statements have been prepared in<br />
accordance with the <strong>2012</strong>-<strong>13</strong> Government Financial<br />
<strong>Report</strong>ing Manual (FReM) issued by the <strong>Department</strong><br />
<strong>of</strong> Finance <strong>and</strong> Personnel, <strong>and</strong> directions given<br />
by the <strong>Department</strong> <strong>of</strong> Finance <strong>and</strong> Personnel,<br />
under section 11(2) <strong>of</strong> the Government Resources<br />
<strong>and</strong> <strong>Accounts</strong> Act (Northern Irel<strong>and</strong>) 2001. The<br />
<strong>Department</strong> <strong>of</strong> Finance <strong>and</strong> Personnel requires <strong>NIPS</strong><br />
to prepare for each financial year a statement <strong>of</strong><br />
accounts in the form <strong>and</strong> on the basis set out in<br />
the <strong>Accounts</strong> Direction. The accounting policies<br />
contained in the FReM apply International Financial<br />
<strong>Report</strong>ing St<strong>and</strong>ards (IFRS) as adapted or interpreted<br />
for the public sector context.<br />
The accounts are stated in sterling, which is the<br />
Agency’s functional <strong>and</strong> presentational currency.<br />
Unless otherwise noted, the amounts shown in<br />
these financial statements are in thous<strong>and</strong>s <strong>of</strong><br />
pounds sterling (£000).<br />
1.2 Operating Income<br />
Operating income is income that relates directly<br />
to the operating activities <strong>of</strong> the Northern Irel<strong>and</strong><br />
Prison Service. This includes income from Trading<br />
Activities in relation to prisoners <strong>and</strong> staff catering<br />
<strong>and</strong> is shown gross on the face <strong>of</strong> the Statement<br />
<strong>of</strong> Net Comprehensive Expenditure <strong>and</strong> in Note 7<br />
with related costs <strong>and</strong> expenses shown separately in<br />
Notes 4 <strong>and</strong> 5 <strong>of</strong> these financial statements.<br />
Where the FReM permits a choice <strong>of</strong> accounting<br />
policy, the accounting policy which has been<br />
judged to be the most appropriate to the particular<br />
circumstances <strong>of</strong> the Northern Irel<strong>and</strong> Prison Service<br />
for the purpose <strong>of</strong> giving a true <strong>and</strong> fair view has<br />
been selected. The particular policies adopted by the<br />
Northern Irel<strong>and</strong> Prison Service are described below.<br />
They have been applied consistently in dealing<br />
with items considered material to the financial<br />
statements. The change in accounting policy this<br />
year in relation to the Injury on Duty Provision<br />
amounts to a Prior Year Adjustment which has been<br />
detailed in Note 1.25.<br />
1.1 Accounting Convention<br />
These accounts have been prepared under the<br />
historical cost convention modified to account for<br />
the revaluation <strong>of</strong> property, plant <strong>and</strong> equipment,<br />
intangible assets <strong>and</strong> inventories <strong>and</strong> the revaluation<br />
<strong>of</strong> financial instruments which are recorded in the<br />
Statement <strong>of</strong> Financial Position at their fair value,<br />
being the carrying amount discounted to present<br />
value at the effective rate <strong>of</strong> interest <strong>of</strong> 3.5%.<br />
1.3 Property, plant <strong>and</strong> equipment<br />
Freehold L<strong>and</strong> <strong>and</strong> Buildings on the Northern Irel<strong>and</strong><br />
Prison Service estate are capitalised where title is<br />
held by the Agency. L<strong>and</strong> <strong>and</strong> Buildings are subject<br />
to pr<strong>of</strong>essional valuation at least once every five<br />
years <strong>and</strong> revalued using L<strong>and</strong> <strong>and</strong> Property Services<br />
indices in intervening years.<br />
L<strong>and</strong> <strong>and</strong> Property Services last carried out a<br />
revaluation <strong>of</strong> L<strong>and</strong> <strong>and</strong> Buildings in the Financial<br />
Year 2011-12 <strong>and</strong> these have been revalued using<br />
indices provided by L<strong>and</strong> <strong>and</strong> Property Services in<br />
the current year.<br />
74
<strong>2012</strong>-20<strong>13</strong><br />
Component Definition<br />
Building Substructure, Frame, Upper Floors,<br />
Structure Ro<strong>of</strong>, Stairs, External Walls,<br />
Windows & external doors, Internal<br />
walls & partitions, Internal doors,<br />
Floors/wall/ceiling finishes<br />
Engineering Sanitary appliances, services<br />
Systems equipment, disposal installation,<br />
water installation, heat source,<br />
space heating, & air treatment,<br />
ventilation systems, electrical, gas,<br />
lift <strong>and</strong> protective installations.<br />
Equipment & CCTV, access control, alarm<br />
Security systems, control rooms including all<br />
Installations associated ICT hardware &<br />
s<strong>of</strong>tware; Fixed furniture, fittings,<br />
equipment & appliances.<br />
External Roads, footpaths, drainage, fences,<br />
Works gates, boundary walls, street<br />
furniture, l<strong>and</strong>scaping <strong>and</strong><br />
external lighting.<br />
Property, Plant <strong>and</strong> Equipment, other than L<strong>and</strong> <strong>and</strong><br />
Buildings are carried at current cost using indices<br />
compiled by the Office for National Statistics. The<br />
st<strong>and</strong>ard threshold for capitalisation is £1,000.<br />
Lower thresholds apply to certain types <strong>of</strong> IT<br />
equipment.<br />
Expenditure on <strong>of</strong>fice furniture <strong>and</strong> equipment is<br />
classified as capital expenditure if the purchase cost<br />
<strong>of</strong> an individual item is over the st<strong>and</strong>ard threshold<br />
<strong>of</strong> £1,000. An exception to this is if, as the result<br />
<strong>of</strong> a refurbishment or the establishment <strong>of</strong> a new<br />
<strong>of</strong>fice or project, a pool <strong>of</strong> new <strong>of</strong>fice furniture<br />
or equipment is purchased with individual items<br />
costing less than £1,000 but the total purchase<br />
costs are more than £1,000.<br />
Properties regarded by the Northern Irel<strong>and</strong> Prison<br />
Service as operational are valued on the basis <strong>of</strong><br />
existing use, or where this could not be assessed<br />
because there is no market value for the property, its<br />
depreciated replacement cost. Properties regarded<br />
by the Northern Irel<strong>and</strong> Prison Service as nonoperational<br />
are valued on the basis <strong>of</strong> open market<br />
value.<br />
1.4 Intangible Assets<br />
Purchased computer s<strong>of</strong>tware licences are<br />
capitalised as intangible assets where expenditure<br />
<strong>of</strong> £1,000 or more is incurred. Intangible assets are<br />
stated at their market value. Intangible assets are<br />
amortised on a straight-line basis over the expected<br />
useful lives <strong>of</strong> the assets concerned.<br />
1.5 Financial Instruments<br />
Under IAS 39 <strong>and</strong> IFRS 7, the Northern Irel<strong>and</strong><br />
Prison Service is required to recognise, measure <strong>and</strong><br />
disclose the elements <strong>of</strong> its 0% interest Housing<br />
Loan Scheme at fair value. These elements have<br />
been identified within both Non-current <strong>and</strong><br />
Current Financial Assets. The carrying value has been<br />
discounted at a rate <strong>of</strong> 3.5% in line with Treasury<br />
guidelines. The Northern Irel<strong>and</strong> Prison Service does<br />
not hold any other financial instruments.<br />
1.6 Depreciation <strong>and</strong> Amortisation<br />
Freehold l<strong>and</strong> is not depreciated. <strong>NIPS</strong> has<br />
depreciated separately identified components <strong>of</strong><br />
its buildings assets according to the useful life<br />
<strong>of</strong> that component, with individual lives applied<br />
to each component. Provision for depreciation<br />
<strong>and</strong> amortisation is made to write-<strong>of</strong>f the cost<br />
<strong>of</strong> property, plant <strong>and</strong> equipment <strong>and</strong> intangible<br />
assets on a straight-line basis over the expected<br />
useful lives <strong>of</strong> the assets concerned. L<strong>and</strong>, assets<br />
under construction or assets awaiting disposal are<br />
not depreciated. The overall expected useful lives <strong>of</strong><br />
assets are as follows:<br />
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76<br />
- Permanent buildings up to 55 years<br />
- Temporary buildings 10 - 25 years<br />
- Plant <strong>and</strong> Equipment 3 - 25 years<br />
- Furniture <strong>and</strong><br />
Office Equipment<br />
3 - 15 years<br />
- Information Technology<br />
<strong>and</strong> S<strong>of</strong>tware<br />
3 - 8 years<br />
- Vehicles 5 - 20 years<br />
1.7 Realised Element <strong>of</strong> Depreciation from<br />
Revaluation Reserve<br />
Depreciation is charged to expenditure on the<br />
revalued amount <strong>of</strong> property, plant <strong>and</strong> equipment.<br />
An element <strong>of</strong> the depreciation therefore arises due<br />
to the increase in valuation <strong>and</strong> is in excess <strong>of</strong> the<br />
depreciation that would be charged on the historical<br />
cost <strong>of</strong> assets. The amount relating to this excess is<br />
a realised gain on revaluation <strong>and</strong> is transferred from<br />
the Revaluation Reserve to the General Fund.<br />
1.8 Inventories<br />
Inventories are valued at the lower <strong>of</strong> cost or net<br />
realisable value.<br />
1.9 Pension Costs<br />
Past <strong>and</strong> present employees are covered by the<br />
provisions <strong>of</strong> the Principal Civil Service Pension<br />
Scheme (Northern Irel<strong>and</strong>) [PCSPS (NI)] <strong>and</strong> the<br />
Principal Civil Service Pension Scheme (GB) [PCSPS<br />
(GB)]. Liability for payment <strong>of</strong> future benefits is<br />
a charge to the PCSPS (NI) <strong>and</strong> PCSPS (GB). The<br />
Agency meets the cost <strong>of</strong> pension cover through<br />
the payment <strong>of</strong> charges calculated on an accruing<br />
basis. Contributions are charged to the Statement <strong>of</strong><br />
Comprehensive Net Expenditure as incurred.<br />
1.10 Employee Benefits<br />
Under IAS 19 an employing entity should recognise<br />
the undiscounted amount <strong>of</strong> short term employee<br />
benefits expected to be paid in exchange for the<br />
service. The Northern Irel<strong>and</strong> Prison Service has<br />
therefore recognised both annual <strong>and</strong> flexi leave<br />
entitlements that have been earned by the year<br />
end but not yet taken. These are included in Current<br />
Liabilities <strong>and</strong> in Staff Costs for both administration<br />
<strong>and</strong> programme staff across the service.<br />
1.11 Provision for Liabilities <strong>and</strong> Charges<br />
The Northern Irel<strong>and</strong> Prison Service provides for<br />
legal <strong>and</strong> constructive obligations, which are <strong>of</strong><br />
uncertain timing or amount, at the Statement <strong>of</strong><br />
Financial Position date on the basis <strong>of</strong> the best<br />
estimate <strong>of</strong> the expenditure required to settle the<br />
obligation. Where the effect <strong>of</strong> the time value <strong>of</strong><br />
money is material, the estimated cash flows are<br />
discounted<br />
1.12 Contingent Liabilities<br />
In addition to contingent liabilities disclosed in<br />
accordance with IAS 37, the Northern Irel<strong>and</strong> Prison<br />
Service discloses for parliamentary reporting <strong>and</strong><br />
accountability purposes certain statutory <strong>and</strong> nonstatutory<br />
contingent liabilities where the likelihood<br />
<strong>of</strong> a transfer <strong>of</strong> economic benefit is remote, but<br />
which have been reported to the Northern Irel<strong>and</strong><br />
Assembly in accordance with the requirements <strong>of</strong><br />
Managing Public Money (Northern Irel<strong>and</strong>).<br />
Where the time value <strong>of</strong> money is material,<br />
contingent liabilities which are required to be<br />
disclosed under IAS 37 are stated at discounted<br />
amounts <strong>and</strong> the amount reported to the Northern<br />
Irel<strong>and</strong> Assembly separately noted. Contingent<br />
liabilities that are not required to be disclosed by<br />
IAS 37 are stated at the amounts reported to the<br />
Northern Irel<strong>and</strong> Assembly.<br />
1.<strong>13</strong> Operating Leases<br />
Operating lease rentals are charged to the<br />
Statement <strong>of</strong> Comprehensive Net Expenditure as<br />
incurred.
<strong>2012</strong>-20<strong>13</strong><br />
1.14 Grants<br />
Grants payable to third parties are charged to the<br />
Statement <strong>of</strong> Comprehensive Net Expenditure as<br />
the recipient carries out the activity that creates<br />
entitlement.<br />
1.15 Early Retirement Costs<br />
The Northern Irel<strong>and</strong> Prison Service is required to<br />
meet the cost <strong>of</strong> paying pensions <strong>of</strong> employees who<br />
retire early from the date <strong>of</strong> their retirement until<br />
they reach normal pension age. The Northern Irel<strong>and</strong><br />
Prison Service accounts in full for this cost when<br />
the applications for early retirement have been<br />
approved <strong>and</strong> the individuals have been notified.<br />
1.16 VAT<br />
The majority <strong>of</strong> the activities <strong>of</strong> the Northern<br />
Irel<strong>and</strong> Prison Service are outside the scope <strong>of</strong><br />
VAT. Irrecoverable VAT is charged to the relevant<br />
expenditure category or included in the capitalised<br />
purchase cost <strong>of</strong> property, plant <strong>and</strong> equipment.<br />
Where output tax is charged or input VAT is<br />
recoverable the amounts are stated net <strong>of</strong> VAT.<br />
1.17 Administration <strong>and</strong> programme<br />
expenditure<br />
The Statement <strong>of</strong> Comprehensive Net Expenditure<br />
is analysed between administration <strong>and</strong> programme<br />
income <strong>and</strong> expenditure. The classification <strong>of</strong><br />
expenditure <strong>and</strong> income as administration or as<br />
programme follows the definition <strong>of</strong> administration<br />
costs set by DFP.<br />
1.18 Notional costs<br />
Some <strong>of</strong> the costs directly related to the running<br />
<strong>of</strong> the Northern Irel<strong>and</strong> Prison Service are borne by<br />
other Government <strong>Department</strong>s or organisations.<br />
These costs have been included on the basis <strong>of</strong><br />
the estimated cost incurred by the providing<br />
organisation.<br />
1.19 Insurance<br />
Except where there is a statutory requirement to<br />
do so, the Northern Irel<strong>and</strong> Prison Service does not<br />
take out general insurance. Instead expenditure<br />
in connection with uninsured risks is charged as<br />
incurred.<br />
1.20 Funding<br />
The Northern Irel<strong>and</strong> Prison Service is financed by<br />
supply estimates voted by the Northern Irel<strong>and</strong><br />
Assembly. Its provision was set out in Request for<br />
Resources 1 <strong>of</strong> the <strong>Department</strong> <strong>of</strong> <strong>Justice</strong> for this<br />
reporting period.<br />
1.21 Third Party Assets<br />
The Northern Irel<strong>and</strong> Prison Service holds, as<br />
custodian, certain assets belonging to third parties.<br />
These assets consist <strong>of</strong> cash held in respect <strong>of</strong> a<br />
Prisoners’ Amenity Fund administered by each prison<br />
establishment <strong>and</strong> used for the welfare <strong>and</strong> benefit<br />
<strong>of</strong> all prisoners. Also included are cash amounts<br />
belonging to prisoners in the Prisoners’ Personal<br />
Cash (PPC) accounts, held in the Northern Irel<strong>and</strong><br />
Prison Service’s bank account. PPC balances are<br />
disclosed at Note 23 but not elsewhere in these<br />
accounts since neither the Northern Irel<strong>and</strong> Prison<br />
Service nor the Government more generally has a<br />
direct beneficial interest in them.<br />
1.22 Related Party Transactions<br />
The Northern Irel<strong>and</strong> Prison Service is required to<br />
disclose material transactions with related parties<br />
– bodies or individuals that have the potential to<br />
control or influence the Northern Irel<strong>and</strong> Prison<br />
Service or to be controlled or influenced by the<br />
Northern Irel<strong>and</strong> Prison Service. Disclosure <strong>of</strong> these<br />
transactions allows readers to assess the extent to<br />
which the Northern Irel<strong>and</strong> Prison Service’s financial<br />
position <strong>and</strong> income <strong>and</strong> expenditure may have<br />
been affected by the existence <strong>of</strong> related parties <strong>and</strong><br />
by transactions <strong>and</strong> outst<strong>and</strong>ing balances with such<br />
parties.<br />
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1.23 Critical accounting estimates <strong>and</strong> key<br />
judgements<br />
The preparation <strong>of</strong> financial statements in<br />
conformity with IFRS requires the use <strong>of</strong> accounting<br />
estimates <strong>and</strong> assumptions. It also requires<br />
management to exercise its judgement in the<br />
process <strong>of</strong> applying the Northern Irel<strong>and</strong> Prison<br />
Service’s accounting policies. We continually<br />
evaluate our estimates, assumptions <strong>and</strong><br />
judgements based on available information <strong>and</strong><br />
experience. As the use <strong>of</strong> estimates is inherent in<br />
financial reporting, actual results could differ from<br />
these estimates. The estimates <strong>and</strong> assumptions<br />
which have the most significant risk <strong>of</strong> causing a<br />
material adjustment to the carrying amounts <strong>of</strong><br />
assets <strong>and</strong> liabilities are discussed below.<br />
(i) Depreciation <strong>of</strong> property, plant <strong>and</strong><br />
equipment<br />
Depreciation is provided in the consolidated<br />
accounts so as to write-down the respective assets<br />
to their residual values over their expected useful<br />
lives <strong>and</strong> as such the selection <strong>of</strong> the estimated<br />
useful lives <strong>and</strong> the expected residual values <strong>of</strong> the<br />
assets requires the use <strong>of</strong> estimates <strong>and</strong> judgements.<br />
Details <strong>of</strong> the estimated useful lives are as shown in<br />
Note 1.6.<br />
(ii) Impairment <strong>of</strong> property, plant <strong>and</strong> equipment<br />
Where there is an indication that the carrying value<br />
<strong>of</strong> items <strong>of</strong> property, plant <strong>and</strong> equipment may<br />
have been impaired through events or changes in<br />
circumstances, a review will be undertaken <strong>of</strong> the<br />
recoverable amount <strong>of</strong> that asset.<br />
iii) Injury on Duty Awards life expectancy<br />
assumption<br />
Benefits payable under the Civil Service Injury<br />
Benefit Scheme (Northern Irel<strong>and</strong>) relating to the<br />
Northern Irel<strong>and</strong> Prison Service are payable to<br />
former employees for life. Provision is made for the<br />
costs <strong>of</strong> providing injury awards to employees based<br />
on the current number <strong>of</strong> injury awards <strong>and</strong> also on<br />
the estimated life expectancy <strong>of</strong> these pensioners.<br />
This year the injury awards were valued under<br />
International Accounting St<strong>and</strong>ard (IAS) 19<br />
Employee Benefits by Government Actuary’s<br />
<strong>Department</strong> (GAD). IAS 19 requires the employer<br />
to value the expected injury awards for active<br />
members, who are currently uninjured but who<br />
may become injured in the future, <strong>and</strong> include the<br />
value in the Statement <strong>of</strong> <strong>Accounts</strong>. This amounts<br />
to a change in accounting policy. Therefore, the<br />
closing balance <strong>of</strong> the Injury Awards liability <strong>and</strong> the<br />
General Reserve has been restated from the earliest<br />
opportunity 1 April 2011.<br />
(iv) Litigation Provisions<br />
The litigation provision relates to legal claims<br />
against the Northern Irel<strong>and</strong> Prison Service by<br />
staff, prisoners <strong>and</strong> third parties for injuries <strong>and</strong><br />
other damages including fair employment <strong>and</strong><br />
industrial tribunal cases. The provisons are based<br />
upon the assessment <strong>of</strong> the likely damages <strong>and</strong><br />
legal costs payable, with reference to legal experts<br />
<strong>and</strong> in consideration <strong>of</strong> settlements in cases <strong>of</strong> a<br />
similar nature were it is probable that the claim<br />
will be successful. <strong>NIPS</strong> also carry out an objective<br />
exercise to compare estimates to actual settlements<br />
in current <strong>and</strong> previous years <strong>and</strong> will adjust the<br />
provisions in line with these findings on an annual<br />
basis.<br />
Other than depreciation, provisions <strong>and</strong> employee<br />
benefits, no material accounting estimates or<br />
judgements were made by the Northern Irel<strong>and</strong><br />
Prison Service in preparing these accounts.<br />
78
<strong>2012</strong>-20<strong>13</strong><br />
1.24 Voluntary Early Retirement Scheme<br />
The cost <strong>of</strong> severance payments to staff leaving the<br />
organisation under the Voluntary Early Retirement<br />
Scheme are included within programme costs. The<br />
cost <strong>of</strong> staff working on the administration <strong>of</strong> the<br />
scheme are included within staff costs.<br />
1.25 Prior year adjustments<br />
During the financial year <strong>2012</strong>-<strong>13</strong> the following<br />
changes took place:<br />
Adjustment for IAS 19 2011-12<br />
Valuation <strong>of</strong> Injury Awards £’000<br />
Statement <strong>of</strong> Comprehensive<br />
Net Expenditure 155,400<br />
Increase in borrowing costs 263<br />
Decrease in Provision (673)<br />
Restated Statement <strong>of</strong><br />
Comprehensive Net Expenditure 154,990<br />
Provisions<br />
This year the injury awards were valued under IAS<br />
19 Employee Benefits. IAS 19 requires the employer<br />
to value the expected injury awards for active<br />
members who are currently uninjured but who may<br />
become injured in the future, <strong>and</strong> include the value<br />
in the Statement <strong>of</strong> <strong>Accounts</strong>.<br />
Statement <strong>of</strong> 2011-12 2010-11<br />
Financial Position £’000 £’000<br />
Assets less liabilities 182,057 192,361<br />
Increase in provision (1,850) (1,660)<br />
Restated assets<br />
less liabilities 180,207 190,701<br />
This amounts to a change in accounting policy<br />
which has been treated as a prior year adjustment<br />
in line with IAS 8 <strong>and</strong> prior year comparative figures<br />
have been restated accordingly from the earliest<br />
opportunity 1 April 2011. The prior year adjustment<br />
is required as the change in accounting policy must<br />
be applied retrospectively to reflect the changes<br />
in the figures as if the new accounting policy had<br />
always applied. These adjustments are reflected in<br />
the main statements <strong>and</strong> in notes 5, 16 <strong>and</strong> 24 to<br />
these financial statements.<br />
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1.26 Accounting st<strong>and</strong>ards, interpretations <strong>and</strong> amendments to published st<strong>and</strong>ards adopted in the year<br />
ended 31 March 20<strong>13</strong><br />
Chapter in Area Description Comments<br />
FReM affected <strong>of</strong> revision<br />
<strong>2012</strong>-<strong>13</strong><br />
7 Accounting for <strong>Report</strong>ing entities participating in the CRC Energy<br />
the Carbon<br />
Efficiency Scheme will need to account for assets,<br />
Reduction<br />
liabilities <strong>and</strong> expenses related to the scheme. This<br />
Commitment<br />
is initially at cost. If there is evidence <strong>of</strong> an active<br />
(CRC) Energy<br />
market, scheme assets should be measured at fair<br />
Efficiency<br />
value.<br />
Scheme<br />
If payments made represent a prepayment for<br />
future years <strong>NIPS</strong> will account for the related<br />
assets, liabilities <strong>and</strong> expenses.<br />
9 Financial<br />
instruments:<br />
Disclosures<br />
(annual<br />
improvements)<br />
Increased disclosure<br />
requirements for transfers<br />
<strong>of</strong> financial assets. Where<br />
entities have transferred<br />
financial assets outside <strong>of</strong><br />
the legal body, disclosures<br />
are required to reflect the<br />
impact <strong>of</strong> this, particularly<br />
where the entity retains<br />
some form <strong>of</strong> interest in<br />
those assets.<br />
The FReM applies IFRS 7 in full, <strong>and</strong> the<br />
expectation is that it will continue to do so. This<br />
will incorporate these increased disclosures.<br />
The increased disclosure requirements have an<br />
immaterial impact on the <strong>NIPS</strong> accounts, as <strong>NIPS</strong><br />
is unlikely to transfer the financial assets.<br />
The N.I. Prison Service has reviewed the remaining st<strong>and</strong>ards, interpretations <strong>and</strong> amendments to published<br />
st<strong>and</strong>ards that became effective during <strong>2012</strong>-<strong>13</strong> <strong>and</strong> which are relevant to its operations. The adoption <strong>of</strong> these<br />
st<strong>and</strong>ards has not had a significant impact on the financial position or results <strong>of</strong> the N.I. Prison Service.<br />
1.27 Accounting st<strong>and</strong>ards, interpretations <strong>and</strong> amendments to published st<strong>and</strong>ards not yet effective<br />
The N.I. Prison Service has reviewed the additional or revised accounting st<strong>and</strong>ards <strong>and</strong> new (or amendments to)<br />
interpretations contained within the Government Financial <strong>Report</strong>ing Manual (FReM) 20<strong>13</strong>-14 <strong>and</strong> considers that<br />
these changes are not relevant to its operations.<br />
80<br />
In addition, certain new st<strong>and</strong>ards, interpretations <strong>and</strong> amendments to existing st<strong>and</strong>ards have been published that<br />
are m<strong>and</strong>atory for accounting periods beginning on or after 1 April 2011 or later periods, but which the N.I. Prison<br />
Service has not adopted early. Other than as outlined in the table below, the N.I. Prison Service considers that these<br />
st<strong>and</strong>ards are not relevant to its operations.
<strong>2012</strong>-20<strong>13</strong><br />
St<strong>and</strong>ard Description <strong>of</strong> revision Application Comments<br />
date<br />
IAS 1<br />
Presentation <strong>of</strong> financial statements (Other<br />
Comprehensive Income (OCI)) – Requiring items<br />
<strong>of</strong> OCI to be grouped on the basis <strong>of</strong> whether they<br />
might at some point be reclassified (‘recycled’) from<br />
OCI to pr<strong>of</strong>it (e.g. cash flow hedges) or where they<br />
will not (e.g. gains on property revaluation). This will<br />
make it clearer to users what their potential effect<br />
on pr<strong>of</strong>it or loss will be in future periods, notably in<br />
light <strong>of</strong> improved disclosures <strong>of</strong> financial instruments<br />
<strong>and</strong> pensions, <strong>and</strong> where there will be no impact.<br />
Amendments also allow simplified reporting for<br />
discontinued operations <strong>and</strong> OCI tax grouping.<br />
01 July <strong>2012</strong><br />
The application <strong>of</strong> the IAS 1<br />
amendments interpreted (for<br />
terminology) <strong>and</strong> adapted<br />
(requiring a single Statement <strong>of</strong><br />
Comprehensive Net Expenditure,<br />
unless agreed by the Relevant<br />
Authority) for the public sector<br />
context is effective from 1 April<br />
20<strong>13</strong>.<br />
IAS 19<br />
Post-employment benefits – the amended IAS<br />
introduces a number <strong>of</strong> changes including:<br />
• Recognition – the elimination <strong>of</strong> the option to<br />
defer the recognition <strong>of</strong> gains <strong>and</strong> losses resulting<br />
from defined benefit plans (the ‘corridor approach’);<br />
• Presentation – the elimination <strong>of</strong> options for the<br />
presentation <strong>of</strong> gains <strong>and</strong> losses relating to those<br />
plans; <strong>and</strong><br />
• Disclosures – the improvement <strong>of</strong> disclosure<br />
requirements that will better show the<br />
characteristics <strong>of</strong> defined benefit plans <strong>and</strong> the risks<br />
arising from those plans.<br />
It also modifies accounting for termination<br />
benefits, including distinguishing benefits provided<br />
in exchange for service <strong>and</strong> benefits provided in<br />
exchange for the termination <strong>of</strong> employment<br />
<strong>and</strong> affect the recognition <strong>and</strong> measurement <strong>of</strong><br />
termination benefits.<br />
01 January<br />
20<strong>13</strong><br />
The ‘corridor approach’ is not<br />
permitted by the FReM so the<br />
main impact <strong>of</strong> the change will<br />
not be relevant.<br />
There may, however, be impacts<br />
on defined benefit pension<br />
scheme accounts <strong>and</strong> other<br />
entities consolidating defined<br />
benefit schemes due to the new<br />
presentation <strong>and</strong> disclosure<br />
requirements.<br />
Entities may also be impacted by<br />
modifications to accounting for<br />
termination benefits.<br />
81
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
St<strong>and</strong>ard Description <strong>of</strong> revision Application Comments<br />
date<br />
IFRS <strong>13</strong><br />
Fair value measurement – IFRS <strong>13</strong> has been<br />
01 January<br />
The application <strong>of</strong> IFRS <strong>13</strong> is<br />
prepared to provide consistent guidance on fair<br />
20<strong>13</strong><br />
subject to further review by HM<br />
value measurement for all relevant balances <strong>and</strong><br />
Treasury <strong>and</strong> the other relevant<br />
transactions covered by IFRS (except where IFRS <strong>13</strong><br />
authorities before due process<br />
explicitly states otherwise).<br />
consultation.<br />
The st<strong>and</strong>ard:<br />
• Defines fair value, provides guidance on fair<br />
value measurement techniques, <strong>and</strong> sets out the<br />
disclosure requirements;<br />
• Requires fair value be measured using the most<br />
reliable data <strong>and</strong> inputs available to determine the<br />
exit price for an asset/liability (taken as the price<br />
that two market participants – a buyer <strong>and</strong> a seller<br />
– would settle on.); <strong>and</strong><br />
• Establishes a hierarchy for inputs used to determine<br />
fair value (levels 1 to 3).<br />
IAS 16<br />
Classification <strong>of</strong> servicing equipment - items such<br />
01 January<br />
The FReM is expected to apply<br />
as spare parts, st<strong>and</strong> by equipment <strong>and</strong> servicing<br />
20<strong>13</strong><br />
this change in full.<br />
equipment are recognised under IAS 16 when they<br />
meet the definition <strong>of</strong> property, plant or equipment.<br />
They are otherwise classified as inventory under<br />
IAS 2.<br />
82
<strong>2012</strong>-20<strong>13</strong><br />
2. Analysis <strong>of</strong> Net Expenditure by Segment<br />
<strong>2012</strong>-<strong>13</strong><br />
Maghaberry Magilligan Hydebank Others Total<br />
£000 £000 £000 £000 £000<br />
Gross Expenditure 56,406 27,123 20,046 73,283 176,858<br />
Income (1,465) (772) (364) (597) (3,198)<br />
Net Expenditure 54,941 26,351 19,682 72,686 173,660<br />
2011-12 (Restated)<br />
Maghaberry Magilligan Hydebank Others Total<br />
£000 £000 £000 £000 £000<br />
Gross Expenditure 58,055 29,340 21,747 48,782 157,924<br />
Income (1,270) (736) (385) (543) (2,934)<br />
Net Expenditure 56,785 28,604 21,362 48,239 154,990<br />
In line with the requirements <strong>of</strong> IFRS 8, the Northern Irel<strong>and</strong> Prison Service has reported on Income, Gross<br />
<strong>and</strong> Net Expenditure by geographical segment as pertains to each operational establishment <strong>and</strong> is consistent<br />
with the management approach <strong>and</strong> internal reporting structures existing within the Northern Irel<strong>and</strong> Prison<br />
Service.<br />
The ‘Others’ segment reported above consists <strong>of</strong> all Headquarters functions, the Prison Service College <strong>and</strong><br />
the Prisoners’ Escorting <strong>and</strong> Court Custody Service.<br />
The increase in ‘Others’ relates to the cost <strong>of</strong> the Voluntary Early Retirement Scheme.<br />
83
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
3. Staff Numbers <strong>and</strong> Related Costs<br />
Staff costs comprise:<br />
Administration costs<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
Total Permanently Others Total<br />
employed<br />
staff<br />
£000 £000 £000 £000<br />
Wages <strong>and</strong> salaries 7,854 7,635 219 7,174<br />
Social security costs 629 629 - 599<br />
Other pension costs 1,529 1,529 - 1,425<br />
Total administration staff costs 10,012 9,793 219 9,198<br />
Programme costs<br />
Wages <strong>and</strong> salaries 58,810 57,937 873 62,142<br />
Social security costs 4,797 4,797 - 5,046<br />
Other pension costs 11,508 11,508 - <strong>13</strong>,117<br />
Total programme staff costs 75,115 74,242 873 80,305<br />
Programme costs<br />
Wages <strong>and</strong> salaries 21,171 21,171 - 22,001<br />
Social security costs 1,000 1,000 - 709<br />
Total programme staff costs 22,171 22,171 - 22,710<br />
Total staff costs 107,298 106,206 1,092 112,2<strong>13</strong><br />
£25k staff costs (2011-12: £50k) have been capitalised for staff directly assigned to major capital projects.<br />
Pensions<br />
The Principal Civil Service Pension Scheme (Northern Irel<strong>and</strong>) [PCSPS(NI)] <strong>and</strong> Principal Civil Service Pension<br />
Scheme [PCSPS(GB)] are unfunded multi-employer defined benefit schemes but the Northern Irel<strong>and</strong> Prison<br />
Service is unable to identify its share <strong>of</strong> the underlying assets <strong>and</strong> liabilities. The most up to date actuarial<br />
valuation was carried out as at 31 March 2007 <strong>and</strong> details <strong>of</strong> this valuation are available in the PCSPS(NI)<br />
resource accounts or the resource accounts <strong>of</strong> the Cabinet Office: Civil Superannuation (www.civilservicepensions.gov.uk).<br />
For <strong>2012</strong>-<strong>13</strong>, employer’s contributions <strong>of</strong> £<strong>13</strong>,008,509 were payable to the PCSPS(NI) <strong>and</strong> the PCSPS(GB)<br />
(2011-12: £14,503,188) at one <strong>of</strong> five rates in the range 18% to 25% <strong>of</strong> pensionable pay, based on salary<br />
b<strong>and</strong>s. The scheme’s Actuary reviews employer contributions every four years following a full scheme<br />
valuation. However HM Treasury has instructed the scheme to cease further work on the March 2010<br />
valuation.<br />
84
<strong>2012</strong>-20<strong>13</strong><br />
3. Staff Numbers <strong>and</strong> Related Costs (continued)<br />
A new valuation scheme based on data as at 31 March <strong>2012</strong> is currently being undertaken by the Actuary to<br />
review employer contribution rates for the introduction <strong>of</strong> a new career average earning scheme from April<br />
2015. From 20<strong>13</strong>-14, the rates will remain in the range 18% to 25%. The contribution rates are set to meet<br />
the costs <strong>of</strong> the benefits accruing during <strong>2012</strong>-<strong>13</strong> to be paid when the member retires, <strong>and</strong> not the benefits<br />
paid during this period to existing pensioners.<br />
Employees can opt to open a partnership pension account, a stakeholder pension with an employer<br />
contribution. Employer’s contributions <strong>of</strong> £28,488 (2011-12: £38,338) were paid to one or more <strong>of</strong> the panel<br />
<strong>of</strong> three appointed stakeholder pension providers. Employer’s contributions are age-related <strong>and</strong> range from<br />
3% to 12.5% <strong>of</strong> pensionable pay. Employers also match employee contributions up to 3% <strong>of</strong> pensionable pay.<br />
In addition, employer contributions <strong>of</strong> £1,820 (2011-12: £2,140), 0.8% <strong>of</strong> pensionable pay, were payable to<br />
the PCSPS(NI) to cover the cost <strong>of</strong> the future provision <strong>of</strong> lump sum benefits on death in service <strong>and</strong> ill health<br />
retirement <strong>of</strong> these employees.<br />
Contributions due to the partnership pension providers at the reporting period date were £nil. Contributions<br />
prepaid at that date were £nil.<br />
Ill Health retirement<br />
17 persons (2011-12: 20 persons) retired early on ill health grounds; the total additional accrued pension<br />
Liabilities in the year amounted to £20,585 (2011-12: £36,688)<br />
Average number <strong>of</strong> persons employed<br />
The average number <strong>of</strong> whole-time equivalent persons employed in the year to date was as follows:<br />
Number<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
Total Permanent Others Total<br />
Staff<br />
Administration staff<br />
Uniformed grades 83 83 - 37<br />
Administration <strong>and</strong> support 210 207 3 195<br />
Staff engaged on capital projects 1 1 - 1<br />
Total number <strong>of</strong> administration staff 294 291 3 233<br />
Programme staff<br />
Uniformed grades 1,432 1,432 - 1,707<br />
Administration <strong>and</strong> support 259 249 10 261<br />
Staff engaged on capital projects - - - -<br />
Total number <strong>of</strong> programme staff 1,691 1,681 10 1,968<br />
Total number <strong>of</strong> staff 1,985 1,972 <strong>13</strong> 2,201<br />
85
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
3. Staff Numbers <strong>and</strong> Related Costs (continued)<br />
<strong>Report</strong>ing <strong>of</strong> compensation <strong>and</strong> exit packages for all staff <strong>2012</strong>-<strong>13</strong><br />
Exit package cost b<strong>and</strong><br />
Number <strong>of</strong> Number <strong>of</strong> Total number<br />
compulsory other departures <strong>of</strong> exit packages<br />
redundancies agreed by cost b<strong>and</strong><br />
£200,000 0(0) <strong>13</strong>9(3) <strong>13</strong>9(3)<br />
Total number <strong>of</strong><br />
exit packages 0 (0) 192(299) 192(299)<br />
Total resource cost /£ – 41,697(23,868) 41,697(23,868)<br />
Comparative data shown (in brackets) for previous year<br />
Redundancy <strong>and</strong> other departure costs have been paid in accordance with the provisions <strong>of</strong> the Civil Service<br />
Compensation Scheme (Northern Irel<strong>and</strong>), a statutory scheme made under the Superannuation (Northern<br />
Irel<strong>and</strong>) Order 1972. Exit costs which include pension costs due to the PCSPS (NI) are accounted for in full<br />
in the year <strong>of</strong> departure. Where the department has agreed early retirements, the additional costs are met<br />
by the department <strong>and</strong> not by the Civil Service pension scheme. Ill-health retirement costs are met by the<br />
pension scheme <strong>and</strong> are not included in the table.<br />
The number <strong>of</strong> other departures relates solely to those staff leaving under the VER scheme.<br />
The figures above include staff who have applied to leave the service under the terms <strong>of</strong> the Vountary Early<br />
Retirement (VER) Scheme <strong>and</strong> have been selected for departure at this financial year end. These staff will be<br />
released during the 20<strong>13</strong>/14 financial year in tranches when it is operationally appropriate to do so.<br />
86
<strong>2012</strong>-20<strong>13</strong><br />
4. Other Administrative Costs<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Staff related costs 1,143 1,043<br />
Rates 173 199<br />
Heat, light <strong>and</strong> power 192 200<br />
Repairs <strong>and</strong> maintenance 1,032 804<br />
Rentals under operating leases – buildings 210 168<br />
Rentals under operating leases – non l<strong>and</strong> <strong>and</strong> buildings <strong>13</strong> 12<br />
Telecommunications 254 276<br />
Equipment <strong>and</strong> <strong>of</strong>fice supplies <strong>13</strong>7 256<br />
Hospitality 7 7<br />
Trading activities 34 11<br />
Headquarters costs 212 126<br />
Other costs 1,150 1,003<br />
Non-cash costs<br />
Provisions provided for in year 17 3<br />
Notional administrative costs provided by Parent <strong>Department</strong><br />
IT support 1,200 1,200<br />
Legal costs - -<br />
Internal audit 100 68<br />
Notional administrative costs provided by Other <strong>Department</strong>s <strong>and</strong> Agencies<br />
Auditors’ remuneration 42 42<br />
Telecommunications 144 108<br />
Total Other Administrative Costs 6,060 5,526<br />
87
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
5. Programme Costs<br />
Note <strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Restated<br />
Prisoner accommodation <strong>and</strong> related expenditure 4,524 4,124<br />
Prisoner education, training <strong>and</strong> initiatives 1,834 1,923<br />
Other prisoner related costs 3,477 3,269<br />
Staff related costs 2,<strong>13</strong>0 1,<strong>13</strong>8<br />
Rates 5 3 2,320 1,365<br />
Heat, light <strong>and</strong> power 4,392 3,879<br />
Repairs <strong>and</strong> maintenance 3,538 2,821<br />
Rentals under operating leases<br />
– non l<strong>and</strong> <strong>and</strong> buildings 29 25<br />
Telecommunications 374 328<br />
Equipment <strong>and</strong> <strong>of</strong>fice supplies 437 429<br />
Hospitality 5 4<br />
Trading activities 2,415 2,317<br />
Legal Fees 338 491<br />
Security costs 199 124<br />
Other costs 404 315<br />
Non-cash costs<br />
Depreciation 8 10,230 9,435<br />
Amortisation 9 1,599 1,324<br />
Loss/(Pr<strong>of</strong>it) on disposal <strong>of</strong> property,<br />
plant <strong>and</strong> equipment 2 (7)<br />
(Reversal <strong>of</strong>)/Permanent diminution <strong>of</strong><br />
property, plant <strong>and</strong> equipment 8,9,11 1,644 3,323<br />
Write <strong>of</strong>f <strong>of</strong> property, plant <strong>and</strong> equipment 28 -<br />
Write <strong>of</strong>f <strong>of</strong> financial assets - -<br />
Notional interest receivable 5 1 (59) (84)<br />
Provisions (released)/provided for in year 5 2 22,996 2,970<br />
Borrowing costs on provisions 16 350 370<br />
Notional programme costs provided by Parent <strong>Department</strong><br />
Legal costs - -<br />
Total Other Programme Costs 63,206 39,883<br />
88
<strong>2012</strong>-20<strong>13</strong><br />
5. Programme Costs (continued)<br />
5 1 Notional interest receivable<br />
Included within Programme Costs is £59k (2010-11: £84k) related to the calculated net interest<br />
receivable on housing loans, calculated at 3.5% <strong>of</strong> the amortised cost (fair value) <strong>of</strong> the loans (see Note<br />
10 on Financial Instruments).<br />
5 2 Provisions<br />
Included within Programme Costs is £22,996k, (2011-12: £2,970) showing a net increase in costs due<br />
to provisions released <strong>and</strong> provided for in the year. These figures include £1,106 (2011-12: £344k)<br />
provided for Litigation, £1,461k (2011-12:£1,146k) provided for Hearing Loss, £80k, (2011-12: £120k)<br />
provided for injury awards, £20,285k (2011-12: £1,158k) provided for the Voluntary Early Retirement<br />
scheme (See note 16).<br />
5 3 Rates<br />
Increase due to charges for new accommodation at Maghaberry which created an additional 120 cells.<br />
6. Grant<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Prison Service Trust 294 302<br />
This grant was paid by the Northern Irel<strong>and</strong> Prison Service to the Prison Service Trust to provide healthcare, life<br />
planning <strong>and</strong> support services for family members <strong>of</strong> murdered prison <strong>of</strong>ficers, <strong>of</strong>ficers who died in service <strong>and</strong><br />
<strong>of</strong>ficers who retired on health grounds.<br />
89
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
7. Income<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Administration Income<br />
Sale <strong>of</strong> goods <strong>and</strong> services 97 53<br />
97 53<br />
Programme Income<br />
Sale <strong>of</strong> goods <strong>and</strong> services 2,599 2,382<br />
Prisoner productions <strong>13</strong> 11<br />
Video-link services 42 32<br />
Staff accommodation - 3<br />
European Funding 293 372<br />
Causeway 63 75<br />
Miscellaneous 91 6<br />
3,101 2,881<br />
Total Operating Income 3,198 2,934<br />
90
<strong>2012</strong>-20<strong>13</strong><br />
8. Property, plant <strong>and</strong> equipment<br />
Cost or valuation<br />
L<strong>and</strong> Buildings Information Plant & Vehicles Furniture Assets Total<br />
Technology Machinery & Fittings Under<br />
Construction<br />
£000 £000 £000 £000 £000 £000 £000 £000<br />
At 1 April <strong>2012</strong> 5,844 187,230 3,362 24,384 4,195 1,527 21,127 247,669<br />
Additions - - 122 150 109 17 6,531 6,929<br />
Disposals (8) - (3) (464) - (20) - (495)<br />
Impairments (6) (1,687) (31) (147) - (27) (28) (1,926)<br />
Impairments Reversals - - 22 116 - 2 - 140<br />
Reclassifications - 21,461 85 65 34 - (21,934) (289)<br />
Revaluations (196) (6,272) 463 1,430 129 23 - (4,423)<br />
At 31 March 20<strong>13</strong> 5,634 200,732 4,020 25,534 4,467 1,522 5,696 247,605<br />
Depreciation<br />
At 1 April <strong>2012</strong> - 7,376 2,833 18,929 2,053 695 - 31,886<br />
Charged in year - 7,990 292 1,397 433 119 - 10,231<br />
Disposals - (70) (3) (392) - (19) - (484)<br />
Impairments - (64) (23) (175) - (14) - (276)<br />
Impairments Reversals - - 16 108 - 1 - 125<br />
Reclassifications - - - - - - - -<br />
Revaluations - (450) 399 1,169 74 12 - 1,204<br />
At 31 March 20<strong>13</strong> - 14,782 3,514 21,036 2,560 794 - 42,686<br />
Carrying amount At 31 March 20<strong>13</strong> 5,634 185,950 506 4,498 1,907 728 5,696 204,919<br />
Carrying amount At 31 March <strong>2012</strong> 5,844 179,854 529 5,455 2,142 832 21,127 215,783<br />
Asset financing:<br />
Owned 5,634 185,950 506 4,498 1,907 728 5,696 204,919<br />
Carrying amount At 31 March 20<strong>13</strong> 5,634 185,950 506 4,498 1,907 728 5,696 204,919<br />
L<strong>and</strong> <strong>and</strong> Property Services (LPS) carried out a full valuation <strong>of</strong> l<strong>and</strong> <strong>and</strong> buildings at 1 April 2011, in accordance<br />
with the RICS Appraisal <strong>and</strong> Valuation Manual <strong>and</strong> on a componentised basis. The next full valuation <strong>of</strong> l<strong>and</strong> <strong>and</strong><br />
buildings will be 1 April 2016.<br />
It is intended that the Prison Service College at Millisle will be disposed <strong>of</strong> once the new joint training facility is<br />
opened at Desertcreat circa 2015. The NBV <strong>of</strong> £3,329k for the property at Millisle has been included within l<strong>and</strong><br />
<strong>and</strong> buildings (based on LPS valuations in <strong>2012</strong> indexed to current values).<br />
91
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
8. Property, plant <strong>and</strong> equipment (continued)<br />
Cost or valuation<br />
L<strong>and</strong> Buildings Dwellings Information Plant & Vehicles Furniture Assets Total<br />
Technology Machinery & Fittings Under<br />
Construction<br />
£000 £000 £000 £000 £000 £000 £000 £000 £000<br />
At 1 April 2011 4,634 239,646 1,776 3,344 31,379 3,987 1,861 10,530 297,157<br />
Additions - - - 3 255 51 24 18,158 18,491<br />
Disposals - - - - (276) (281) (2) - (559)<br />
Impairment - (3,868) (1,<strong>13</strong>2) (6) (8) - - - (5,014)<br />
Reversal <strong>of</strong> Impairments 66 1,649 - - - 1 2 - 1,718<br />
Reclassifications - <strong>13</strong>,459 - 44 (7,007) 407 (380) (7,561) (1,038)<br />
Revaluations 1,144 (63,656) (644) (23) 41 30 22 - (63,086)<br />
At 31 March <strong>2012</strong> 5,844 187,230 - 3,362 24,384 4,195 1,527 21,127 247,669<br />
Depreciation<br />
At 1 April 2011 - 65,047 317 2,566 19,753 1,879 672 - 90,234<br />
Charged in year - 7,<strong>13</strong>7 - 291 1,448 439 120 - 9,435<br />
Disposals - - - - (271) (279) (1) - (551)<br />
Impairment - - - (3) (7) - - - (10)<br />
Reversal <strong>of</strong> Impairments - 25 - - - - 1 - 26<br />
Reclassifications - 2,<strong>13</strong>3 - - (2,026) - (107) - -<br />
Revaluations - (66,966) (317) (21) 32 14 10 - (67,248)<br />
At 31 March <strong>2012</strong> - 7,376 - 2,833 18,929 2,053 695 - 31,886<br />
Carrying amount at 31 March <strong>2012</strong> 5,844 179,854 - 529 5,455 2,142 832 21,127 215,783<br />
Carrying amount at 31 March 2011 4,634 174,599 1,459 778 11,626 2,108 1,189 10,530 206,923<br />
Asset financing:<br />
Owned 5,844 179,854 - 529 5,455 2,142 832 21,127 215,783<br />
Carrying amount at 31 March <strong>2012</strong> 5,844 179,854 - 529 5,455 2,142 832 21,127 215,783<br />
L<strong>and</strong> <strong>and</strong> Property Services (LPS) carried out a full valuation <strong>of</strong> l<strong>and</strong> <strong>and</strong> buildings at 1 April 2011, in accordance with<br />
the RICS Appraisal <strong>and</strong> Valuation Manual <strong>and</strong> on a componentised basis. The next full valuation <strong>of</strong> l<strong>and</strong> <strong>and</strong> buildings<br />
will be 1 April 2016.<br />
It is intended that the Prison Service College will be disposed <strong>of</strong> once the new joint training facility is opened at<br />
Desertcreat circa 2015. Until this time, on the basis that all l<strong>and</strong>s at Millisle will be sold together, the property<br />
at Lisnevin has been valued at its pro-rata replacement cost <strong>of</strong> £1,181k (based on LPS valuations in 2011).<br />
92
<strong>2012</strong>-20<strong>13</strong><br />
9. Intangible assets<br />
Intangible assets comprise purchased computer s<strong>of</strong>tware licences. 2011-12<br />
Cost or valuation £000<br />
At 1 April <strong>2012</strong> 14,062<br />
Additions 355<br />
Disposals -<br />
Impairments (256)<br />
Impairment Reversal 174<br />
Reclassifications 289<br />
Revaluations 1,806<br />
At 31 March 20<strong>13</strong> 16,430<br />
Amortisation<br />
At 1 April <strong>2012</strong> 6,634<br />
Charged in year 1,599<br />
Disposals -<br />
Impairments (175)<br />
Impairment Reversal <strong>13</strong>0<br />
Revaluations 953<br />
At 31 March 20<strong>13</strong> 9,141<br />
Carrying amount at 31 March 20<strong>13</strong> 7,289<br />
Carrying amount at 31 March <strong>2012</strong> 7,428<br />
Asset financing:<br />
Owned 7,289<br />
Carrying amount at 31 March 20<strong>13</strong> 7,289<br />
2010-11<br />
Cost or valuation £000<br />
At 1 April 2011 12,629<br />
Additions 507<br />
Disposals -<br />
Impairments (22)<br />
Reclassifications 1,038<br />
Revaluations (90)<br />
At 31 March <strong>2012</strong> 14,062<br />
Amortisation<br />
At 1 April 2011 5,367<br />
Charged in year 1,324<br />
Disposals -<br />
Impairments (11)<br />
Reclassifications -<br />
Revaluations (46)<br />
At 31 March <strong>2012</strong> 6,634<br />
Carrying amount at 31 March <strong>2012</strong> 7,428<br />
Carrying amount at 31 March 2011 7,262<br />
Asset financing:<br />
Owned 7,428<br />
Carrying amount at 31 March <strong>2012</strong> 7,428<br />
93
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
10. Financial Instruments<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
Housing Loans £000 £000<br />
Balance at 1 April 1,710 2,129<br />
Additions - 15<br />
Disposals (6) -<br />
Repayments (530) (518)<br />
Impairments 6 -<br />
Revaluations 59 84<br />
Balance at 31 March 1,239 1,710<br />
Loans repayable within 12 months transferred to financial assets < 1 Year (3<strong>13</strong>) (434)<br />
Balance at 31 March due in more than 1 year 926 1,276<br />
Balance at 31 March comprises:<br />
Carrying value 1,343 1,879<br />
Net discount at 3.5% (101) (159)<br />
Impairment (3) (10)<br />
Amortised amount (Fair value) at 31 March 1,239 1,710<br />
Loans repayable within 12 months transferred to financial assets < 1 Year (3<strong>13</strong>) (434)<br />
Balance at 31 March due in more than 1 year 926 1,276<br />
As the cash requirements <strong>of</strong> the Northern Irel<strong>and</strong> Prison Service are met through the Estimate process,<br />
financial instruments play a more limited role in creating <strong>and</strong> managing risk than would apply to a<br />
non-public sector body. Under IAS 39 <strong>and</strong> IFRS 7, the Northern Irel<strong>and</strong> Prison Service is required to<br />
recognise, measure <strong>and</strong> disclose the elements <strong>of</strong> its 0% interest Housing Loan Scheme at fair value.<br />
These elements have been identified within both Non-current <strong>and</strong> Current Financial Assets.<br />
The carrying value has been discounted at a rate <strong>of</strong> 3.5% in line with Treasury guidelines.<br />
The Northern Irel<strong>and</strong> Prison Service had 289 loans to <strong>of</strong>ficers at 31 March 20<strong>13</strong> (300 at 31 March<br />
<strong>2012</strong>) <strong>and</strong> does not hold any other financial assets. The Northern Irel<strong>and</strong> Prison Service is therefore<br />
exposed to little credit, liquidity or market risk.<br />
94
<strong>2012</strong>-20<strong>13</strong><br />
11. Impairments<br />
Under IAS 16 a revaluation surplus is credited directly to equity under the heading <strong>of</strong> revaluation surplus, unless it<br />
reverses a revaluation decrease on the same asset previously recognised as an expense, when it should be credited to<br />
the pr<strong>of</strong>it or loss to that extent.<br />
Likewise a revaluation deficit is debited directly to expense under the heading <strong>of</strong> impairment loss whenever the<br />
recoverable amount is below the carrying amount, unless it reverses a revaluation increase on the same asset<br />
previously recognised as a revaluation surplus, when it should be debited to equity under the heading <strong>of</strong> revaluation<br />
to that extent.<br />
Net Impairments for the financial year <strong>2012</strong>-<strong>13</strong> across all classes <strong>of</strong> assets except l<strong>and</strong> amount to £1,644k (2011-<br />
12 £3,323k reversal <strong>of</strong> impairment). This was due to negative indexation being applied to certain classes <strong>of</strong> assets in<br />
<strong>2012</strong>-<strong>13</strong> <strong>and</strong> is reflected in notes 5,8 & 9 accordingly.<br />
12. Inventories<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Consumables <strong>and</strong> equipment 1,006 861<br />
Trade stores 195 190<br />
Fuel stores 441 494<br />
1,642 1,545<br />
<strong>13</strong>. Trade receivables <strong>and</strong> other current assets<br />
(i)<br />
Amounts falling due within one year:<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Other receivables 391 270<br />
Prepayments <strong>and</strong> accrued income 190 415<br />
Receivables - European Funding 17 81<br />
Recoverable VAT 773 1,297<br />
1,371 2,063<br />
(ii)<br />
Amounts falling due after more than one year<br />
Other receivables 50 10<br />
Prepayments <strong>and</strong> accrued income - -<br />
50 10<br />
Included within Other receivables is £7,760 (2011-12: £9,722) that will be due to the Consolidated<br />
Fund once the debts are collected.<br />
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ANNUAL<br />
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<strong>and</strong> <strong>Accounts</strong><br />
<strong>13</strong>.1 Intra-Government Balances<br />
(i)<br />
Amounts falling due within one year:<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Balances with other Central Government Bodies 1,064 1,563<br />
Balances with local authorities - -<br />
Balances with NHS bodies <strong>13</strong>9 335<br />
Balances with Public Corporations <strong>and</strong> Trading Funds - -<br />
Balances with Bodies External to Government 168 165<br />
(ii)<br />
Amounts falling due after more than one year<br />
1,371 2,063<br />
Balances with other Central Government Bodies - -<br />
Balances with local authorities - -<br />
Balances with NHS bodies - -<br />
Balances with Public Corporations <strong>and</strong> Trading Funds - -<br />
Balances with Bodies External to Government 50 10<br />
14. Cash <strong>and</strong> cash equivalents<br />
50 10<br />
2011-12 2011-12<br />
£000 £000<br />
Balance at 1 April (629) (3,669)<br />
Net change in cash <strong>and</strong> cash equivalent balances (5,0<strong>13</strong>) 3,040<br />
Balance at 31 March (5,642) (629)<br />
The following balances at 31 March were held at :<br />
Commercial bank (5,737) (703)<br />
Cash in h<strong>and</strong> 95 74<br />
Balance at 31 March (5,642) (629)<br />
The amounts above do not include Prisoners’ Private Cash <strong>Accounts</strong> or Prisoners’ Amenities Funds which are held in<br />
public bank accounts but have been classified as Third Party Assets <strong>and</strong> are disclosed in Note 23.<br />
96
<strong>2012</strong>-20<strong>13</strong><br />
15. Trade payables <strong>and</strong> other current liabilities<br />
(i)<br />
Amounts falling due within one year<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Taxation <strong>and</strong> social security - 4,598<br />
Trade payables 683 964<br />
Capital retentions 279 475<br />
Other payables 1<strong>13</strong> 1,593<br />
Accruals <strong>and</strong> deferred income 32,159 27,897<br />
Consolidated Fund Extra Receipts received<br />
due to be paid to the Consolidated Fund 5 184<br />
Consolidated Fund Extra Receipts receivable<br />
due to be paid to the Consolidated Fund 2 2<br />
33,241 35,7<strong>13</strong><br />
(ii)<br />
Amounts falling due after more than one year<br />
Consolidated Fund Extra Receipts receivable<br />
due to be paid to the Consolidated Fund 6 8<br />
6 8<br />
15.1 Intra-Government Balances<br />
(i)<br />
Amounts falling due within one year:<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Balances with other Central Government Bodies 12,460 14,606<br />
Balances with local authorities - 2<br />
Balances with NHS bodies - -<br />
Balances with Public Corporations <strong>and</strong> Trading Funds 58 45<br />
Balances with Bodies External to Government 20,723 21,060<br />
33,241 35,7<strong>13</strong><br />
(ii)<br />
Amounts falling due after more than one year<br />
Balances with other Central Government Bodies 6 8<br />
Balances with local authorities - -<br />
Balances with NHS bodies - -<br />
Balances with Public Corporations <strong>and</strong> Trading Funds - -<br />
Balances with Bodies External to Government - -<br />
6 8<br />
97
ANNUAL<br />
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<strong>and</strong> <strong>Accounts</strong><br />
16. Provisions for liabilities <strong>and</strong> charges<br />
<strong>2012</strong>-<strong>13</strong><br />
Voluntary Early Injury Litigation Hearing Equal Other Total<br />
Early Departure Awards Loss Opportunities<br />
Retirement Costs<br />
Scheme<br />
£000 £000 £000 £000 £000 £000 £000 £000<br />
Balance at 1 April <strong>2012</strong> Restated 1,158 102 7,275 1,600 1,707 120 21 11,983<br />
Provided in the year 20,285 6 80 1,533 2,<strong>13</strong>5 72 79 24,190<br />
Provisions not required written back - - - (427) (674) (71) (5) (1,177)<br />
Provisions utilised in the year - (31) (457) (720) (292) (36) (59) (1,595)<br />
Borrowing costs (unwinding <strong>of</strong> discount) - - 350 - - - - 350<br />
Actuarial Loss - - 2,340 - - - - 2,340<br />
At 31 March 20<strong>13</strong> 21,443 77 9,588 1,986 2,876 85 36 36,091<br />
Analysis <strong>of</strong> expected timing <strong>of</strong> discounted flows*<br />
Voluntary Early *Injury Litigation Hearing Equal Other Total<br />
Early Departure Awards Loss Opportunities<br />
Retirement Costs<br />
Scheme<br />
£000 £000 £000 £000 £000 £000 £000 £000<br />
No later than one year 361 31 414 1,735 2,876 85 36 5,538<br />
Later than one year <strong>and</strong> not more<br />
than five years 12,871 46 1,707 241 - - - 14,865<br />
Later than five years 8,211 - 7,467 10 - - - 15,688<br />
At 31 March 20<strong>13</strong> 21,443 77 9,588 1,986 2,876 85 36 36,091<br />
* The only cash flows shown as discounted in the table above relate to the injury awards as <strong>NIPS</strong> do not discount other provisions as the time value <strong>of</strong> money is<br />
considered immaterial <strong>and</strong> therefore these cash flows are disclosed as undiscounted.<br />
2011-12 Restated<br />
Voluntary Early Injury Litigation Hearing Equal Other Total<br />
Early Departure Awards Loss Opportunities<br />
Retirement Costs<br />
Scheme<br />
£000 £000 £000 £000 £000 £000 £000 £000<br />
Balance at 1 April 2011 - 128 6,600 2,280 579 42 22 9,651<br />
Provided in the year 1,158 19 120 1,950 1,576 226 4 5,053<br />
Provisions not required written back - - - (1,606) (430) (43) (1) (2,080)<br />
Provisions utilised in the year - (45) (415) (1,024) (18) (105) (4) (1,611)<br />
Borrowing costs (unwinding <strong>of</strong> discount) - 370 - - 370<br />
Actuarial Loss 600 600<br />
At 31 March <strong>2012</strong> 1,158 102 7,275 1,600 1,707 120 21 11,983<br />
98
<strong>2012</strong>-20<strong>13</strong><br />
16. Provisions for liabilities <strong>and</strong> charges (continued)<br />
Analysis <strong>of</strong> expected timing <strong>of</strong> discounted flows*<br />
Voluntary Early *Injury Litigation Hearing Equal Other Total<br />
Early Departure Awards Loss Opportunities<br />
Retirement Costs<br />
Scheme<br />
£000 £000 £000 £000 £000 £000 £000 £000<br />
No later than one year - 29 365 1.279 1,686 120 21 3,500<br />
Later than one year <strong>and</strong> not<br />
more than five years 1040 73 1,374 302 21 - - 2,810<br />
Later than five years 118 - 5,536 19 - - - 5,673<br />
At 31 March 20<strong>13</strong> 1158 102 7,275 1,600 1,707 120 21 11,983<br />
* The only cash flows shown as discounted in the table above relate to the injury awards as <strong>NIPS</strong> do not discount<br />
other provisions as the time value <strong>of</strong> money is considered immaterial <strong>and</strong> therefore these cash flows are disclosed as<br />
undiscounted.<br />
The provisions for liabilities <strong>and</strong> charges represent the best estimate <strong>of</strong> the amount payable at the date <strong>of</strong> the<br />
Statement <strong>of</strong> Financial Position.<br />
Voluntary Early Retirement Scheme<br />
The provision for Voluntary Early Retirement Scheme (VER) costs relates to the early retirement payments arising in<br />
respect <strong>of</strong> employees who depart early from Service under the Scheme. The provision consists <strong>of</strong> additional pension<br />
costs due to the PCSPS (NI), which the Northern Irel<strong>and</strong> Prison Service provides for when the VER becomes binding<br />
by establishing a provision for the estimated payments. These costs are payable over the period between early<br />
departure <strong>and</strong> normal retirement date for the respective employees. The provision runs through to 2018-19.<br />
Early Departure Costs<br />
The provision for Early Departure Costs relates to additional compensation payments <strong>and</strong> flexible early retirement<br />
payments arising in respect <strong>of</strong> employees who depart early from service. The provision consists <strong>of</strong> additional pension<br />
costs due to the PCSPS (NI), which the Northern Irel<strong>and</strong> Prison Service provides for when the early retirement<br />
programme becomes binding by establishing a provision for the estimated payments. These costs are payable over<br />
the period between early departure <strong>and</strong> normal retirement date for the respective employees. The provision runs<br />
through to 2015-16.<br />
Injury Awards<br />
From 1 April 2006 all benefits payable under the Civil Service Injury Benefit Scheme (CSIBS) (Northern Irel<strong>and</strong>)<br />
relating to the Northern Irel<strong>and</strong> Prison Service are charged to the Northern Irel<strong>and</strong> Prison Service by Civil Service<br />
Pensions (Northern Irel<strong>and</strong>) on a monthly basis. The allowance is payable to the former employee for life. An<br />
estimated life expectancy <strong>of</strong> 70 years has been applied. Provision is made for the costs <strong>of</strong> providing injury awards to<br />
employees based on the current number <strong>of</strong> injury awards, <strong>and</strong> also on estimated life expectancy <strong>of</strong> these pensioners.<br />
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ANNUAL<br />
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<strong>and</strong> <strong>Accounts</strong><br />
16. Provisions for liabilities <strong>and</strong> charges (continued)<br />
This year the injury awards were valued under International Accounting St<strong>and</strong>ard (IAS) 19 Employee Benefits by<br />
Government Actuary’s <strong>Department</strong> (GAD). IAS 19 requires the employer to also value the expected injury awards for<br />
active members, who are currently uninjured but who may become injured in the future, <strong>and</strong> include the value in the<br />
Statement <strong>of</strong> <strong>Accounts</strong>. See Note 24 for the restatement <strong>of</strong> the 2011-12 provision.<br />
The split <strong>of</strong> the provision is shown below;<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
Liability in respect <strong>of</strong>; £’000 £’000<br />
Active members (2,110) (1,850)<br />
Pensions in payment (Injury Awards) (7,478) (5,425)<br />
(9,588) (7,275)<br />
Litigation<br />
The litigation provision relates to legal claims against the Northern Irel<strong>and</strong> Prison Service by staff, prisoners <strong>and</strong> third<br />
parties for injuries <strong>and</strong> other damages including fair employment <strong>and</strong> industrial tribunal cases. The provision reflects<br />
all known claims where it is considered that it is probable that the claim will be successful <strong>and</strong> the amount can be<br />
reliably estimated. The timing <strong>of</strong> the settlement <strong>of</strong> claims depends on the circumstances <strong>of</strong> each case.<br />
Other<br />
The other provisions as at 31 March 20<strong>13</strong> include a tax provision. The tax provision relates to an estimated HM<br />
Revenue <strong>and</strong> Customs liability arising from Additional Housing Cost payments to prison <strong>of</strong>ficers under the Assisted<br />
Home Removals Scheme. The tax provision will be settled during the 20<strong>13</strong>-14 financial year.<br />
17. Capital commitments<br />
Contracted capital commitments at 31 March 20<strong>13</strong><br />
not otherwise included in these accounts:<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Property, plant <strong>and</strong> equipment 110 2,420<br />
Intangible assets 25 185<br />
<strong>13</strong>5 2,605<br />
100
<strong>2012</strong>-20<strong>13</strong><br />
18. Commitments under leases<br />
18.1 Operating leases<br />
Total future minimum lease payments under operating leases<br />
are given in the table below for each <strong>of</strong> the following periods.<br />
Obligations under operating leases comprise:<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Buildings<br />
Not later than one year 190 168<br />
Later than one year <strong>and</strong> not later than five years - -<br />
Later than five years - -<br />
190 168<br />
Other<br />
Not later than one year 3 6<br />
Later than one year <strong>and</strong> not later than five years - -<br />
Later than five years - -<br />
3 6<br />
18.2 Finance leases<br />
N.I. Prison Service does not presently hold any finance leases<br />
19. Grant Commitments<br />
At the year end the Northern Irel<strong>and</strong> Prison Service is committed to the following grant payments to the Northern<br />
Irel<strong>and</strong> Prison Service Trust:<br />
<strong>2012</strong>-<strong>13</strong> 2011-12<br />
£000 £000<br />
Not later than one year 289 294<br />
Later than one year <strong>and</strong> not later than five years 284 573<br />
Later than five years - -<br />
573 867<br />
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20. Contingent liabilities disclosed under<br />
IAS 37<br />
At the year end the Northern Irel<strong>and</strong> Prison Service<br />
has estimated contingent liabilities <strong>of</strong> £672k<br />
(2011-12: £856k) in respect <strong>of</strong> litigation claims<br />
against the Northern Irel<strong>and</strong> Prison Service. These<br />
claims relate to legal claims against the Northern<br />
Irel<strong>and</strong> Prison Service by staff, prisoners <strong>and</strong> third<br />
parties for injuries <strong>and</strong> other damages including fair<br />
employment <strong>and</strong> industrial tribunal cases. They have<br />
not been provided for in the financial statements as<br />
the Northern Irel<strong>and</strong> Prison Service considers that it<br />
is not probable that they will be successful.<br />
A contingent liability has also arisen in <strong>2012</strong>-<strong>13</strong><br />
with respect to 27 members <strong>of</strong> staff who have<br />
applied to leave the service under the terms <strong>of</strong> the<br />
Voluntary Early Retirement (VER) Scheme. These<br />
staff have been advised that their applications are<br />
still under consideration but had not been selected<br />
for departure as at this financial year end. No<br />
obligation has arisen for these employees <strong>and</strong> no<br />
provision has been made for potential payments due<br />
to these individuals on departure from the service<br />
in the financial statements <strong>of</strong> <strong>NIPS</strong> in the <strong>2012</strong>-<strong>13</strong><br />
financial year. They have been advised that the VER<br />
scheme panel will consider their applications again<br />
in due course.<br />
Until such times as this review has taken place <strong>and</strong><br />
some or all <strong>of</strong> those staff have been <strong>of</strong>fered early<br />
retirement <strong>NIPS</strong> will disclose this possible obligation<br />
as a contingent liability; however the amount <strong>of</strong><br />
the obligation cannot be measured with sufficient<br />
reliability.<br />
21. Losses <strong>and</strong> special payments<br />
(a) Losses<br />
During <strong>2012</strong>-<strong>13</strong> losses payments were made in 9<br />
cases (2011-12: 7). The total amount paid in these<br />
cases was £6k (2011-12: £10k).<br />
(b) Special Payments<br />
Included in the provision note (Note 16) are special<br />
payments. Amounts utilised during the year<br />
included 109 compensation payments (2011-12:<br />
<strong>13</strong>3) totalling £560k (2011-12: £593k). There were<br />
no individual payments exceeding £250k.<br />
(c) Other notes<br />
Over claiming <strong>and</strong> subsequent overpayments to a<br />
single building contractor have been identified over<br />
a five year period since 2002. Following a review <strong>of</strong><br />
internal procedures in 2007 the over claiming was<br />
identified <strong>and</strong> remedial action taken immediately.<br />
This case is currently the subject <strong>of</strong> arbitration<br />
proceedings to recover the monies. (A total <strong>of</strong><br />
£<strong>13</strong>0k is being retained on invoices submitted until<br />
resolution).<br />
A wider review identified two other contractors<br />
who similarly have been over claiming on invoices<br />
over a five year period since 2002. A total <strong>of</strong> £314k<br />
is being withheld by the Northern Irel<strong>and</strong> Prison<br />
Service on invoices submitted until resolution. DFP<br />
approved the retention <strong>of</strong> unpaid invoices in full<br />
settlement <strong>of</strong> both contractor cases. One contractor<br />
has agreed with this approach <strong>and</strong> the case against<br />
them is now closed. The remaining contractor<br />
declined to settle on the terms <strong>of</strong>fered <strong>and</strong> the case<br />
is now subject to ongoing legal action to conclude<br />
matters.<br />
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<strong>2012</strong>-20<strong>13</strong><br />
Whilst the Northern Irel<strong>and</strong> Prison Service expects<br />
to recover the monies involved, the two cases<br />
are being reported as losses in accordance with<br />
Managing Public Money until such time as the funds<br />
have been received.<br />
The Northern Irel<strong>and</strong> Prison Service does not hold<br />
general insurance, but instead charges expenditure<br />
in connection with uninsured risks as incurred.<br />
22. Related Party Transactions<br />
In addition the <strong>Department</strong> <strong>of</strong> <strong>Justice</strong> has had<br />
various material transactions with other government<br />
departments <strong>and</strong> other central government bodies.<br />
Most <strong>of</strong> these transactions have been with the<br />
<strong>Department</strong> <strong>of</strong> Health, Social Services <strong>and</strong> Public<br />
Safety, the <strong>Department</strong> <strong>of</strong> Finance <strong>and</strong> Personnel<br />
<strong>and</strong> related Agencies.<br />
No board member, key manager or other related<br />
parties has undertaken any material transactions<br />
with the Northern Irel<strong>and</strong> Prison Service.<br />
The Northern Irel<strong>and</strong> Prison Service is an Executive<br />
Agency <strong>of</strong> the <strong>Department</strong> <strong>of</strong> <strong>Justice</strong> (Northern<br />
Irel<strong>and</strong>), which was regarded as a related party.<br />
During the year the Agency has had various material<br />
transactions with the <strong>Department</strong> <strong>of</strong> <strong>Justice</strong><br />
(Northern Irel<strong>and</strong>), <strong>and</strong> with other entities for which<br />
the <strong>Department</strong> <strong>of</strong> <strong>Justice</strong> (Northern Irel<strong>and</strong>) is the<br />
parent <strong>Department</strong>, viz:<br />
- Forensic Science Northern Irel<strong>and</strong><br />
- The Northern Irel<strong>and</strong> Courts <strong>and</strong> Tribunals service<br />
- The Compensation Agency<br />
- The Youth <strong>Justice</strong> Agency<br />
- The Northern Irel<strong>and</strong> Policing Board<br />
- Police Service <strong>of</strong> Northern Irel<strong>and</strong><br />
- The Probation Board for Northern Irel<strong>and</strong><br />
Amounts totalling £607k were paid to Northern<br />
Irel<strong>and</strong> Water in monthly water <strong>and</strong> sewage charges<br />
in respect <strong>of</strong> all the prison establishments. The<br />
balance <strong>of</strong> monies owing at 31 March 20<strong>13</strong> was £nil<br />
(Donald Price is a Non-Executive Director <strong>of</strong> this<br />
organisation).<br />
Amounts totalling £173k were paid to G4S (Phil<br />
Wheatley <strong>and</strong> Paul Leighton provide consultancy<br />
services to G4S). The balance <strong>of</strong> monies owing at<br />
31 March 20<strong>13</strong> was £2k.<br />
Great care is taken to ensure that any work Phil<br />
Wheatley, a non executive director or Paul Leighton<br />
carry out in their respective roles as consultants to<br />
G4S does not relate to <strong>NIPS</strong>.<br />
103
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
23. Third Party Assets<br />
There is a Prisoners’ Private Cash (PPC) facility for the lodgement <strong>of</strong> prisoner earnings <strong>and</strong> funding <strong>of</strong> tuck shop<br />
purchases. When prisoners are discharged they are paid in full the balance on their PPC account. The average<br />
prisoner private cash balance at 31 March 20<strong>13</strong> was £81 (2011-12: £94).<br />
Each prison establishment administers a Prisoners’ Amenities Fund. Payments from the fund are used for the<br />
welfare/benefit <strong>of</strong> all prisoners. Fund receipts include income from the sale <strong>of</strong> tuck shop items, phone credits <strong>and</strong><br />
donations.<br />
1 April Gross Gross 31 March<br />
<strong>2012</strong> Inflows Outflows 20<strong>13</strong><br />
£’000 £’000 £’000 £’000<br />
Monetary assets such as bank balances<br />
<strong>and</strong> balances on deposit<br />
Prisoners’ Private Cash <strong>Accounts</strong> 169 3,457 (3,473) 153<br />
Prisoners’ Amenities Funds 176 183 (<strong>13</strong>0) 229<br />
345 3,640 (3,603) 382<br />
24. Corresponding Amounts<br />
During the financial year <strong>2012</strong>-<strong>13</strong> the following changes took place:<br />
Provisions<br />
This year the injury awards were valued under IAS 19 Employee Benefits. IAS 19 requires the employer to value the<br />
expected injury awards for active members who are currently uninjured but who may become injured in the future,<br />
<strong>and</strong> include the value in the Statement <strong>of</strong> <strong>Accounts</strong>.<br />
This amounts to a change in accounting policy which has been treated as a prior year adjustment in line with IAS 8<br />
<strong>and</strong> prior year comparative figures have been restated accordingly from the earliest opportunity 1 April 2011. These<br />
adjustments are reflected in the main statements <strong>and</strong> in notes 5, 16 <strong>and</strong> 24 to these financial statements.<br />
The impact <strong>of</strong> the above adjustments on corresponding amounts in the 2011-12 financial statements are<br />
summarised in the tables overleaf.<br />
104
<strong>2012</strong>-20<strong>13</strong><br />
(i)<br />
Statement <strong>of</strong> Comprehensive Net Expenditure<br />
2011-12 Prior 2011-12<br />
Published period Restated<br />
Resource<br />
Adjustment<br />
<strong>Accounts</strong><br />
£’000 £’000 £’000<br />
Administration Costs<br />
Staff costs 9,198 - 9,198<br />
Other administrative costs 5,526 - 5,526<br />
Operating income (53) - (53)<br />
Programme Costs<br />
Staff costs 80,305 - 80,305<br />
Voluntary Early Retirement Scheme<br />
Staff <strong>and</strong> Programme costs 22,710 - 22,710<br />
Programme costs 40,293 (410) 39,883<br />
Grant 302 - 302<br />
Income (2,881) - (2,881)<br />
Totals 155,400 (410) 154,990<br />
Net Operating Cost 155,400 (410) 154,990<br />
105
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
(ii)<br />
Statement <strong>of</strong> Financial Position<br />
2011-12 PPA 2011-12<br />
Published Provisions Restated<br />
Resource<br />
<strong>Accounts</strong><br />
£’000 £’000 £’000<br />
Non-current assets<br />
Property, plant <strong>and</strong> equipment 215,783 - 215,783<br />
Intangible assets 7,428 - 7,428<br />
Trade <strong>and</strong> other receivables 10 - 10<br />
Financial assets 1,276 - 1,276<br />
Total non-current assets 224,497 - 224,497<br />
Current assets<br />
Inventories 1,545 - 1,545<br />
Trade <strong>and</strong> other receivables 2,063 - 2,063<br />
Financial assets 434 - 434<br />
Cash <strong>and</strong> cash equivalents 74 - 74<br />
Total current assets 4,116 - 4,116<br />
Total assets 228,6<strong>13</strong> - 228,6<strong>13</strong><br />
Current liabilities<br />
Cash <strong>and</strong> cash equivalents (703) - (703)<br />
Trade <strong>and</strong> other payables (35,7<strong>13</strong>) - (35,7<strong>13</strong>)<br />
Provisions (3,500) - (3,500)<br />
Total current liabilities (39,916) - (39,916)<br />
Non-current assets less net<br />
current liabilities 188,697 - 188,697<br />
Non-current liabilities<br />
Provisions (6,632) (1,850) (8,482)<br />
Other payables (8) (8)<br />
Total non-current liabilities (6,640) (1,850) (8,490)<br />
Assets less liabilities 182,057 (1,850) 180,207<br />
Taxpayers’ Equity<br />
General fund 141,564 (1,850) <strong>13</strong>9,714<br />
Revaluation reserve 40,493 - 40,493<br />
Total taxpayers’ equity 182,057 (1,850) 180,207<br />
106
<strong>2012</strong>-20<strong>13</strong><br />
(ii)<br />
Statement <strong>of</strong> Financial Position (continued)<br />
2010-11 PPA 2010-11<br />
Published Provisions Restated<br />
Resource<br />
<strong>Accounts</strong><br />
£’000 £’000 £’000<br />
Non-current assets<br />
Property, plant <strong>and</strong> equipment 206,923 - 206,923<br />
Intangible assets 7,262 - 7,262<br />
Trade <strong>and</strong> other receivables <strong>13</strong> - <strong>13</strong><br />
Financial assets 1,738 - 1,738<br />
Total non-current assets 215,936 - 215,936<br />
Current assets<br />
Inventories 1,480 - 1,480<br />
Trade <strong>and</strong> other receivables 2,167 - 2,167<br />
Financial assets 391 - 391<br />
Cash <strong>and</strong> cash equivalents 52 - 52<br />
Total current assets 4,090 - 4,090<br />
Total assets 220,026 - 220,026<br />
Current liabilities<br />
Cash <strong>and</strong> cash equivalents (3,721) - (3,721)<br />
Trade <strong>and</strong> other payables (15,943) - (15,943)<br />
Total current liabilities (19,664) - (19,664)<br />
Non-current assets less net<br />
current liabilities 200,362 - 200,362<br />
Non-current liabilities<br />
Provisions (7,991) (1,660) (9,651)<br />
Other payables (10) - (10)<br />
Total non-current liabilities (8,001) (1,660) (9,661)<br />
Assets less liabilities 192,361 (1,660) 190,701<br />
Taxpayers’ Equity<br />
General fund 151,059 (1,660) 149,399<br />
Revaluation reserve 41,302 - 41,302<br />
Total taxpayers’ equity 192,361 (1,660) 190,701<br />
25. Events after the reporting period<br />
There are no events after the reporting period to disclose which would have a material affect on the true <strong>and</strong> fair<br />
view <strong>of</strong> these financial statements.<br />
Date authorised for issue<br />
The Accounting <strong>of</strong>ficer authorised these financial statements for issue on 20 June 20<strong>13</strong><br />
107
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
Appendices<br />
In addition to the information included in these appendices, the Northern Irel<strong>and</strong> Statistics <strong>and</strong> Research<br />
Agency publish a digest <strong>of</strong> Prisons Statistics on an annual basis.<br />
This information can be accessed at: http://www.nisra.gov.uk<br />
APPENDIX 1<br />
PRISON POPULATION <strong>2012</strong>-<strong>13</strong> 1<br />
Establishment Lowest number Highest number Average number<br />
<strong>of</strong> prisoners held <strong>of</strong> prisoners held <strong>of</strong> prisoners held<br />
Magilligan 501 552 533<br />
Maghaberry 947 1,065 1,011<br />
Hydebank Wood<br />
• All young males 147 200 174<br />
• Young Offenders 147 195 173<br />
• Juveniles 1 6 2<br />
Hydebank Wood<br />
Prison Females 49 75 58<br />
2009-10 2010-11 2011-12 <strong>2012</strong>-20<strong>13</strong><br />
Lowest number <strong>of</strong><br />
prisoners held overall *1,336 *1,402 *1,619 *1665<br />
Highest number <strong>of</strong><br />
prisoners held overall *1,542 *1,644 *1,830 *1822<br />
Average number <strong>of</strong><br />
prisoners held overall 1,449 1,507 1,729 *1776<br />
1<br />
Figures are based on information taken from the Prison Database<br />
* The totals <strong>of</strong> highest <strong>and</strong> lowest recorded prison population figures differ from the sum for individual prison<br />
establishments due to differences in the time period when high <strong>and</strong> low numbers were recorded.<br />
108
<strong>2012</strong>-20<strong>13</strong><br />
APPENDIX 2<br />
AVERAGE PRISON POPULATION BY TYPE OF PRISONER <strong>2012</strong>-<strong>13</strong> 2<br />
REMANDS SENTENCED FINE IMMIGRATION TOTAL**<br />
TO IMMEDIATE DEFAULTERS DETAINEES<br />
CUSTODY<br />
MALE 511 1,185 26 1 1,723<br />
FEMALE 17 39 3 0 59<br />
TOTAL 528 1,224 29 1 1,782<br />
2<br />
Figures are based on weekly snapshots taken every Thursday <strong>and</strong> as such the average figures from this table<br />
are slightly different from the figures in Appendix 1, which are based on daily population figures.<br />
** Totals may not sum due to rounding.<br />
109
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
APPENDIX 3<br />
NUMBERS AND RECRUITMENT OF STAFF<br />
RECRUITMENT AND SELECTION<br />
CODE OF PRACTICE<br />
The Northern Irel<strong>and</strong> Prison Service has systems<br />
in place to ensure that selection for appointment<br />
is made in accordance with the Civil Service<br />
Commissioners for Northern Irel<strong>and</strong> Recruitment<br />
Code <strong>and</strong> NICS Policies <strong>and</strong> Procedures.<br />
All applicants are considered systematically against<br />
the organisation’s recruitment practices <strong>and</strong> in line<br />
with published suitability criteria. The recruitment<br />
systems are evaluated on a regular basis to ensure<br />
they meet with the Commissioners’ guidelines<br />
<strong>and</strong> are in line with best practice as recommended<br />
by the Chartered Institute <strong>of</strong> Personnel <strong>and</strong><br />
Development <strong>and</strong> the Equality Commission.<br />
No appointments were made under Regulation 3 <strong>of</strong><br />
the Commissioners’ General Regulations.<br />
The statistical summary below outlines applicants’<br />
religious affiliation <strong>and</strong> gender for the following<br />
recruitment campaigns: Deputy Governor <strong>of</strong><br />
Hydebank Wood Young Offender’s Centre <strong>and</strong> Prison<br />
<strong>and</strong> Governor in Charge <strong>of</strong> Hydebank Wood Young<br />
Offender’s Centre <strong>and</strong> Prison, which were advertised<br />
by the Prison Service during this reporting period.<br />
Also included is a breakdown <strong>of</strong> the Custody Officer<br />
Competition which ran in February <strong>2012</strong> <strong>and</strong> was<br />
not included in last year’s report as the information<br />
was not available at that time.<br />
RELIGIOUS<br />
TOTAL NUMBER OF<br />
AFFILIATION<br />
APPLICANTS BETWEEN<br />
(1/04/12 – 31/03/<strong>13</strong>)<br />
Protestant 3208<br />
Roman Catholic 1244<br />
Non determined 453<br />
Not Known 4<br />
TOTAL 4909<br />
GENDER<br />
Male 3359<br />
Female 1550<br />
TOTAL 4909<br />
The 4909 applicants detailed above relate to<br />
the Custody Officer competition advertised in<br />
February <strong>2012</strong> <strong>and</strong> two recruitment competitions<br />
advertised between 1 April <strong>2012</strong> <strong>and</strong> 31 March<br />
20<strong>13</strong>, from which appointments from one <strong>of</strong> those<br />
competitions have been made at 31 March 20<strong>13</strong>.<br />
RELIGIOUS<br />
TOTAL NUMBER<br />
AFFILIATION<br />
OF APPOINTMENTS<br />
MADE BETWEEN<br />
(01/04/12 – 31/03/<strong>13</strong>)<br />
Protestant 184<br />
Roman Catholic 39<br />
Non determined 20<br />
TOTAL 243<br />
GENDER<br />
Male 162<br />
Female 81<br />
TOTAL 243<br />
110<br />
We have not included a breakdown <strong>of</strong> the recent<br />
Prison Custody Officer <strong>and</strong> Custody Prison Officer<br />
competitions which ran in March 20<strong>13</strong> as the<br />
information is not available at this time.<br />
The statistical summary also outlines the religious<br />
affiliation <strong>and</strong> gender <strong>of</strong> those appointed during the<br />
period <strong>of</strong> this report.<br />
From the total number <strong>of</strong> appointments made the<br />
proportions were: Protestant 75.7%, Roman Catholic<br />
16% <strong>and</strong> Non Determined 8.2%. However, these<br />
appointments relate to two recruitment campaigns<br />
which both commenced prior to 1 April <strong>2012</strong>.
<strong>2012</strong>-20<strong>13</strong><br />
APPENDIX 4<br />
CORRESPONDENCE RECEIVED<br />
Category <strong>of</strong> correspondence<br />
Number received<br />
Year ended 31 March 20<strong>13</strong><br />
Correspondence Cases (1 April <strong>2012</strong> – 31 March 20<strong>13</strong>) 190<br />
Director General Cases (1 April <strong>2012</strong> – 31 March 20<strong>13</strong>) 14<br />
Invitation Cases (1 April <strong>2012</strong> – 31 March 20<strong>13</strong>) 23<br />
Locally Answered (1 April <strong>2012</strong> – 31 March 20<strong>13</strong>) 54<br />
ASSEMBLY QUESTIONS<br />
Number received<br />
Assembly Questions Written<br />
Year ended 31 March 20<strong>13</strong> 583<br />
(Including part inputs)<br />
Assembly Questions Oral<br />
Year ended 31 March 20<strong>13</strong> 44<br />
111
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
APPENDIX 5<br />
FREEDOM OF INFORMATION AND DATA PROTECTION METRICS<br />
Freedom <strong>of</strong> Information Act 2000<br />
Summary <strong>of</strong> Cases Received – April <strong>2012</strong> – March 20<strong>13</strong><br />
Total No Total Number Refusal Late But Still Within Extended<br />
<strong>of</strong> Requests Answered Notice Closed 20 Day<br />
Received on Time Issued Timescale<br />
193 186 42 4* 3 1<br />
*Delays were due to: 1 case required Ministerial input; 3 cases due to retrieval <strong>of</strong> information.<br />
Data Protection Act 1998<br />
Summary <strong>of</strong> Cases Received – April <strong>2012</strong> – March 20<strong>13</strong><br />
Total No <strong>of</strong> Total Number Total No Late but Still within<br />
Cases Received Processed within outside Closed 40 Day<br />
40 Days 40 Days Timescale<br />
223 222 0 0 1<br />
Percentage <strong>of</strong> Total Requests Received Answered Within Time Limit<br />
• 99.04%<br />
112
<strong>2012</strong>-20<strong>13</strong><br />
APPENDIX 6<br />
DEFINITIONS<br />
Approved or accredited activities:<br />
Any activities <strong>and</strong>/or programmes, which have been<br />
verified by an internal approval panel or external<br />
accreditation body.<br />
An assault:<br />
When the victim has sustained an injury resulting<br />
in his/her death, or his/her detention in an outside<br />
hospital as an inpatient, or any <strong>of</strong> the following<br />
injuries whether or not detained in hospital:<br />
fractures, concussion, internal injuries, crushing,<br />
severe cuts or lacerations, severe bruising, burns or<br />
scalds, or severe general shock requiring medical<br />
treatment.<br />
Certified Normal Accommodation (CNA):<br />
Accommodation which meets the Prison Service’s<br />
own measurable st<strong>and</strong>ards for the provision <strong>of</strong> good<br />
decent accommodation for the secure <strong>and</strong> humane<br />
confinement <strong>of</strong> persons who have been given into<br />
custody by the courts.<br />
Constructive activity:<br />
All pursuits that play a part in the enhancement<br />
<strong>of</strong> the individual’s skills, knowledge, attitudes <strong>and</strong><br />
behaviour, or contribute to the reduction in the<br />
likelihood <strong>of</strong> re-<strong>of</strong>fending (<strong>and</strong> including activities<br />
such as orderly duties, use <strong>of</strong> gym, visits, education<br />
<strong>and</strong> attendance at court). For separated prisoners<br />
time out <strong>of</strong> cell will count as constructive activity.<br />
Prisoner:<br />
Any person who has been committed to a prison or<br />
young <strong>of</strong>fenders centre by the courts.<br />
Category A prisoner<br />
A prisoner whose escape would be highly dangerous<br />
to the public or the police or the security <strong>of</strong> the<br />
state, no matter how unlikely that escape might be,<br />
<strong>and</strong> for whom the aim <strong>of</strong> the Prison Service must be<br />
to make escape impossible.<br />
Category B prisoner<br />
A prisoner for who the very highest conditions <strong>of</strong><br />
security are not necessary, but for who escape must<br />
be made very difficult.<br />
Category C prisoner<br />
A prisoner who cannot be trusted in open<br />
conditions, but who does not have the resources or<br />
the will to make a determined escape attempt.<br />
Category D prisoner<br />
A prisoner who can be reasonably trusted in open<br />
conditions.<br />
Regime<br />
The regime describes the activities, opportunities<br />
<strong>and</strong> privileges available to prisoners on a daily basis.<br />
Separated conditions<br />
The regime in Maghaberry in which loyalist <strong>and</strong><br />
republican prisoners who are members or supporters<br />
<strong>of</strong> proscribed organisations <strong>and</strong> who meet the other<br />
criteria are accommodated separately.<br />
1<strong>13</strong>
ANNUAL<br />
REPORT<br />
<strong>and</strong> <strong>Accounts</strong><br />
APPENDIX 7<br />
ADDRESSES AND CONTACT NUMBERS<br />
PRISON SERVICE HEADQUARTERS<br />
Dundonald House<br />
Upper Newtownards Road<br />
BELFAST<br />
BT4 3SU<br />
Telephone: (028) 9052 2922<br />
MAGILLIGAN PRISON<br />
Point Road<br />
LIMAVADY<br />
Co Londonderry<br />
BT49 0LR<br />
Telephone: (028) 7776 3311<br />
PRISON SERVICE COLLEGE<br />
Woburn House<br />
MILLISLE<br />
Co Down<br />
BT22 2HS<br />
Telephone: (028) 9186 3063<br />
HYDEBANK WOOD<br />
YOUNG OFFENDERS’ CENTRE<br />
AND PRISON<br />
Hospital Road<br />
BELFAST<br />
BT8 8NA<br />
Telephone: (028) 9025 3666<br />
MAGHABERRY PRISON<br />
Old Road<br />
Ballinderry Upper<br />
LISBURN<br />
Co Antrim<br />
BT28 2NF<br />
Telephone: (028) 9261 1888<br />
E-mail: info@niprisonservice.gov.uk<br />
Web site: www.dojni.gov.uk/ni-prison-service<br />
General Enquiry Line<br />
with Text Facilities: 028 9052 2922<br />
A braille version <strong>of</strong> this document is available on<br />
request.<br />
114
<strong>2012</strong>-20<strong>13</strong><br />
Notes<br />
115
ANNUAL<br />
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<strong>and</strong> <strong>Accounts</strong><br />
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