Auckland South Corrections Facility Performance Report

Quarter ending 31 December 2016


Auckland South Corrections Facility (ASCF) has been rated as ‘Effective’ in the Prison Custodial Performance Table for October 2016 through to December 2016. The site achieved ‘Effective’ in the last reporting period and continues to make good progress.

There were three prisons that fell in the ‘Needs Improvement’ category but overall all of the rest were ‘Effective’ or above.

The placement of ASCF in South Auckland is intended to give many of its prisoners the chance to stay close to their families, to give them a better chance of successfully reintegrating after release.

Businesses such as PlaceMakers, Cabins To Go and Envirowaste work with prisoners to give them real world employment skills. This also flows through to the industry qualifications prisoners are undertaking in welding, engineering and carpentry, while they are also developing practical job skills.

Because ASCF is privately run, unlike other New Zealand prisons, it has a contract with Corrections to achieve goals.

The ASCF contract takes an outcomes based approach. It incentivises SecureFuture to deliver better outcomes than Corrections in reducing re-offending, without compromising on safety and security.

The contract has a set of Key Performance Indicator (KPI) measures that make up the performance framework for ASCF.

If ASCF breaches a Key Performance Indicator, money can be held back (called abatements) or for particularly serious incidents a significant financial penalty applies.

The contract works well as it gives Corrections a strong chain of accountability that is backed up with onsite monitoring through embedded Corrections staff members.

The Prison Custodial Performance Table allows us to compare each prison, with respect to safety and security measures, including ASCF.

ASFC is not included in the Industry, Treatment and Learning (ITL) Performance Table because ASCF is required to report on outcomes rather than performance indicators relating to the delivery of ITL programmes.

The measurement of outcomes requires time. Because ASCF has only been operating since May 2015 and prisoners have only begun to be released recently, we cannot measure how many will eventually return to prison as the measurement period is not long enough at this stage.  Under the contract, ASCF will begin to be measured on reducing re-offending outcomes from 1 July 2017 and the results for the 2017/18 financial year will be compared to the Department’s results.  The results will be available after the end of 2017/18, once the full year’s result is known.

ASCF has made a good start, but full results detailing its reducing re-offending targets will only be available after the contracted period of consideration has elapsed.

How ASCF is structured

ASCF is a high security men’s prison located at Wiri in Auckland.  It is the newest men’s prison in New Zealand and received its first prisoners in May 2015.

The Department of Corrections has contracted SecureFuture (a Public Private Partnership[1]) to design, build, finance, operate and maintain ASCF.

SecureFuture subcontracted Fletcher Construction to design and construct ASCF, and has subcontracted Serco to operate the prison.

ASCF forms part of Corrections’ prison estate, but will be privately operated by Serco for a period of 25 years. Spotless Facility Services is subcontracted to Serco to maintain the prison facility.

The prison was built by Fletcher Construction between 2012 and 2015 and at the time was the largest construction project in New Zealand.  ASCF currently has the fourth highest prison population in the country.

About ASCF

As a new prison, ASCF provides many rehabilitation options.  The prison comprises 32 buildings in total, including the Whare Manaaki and Fale Pasifika, and the industry training capability is one of the largest of any prison in the country.

ASCF provides work and training opportunities for prisoners on site through partnerships with businesses such as Placemakers, Cabins To Go and Envirowaste.  The work and life skills gained through the industry and learning programmes provide prisoners with realistic employment skills for when they leave prison.

Many prisoners are expected to take responsibility for their day to day arrangements, including budgeting, meal planning, cooking and doing their own laundry.

The contract

The goals set out in the contract between SecureFuture and the Department of Corrections are to:

  • Ensure sentence compliance in a secure, safe, positive environment
  • Achieve better reducing re-offending outcomes, and
  • Ensure better outcomes for Māori prisoners.

The contract has been designed to deliver on performance and innovation. It requires SecureFuture to deliver better outcomes than Corrections, while never compromising on the bottom line of safety and security.

The performance regime is managed through an agreed set of Key Performance Indicators (KPIs) and is comprised of two mechanisms:

1. Financial

  • Chargeable Events

These cover serious custodial failures: a prisoner escaping or absconding, an unnatural death in custody, the death of a person other than a prisoner as a result of the action of a prisoner, a riot or a hostage event.  Any failures in these areas result in an immediate and significant financial penalty (ranging from $180,000 to $600,000 per event).

  • Financial Abatements

The financial abatement system records the number of times a KPI is not met.  The financial impact varies depending on the seriousness of the KPI breach and how many times it occurs, with multiple breaches resulting in multiple penalties.

  • Incentive Payments

The incentive payments focus solely on rehabilitation and reintegration outcomes.  There are two incentive payments possible: the first for achieving better outcomes for Māori prisoners and, if that is met, the second incentive payment is available for achieving better outcomes for the general prison population. SecureFuture can receive incentive payments if fewer prisoners serving their sentence return to custody within a 24 month period after their release, compared to those serving their sentence in prisons run by Corrections.

2. Contractual

  • Service Failure Points (SFPs) accrue as a result of any KPI breach and are a mechanism to monitor performance.  As the number of SFPs increase, the level of intervention available to Corrections increases.  This can include requiring additional reporting or a rectification programme to the Department’s expectations.

The KPIs measure both custodial and rehabilitation performance and outcomes.

Monitoring and reporting arrangements

Reporting Obligations

SecureFuture (and Serco as prison operator) is required to provide monthly, quarterly and annual reports to Corrections.  The reports provide information on custodial performance and rehabilitation and reintegration information.  In addition, the Prison Director at ASCF is a member of Corrections Northern Regional Team. The Prison Director meets regularly with the Northern Regional Commissioner.

Prison Monitors

Corrections currently employs two full-time Prison Monitors who are based at ASCF and provide assurance over the activities undertaken by Serco.  Their monitoring role includes inspections of prison operations against contractual and legislative requirements, and ensuring the ASCF site is operating as a safe and secure prison.

In addition, there are currently two Corrections staff members assigned to work at ASCF on a once a week basis who are appointed as additional Monitors. These Special Monitors assist the Serco leadership team at the site and monitor operations of any specific areas of focus or risk.  A monthly assurance report is completed by these staff for the Department.

Prison Inspectors

Prison Inspectors are empowered under the Corrections Act 2004, the Corrections Regulations 2005, and the mandate of the Chief Executive. This mandate means Prison Inspectors check and report on the fair, safe, secure and humane treatment of prisoners and people detained within the Corrections system, including those detained at ASCF.


The Ombudsman will action complaints and can proactively investigate ASCF in the same way as undertaken for all other prisons within the network.

Performance Results

Custodial performance

ASCF has been placed in the Effective category of the Prison Custodial Performance Table when measured against other New Zealand prisons for the period from October 2016 to December 2016. Five other prisons were also rated as Effective.

ASCF has attracted a low level of financial penalties for the period from October 2016 to December 2016, and overall penalties continue to be lower than 1 percent of its funding.  This also indicates that ASCF is performing well.

Rehabilitation performance

Under the contract with SecureFuture, ASCF will begin to be measured on reducing re-offending outcomes from 1 July 2017 and the results for the 2017/18 financial year will be compared to the Department’s results.  The results will be available after the end of 2017/18, once the full year’s result is known.

However, there are positive rehabilitation and reintegration initiatives already in place for prisoners at ASCF.

During quarter two of the 2016/ 2017 financial year:

  • ASCF’s horticulture team produced 1.5 tonnes of fresh vegetables from the gardens, which was the highest level of production in any given month since the horticulture operation began.
  • A successful Kapa Haka competition for prisoners was held in December.
  • ASCF’s engineering, carpentry and horticulture teams built outdoor furniture, which was donated to Wero Whitewater.
  • Prisoner Olympics were conducted over three weeks in December with 55 prisoners participating in 10 different sports events.
  • 89 skip bins were repaired or painted plus 25 were manufactured during the quarter.
  • Two trailers, four trolleys and 403 m3 of timber framing were made by prisoners in their PlaceMakers jobs.
  • Four cabins were made by prisoners in their Cabins To Go jobs, and 50 pallets of field stakes were also made by prisoners during the quarter.

ASCF’s performance results for the last 16 months are consistent with contractual expectations and with progress of a newly established prison.

Contractual abatements

View larger image  PNG, 64.91 KB

The following is a summary of the performance regime during the three months from October 2016 to December 2016:

  • Category 1 KPIs (Chargeable Events). There were no Chargeable Events and no financial abatement as a result.
  • Category 2 KPIs (Key Operational Incidents). There were nine KPI breaches relating to operational requirements which resulted in a financial abatement of $9,373.  These included Failure to Investigate or Self Report (eg, an escort to hospital was not reported within required timeframes) and Breaches of Corrections Services Requirements (eg, staff member took radio home).
  • Category 3 KPIs (Custodial Performance – Operational Incidents).  These KPIs are measured each quarter as Red, Amber or Green.  These KPIs were assessed as Green and there was no financial abatement as a result.
  • Category 4 KPIs (Rehabilitation & Reintegration).  These KPIs are measured each quarter as Red, Amber, Yellow or Green.  These KPIs were assessed as Yellow as there was scope to deliver better outcomes for prisoners, particularly in relation to employment, health and wellbeing, and managing finances. This resulted in a financial abatement of $43,742.

The total financial abatement for the three months to December 2016 totalled $53,115. The total financial abatement for the first two quarters of the 2016/17 financial year (1 July 2016 to 31 December 2016) totalled $59,363.

1The primary purpose of a Public Private Partnership is to improve the delivery of service outcomes from major public infrastructure.  For more information on the New Zealand Public Private Partnership (PPP) Programme see: