The transition to a new delivery model was not just a contractual shift, it was a transformation of culture, operations, and rehabilitation strategy. At the heart of its success was a deeply collaborative approach between Serco, His Majesty’s Prison and Probation Service (HMPPS) – who represent the MoJ in mobilising new prison contracts - and a wide network of stakeholders.
Collaboration built on trust and transparency
From the outset, Serco and HMPPS committed to working as one team. Lessons learned from previous PFI transitions were shared openly in joint workshops, fostering a culture of transparency and mutual respect. This ethos extended beyond the core teams to include suppliers, the Special Purpose Vehicle (SPV), and subject matter experts across estates, digital, HR, and therapeutic services.
Regular governance meetings shared tactical tools like Smartsheet, and co-location of project teams ensured that issues were surfaced early and resolved together. The result was a smooth transition with no significant incidents – a testament to the strength of the partnership.
Expertise in secure environments
Seeing the results of collaboration
Serco’s deep operational knowledge of secure environments was critical. The mobilisation team supported by a dedicated hub on-site ensured continuity from contract expiry through to transformation. Even when faced with unexpected challenges – such as the collapse of a subcontractor or the need for bespoke IT infrastructure – Serco adapted quickly, drawing on its experience and resources to deliver alternative solutions without compromising prisoner wellbeing or service quality.
Doing the right thing – for the greater good
One of the most forward-thinking outcomes of the transition was the establishment of a Democratic Therapeutic Community (DTC) – a first for a UK prison housing this particular cohort. A DTC offers an immersive, group-based approach to addressing offending behaviours, rooted in shared responsibility and peer support. Drawing on its unique experience operating a DTC at HMP Dovegate, Serco worked in close partnership with the MoJ to co-design the new unit at HMP Ashfield. Together, they developed the programme, trained staff, and secured accreditation – demonstrating how shared expertise and a commitment to innovation can deliver meaningful change in even the most complex environments.
Social impact was also front and centre. Under the new contract, Serco introduced sustainability initiatives including the Reclaimers programme, where prisoners repurpose wood into furniture for local schools, and the prison apiary, which supplies honey to the kitchens. These projects not only build skills but strengthen community ties.
Leadership that listens and leads
Working together for better outcomes’
Leadership across both organisations played a pivotal role in setting the tone. Serco’s decision to retain the mobilisation team post-award ensured continuity and accountability. Leaders prioritised prisoner wellbeing, challenged assumptions, and championed transparency – ensuring that the transformation was not just operational, but human.
Setting a new standard for public sector collaboration
The success of the HMP Ashfield transition is now informing Serco’s approach to other public infrastructure projects. The collaborative behaviours, governance structures, and shared learning are being embedded as standard practice – raising the bar for how public-private partnerships can deliver meaningful change.
In a sector where trust, expertise, and doing the right thing matter more than ever, Serco’s work at HMP Ashfield stands as a powerful example of what’s possible when collaboration is more than a buzzword – it’s a way of working.
To learn more about how Serco is making an impact in the justice sector, visit www.serco.com/uk/sector-expertise/justice