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Competition for prisons : public or private? /
This book re-assesses the benefits and failures of competition, how public and private prisons compare, the impact of competition on the public sector's performance, and how well Government has managed this 'quasi-market'.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Bristol :
Policy Press,
2016.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Intro
- COMPETITION FOR PRISONS
- Contents
- List of tables and figures
- Tables
- Figures
- List of acronyms
- Preface
- 1. Origins
- Prologue
- The state of the prisons
- Preparing the ground
- The route to legislation
- 2. Evolution
- 1992-97: establishing a viable market
- 1997-2000: Labour and the PFI boom
- The 2000s: drift and indecision
- 2010-15: Coalition government: the end of competition?
- 3. Related markets: immigration
- two sectors, no competition
- A strange silence
- Development of the immigration detention estate
- A perfect market?
- Comparing sectors
- Conclusion
- 4. Youth custody
- Background
- 1993-97 Conservative government and Secure Training Centres
- 1997 onwards: Labour, expansion of the private sector and creation of the Youth Justice Board
- Managing rising, then falling, demand
- 2010 Coalition government
- Competition?
- Conclusion
- 5. Related markets: electronic monitoring
- fall of the giants
- The fall
- What did the contractors do wrong?
- Why did they behave like this?
- Impact
- The untold half of the story
- Why are these questions not being asked?
- Non-barking watchdogs
- So who is to blame?
- 6. The quasi-market: characteristics and operation
- Quasi-markets in public services
- Scope and size of the quasi-market
- The customer
- Government's dual role: customer and competitor
- Private sector view of government as customer
- The private sector suppliers
- Operation of the quasi-market
- Conclusions
- 7. Comparing public and contracted prisons
- 8. Comparing quality of service
- Methodological and data issues
- Home Office studies of four 'management only' contracted prisons
- National Audit Office study of the operational performance of PFI prisons
- HM Inspectorate ratings
- Statistical analysis by HMIP (2009)
- NOMS Prison Rating System (PRS).
- The Cambridge research
- Comparison of quality at male local prisons
- Prisons in trouble
- Financial penalties
- Conclusions
- Four prisons in trouble
- 9. Costing the uncostable? Civil Service pensions
- The elephant in the room
- The question
- The Principal Civil Service Pension Scheme
- Benchmarks
- Does it really matter?
- Conclusions
- 10. Costing the uncostable? PFI
- PFI in prisons
- Criticisms of PSCs
- Length of PFI contracts and value for money
- Comparison with PFI in other services
- The Mouchel study
- Thameside PFI
- The end of PFI
- Conclusions
- 11. Comparing cost
- Some general issues about comparing costs
- 'Management only' contracts (new builds)
- Market tests
- PFIs versus PSCs: the data
- Construction: cost and speed
- Structure of the difference in operational cost between sectors
- Cost versus quality
- Can the public sector match private sector costs?
- Conclusions
- 12. Impact of competition on the public sector
- 1990: the Prison Service as basket case
- Extent of improvement 1990-2010
- What drove this improvement?
- Scotland revisited
- Innovation
- Innovation in the contracted sector
- Innovation in the public sector
- Barriers to innovation
- Conclusions
- 13. Objections of principle
- Bad in principle, or bad in practice?
- 'Punishment is the preserve of the State'
- What are the requirements for adequate control, accountability and transparency?
- 'Immoral to make a profit out of suffering'
- 'Driving increased incarceration'
- Competition means a race to the bottom
- What the public
- and prisoners
- think
- The contrarian position: monopoly is immoral
- Conclusions
- 14. Related markets: probation
- how not to do it
- Seeing off competition
- Kenneth Clarke's proposals, 2012
- Grayling and 'Transforming Rehabilitation'
- Proposed reinvestment.
- Failure to cost programme
- The organisational model for the new system is untried, over-complex and highly risky
- Uncertainty and risk about PBR
- Doubts about competence
- Dealing with failure
- Approach to risk
- Comparison with competition in prisons
- First inspection reports
- Conclusion
- 15. Has competition worked?
- Has competition been worthwhile?
- How well has government managed competition?
- Mistakes, mis-steps and missed opportunities
- 16. Has competition a future?
- The end of competition?
- No difference between sectors?
- The new contractual model
- Competition can be reintroduced at any time to deal with any failing public sector prison
- Why competition matters
- Conclusion
- Wider reflections
- Appendix: Prescription of operating procedures in prison contracts
- Bibliography
- Index.