Moorland

Response
I understand the Board’s continued concerns regarding the availability of secure hospital beds for individuals in custody suffering with severe mental ill health. Further to my predecessor’s response last year, due to the strong collaborative efforts of the Ministry of Justice (MoJ), HM Prison and Probation Service (HMPPS), Department of Health and Social Care and NHS England & Improvement (NHSE&I) a White Paper titled, Reforming the Mental Health Act, was published on 13 January 2021. The White Paper provides a commitment to introduce a statutory time limit of 28 days for transfers to mental health hospitals from custody. A new independent role to oversee the transfer process has also been committed which will further help to reduce unnecessary delays. In addition, NHSE&I published new good practice guidance on 10 June 2021 which promotes timely access to appropriate treatment and reduces unnecessary delays - https://www.england.nhs.uk/publication/guidance-for-the-transfer-and-remission-of-adult-prisoners-and-immigration-removal-centre-detainees-under-the-mental-health-act-1983 Due to positive Covid-19 cases, throughout 2020 and the early part of 2021 there have been delays in admission to secure mental health hospitals which NHSE&I are continuing to address as part of the Restoration and Recovery of services across the healthcare sector. Specialised Commissioning (Mental Health) NHS-led Provider Collaboratives for adult medium and low secure services will give local ownership to the providers. In Yorkshire and Humber the Provider Collaboratives goes live in October 2021 who will manage the patient pathway and resources, address the needs of the local population, and make strategic decisions regarding any increase to the secure estate. Whilst the current strategic direction continues to be maintenance of existing bed capacity, rather than an increase, this may be reviewed once the Provider Collaboratives are live.

Response
Turning to the Board’s continued concern regarding accommodation provision for prison leavers. As an update to my predecessor’s response last year, the enrolment period for the Offender Accommodation Pilot delivered as part of the Rough Sleeping Strategy at three prisons ended in July 2020. However, the pilot continues to operate and will do so until July 2022 providing accommodation and two years wrap-around support to the 324 prison leavers in scope of the pilot. To continue to support prison leavers at risk of homelessness on release during the pandemic, the MoJ also secured £11.5 million to provide an emergency scheme of up to 56 nights in accommodation. The scheme ran between 18 May and 31 August 2020 (phase 1) and was reintroduced on 22 October 2020 until 9 April 2021 (phase 2) because of further public health and public protection considerations. The scheme aimed to help individuals to move on to permanent accommodation and around a quarter (23%) in Phase 1 and around a third (32%) in Phase 2 progressed to permanent accommodation. In addition, building on the learning from the emergency scheme more than £20 million is being invested to support prison leavers at risk of homelessness which will provide up to 12 weeks of transitional accommodation whilst long-term settled accommodation is found. The service is initially launching in five regions, supporting around 3,000 individuals in the first year and a further roll out nationally will be determined by future funding. HMPPS also has a duty to refer individuals who are homeless or threatened with homelessness to Local Housing Authorities, who hold statutory responsibility for housing. To strengthen the actions to be taken by prisons and probation staff under the new unified probation model, HMPPS implemented ‘The Homelessness Reduction Act 2017: Duty to Refer (England only)’ policy framework on 1 July 2021. It is anticipated that this will ensure more prisoners receive statutory accommodation support at an earlier stage. In addition, HMPPS has retained its Homeless Prevention Teams as a permanent feature to develop relationships with local authorities and other strategic partners in order to embed and expand housing options for prison leavers.

Response
HMP/YOI Moorland is working hard to maximise its Offender Behaviour Programme (OBP) delivery and the recruitment to fill the vacant programmes posts has been completed with staff due to take up post by October 2021. Psychology Service Group (PSG) is working closely with Intervention Services to ensure the prison has timely access to OBP training places once staff are in post. A National Framework for Prison Regimes and Services was published in June 2020 which set out how HMPPS will take decisions about easing restrictions through a staged recovery - https://www.gov.uk/government/publications/covid-19-national-framework-for-prison-regimes-and-services. The prison is delivering programmes in line with stage 2 recovery plans which includes Timewise, Horizon and the Thinking Skills Programme. It is recognised that stage 2 plans do limit the number of individuals in each session, but newly developed custodial data is being used to understand and manage waiting lists of those referred to accredited programmes and those referred for assessment of suitability. PSG is also working with probation colleagues to explore further OBP delivery options. HMPPS will continue to ease restrictions at a pace which considers the unique setting of prisons but the Board can be assured that the focus is on enabling prisons to recover, expand regimes and begin to address the backlog of activity created by Covid-19 restrictions as soon as it is safe to do so.

Response
During the in-cell telephony implementation at HMP/YOI Moorland, a second cable was installed for future initiatives such as in-cell technology. However, further investment will be required at the prison to install supporting equipment such as WIFI access points to enable the technology. One of the strategic objectives of HMPPS is to provide the technology and digital tools to support the rehabilitation of those in its care. This includes consideration for how education is provided in prisons and HMPPS has already begun implementing in-cell technology in all Youth Custody Service sites and in nine prisons to enable every prisoner in closed prisons to have access to a laptop or tablet. The roll out of further sites will be determined by future funding.

Response
Further to last year’s response which clarified that the food budget is devolved to governors, it is recognised that the prison’s budget is challenging, but the catering team continues to provide nutritionally balanced meals. HMP/YOI Moorland provides a 28 day menu cycle which is refreshed twice a year, catering for all medical and religious diets, as well as religious festivals where needed. As the Board indicates in its report the menu offers prisoners a choice from a variety of different meals and this allows individuals to follow a well-balanced diet. The dishes on offer use different cooking techniques and there is a balance between home produced and bought in products, with fried food limited throughout the week. Fresh fruit, vegetables and salads are available each day, oily fish is offered regularly, and the prison has enhanced the breakfast pack with the addition of a cereal bar. The prison also undergoes an audit conducted by the regional Catering Manager regarding menu management and planning with the next one due at the end of this calendar year.

Response
I note you have raised some local issues of concern in your report about key work and progression which the Governor will continue to keep you aware of as work continues.

Response
I note you have raised some local issues of concern in your report about key work and progression which the Governor will continue to keep you aware of as work continues.