Review of prison-based drug treatment funding is a report from Price Waterhouse Coopers commissioned by the Ministry of Justice to consider prison based drug funding.  It recommends the following actions:

• Establish a National Prisoner and Offender Drug Strategy Group. The early tasks of this group, in its
  first 100 days, would be to establish the membership and terms of reference, and commissioning a series of projects to include the following.

• Articulate and agree the key outcomes for prisoners and offenders in prison and in the community. Demonstrate how the partner organisations will work together to successfully deliver those outcomes. Identify measures (key performance targets) which will help the partner organisations to understand how their performance contributes to the achievement of the outcomes.

• Establish a set of National Minimum Standards and conducting a gap analysis to establish what is feasible within current resources, and to develop a plan for implementing the standards over the next 2-5 years.

• Identify opportunities for achieving efficiency savings to invest in services.

• Examine the case for prioritising prisoners and offenders using the economic framework proposed in Section 4. This assesses the impact on the individual and wider society of successful drug treatment for specific segments of the drug-misusing prisoner and offender population as an aid to commissioning at a strategic level, and to support professional judgement when allocating resources to an individual. The approach should be consulted on in localities, which may have different priorities.

• Develop the commissioning model at national, regional and local level.

• Develop a single health and a single criminal justice funding stream. In best practice commissioning funding should follow commissioning; consequently the level at which these funding streams are aligned or merged will depend on whether a local or regional commissioning model is adopted.

• Agree how information sharing will be achieved to support both performance management and case
  management. The lack of a shared system, and the high costs and long lead in times to any future
  system, should not hold up progress in information sharing (i.e. it should not be on the critical path to improvement). Measures should be taken immediately to facilitate practical information sharing for
  example by issuing read-only rights to staff needing access to information on the same person, with
  suitable protocols for confidentiality.