House of Commons - Home Affairs - Minutes of Evidence

Select Committee on Home Affairs Minutes of Evidence

REPLIES BY THE HOME OFFICE TO WRITTEN QUESTIONS FROM THE COMMITTEE ON THE HOME OFFICE ANNUAL REPORT 1999-2000

A. HOME OFFICE ADMINISTRATION

1. When is it expected that the preferred bidder for the public private partnership project to provide offices for Home Office and Prison Service staff will be selected?

Two high quality bids were submitted by the private sector on 17 March. After detailed clarification discussions with the respective bidders, and detailed analysis of the proposals, the selection of the preferred bidder is now in its final stages. On current plans, it is expected that an announcement will be made in late July.

What is the likely capacity of the proposed office space?

The requirement put to the private sector asked them to submit proposals to provide flexible serviced office accommodation for 3,000 staff.

What has been the cost to date to the Home Office of managing the 2 Marsham Street site?

The cost of managing the 2 Marsham Street site from 1 April 1999 to 31 May 2000 including maintenance, security guarding and agents' fees totals £1.08 million.

2. Have the 3 per cent productivity gains for 1999-2000, forecast by the Home Secretary in January 2000[HC Deb, 13 January 2000, col 214w] been achieved? In what areas have the efficiency savings been made?

The 3 per cent productivity gains forecast for 1999-2000 were achieved through all parts of the Department absorbing inflationary costs without a cut in outputs. Budgets for the year were set on the basis of delivering the 3 per cent productivity gain.

What are the main elements of the efficiency strategy to be introduced from 2000-01 (p 60)?

For the core Home Office the main elements are improved estate utilisation, procurement, improving sickness absence rates, and use of information technology. To manage the delivery of the required 3 per cent improvement in productivity, a Productivity Steering Group has been established, chaired by the Director of Strategy and Performance. A Treasury official has been invited to work with us on that group.

The Prison Service and the Immigration and Nationality Directorate have separate plans to achieve their targeted 3 per cent gain.

3. The Home Secretary announced on 13 January 2000 that a joint Ministerial review of productivity had been established under Lord Bassam and the Financial Secretary to the Treasury, to focus on personnel management, information technology, the Home Office estate and procurement planning.

For what reasons were these four particular areas selected?

These four areas were selected as key areas where the Home Office needed to improve its performance and could potentially deliver the most significant gains.

What progress is being made on the review?

Following an initial meeting between Lord Bassam and the Financial Secretary to the Treasury, a Productivity Steering Group has been formed to oversee progress in this area. This group is chaired by the Director of Strategy and Performance, and brings together officials from both the Home Office and HM Treasury.

As the work of this group evolves, further meetings between Lord Bassam and the Financial Secretary will be taking place as necessary.

What productivity targets do you expect to be able to achieve in these areas?

The specific productivity targets for these areas is currently being determined. However, it is expected that these and other programmes will enable the Department to meet its targeted 3 per cent productivity gains for 2000-01.

4. What is the Home Office's overall strategy for the recruitment of ethnic minorities at all levels of the Department?

The Home Office's overall strategy has two main strands. These are to:

— present the work of the Home Office as exciting and challenging in helping to create a safe, just and tolerant society, and to persuade potential recruits that it is a good place to work; that it is an organisation which genuinely values diversity and where there is true equality of opportunity; and

— ensure that recruitment practices do not inadvertently discriminate against ethnic minorities, discourage them from applying or continuing with an application or put them off once they have applied.

The strategy comprises a number of key projects:

— developing a website which presents the Home Office in a way which encourages ethnic minorities to feel they would be comfortable working for it and which dispels many of the false negative images of the department which can put off recruits because of the nature of some of its work;

— continued involvement (by providing financial support, mentors and placements) with the Windsor Fellowship and National Mentoring Consortium both of which are concerned with bringing on ethnic minority talent;

— Prison Service and Immigration and Nationality Directorate (supported by core Home Office) attendance at careers fairs, especially those aimed specifically at ethnic minorities;

— Immigration and Nationality Directorate open days to help people through the application process;

— the establishment of a Prison Service National Recruitment Outreach Team to advise managers who engage in recruitment activities as to how best to reach-out to minority ethnic communities;

— ensuring that recruitment and promotion board members are trained in equal opportunity issues and are aware of Home Office targets for the recruitment and progression of ethnic minorities; and

— ensuring wherever possible that there is an ethnic mix on recruitment and promotion boards.

5. The Home Office paid out a total of £1,468,000 in compensation payments for maladministration in 1998-99 (Cm 4605, p 97). Can you detail (for the Immigration and Nationality Directorate, the Home Office other than IND, the Prison Service and the UK Passport Agency) the amounts relating to the financial year 1999-2000 which have been paid out to date?

This information is provided in the following table:

COMPENSATION PAYMENTS FOR MALADMINISTRATION 1999-2000

£000s No. of cases

Immigration and Nationality Directorate 133 101

Home Office other than IND 300 1

Prison Service 1,248 1,616

UK Passport Agency 402 1,600

Total 2,083 3,318

6. What vacancies on public bodies has the Home Secretary filled by appointment in the calendar year 2000 to date; and what vacancies are expected to be filled by the Home Secretary before the end of 2001.

A total of 838 vacancies on public bodies sponsored by the Home Office (including 746 on the Boards of Visitors to penal establishments) have been filled so far this year, either by new appointees or by the reappointment of existing appointees. Details of these vacanies are given below:

Chair Appointed Chair Reappointed Members Appointed Members Reappointed

Executive NDPBs 3 0 13 2

Advisory NDPBs 1 0 4 25

Tribunals 1 0 29 0

Boards of Visitors to Penal Etablishments - - 129 617

Other Public Bodies 4 0 9 1

Total 9 0 184 645

Grant Total 838

Details of vacancies expected to be filled by the Home Secretary before the end of 2001 are shown in the following tables.

EXECUTIVE NDPBs—ALL FORTHCOMING APPOINTMENTS TO 31.12.01

Name of Body	Chairman and Members appointed by Ministers; involvement of outside nomination bodies	Next appointment due: and length of appointment
Alcohol Education and Research Council	Appointed by Mr O'Brien. Nominations sought from professional organisations. Up to three members appointed on recommendations from the Drinks Industry.	8 appointments due to expire March 2001 and 2 in May 2001.
Commission for Racial Equality	Appointed by the Home Secretary. The CBI and TUC are invited to nominate one member each.	1 appointment due June 2000, 1 in December 2000 and 8 in March 2001.
Community Development Foundation	Chairman and Members appointed by the Home Secretary. Nominations sought from existing members of the Board of Trustees, other Government departments, PAU, Local Government Association and voluntary organisations.	4 members' appointments due December 2000 and 1 in December 2001. Chair due in December 2000.
Criminal Cases Review Commission	The Queen on the advice of the Prime Minister.	2 due in July 2000, 3 due August 2000, 2 due September 2000. 7 posts, including chair, due December 2001.
Gaming Board for Great Britain	Appointed by the Home Secretary.	1 post due December 2000 and 1 in July 2001. Chairman's post due June 2001.
Horseracing Betting Levy Board	Chairman and two members* of the total membership appointed by the Home Secretary. *one is Deputy Chairman	Appointment for three years, renewable for up to five years. 1 post due July 2000, 1 post due December 2000. Chairman's post due August 2001.
Horserace Totalisator Board	Of the Chairman and seven members, five are non-executive, including one nominated by the BHB; two are executive members. All are appointed by the Home Secretary.	Appointments for three years and renewable for up to five years. Chairman's post due July 2000. One post due July 2000, one due October 2000 and two due July 2001.
Parole Board	Chairman and members appointed by Home Secretary under powers provided in Schedule 5 to the Criminal Justice Act 1991 (as amended by the Criminal Justice and Public Order Act 1994). Appointment of members delegated to Mr Boateng. Lord Chancellor nominates High Court Judge for appointment.	Appointments are for three years, with possibility of re-appointment for further three years. Chairman due October 2000. 17 new appointments in July 2000 and a maximum of 37 reappointments in July 2000. 24 new appointments in July 2001 (subject to acceptance of reappointments in 2000) and 1 full-time member in September 2001.
Police Complaints Authority	Chairman appointed by HM The Queen. Members appointed by the Home Secretary.	1 in June 2000, 1 in May 2001, 2 in August 2001 and 1 in November 2001.
Police Information Technology Organisation Board	Chairman and members appointed by Home Secretary and Scottish Ministers. Eight members to be nominated by: ACPO—three, ACPOS—one, APA—three, COSLA—one	In process of filling 1 current vacancy. 5 posts due September 2000, including Chairman. 1 post due December 2000. 1 post in April 2001. 1 post in September 2001. 1 post in October 2001.
Youth Justice Board	Chair and eleven members appointed by Home Secretary.	Four members due in September 2001.

ADVISORY NDPBs—ALL FORTHCOMING APPOINTMENTS TO 31.12.01

Name of Body Chairman and Members Appointments by Ministers; Involvement of outside nomination bodies Next appointment due: and length of appointment

Advisory Board on Restricted Patients Home Secretary appoints. Appointments for three years. Chair appointment expires March 2001. 1 appointment expires in August 2000, 2 in November 2000, 1 in February 2001 and 1 in September 2001.

Advisory Council on the Misuse of Drugs Home Secretary appoints. Some candidates are nominated by DfEE, DH, Scottish Executive, Welsh Assembly, DHSS (Northern Ireland) and others after consultation with professional bodies (e.g. the Magistrates Associations, the veterinary surgeons' professional bodies, ACPO, the Royal Pharmaceutical Society of Great Britain). 1 appointment ends on 30/6/2000. 30 appointments expire in December 2001.

Animal Procedures Committee Appointment by Home Office Minister under delegated powers from the Home Secretary, his powers provided under Section 19 of Animals (Scientific Procedures) Act 1986. The appointment of the Chairman is referred to No 10 as courtesy. 3 members' posts due January 2001. The chairman's 4-year appointment expires in February 2002.

Firearms Consultative Committee Appointed by the Home Secretary. Appointments to the FCC expired in January 2000 but its statutory life has been extended to 31 January 2002. Mr Clarke and the Home Secretary will shortly have to consider appointments for the chairman and statutory minimum of 12 members. After January 2002 appointments will have to be made either to the FCC or its successor body.

Metropolitan Police Committee Home Secretary appoints Chairman and all members. There is no intention to make any further appointments to the MPC, which will cease with effect from 3 July 2000 when the new Metropolitan Police Authority comes into being.

Parliamentary Boundary Commission for England Deputy Chairman appointed by the Lord Chancellor. The members are appointed by the Home Secretary and the Secretary of State for the Environment, Transport & the Regions (for the English Commission) and the The appointment of the HO member of the English Commission expires 31/12/2000.

Parliamentary Boundary Commission for Wales Home Secretary and the Secretary of State for Wales (for the Welsh Commission). Appointments have been delegated to Mr O'Brien. The appointment of the Deputy Chairman for Wales expires 31/12/00. Both members were appointed on 1/4/98 until 31/12/2001.

Poisons Board Membership of the Board is in abeyance; to be reconstituted in the near future.

Race Relations Forum Chairman: Home Secretary. Members appointed by Home Secretary on basis of recommendation of independent panel (modified Nolan procedures). Chairman: Home Secretary. The appointments of all 29 members of the Race Relations Forum expire on 30 June 2001.

TRIBUNALS—ALL FORTHCOMING APPOINTMENTS TO 31.12.01

Name of Body Chairman and Members appointed by Ministers; involvement of outside nomination bodies Next appointment due: and length of appointment

Criminal Injuries Compensation Appeals Panel Appointed jointly by Home Secretary and Scottish Ministers. New Scheme started 1 April 1996. 64 new appointments are awaiting confirmation.

Data Protection Tribunal Chairman and Deputy Chairmen appointed by the Lord Chancellor. Members by the Home Secretary after consultation with trade and professional bodies, trade union and consumer organisations as necessary. Appointments of 19 members (13 data users and 6 data subject representatives) expire 30/11/01. No set period for appointments.

Horserace Betting Levy Appeals Tribunal for England and Wales Chairman appointed by Lord Chancellor. Members appointed by Home Secretary. Appointments for two to three years renewable. One member due October 2001.

Interception of Communications Tribunal Members are appointed by HM The Queen. Nominated by Home Secretary (with advice from Lord Chancellor). 4 members' appointments expire 10/4/2001.

Misuse of Drugs Advisory Board The Chairman is appointed by the Lord Chancellor, and the members by the Home Secretary. One member must be an officer in a government department (in practice nominated by the DH) and the other is drawn from a list of nominees of professional medical bodies. Appointments are made for each hearing.

Misuse of Drugs Professional Panel The Home Secretary appoints. Members and Chairman are drawn from a list of nominees of medical bodies. Appointments are made for each hearing.

Office of Surveillance Commissioners Prime Minister on the recommendation of the Home Secretary. Nominations sought from Lord Chancellor Dept, Scottish Executive and Northern Ireland Office. Chief Commissioner's appointment expires June 2001. 1 Commissioner resigned wef 30/4/00. Replacement will be appointed for 3 years. 5 other Commissioners due November 2001.

Police Arbitration Tribunal Prime Minister on the basis of a joint recommendation from the Home Secretary and the Secretaries of State for Scotland and Northern Ireland. Chairman's appointment expires January 2001, 1 member's January 2001 and the other members' in January 2002.

Police Discipline Appeals Tribunal Appointments of Chairmen are approved by a Home Office Minister. Lord Chancellor's Department nominate candidates. Appointments are made routinely, for example to fill vacancies created by resignations/retirements. No time limit on length of appointment. 1 member's appointment expires July 2010 and 1 in January, 1 in May, 2 in June, 1 in July and 1 in December 2001.

OTHER NDPBs—ALL FORTHCOMING APPOINTMENTS TO 31.12.01

Name of Body Chairman and Members appointed by Ministers; involvement of outside nomination bodies Next appointment due: and length of appointment

Boards of Visitors to Penal Establishments The Home Secretary appoints. Candidates can nominate themselves or can be put forward by other organisations such as Trades or Community Relations Councils, but no candidate represents any organisation. Appointments are made routinely, eg to fill vacancies created by resignations etc. Also for new establishments. Appointments are for periods up to three years.

OTHER PUBLIC BODIES—ALL FORTHCOMING APPOINTMENTS TO 31.12.01

Name of Body Chairman and Members appointed by Ministers; involvement of outside nomination bodies Next appointment due: and length of appointment

Annual Reviewer of the Operation of the Prevention of Terrorism Act Appointed by Home Secretary. Re-appointment on 4/11/98 for review of PTA in 1998, 1999 and 2000. Post due March 2001.

Charity Commissioners In accordance with Schedule 1 of the Charities Act 1993, Home Secretary appoints the Charity Commissioners. One Commissioner's appointment expires 30/4/01 and Legal Commissioner's appointment expires 30/9/01.

Criminal Justice Consultative Council Appointed by Home Secretary, in consultation with the Lord Chancellor and Attorney General. 1 appointment due January 2001 and 1 in October 2001.
Appointments are normally for two or three years.

Fire Service Research and Training Trust Trustees appointed by Home Secretary and Scottish First Minister. Trust invited to suggest suitable candidates. Appointments are indefinite. One trustee resigned recently. Trust's recommendations for a replacement to be put to Ministers in due course.

IND Complaints Audit Committee One Chairman and two members appointed by Mrs Roche for an initial period of three years. They may be re-appointed for up to a further two-year term. 1 post due March 2001.

Independent Assessor of Compensation for Miscarriages of Justice Appointment made by Home Secretary. Post due July 2001.

Ministerial Action Group to Retail Crime Reduction Team Appointments made by HO Ministers. Appointments not fixed term as team will be disbanded as and when work comes to an end.

Retail Crime Reduction Action Team Appointments made by HO Ministers. Appointments not fixed term as team will be disbanded as and when work comes to an end.

Selection Panels for Independent Members of Police Authorities for 41 Provincial Forces The 3-person selection panel for each police authority has one member appointed by the Home Secretary. 36 members due August 2000, 1 in July 2001, 1 in September 2001, 1 in October 2001, 1 in November 2001, 1 in December 2001. Length of all appointments two years.

Service Authority for the National Criminal Intelligence Service Home Secretary appoints Chairman, two other independent members, person to represent him as police authority for the Metropolitan Police district and Home Office Crown Servant. Other members appointed by the organisations they represent. Chair and two members due August 2001.

Service Authority for the National Crime Squad Home Secretary appoints Chairman, two other independent members, person to represent him as police authority for the Metropolitan Police district and Home Office Crown Servant. Other members appointed by the organisations they represent. Chair and two members due August 2001.

Vehicle Crime Reduction Action Team Appointments made by HO Ministers. Appointments not fixed term as team will be disbanded as and when work comes to an end. Two new appointments expected to be filled shortly, 1 to represent HO research interests and 1 to represent the LGA.

7. In what ways is the Home Office encouraging the public to take up electronic delivery of its services? Is it on track to achieve the Government-wide target of 25 per cent service delivery by 2002?

What barriers are there to extending electronic delivery of Home Office services?

Encouraging take up

The Home Office is encouraging the take up of electronic delivery by providing more services electronically with supporting publicity. Specific initiatives include:

— The Home Office website was redesigned in April 2000 to improve the ease of navigation, and further work is planned to enhance the level of interactivity of the site;

— The Passport Agency provides a variety of call centre and website based customer services, notified through entries in directorates and by information leaflets made available in Post Offices and other outlets;

— The Immigration and Nationality Directorate website publicises their call centre details together with general advice for members of the public;

— Consultation with the public and other interested bodies is also undertaken using the website;

— In the current year the Department is planning to further encourage take up with the launch of new websites for crime reduction; police recruitment and fire safety.

Target

The Home Office is on track to meet the 2002 target. Over 30 services have been identified for electronic service delivery and 12 of these (39 per cent) are already enabled. By 2002 this will have increased, on current estimates, to 15 (48 per cent). Our plan is that all services should be enabled by 2005.

Barriers

At present, unlike for some other Departments, the need to verify the identity of individuals at the point of contact is a barrier for the Home Office. The speed at which electronic delivery of some Home Office services can be brought on stream is governed by the speed and certainty with which electronic identification of individuals can be achieved.

Example 1—For the Immigration and Nationality Directorate the major barrier to full electronic processing of applications is verification of identity. At present this requires passports to be examined by hand on entry to the UK; and for asylum applicants to appear in person, so that fingerprints can be taken and original supporting documents which are subject to a significant risk of fraud and deception can be scrutinised. For Nationality applications legislation requires the Department to issue a paper certificate. The potential for digitised entry, eg machine readable passports or smart cards held by registered frequent travellers is currently the subject of a scoping study. Any such initiative would also require alignment of secure IT infrastructures with our government partners in the Lord Chancellor's Department and the Foreign and Commonwealth Office.

Additionally, in some areas uptake of banking facilities has proved a barrier.

Example 2—The effective implementation of electronic receipt of applications to the Criminal Injuries Compensation Authority (CICA) is dependent on providing electronic signatures. While it is anticipated that all solicitors who represent applicants will have access to email by the end of 2002, uptake of services by Victim Support will depend on the stage of development of their information technology network. Full uptake of electronic payment of awards will only be possible if all recipients have access to bank or other accounts.

8. What estimate was held in November 1999 of the savings to be made in (a) 2000-01, (b) 2001-02 and(c) 2002-03 of the removal of the right to elect trial by jury in either-way cases; and what is the current estimate for savings in each of those years.

The extent of the savings would depend on the proportion of formerly elected cases which the magistrates decide, having heard the defendant's representations, to direct to the Crown Court. For the original Mode of Trial Bill it was assumed 12,000 fewer defendants would be tried in the Crown Court annually, resulting in resource savings to the criminal justice system of £105 million a year. For the second Bill it is assumed that 14,000 fewer defendants would be tried in the Crown Court annually, resulting in resource savings to the criminal justice system of £128 million a year.

B. CRIMINAL JUSTICE SYSTEM

9. What progress is the Home Office making towards achieving the key performance indicator for objective 2(a) for the criminal justice system, ie reducing time taken from arrest to sentence or other disposal?

The Home Office has a shared interest in the cross-cutting performance measures (of which this is one) set out in the Criminal Justice Business Plan. One of the Criminal Justice System Objectives set by Ministers is "to deal with cases throughout the criminal justice system with appropriate speed".

Two measures underpin this objective—the first is the "pledge" to halve the time from arrest to sentence for persistent young offenders from 142 to 71 days by 31 March 2002.

Steady progress is being made to deliver the pledge. The latest figures show that the average time taken to deal with persistent young offenders was reduced from an average of 142 days in 1996 to 108 days for the whole of 1999, dropping to 101 days in December 1999. 17 areas are now performing under 100 days and one area has already achieved the Pledge, Warwickshire at 70 days.

We fully expect that the next set of figures available at the end of June will show continuing good progress.

The second is to reduce the time taken from arrest to sentence or other disposal for all offenders.

It is anticipated that the changes introduced throughout England and Wales on 1 November 1999 will significantly reduce delays without compromising the quality of justice.

The Home Office is in the process of ensuring that these measures are working as expected. A questionnaire was sent out on 13 April to those co-ordinating the implementation of the Narey reducing delay measures in each of the criminal justice areas. The purpose is to form a coherent national picture of the way in which the Narey measures are working and to identify any emergent problems as well as best practice. The results are expected in July.

An interim target of reducing the overall time from charge to sentence by two days was set for 1999-2000, but a further target is being quantified and will be set at the end of July (following the outcome of the Spending Review) for achievement by 31 March 2002.

10. What is the contribution of the Home Office to the overall strategic IS/IT objectives for the criminal justice system?

Objectives for IS/IT

The Home Office is working with the Lord Chancellor's Department and the Crown Prosecution Service in a joint initiative for Integrating Business and Information Systems (IBIS) across the criminal justice system (CJS). The strategic IS/IT objectives for the criminal justice system are to deliver links between the core agencies' strategic case management systems to support the overarching business objectives or the CJS; and to support wider e-government objectives.

Home Office contribution

The Home Office is developing case management systems on behalf of the Prison Service, the Probation Service and, via the Police IT Organisation, for Police Forces in England and Wales, with links to the strategic systems of partner agencies (the Crown Prosecution Service, magistrates' courts and the Crown Court).

The Home Office chairs the interdepartmental Board that oversees this work.

Progress:

— The Prison Service Quantum contract has been let to deliver a new IT and communications infrastructure;

— From 2000-01 a new IS/IT strategy is being developed to meet the business needs of the National Probation Service. A key deliverable of the strategy will be a strategic case management system to replace the current CRAMS development;

— The Police IT Organisation will be applying £40 million announced in the budget to implement case preparation and custody applications by the end of 2002 which will generate electronic case files for others in the criminal justice system;

— £5.3 million will be used to provide video conference links between remand prisoners in prisons and magistrates' courts;

— The Home Office is also considering plans to provide electronic access to CJS information for the public.

11. What assessment has been made of the first year of operation of the Crime Reduction Programme? How much of its £250 million budget has thus far been committed?

The Crime Reduction Programme is a three year programme running from April 1999 which covers 15 separate initiatives, including an additional £150 million on the CCTV initiative. Each initiative is being developed separately. Some initiatives involve funding projects being run by local crime and disorder reduction partnerships and these are being monitored by Home Office teams based in the Government Offices (and a corresponding team in the National Assembly for Wales). Other initiatives are being handled centrally.

A key principle for all of the initiatives is that the projects are carefully evaluated, usually by external teams appointed especially for this task. About 10 per cent of the total provision is being spent in this way. These evaluations will reveal what works in reducing crime, and just as importantly, what does not work. The first set of evaluations will be completed early in 2001.

At the start of this second year of the Programme about £107 million of the £250 million has been committed, with another £58m from the £150m of the CCTV provision committed. We expect to commit the balance of the budgets over the next 12 months.

C. POLICE SERVICE AND CRIME REDUCTION

12. All police forces were expected to achieve efficiency savings of two per cent a year—a total of £146.8 million—by March 2000. What indications are there that this target has been achieved?

Her Majesty's Inspectorate of Constabulary have concluded their third quarter review of police efficiency plans for 1999-2000 (covering the period April 1999—December 2000) and have concluded that, of the 43 police areas considered:

— 30 should be rated "A"—a strong probability that the 2 per cent efficiency gain will be delivered.

— 13 should be rated "B"—a reasonable probability that 2 per cent efficiency gain will be delivered.

— None should be rated "C"—a possibility that the 2 per cent efficiency gain will not be delivered.

Estimated efficiency gains in 1999-2000 total £183 million against a target of £149 million. However, the question of performance will be crucial to the final judgement on whether a police authority has delivered the 2 per cent efficiency gains—if performance in 1999-2000 is less than in the previous year efficiency gains will not count towards the 2 per cent total. The issue of performance is complex and will be assessed by Her Majesty's Inspectors of Constabulary using their professional judgement, supported by an assessment tool. It is possible therefore that, once this process has been completed, some police authorities may be judged not to have made 2 per cent efficiency gains.

HMIC's final analysis of the efficiency gains will be completed by the end of July.

13. What are the targets for forces' achievements of ministerial priorities, reset in April 2000 (Aim 1, objective 4.2.a)?

Police authorities and forces' achievement of the two Ministerial Priorities for 2000-01 will be measured using Best Value.

Under Best Value, police authorities will be expected to measure their performance against a suite of 37 Performance Indicators which cover the whole range of policing activity. Several of these Indicators relate specifically to this year's Ministerial Priorities of reducing local problems of crime and disorder in partnership with local authorities, other local agencies and the public and increasing the trust and confidence in policing amongst minority ethnic communities.

In terms of targets, all police authorities have been asked to set five year targets for reductions in domestic burglary and vehicle crime. Five metropolitan police authorities and forces have been asked to set targets for robbery. Ministers hope that police authorities will also wish to set targets for a range of other indicators including those which relate to the Ministerial Priorities.

14. On the same basis as table 12 in volume 2 of the Annual Report for 1998-99, could you please provide, as appropriate, the actual outturn for 1998-99, the estimated outturn for 1999-2000 and the plans for 2000-01 for:

a. central government support grant*

Police Resources (£m) 1994-95 outturn 1995-96 outturn 1996-97 outturn 1997-98 outturn 1998-99 outturn 1999-2000 estimated outturn 2000-01 plans 2001-02 plans

Police Authority Expenditure^1,2 6,271 6,481 6,797 7,055 7,267 7,656 n/a n/a

[7,071] [7,102] [7,216] [7,287] [7,267] [7,469]

Central Government Support^1,2,3 3,284 3,479 3,551 3,650 3,803 3,850 3,981 4,118

[3,703] [3,812] [3,770] [3,770] [3,803] [3,756] [3,798] [3,833]

1. Figures in brackets are expressed in real terms at 1998-99 prices using GDP deflator.

2. Police Authority expenditure (current and capital only).

3. Specific current, capital and special grants and credit approvals to police authorities.

* Police Authority Expenditure is shown in the Local Authority Expenditure Table on Page 101 of the 1999-2000 Annual Report.

b. central government expenditure on Police Policy Directorate (PPD)**

1. Figures in brackets are expressed in real terms at 1998-99 prices using GDP deflator.

2. Police Authority expenditure (current and capital only).

3. Specific current, capital and special grants and credit approvals to police authorities.

4. PPD part of PCRG with effect from 01-04-2000—expenditure total reflects revised PCRG budget.

** Central Government Support is shown in the Cash Plans Table on pages 74-75 of the 1999-2000 Annual Report.

c. total police officer strength, and

d. number of constables

1998-99 Outturn 1999-2000 Projection 2000-01 Projection

Total Officers 126,096¹ 124,800² 126,500²

Constables 97,520 n/a³ n/a³

1. A reduction of 718 since March 1998, due to a force error which led to a correction of the published figure in the 1998-99 Annual Report for March 1998. The original figure of 126,856 was amended to 126,814.

2. These projections are based on information provided by forces for recruitment and wastage as part of their bids for additional officers under the Crime Fighting Fund. They include forces CFF allocations (3,000 posts).

3. There are no projections for constable numbers for March 2000 or March 2001.

15. What assessment has been made of PITO's delivery of its services in 1999-2000?

As with all NDPBs, PITO reports on its performance against targets in the delivery of its services. Those targets are intended to be challenging, and reflect the fact that the delivery of certain services is vital both to the police, and to the wider Criminal Justice System.

Senior Home Office officials are members of the PITO Board along with representatives from the Scottish Executive, the APA, ACPO and ACPO(S). The Board is also responsible for ensuring the delivery of planned results by monitoring performance against agreed objectives, targets and performance indicators. Performance is reported in the PITO Annual Report. The 1999-2000 Annual Report is expected in mid July 2000.

All aspects of PITO's work are discussed during the regular meetings that the Chairman, and Chief Executive has with Ministers, and with the Permanent Secretary.

Assessment of 1999-2000 Performance

Assessment of PITO's performance in 1999-2000 indicates:

— Response times for the PNC mainframe averaged less than half a second, and over 69.5 million transactions were processed during 1999-2000;

— The monthly target for Police National Computer availability is 98.5 per cent. During May it was available for 99.65 per cent of the time, despite the fact that the system was subject to work to implement new software;

— For the National Automated Fingerprint Identification System the target is 99 per cent operational availability. It achieved 98.9 per cent availability;

— PITO also provides a procurement function for the police service in general, including the purchase of police vehicles where additional savings have now been achieved;

— HOLMES 2 software was rolled out to 21 forces over the year, against a target of roll out to 25 forces.

These figures should be seen against a background of continual upgrades and additions to the system to reflect new demands and priorities.

16. What progress is being made towards setting targets for crime reduction for 2000-01 and 2001-02?

All police authorities in England and Wales have set five year targets for domestic burglary and vehicle crime. The five large urban police authorities and forces—the Metropolitan Police, Greater Manchester, West Midlands, West Yorkshire and Merseyside—have set robbery targets. These targets cover the period 2000-05. In addition, in their Best Value Performance Plans, which were published on 31 March, police authorities have set a range of local targets relating to other crime reduction performance indicators.

From April 2000, the Best Value regime also requires all local authorities to measure their performance in reducing domestic burglary, vehicle crime and violent crime and to consider setting targets.

By April 2001 the Home Office aims to have data available to enable target setting at the local level of crime and reduction disorder partnerships. Reports are now being reviewed from each of the 376 partnerships setting out what they achieved in 1998-99 and details of what targets they have set for 1999-2000. The basis of these returns will help inform the establishment of a target setting process.

D. FIRE SERVICE

17. Can you provide, on the same basis as in tables 10 and 11 of volume 1 of the Annual Report for 1998-99?

(a) the latest available data for the incidence of fires;

ENGLAND AND WALES

Fires (000s) Casualties

Total¹ Primary (property and vehicle fires or those with casualties) Secondary (outdoor fires— no property loss) Deaths Injuries

1997² 397.6 175.8 207.8 605 15,800

1998 ^(p) 345.6 175.0 158.8 534³ 15,500

1998-99^(p) 367.8 176.0 151.8 521³ 15,500

1. Includes chimney fires.

2. Figures for 1997 are included as these are now revised.

3. The 1998 and 1999 data are estimated to take account of the likely revisions to the fire death information.

(b) the outturn for 1998-99, and the estimated outturn for 1999-2000, for fire service expenditure and staffing resources in England and Wales?

FIRE SERVICE RESOURCES ENGLAND AND WALES (£ MILLION)

1998-99 Outturn 1999-2000 Estimated Outturn

Expenditure 1,549 1,648

(1997-98 prices) (1,511) (1,572)

Staffing 49,756 49,756

18. Are studies being undertaken to assess the effectiveness of co-location of fire brigade and police headquarters?

As part of the Comprehensive Spending Review process the Home Office published a consultation document "Working Together—An examination of some options for collaboration and reorganisation in the fire service". One of the issues that this raised was the opportunity for shared facilities and common areas of working between fire brigades and other emergency services. The subsequent Public Service Agreement White Paper referred to the scope to improve fire service efficiency through increased co-operation and collaboration between fire brigades, including sharing resources, and between them and other emergency services.

This work is being progressed through the arrangements for the introduction of the duty of Best Value for local authority services. Best Value authorities are required to carry out a review of all their functions over a period of five years starting from April 2000. To help fire authorities make the most of the opportunities for improved efficiency through greater collaboration, the Best Value legislation has been used to specify a common timetable for fire authorities for the review of certain functions. Fire authorities are required to carry out reviews of communications and control in year one (2000-01), procurement in year two (2001-02) and training in year three (2002-03). The Home Office has published guidance to assist fire authorities in the review of communications and control (see Q19). Further guidance is planned with a forthcoming study by the Audit Commission on fire service procurement.

There are a number of initiatives which are exploring the scope for joint working and shared facilities in the context of improved efficiency under Best Value. As a development of the work under the Invest to Save budget (see Q19) the emergency services, including the ambulance service, in Gloucestershire and Wiltshire are looking at the feasibility of a shared headquarters building. The majority (32 out of 49) of fire brigades in England and Wales share a common boundary with police forces.

19. What has the Home Office contributed to the pilot control room projects for police, fire and ambulance services being led by the Department of Health?

How are these pilot projects progressing?

In January 1999 the Department of Health was allocated £7.8 million from the Government's Invest to Save budget to fund three joint emergency service control room projects in Cleveland, Gloucestershire and Wiltshire. The current intention of the projects in Cleveland and Wiltshire is to share a common equipment platform, although the control processes are to be undertaken separately. The Gloucestershire project involves the construction of a new control room building and a new headquarters for the three services.

The Home Office was involved with the Department of Health in the assessment and selection of the successful bids for the pilot projects. HM Inspectorate of Fire Services has been monitoring the progress of the work and has been available to provide technical assistance as required for the individual brigades.

To inform the decisions which fire authorities have to make in the context of Best Value reviews of their communications and control function during 2000-01, the Home Office commissioned a central study to provide advice for authorities on how best to meet their future mobile communications and control requirements. The study was asked to assess relative costs, benefits and risks for fire brigades and across emergency services of available options for the provision of control rooms and communications.

The study's report will assist fire authorities in the consideration of their future control room needs. It confirms the benefits of a collaborative approach in exploring technology to create new possibilities for improving cost effectiveness and service delivery.

The report of the study has been discussed by the fire service interests at a recent meeting of the Central Fire Brigades Advisory Council. The conclusions have been circulated to fire authorities for further consideration at local level. The management summary of the report was distributed under cover of Fire Service Circular 8/2000 on 11 May, a copy of which is held in the House of Commons library.

The study was also tasked to identify the criteria that should determine the choice of future mobile communication systems and this aspect will be reported on in the next phase of the study.

The lessons emerging from the pilot projects include the following:

— Invest to Save projects are leading to greater collaboration between emergency services at a local level;

— sharing of control room facilities, and even common systems, appears to be feasible;

— the control room projects have led to proposals for sharing other facilities, such as training and support services.

E. IMMIGRATION AND NATIONALITY

20. Could you provide a breakdown of the budgeted expenditure in 1999-2000, and the total planned expenditure for 2000-01 for:

costs arising from the Kosovan humanitarian evacuation programmes;

Budgeted expenditure for 1999-2000:

Budgeted expenditure was £54.612 million (£45 million in special grant payments to local authorities and £9.612 million in grants to voluntary sector organisations).

Total planned expenditure for 2000-01:

Plans for the current financial year are still under discussion. A total of £25.736 million has been estimated, made up as £20.175 million in special grant payments to local authorities and £5.561 million in grants to voluntary sector organisations.

special grants paid to local authorities for Kosovan evacuees;

Budgeted expenditure in 1999-2000:

The estimate of special grant expenditure had been £45 million. In the event the amount of grant paid out in 1999-2000 was £14.397 million.

Total planned expenditure for 2000-01:

Plans for the current financial year are still under discussion. £20.175 million has been estimated, bringing total payments over two years to £34.572 million.

asylum support costs;

The Home Office paid £537 million in respect of asylum seeker support costs during 1999-2000. A further £52 million was paid by the Department of Health in respect of Unaccompanied Asylum Seeking Children. The Comprehensive Spending Review 1998 set a provisional Home Office allocation for 2000-01 of£300 million for the cost of asylum support for adults and families and £3 million for the Department of Health for unaccompanied asylum seeking children.

transfers to other departments in respect of asylum seekers' support arrangements.

The Home Office transferred to the Department of Social Security £311 million in 1999-2000 to meet the costs of Income Support and Jobseekers Allowance, Housing Benefit and Council Tax Benefit. The Home Office also transferred some £4 million to the Scottish Office to enable the costs of support for asylum seekers by Scottish local authorities to be met.

21. The 1998-99 Departmental Report set out (vol 1, p 52) six commitments and annual targets contained in the Public Service Agreement "for improving the efficiency of IND's operations". The information provided in this year's report (at p 46) does not read across precisely. To assist comparison, could you provide:

(a) the unit cost of examining non-asylum arriving passengers at UK ports in 1998-99 and 1999-2000, and the target unit cost for 2001-02;

(b) the number of removals of failed asylum seekers who have no right to stay in the UK in 1998-99 and 1999-2000, and the target figure for 2001-02;

(c) the number of asylum decisions made in 1999-2000;

(d) the number of nationality applications completed in 1999-2000.

The following table presents the information requested within the structure of the relevant Public Service Agreement commitments:

Public Service Agreement Commitments: 1998-99 Outturn 1999-2000 Outturn 2000-01 Target 2001-02 Target

To reduce the unit cost of examining non-asylum passengers arriving at Ports Not covered by PSA £5.11 £5.17 £4.92

To double the number of removals of failed asylum seekers who have no right to stay in the UK by 2000-01 7,075 7,850 12,000 (revised) 30,000 (revised)

To make 59,000/65,000/65,000 asylum decisions over the next 3 years, from 33,700 in 1998/99 33,700 51,450 150,000 New PSA

To complete 84,000/91,000/91,000 nationality applications over the next 3 years, from 44,500 in 1998-99. 44,500 66,500 91,000 New PSA

22. Thirty three performance measures have been set in respect of Home Office Aim 6. The figures provided in the third column of the table on pp 46-47 ("targets and milestones") do not specify which figures represent targets and which represent achievements. Could you, for each measure:

(a) indicate the performance achieved in 1999-2000;

(b) indicate the targets set for 2000-01 and 2001-02.

The information requested is contained in the following tables:

IND OBJECTIVES AND TARGETS 1999-2000—2001-2002 AND PERFORMANCE AGAINST TARGETS 1999-2000

No Function Objective Target 1999-2000 Performance 1999-2000 Target 2000-01 Target 2001-02

1. Control on entry (a) Reduce unit cost of port check £5.43 £5.11 £5.17 £4.92

(b) Maintain increase number of Airline Liaison Officers in post 20 20

(c) Reduce no. of times EEA pax wait for more than 30 mins 1,500 2,600 1,455 or less 1,410 or less

(d) Increase % of detailed exams (non asylum) leading to refusal 63% 64% 64% 64%

(e) Increase % of refusals (non asylum) leading to removal 91% 94% 92% 92%

(f) Remove more failed asylum seekers (see also 4(a) below) 4,000 5,120 12,000 (with IS Enforcement) 30,000 (with IS Enforcement)

2. Asylum and after entry casework (a) Maintain % of decisions upheld at appeal 85% Not available 85% 85%

(b) Increase the number of after entry decisions (non asylum) 200,000 230,000 205,000

(c) Increase asylums decisions 59,000 51,450 150,000

(d) Reduce asylum decision times: increase % taken within 2 months¹ 30%⁽¹⁾ Family cases 70% Overall data n/a 70%⁽¹⁾ 70%⁽¹⁾

(e) Reduce weighted unit cost of casework in real terms £35 £43.50

(f) Reduce average time for asylum appeal (together with LCD) 4 months or less 2.7 months 4 months or less 4 months or less

3. Nationality (a) Increase nationality decisions 84,000 66,550 91,000

(b) see 2(e) above

(c) reduce average time for granting citizenship 15 months 19.5 months 12 months 10 months

4. Enforcement (a) Remove more failed asylum seekers (see also 1(f) above) 4,000 2,730 12,000 (with IS Ports) 30,000 (with IS Ports)

(b) Increase number of non-asylum removals 3,000 4,010 3,500 3,600

(c) Reduce weighted unit cost of enforcement removal Not available Not available

(d) Increase the number of cases prepared for prosecution (abuse) 20 66 115

(e) Increase the number of cases prepared for prosecution (facilitators) 90 224

(f) Increase the number of major/medium enforcement operations 9/18 20/71 15/40

(g) Increase the number of projects against organised crime

—Initiated 16 26 18

—completed within 12 months 6 11 -

5. Asylum support (a) Devise and implement support arrangements By April 2001 Implemented for Port cases

(b) Remain within budget forecasts £350m £537

6. UKPA Maintain turn round time for passport applications Max 10 days Max 10 days Max 10 days Max 10 days

Maintain % of travel dates met 99.99% 99.99% 99.99%

Reduce unit cost per passport service £14 £15.37 £17.20 £17.45

Note. The blank areas denote where objectives set for 1999-2000 have not been carried through to 2000-01 or 2001-02.

1. The target for 1999-2000 and 2000-01 refers to applications lodged in January 2000 and January 2001 respectively (outcome known at the end of March): the target for 2001-02 refers to all applications lodged between February 2001 and January 2002.

23. What arrangements are being made "to develop . . . integrated planning mechanisms that ensure that all those with an interest in immigration matters work in a joined-up way" (p 47)?

In response to the commitment to an integrated planning process in the White Paper, "Fairer, Faster and Firmer", the Immigration and Nationality Directorate has established an Immigration Integrated Planning Group, chaired by the Director General, and made up of representatives from all Government Departments with responsibility for, or an interest in, immigration and asylum matters. The aim of the Group is to promote the sharing of policy and planning ideas at an early stage to ensure that issues relating to immigration control are as well co-ordinated and joined-up as possible.

(a) What performance indicators have been set for the first year of operation of the new Home Office/FCO Joint Entry Clearance Unit (JECU)?

The performance targets for the Joint Entry Clearance Unit are reflected in the Foreign and Commonwealth Office's Public Service Agreement (PSA). They are:

— For straightforward non-residence visa, 90 per cent of applications at the 100 busiest Posts decided within 24 hours or, when an interview is necessary, to make a decision within 10 working days;

— The number of visa holders refused leave to enter or remain at, or below, 0.04 per cent of applications resolved;

— 90 per cent of 100 largest Posts meeting the target time for settlement interviews.

(b) What arrangements are there for IT linkage, where appropriate, between the JICU's system and those of IND?

The Immigration and Nationality Directorate and the Foreign and Commonwealth Office currently employ different IT systems but work is underway to improve electronic access between the two. Both Departments already share the Warnings Index system. As a longer-term objective, work is being taken forward to look at the possibility of using IT to support the integration of pre-entry, on-entry and enforcement activity and to help modernise the labour intensive process of passenger clearance (as set out in paragraph 6.11 of the White Paper "Fairer, Faster and Firmer"). This would have the effect of linking key Foreign and Commonwealth Office and Home Office systems for dealing with visas and other casework.

(c) The FCO Departmental Report, 1999-2000, (Cm 4609, p 104) indicates that "the Home Office (Immigration Service) will take more full-time entry clearance jobs overseas, and these too will eventually be split roughly equally". What is the likely timetable for phasing in this provision? How many Immigration Service officials does the Department eventually propose to post overseas?

There are currently around 280 full time entry clearance posts; 101 (or 35 per cent) of which are occupied by Home Office personnel (86 EO/IOs and 15 HEO/CIOs).

Based on current staffing requirements a further 40 Home Office staff are likely to be posted overseas. The aim is to achieve the equal split within a year of the launch of the Unit.

24. Could you indicate:

(a) how many Civil Servant full-time staff were in post in IND at the end of the financial year 1998-99 and 1999-2000, and how many are expected to be employed in 2000-01;

The figures are as follows:

— April 1999 = 4779;

— April 2000 = 6595;

— April 2001 = 9143 (projections).

(b) how many casual staff were employed at IND in FY 1998-99 and 1999-2000, and how many are expected to be employed in 1999-2000;

The figures are as follows:

— 1998-99: December 1998 = 289 (highest); June 1998 = 193 (lowest);

— 1999-2000: August 1999 = 274 (highest); January 2000 = 42 (lowest);

— 2000-01 May 2000 = 68 (highest to date); July/August = expect to employ around 300.

The figures are as follows:

— 1 April 1999 = 494;

— 1 April 2000 = 533.

25. The single integrated caseworking structure to be introduced in partnership with Siemens Business Systems "experienced major problems during the year, and action has been taken with the supplier to ensure the programme gets back on track" (p 70).

(a) What penalties has your supplier incurred in respect of the delays in implementation of the caseworking system?

The contract does not contain any penalty clauses. Under the terms of the contract between the Immigration and Nationality Directorate and Siemens Business Services (SBS), the financial risk for the late delivery of elements of the IND Casework Programme is borne by SBS. Although development of the full IT application has been delayed, some elements of the Programme, in particular improvements to the business process and much new IT, have been delivered. In September 1998, IND and SBS reached a commercial agreement in which IND was compensated for its expenditure wasted as a result of the delays to the Casework Programme. Details of this commercial agreement are commercially confidential and disclosure would place the Home Office in breach of contract.

(b) When is it now anticipated that the system will be fully operational?

The implementation strategy is incremental and will require the benefits of one stage to be demonstrated before proceeding to the next. Dates at the near end of implementation are themselves flexible, but the first pilot is currently expected to start in July. A final date will be set in the light of progress with the incremental programme.

The new system is intended to process all new after-entry applications, but the precise extent to which this will prove possible will only be established during piloting.

F. PRISONS AND PROBATION

26. The provision for operating costs of contracted-out penal establishments has risen by 32 per cent, from £129 million in 1999-2000 to £171 million in 2000-01, compared with an increase of 7 per cent in operating costs for Prison Service-managed establishments. Can you give a breakdown of where the extra operating costs of contracted-out prisons will be incurred?

The provision for operating costs of contracted-out penal establishments includes the costs of prisons being Designed, Constructed, Managed and Financed by the private sector (DCMF prisons) and privately run public prisons. It is the provision for DCMF establishments which has increased significantly.

During 1999-2000 two new DCMF prisons became operational, Ashfield and Forest Bank. In both cases part year costs only were incurred. The increase in gross provision for 2000-01 reflects the full year costs rising to £15.8 million for Ashfield (£4 million in 1999-2000) and £22.6 million (£1.1 million in 1999-2000) for Forest Bank. Part of the increase in provision is attributable to the element of inflation built into each of the DCMF contracts. However, this is a relatively insignificant element of the rise.

One further DCMF establishment at Onley will become operational during 2000-01 increasing the provision further still.

The increase in the 2000-01 provision is shown as follows:

£ million

1999-2000 2000-01

Privately run prisons 51.4 52.5

Ashfield DCMF Prison 4.0 15.8

Forest Bank DCMF Prison 1.1 22.6

Other DCMF prisons 72.4 79.9

Total Provision 128.9 170.8

27. The central scenario of the prison population projection for 2000, given to the Committee in June 1999, envisaged an average prison population of 66,500, compared to an actual population of 64,789 as at 29 June 1999. This took into account the "lower than expected" take up of Home Detention Curfew (HDC).

What is the current prison population?

The total prison population at the end of May (26 May 2000) was 64,893.

What assessment has been made of the reasons for any difference from the 1999 projection?

The May 1999 central projection was for an average prison population of 66,500, but in a rising scenario the projection was for 65,600 by the end of May 2000. The out-turn for May was 700 lower at 64,900.

Any deviation from the projection is due to changes in the main determining factors for the size of the prison population which are the numbers of offenders being sentenced by the courts, the proportion being given custody and the average sentence lengths received. In addition new legislative and policy initiatives impact on the size of the prison population. The "Narey" reforms to speed up the progress of cases through the Criminal Justice System, introduced during November 1999, may have had an immediate impact on the remand population, which it is now estimated could have been reduced by around 1,200 as a result. The underlying trend points to continued population growth.

28. What has been the rate of take-up of Home Detention Curfew in the financial year 1999-2000?

What proportion of the eligible prison population does this represent?

In the financial year 1999-2000, the take up rate for the Home Detention Curfew scheme was 30 per cent. Over that period, 15,800 prisoners were placed on the scheme out of 53,400 prisoners who were eligible for consideration.

29. What arrangements are being made for the implementation of the National Probation Service for England and Wales following the enactment of the Criminal Justice and Court Services Bill? What is the timetable for implementation?

The Criminal Justice and Court Service Bill was published on 15 March and ended its Commons Committee Stage on 9 May. Royal Assent is expected in the autumn. The target date for introduction of the National Service is 1/4/2001. The aim is to create a National unified Probation Service that is "fit for purpose" as defined by the Home Secretary's priorities, standards and expected outcomes.

On the 24 March, the Modernisation Programme Board agreed new arrangements for the implementation of the National Service.

A programme manager has been employed on secondment from a chief probation officer post to lead and manage a process of planned, controlled change to effect these reforms. A Home Office Transition Plan for 2000-01 has been developed, based upon the provisions in the Bill, to enable the 54 area Probation Services and central Probation Unit, to make the transition to the new arrangements.

There are 11 project streams within the plan, each with a project leader drawn from either operational services or the central Probation Unit. This will ensure that the 43 components (ie 42 area Services and the National Directorate) have the governance, chief officers and business infrastructure to enact the Bill. Contained in the plan, is a timed "critical path" for effecting these changes to ensure that service delivery will not be destabilised during the transformation period.

A budget of £9.3 million has been made available to support the Transition Plan.

30. Total provision for current grants to probation and bail hostels has risen by £4.2 million (15.8 per cent) between 1999-2000 and 2000-01. What is the reason for this increase?

The additional £4.2 million is part of the CSR Settlement principally for the development of new hostels.

The estate is to be expanded with five new hostels planned over the next three years. £3.2 million is projected spend on capital development costs for the first three of those new hostels. The rest of the increase is to cover increases in hostels running costs for inflation purposes for things such as London Weighting, cluster supplements, and female supplements etc.

For this reason, the increase in the baseline for revenue funding to probation hostels is in fact £1 million, from £26.5 million to £27.5 million, with £3.2 million for capital development.

G. UK PASSPORT AGENCY

31. Could you provide a breakdown of the estimated cost of £12.6 million (cited in a written answer, HC Deb,17 January 2000, col 295w) incurred by the UK Passport Agency as a result of the backlog of passport applications?

The breakdown of the estimated cost of the emergency measures as per the National Audit Office report on the passport delays of Summer 1999 is as follows.

Measure Estimated cost £

Staffing—additional staff and overtime costs due to crisis 6,000,000

Free extensions of expired passports—mainly Post Office costs (subject to agreement on final payment) 2,900,000

Additional costs of running both the old and new passport processing systems 1,830,000

Contractual payment arising from issuing fewer digital passports than expected 680,000

Publicity 500,000

Temporary call centre 500,000

Compensation payments to the public (to date) 110,000

Consultancy fees 75,000

Letters to applicants 30,000

Umbrellas for loan to personal callers 16,000

Temporary office accommodation 10,000

Luncheon Vouchers for personal callers 5,000

(less service credits received) (69,000)

TOTAL 12,587,000

32. The Agency is considering introducing tiered services from early next year, supplementing its guaranteed two-week turnaround service with a one-week "fast track" service and a one day "premium" service. (UKPA Corporate and Business Plans, 2000-05, p 8). What is the estimated likely cost of these services?

The Passport Agency is currently developing cost estimates of producing passports through the new fast track and premium service application routes. To support these estimates, demand assumptions are being informed by market research data showing the forecast take up these new services at different fee levels.

The cost estimates are expected to be complete by Autumn 2000 to inform fee setting.

33. "The Agency's policy is to encourage applications through partners rather than at its own counters, and it will ensue that the significantly higher costs involved in the counter service operation are reflected in the fee structure". When is this new fee structure to be introduced? What is the likely percentage increase for counter services?

The announcement of passport fee levels for the new fast track and premium services is planned for Autumn 2000.

The new services are expected to be introduced in March 2001. The Passport Agency does not expect a significant increase in the overall demand for counter services after the introduction of the fast track and premium services at the counter. The aim will be to maintain the demand broadly within current levels, noting that the new fast track service will also be made available through High Street partners.

H. HUMAN RIGHTS ACT

34. What preparations has the Department made for the entry into force of the Human Rights Act 1998on 2 October?

Home Office preparations for implementation of the Human Rights Act have included a review of legislation and procedures in the light of the Human Rights Act, a staff training and awareness raising programme and assistance with preparations of public authorities associated with the Home Office.

A Home Office Directors' Steering Group has been established to monitor and co-ordinate Home Office preparations. Its members include the Directors of the key Home Office policy and operational Directorates. The group reviews progress against an implementation work plan and addresses specific preparation issues.

A major six-month Human Rights Act training programme is underway in the Home Office, providing key staff with half a day of dedicated classroom training. A mixture of briefings and group syndicate work is being used to explore the background to the Human Rights Act and its application in typical work situations. The Prison Service and Immigration and Nationality Directorate are delivering training specially tailored to meet their particular needs. In total, over 3,000 people are scheduled to receive training on the Act.

A wide range of information materials on the Act has been made available to staff as part of wider awareness-raising. Assistance with preparations has also been provided to public authorities operating under legislation or policy that is the responsibility of the Home Office.

What estimates have been made of the costs of these operations?

The costs associated with these preparations have been met within existing allocations. It would not be possible to calculate the overall cost of implementation work—or to be sure that particular Convention related work would not have been done in any case regardless of the Human Rights Act (for example as the result of other domestic policy decisions).

Has the Home Office's review of legislation and procedures identified any "friction points" in respect of the Act? What action has been taken to address any issues which have arisen?

Home Office legislation and procedures have been reviewed in the light of the Human Rights Act. Possible Convention issues have been identified and options for action considered. Legislation has been brought forward in the area of intrusive surveillance to address a number of ECHR issues. In other areas, administrative action (such as the issuing of revised guidance) is being taken to address possible Convention points.

The compatibility of Home Office legislation and procedures will be considered on a continuous basis.

I. ELECTORAL ADMINISTRATION

35. What arrangements is the Department making to assess the effectiveness of the various pilot schemes for electoral arrangements used for the local elections in early May?

Section 10 of the Representation of the People Act 2000 requires a local authority running an electoral pilot scheme to complete an evaluation of it within three months. The local authority concerned is best placed to carry out the evaluation and will be aware of any local factors which may have affected the success of the scheme. A Home Office guidance note has been produced to assist local authorities in carrying out their evaluations.

Ministers have given a commitment that all evaluations reports will be made public so that everyone will be in a position to judge the success or otherwise of each type of scheme.

In due course the Department will wish to seek the view of the Electoral Commission, as to which innovations, if any, are suitable to be rolled out.

36. What lessons have been learned by the Department as a result of the review of the arrangements for the European Parliament elections in June 1999?

The Review of the European Parliamentary Elections 1999 was published on 16 May 2000. Copies have been placed in the Library of the House and on the Home Office website.

The review made a number of detailed administrative recommendations on the conduct of European Parliamentary elections on matters such as the deposit, the format of regulations, the counting unit for elections, the format of the ballot paper, and the procedure for nomination.

A specific recommendation relating to the conduct of the Home Office was that at future national elections there should be a dedicated telephone line at the Home Office, continually staffed and for the exclusive use of electoral administrators.

The review recommended that the Electoral Commission, once established, should consider the lessons learned from the training programme for electoral administrators and the Government funded publicity campaign prior to the 1999 European Parliamentary elections.

The review also reported on the finding of independent quantitative and qualitative research which showed that the new electoral system which was introduced for the 1999 elections did not appear to have contributed to the disappointing level of turnout.

J. PRESENTATION OF DEPARTMENTAL AND OTHER FINANCIAL PLANS

37. The 1998-99 Annual Report supplied statistical data where appropriate, key performance indicators for each of the Home Office's four executive agencies (Prison Service, Forensic Science Service, UK Passport Agency and Fire Service College). It also supplied appropriate data for services delivered by local authorities (police, probation and fire services). Why have similar details not been supplied in the 1999-2000 Annual Report?

Detailed statistics were not provided on these areas in an attempt to reduce duplication of information expected to be published in the Annual Reports of the other organisations referred to above.

22 June 2000