Liverpool

Response
HMP Liverpool is no longer classified as a cluster death site. During this classification period support was offered in April 2024 to assist the local and regional safety teams in providing coaching with Assessment, Care in Custody and Teamwork (ACCTs), with further bespoke training sessions linked to findings from the first visit. The prison now also has an additional Custodial Manager within the Safer Custody department specifically for managing self-harm, along with a full-time Safety Analyst. The prison will continue to prioritise the quality of single case management and have adopted the use of IT to efficiently book ACCT reviews. The monitoring of those at the highest risk of suicide and self harm is discussed at the local weekly Safety Intervention Meeting and the prison has introduced a weekly performance snapshot to ensure trends are monitored. NHS England’s Health and Justice North West Quality Team continues to maintain oversight of any Provider incidents relating to suicide attempts and/or self-harming. The Patient Safety Incident Response Framework (PSIRF) replaces the Serious Incident Framework (2015) and sets out the NHS’s approach to developing and maintaining effective systems and processes for responding to patient safety incidents, for the purpose of learning and improving patient safety. The provider (Spectrum) have implemented the PSIRF, which is mandatory for services provided under the NHS Standard Contract. Following any incidents, the provider holds Early Case Review meetings as a mandatory process. Further reviews are undertaken following the initial review and Commissioners are invited to attend Clinical Case Reviews where discussions are held with the wider system to prevent re-occurrence, learn from incidents, and improve outcomes for prisoners. The NHS Health and Justice Quality Team also conduct regular Quality Visits at HMP Liverpool. During these visits, Death in Custody action plans are reviewed and any improvement work is captured in those action plans. During Quality Visits, compliance with ACCT Training is reviewed for healthcare staff to ensure full compliance.

Response
The Ministry of Justice People Group undertook a deep dive into absences at HMP Liverpool in April 2024. Forums were scheduled to capture the views of a range of staffing groups across all grades. The groups discussed their experience of Attendance Management and managers were given the opportunity to discuss their confidence around managing attendance. Following the visit a report was produced and recommendations presented to the Governor and Senior Leadership Team. The report provided thematic recommendations on core areas including reasons for absence, approaches to wellbeing and staff working/shift patterns. The establishment has taken the feedback and recommendations on board and there is a planned review and re-profile of the current shift pattern for operational grades due to commence as part of a potential operational shift to a core reception prison. Due to the length of time it takes to review, plan, and implement a re-profiling of the prison, it would provide greater operational stability to consider one re-profile combining the recommendations and re-role requirements. From June 2024, People Management Essentials workshops was rolled out in the region to upskill line managers around four key areas of line management and included Having Quality Conversations and Attendance Management. A number of first line managers from HMP Liverpool have attended the training. The face to face training will enhance consistency of the processes undertaken by line managers to improve perceptions of natural justice, and also raise line manager confidence to offer support to members of staff when considering the challenges of working in an operational environment. In addition, HR Performance Managers (HRPM) are holding local sessions regularly as part of follow up discussions/action that arise from the weekly sickness absence meetings. They follow discussions held when operational demands permit, on a 1-2-1 basis, with the HRPM also supporting newly promoted managers or managers that feel the need to discuss their approach to absence management. Earlier in the year it was identified that a number of absences were attributed to mental health at HMP Liverpool. Two PAM Assist (Employee Assistance Programme) workshops were held (Mental health and stress management and Mindfulness and building resilience) to support staff and reduce future absences. The HR Business Partner reviews all absences lasting 80 days or more and provides an update on how lengthy absences are progressing to the Prison Group Director (PGD) and the AED. Detailed discussions around absence management take place at Quarterly Delivery Meetings, HRBP is in attendance and provides data to discuss. From January to May 2024 HMP Liverpool recorded an in-month average working days lost (AWDL) reduction each month and reported a marginal increase for June/July for which HR review the underlying causes.

Response
I appreciate the Board’s ongoing concerns about access to secure mental health facilities and fully recognise the seriousness of failings to transfer seriously ill prisoners to secure hospitals outlined in the report and the impact this has on both prisoners and frontline staff. Whilst I cannot comment on individual cases, it is recognised that there was an unacceptably long delay in a particular case despite the challenging circumstances faced. The delay, as is often the case, was due to a lack of capacity in the system together with NHS England’s prioritisation processes. I have been assured by NHS England North West that delays are escalated both regionally and nationally given that this is a widespread issue. A national data exercise is underway to determine the scale of demand and waiting times for all patients and a data collection portal has been set up to facilitate this. Once completed, further delivery actions can then be agreed. Placement into segregation will only take place following a risk assessment involving clinicians on site, and may sometimes be the preferred option to reduce risk. I invite the Board to read the press release of 6 November 2024 about Mental Health Act reforms (which can be found on the .gov website) where the Government and I have committed to introducing a new statutory time limit of 28 days for transfers from prison to mental health hospitals. In the meantime, the Ministry of Justice (MoJ) will continue to work with NHS England to improve services in prison to ensure that people have access to timely and effective mental health care that is tailored to their needs.

Response
The Directorate of Security continue to work hard to deter, detect and disrupt the illegal use of drones targeting our prisons. The Risk and Capabilities Unit have worked extensively with HMP Liverpool and have conducted a comprehensive vulnerability assessment to understand the local threat and identify appropriate mitigations. The drones lead has provided wide-ranging support and visits the prison on a regular basis. Through collaborative working with police and the regional organised crime unit, several arrests and convictions have been made in relation to drone activity at the prison. Close collaborative working continues between the directorate, subject matter experts, including the key threat manager, SOC (Serious Organised Crime) Operations and intelligence teams, along with the prison and law enforcement to continue to seek to punish perpetrators. Additionally, assistance is provided to prisons to develop and test contingency plans in order to respond to drone incursions and the Directorate of Security have produced a range of guidance and support documents for staff. A 400 metre drone Restricted Fly Zones around all closed prisons and young offender institutions in England and Wales has been introduced, making it an offence to pilot a drone in the restricted areas without authorisation. The Air Traffic Management and Unmanned Aircraft Act 2021 allows prisons to authorise the use of counter-drone technology. The Act also enables the police to stop and search those suspected of committing drone-related crimes. HMPPS are exploring options to mitigate this growing risk, including technological deployments and resourcing to maximise their impact, and work closely across government to assess the effectiveness in a rapidly changing technological landscape. HMPPS will approach the Treasury under the next Spending Review to seek funding for capability, resource and physical countermeasures, i.e. netting and window grills, to assist in mitigating this threat across the estate.

Response
HMPPS notes the Board’s concerns about property when a prisoner transfers establishments. The introduction of the digitally recorded Prisoner Escort Record (dPER) included a property section that accurately records the number and type of sealed property transferred with the prisoner and an accurate record of property handover between different stakeholders. This is now embedded as business as usual. The digital process has assisted with investigations for property that is lost in transit with the transport suppliers, and complaints are reviewed monthly during formal meetings with transport suppliers. For property delay, in-line with the HMPPS Prisoner Property Framework, if the limit of items allowed in possession has been reached, and if there is no space on the Escort Vehicle to transport items safely and securely, then responsibility for transfer of any remaining items remains with the sending prison. Following the introduction of the Prisoners’ Property Framework, prisoners must comply with volumetric control limits, since any property within these limits will be transferred with them. This includes items which are exempt from volumetric control, such as legal papers. It is not possible to transfer with a prisoner all excess property which they might have accrued above these limits and any excess property outside of these limits will be transferred within four weeks. HMPPS is aware of the problems around property and continues to explore what further can be done.

Response
Although the Board have faced challenges in completing it’s work, I was encouraged to receive your comments about an improved professional relationship with the prison’s Senior Leadership Team which should result in improved monitoring and outcomes for prisoners. I was also pleased to read about the recently opened mock pub/restaurant named ‘The Lock Inn’, established in partnership with Marston’s Brewery. The Board will know I have a keen interest in increasing skills and training for prisoners and I therefore welcome the partnership with the brewery where prisoners can learn hospitality skills and receive accreditation towards City and Guilds qualifications. It was also reassuring to note that there has been an increase in the number of prisoners trained as Listeners. Priority for education delivery is focussed on improving literacy, numeracy and providing skills and qualifications that would support employment on release. The Governor is responsible for commissioning the curriculum from both the main Prison Education Provider and localised Dynamic Purchasing System providers. The curriculum is based on a thorough needs analysis and discussions with the Employment Advisory Board. The curriculum contains a mix of accredited and non-accredited programmes. It is worth highlighting that employers can be more interested in unaccredited soft skills programmes than qualifications. HMP Liverpool is allocated an education budget which the Governor must work within and this will mean that a degree of prioritisation is required. Currently all Prison Education Framework (PEF) contracted education and vocational courses are accredited, including Functional Skills, Plastering, Joinery, Painting and Decorating, Digital Skills and Mentoring. There are also a small number of unaccredited learning programmes, including English for Speakers of Other Languages (ESOL), for foreign national prisoners to support their development of English skills to ensure they can then progress to Functional Skills English, and the Marston’s Academy, which delivers the Marston’s training programme and leads directly to employment on release. Across the industries workshops, outreach Functional Skills have now been made available, with the pilot currently running in the laundry. This provision is supported by the PEF provider and the intention is to provide outreach English and maths in all industries workshops, recognising that classroom-based delivery is not necessarily suited to the way all prisoners learn. A review of the skills development across industries workshops is underway to identify where industry specific qualifications can be offered, for example in the laundry and textiles workshops. In addition, ‘generic’ qualifications are being considered that can be offered over a range of workshops including Customer Service and Warehousing. Work is on-going with the Regional Head of Learning, Skills and Employment and New Futures Network to identify funding streams to support these developments, ‘Bootcamp’ and Apprenticeship funding are under consideration In Quarter 3 of 2024 the gym will commence delivery of accredited courses in Health and Wellbeing, Level 1 Gym Instructor and Manual Handling. These are all accredited courses to be delivered and assessed by the prison’s Physical Education Instructors. An Education Skills and Work Needs Analysis is currently underway, however it should be noted that HMP Liverpool was identified to re-roll to a Cat C Resettlement prison but will now remain a local reception jail. It is anticipated the population will change significantly in due course, moving to 30% remand and 70% sentenced prisoners. It is expected many of the sentenced prisoners will be ‘short stay’, being transferred on to other establishments to complete the majority of their sentence. By January 2025, when the population changes are expected to be completed, a further Needs Analysis is planned to provide an update on prisoner need, labour market trends, and employment opportunities.

Response
HMPPS notes the Board’s concerns about property when a prisoner transfers establishments. The introduction of the digitally recorded Prisoner Escort Record (dPER) included a property section that accurately records the number and type of sealed property transferred with the prisoner and an accurate record of property handover between different stakeholders. This is now embedded as business as usual. The digital process has assisted with investigations for property that is lost in transit with the transport suppliers, and complaints are reviewed monthly during formal meetings with transport suppliers. For property delay, in-line with the HMPPS Prisoner Property Framework, if the limit of items allowed in possession has been reached, and if there is no space on the Escort Vehicle to transport items safely and securely, then responsibility for transfer of any remaining items remains with the sending prison. Following the introduction of the Prisoners’ Property Framework, prisoners must comply with volumetric control limits, since any property within these limits will be transferred with them. This includes items which are exempt from volumetric control, such as legal papers. It is not possible to transfer with a prisoner all excess property which they might have accrued above these limits and any excess property outside of these limits will be transferred within four weeks. HMPPS is aware of the problems around property and continues to explore what further can be done.

Response
Although the Board have faced challenges in completing it’s work, I was encouraged to receive your comments about an improved professional relationship with the prison’s Senior Leadership Team which should result in improved monitoring and outcomes for prisoners. I was also pleased to read about the recently opened mock pub/restaurant named ‘The Lock Inn’, established in partnership with Marston’s Brewery. The Board will know I have a keen interest in increasing skills and training for prisoners and I therefore welcome the partnership with the brewery where prisoners can learn hospitality skills and receive accreditation towards City and Guilds qualifications. It was also reassuring to note that there has been an increase in the number of prisoners trained as Listeners. Priority for education delivery is focussed on improving literacy, numeracy and providing skills and qualifications that would support employment on release. The Governor is responsible for commissioning the curriculum from both the main Prison Education Provider and localised Dynamic Purchasing System providers. The curriculum is based on a thorough needs analysis and discussions with the Employment Advisory Board. The curriculum contains a mix of accredited and non-accredited programmes. It is worth highlighting that employers can be more interested in unaccredited soft skills programmes than qualifications. HMP Liverpool is allocated an education budget which the Governor must work within and this will mean that a degree of prioritisation is required. Currently all Prison Education Framework (PEF) contracted education and vocational courses are accredited, including Functional Skills, Plastering, Joinery, Painting and Decorating, Digital Skills and Mentoring. There are also a small number of unaccredited learning programmes, including English for Speakers of Other Languages (ESOL), for foreign national prisoners to support their development of English skills to ensure they can then progress to Functional Skills English, and the Marston’s Academy, which delivers the Marston’s training programme and leads directly to employment on release. Across the industries workshops, outreach Functional Skills have now been made available, with the pilot currently running in the laundry. This provision is supported by the PEF provider and the intention is to provide outreach English and maths in all industries workshops, recognising that classroom-based delivery is not necessarily suited to the way all prisoners learn. A review of the skills development across industries workshops is underway to identify where industry specific qualifications can be offered, for example in the laundry and textiles workshops. In addition, ‘generic’ qualifications are being considered that can be offered over a range of workshops including Customer Service and Warehousing. Work is on-going with the Regional Head of Learning, Skills and Employment and New Futures Network to identify funding streams to support these developments, ‘Bootcamp’ and Apprenticeship funding are under consideration In Quarter 3 of 2024 the gym will commence delivery of accredited courses in Health and Wellbeing, Level 1 Gym Instructor and Manual Handling. These are all accredited courses to be delivered and assessed by the prison’s Physical Education Instructors. An Education Skills and Work Needs Analysis is currently underway, however it should be noted that HMP Liverpool was identified to re-roll to a Cat C Resettlement prison but will now remain a local reception jail. It is anticipated the population will change significantly in due course, moving to 30% remand and 70% sentenced prisoners. It is expected many of the sentenced prisoners will be ‘short stay’, being transferred on to other establishments to complete the majority of their sentence. By January 2025, when the population changes are expected to be completed, a further Needs Analysis is planned to provide an update on prisoner need, labour market trends, and employment opportunities.