Liverpool

I understand that the condition of the estate at HMP Liverpool continues to present challenges, reflecting the age and complexity of the site. Future investment is informed by condition surveys, which assess the fabric and critical infrastructure across the establishment and support longer term maintenance planning. Current works include a programme of window replacement and damp remediation, alongside proposals for further improvements such as roof replacement and refurbishment of workshop spaces, which remain subject to funding and approval. I recognise the continued impact that persistent maintenance issues can have on daily living conditions for prisoners and on staff working environments. While investment must be prioritised across the wider estate, based on risk to life, capacity and decency, work is ongoing to address the most pressing issues identified at the site. We understand this is an area the Board has raised previously, particularly in relation to oversight, accountability and the quality of responsive repairs. Facilities management services at HMP Liverpool are delivered under a contract overseen by the MoJ Property Directorate. Since the last reporting period, additional steps have been taken to strengthen oversight and improve performance. A structured governance framework remains in place, including weekly and monthly performance reviews against Key Performance Indicators. In response to ongoing concerns, the site continues to operate under a Performance Improvement Plan, which has recently been reset to provide clearer accountability and stronger regional oversight. An Area Property Operations Manager is now in post, undertaking regular compliance checks and supporting more consistent contract management. Performance is further scrutinised through established escalation routes, including defect management processes and formal review mechanisms. These measures are intended to strengthen oversight and improve responsiveness. However, it is recognised that the age and condition of the estate continue to present challenges and this remains an area of sustained focus.

The Government remains committed to supporting those serving sentences of Imprisonment for Public Protection (IPP), recognising the challenges associated with progression for this cohort. This work is being taken forward through the refreshed IPP Action Plan, published in July 2025, which places a clear emphasis on effective frontline delivery. This includes ensuring that individuals have robust sentence plans and are held in establishments that best support their progression. Local arrangements are in place to support this cohort, including regular multidisciplinary reviews, structured progression panels and the use of the IPP toolkit to assess whether individuals are ready for parole consideration or should be prioritised for transfer to a more suitable establishment. Legislative reforms introduced through the Victims and Prisoners Act 2024 have already reduced licence periods and introduced measures such as automatic licence termination and the Risk Assessed Recall Review process. Further changes in the Sentencing Act 2026 will continue to support progression by reducing qualifying periods and enabling earlier review. These reforms alongside strengthened frontline delivery are intended to support more effective and timely progression while ensuring public protection remains paramount.

You raise concerns regarding intended future changes to oversight arrangements for IMBs. Please be assured that the independent role of IMBs is an essential safeguard within the prison system. As work progresses to develop future structures, it is intended that this independence will be maintained. This includes preserving the distinct role of IMBs as monitors, separate from inspection functions and ensuring that appropriate mechanisms remain in place to allow concerns to be raised and escalated independently. While detailed proposals continue to be developed, existing arrangements already safeguard independence, and this will remain a central consideration in any future changes.

I understand that the condition of the estate at HMP Liverpool continues to present challenges, reflecting the age and complexity of the site. Future investment is informed by condition surveys, which assess the fabric and critical infrastructure across the establishment and support longer term maintenance planning. Current works include a programme of window replacement and damp remediation, alongside proposals for further improvements such as roof replacement and refurbishment of workshop spaces, which remain subject to funding and approval. I recognise the continued impact that persistent maintenance issues can have on daily living conditions for prisoners and on staff working environments. While investment must be prioritised across the wider estate, based on risk to life, capacity and decency, work is ongoing to address the most pressing issues identified at the site. We understand this is an area the Board has raised previously, particularly in relation to oversight, accountability and the quality of responsive repairs. Facilities management services at HMP Liverpool are delivered under a contract overseen by the MoJ Property Directorate. Since the last reporting period, additional steps have been taken to strengthen oversight and improve performance. A structured governance framework remains in place, including weekly and monthly performance reviews against Key Performance Indicators. In response to ongoing concerns, the site continues to operate under a Performance Improvement Plan, which has recently been reset to provide clearer accountability and stronger regional oversight. An Area Property Operations Manager is now in post, undertaking regular compliance checks and supporting more consistent contract management. Performance is further scrutinised through established escalation routes, including defect management processes and formal review mechanisms. These measures are intended to strengthen oversight and improve responsiveness. However, it is recognised that the age and condition of the estate continue to present challenges and this remains an area of sustained focus.

IMBs have a statutory role which includes access to information necessary to fulfil their monitoring responsibilities. During the reporting period, fire evacuation drills were conducted across residential units. It is acknowledged that due to a local oversight, reports from these drills were not consistently shared with the IMB. These reports have now been provided in full. Arrangements are now in place to ensure that IMB members are invited to attend future drills and that documentation is routinely shared, supporting transparency and effective independent monitoring.

We recognise that this is an issue the Board has raised consistently over a number of years, particularly in relation to property handling during transfers and the reliability of existing systems across estates. Since the previous reporting period, a revised Prisoners’ Property Policy Framework, introduced in November 2025, has strengthened guidance on key areas including transfer processes, handling of excess property and documentation requirements. This update was informed by national thematic reviews and engagement with establishments. Operationally, reminders have been issued across the estate to reinforce compliance, particularly in relation to volumetric limits and the accurate completion of documentation to support transfers, which will hopefully help address the issues you report at particular establishments. Unfortunately, the current property functionality within the National Offender Management Information System continues to present limitations. While a digital replacement has been considered, it is not currently prioritised, with development capacity focused on higher-risk operational systems. At HMP Liverpool, local improvements have been introduced, including enhanced tracking arrangements with courier services and closer monitoring of property transfers. The Governor reports that these changes are beginning to reduce the number of complaints, although further work is required to ensure consistency across all transfers.