Morton Hall

That many prisoners eligible for ERS do not leave at the earliest opportunity; indeed, many arrive at Morton Hall having passed their ERS date, meaning their deportations are delayed and the cost to HM Prison Service (HMPS) is increased (paragraph 7.3.3). If advantage of the ERS increase to 18 months (effective mid-January 2024) is to be taken, casework needs to be accelerated.

I understand the Board’s concerns about accelerating the casework process for foreign national prisoners eligible for the Early Removal Scheme (ERS). Since January 2023, Home Office casework resource has increased with the addition of 400 caseworkers. This has benefitted all removal mechanisms with a focus on ensuring decisions are made early in the process to drive up removals directly from prison. The increase in caseworkers has also allowed for a focus on reducing the numbers of Foreign National Offenders (FNOs) leaving prison on immigration bail. FNOs are referred to the Home Office for deportation immediately following sentencing. The timeliness of criminal court proceedings and extensive periods on remand means many prisoners will reach their ERS window immediately or very soon after they are sentenced. It is therefore not always possible for the Home Office to carry out all the case working and administrative processes as soon as an FNO becomes eligible for removal under ERS, even when they wish to return voluntarily. Cases can be significant with complex challenges, and while legal challenges can frustrate immediate deportation, the Home Office remains resolute in its commitment to deport those who abuse our hospitality. HM Prisons and Probation Service (HMPPS) is working closely with the Home Office to ensure the ERS process runs as efficiently as possible focusing on operational improvements and more robust data. Increasing the window to eighteen months has already resulted in increased removals. Between January and March 2024, almost 400 FNOs were removed from the UK via this scheme, a 61% increase compared to the equivalent period a year earlier.

Why, in light of reported prison overcrowding elsewhere and with some 10,000 foreign national prisoners in UK prisons, does HMPS routinely operate Morton Hall below the 353 roll capacity (paragraph 3.4.2.1)?

Population pressures across the estate have been well documented and HMP Morton Hall reached capacity during the first half of 2024 and continues to operate close to capacity following the transfer efforts of the Governor.

What can be done to reduce the number of prisoners - more than one in ten - who leave on immigration bail rather than having their cases decided prior to leaving Morton Hall (paragraph 7.3.2).

The increase in caseworkers has also allowed for a focus on reducing the numbers of Foreign National Offenders (FNOs) leaving prison on immigration bail.

Improving the arrangements for identifying and transferring foreign national prisoners from other prisons, given the continued gap between the planned and actual roll and the reported prison overcrowding pressures on prisons (paragraph 3.4.2.1; also brought to the attention of the Minister, above).

The Observation, Categorisation, and Allocation (OCA) team at HMP Morton Hall is provided with a spreadsheet each week that details all FNOs in custody throughout the prison estate. This spreadsheet aids the team to filter prisoners by sentence length, offence, age and other factors to identify FNOs that could potentially be transferred to HMP Morton Hall. Once all necessary processes have been completed, the move is scheduled up to two weeks in advance to allow the establishment to maintain the operating capacity and to account for scheduled removals from HMP Morton Hall to an Immigration Removal Centre (IRC) or potential releases.

Improving the systems for inter-prison property transfer (paragraphs 3.4.2.2, 5.8.1, 5.8.2, 5.8.3).

HMPPS notes the Board’s concerns about inter-prison prisoners’ property transfers. Prisoner Escort Custody Services (PECS) provide transportation for prisoners and their property. The vehicle fleet is designed to transfer the number of prisoners intended together with their property in line with the volumetric limit and the suppliers will additionally transfer a reasonable volume of legal documentation. The introduction of the digitally recorded Prisoner Escort Record (dPER) accurately records the number and type of sealed property ‘owned’ by and transferred with the prisoner and an accurate record of property handover between different Stakeholders. The digital process has assisted with investigations for property that is lost in transit with PECS suppliers. The emphasis however must remain on prisoners complying with volumetric control limits, since any property within these limits will be transferred with them. It is simply not possible to transfer all excess property with a prisoner which they might have accrued above these limits. There has been a requirement since the introduction of the Prisoners’ Property Policy Framework for prisons to transfer any excess items within four weeks. Previously, there was no time limit in place. HMPPS is aware of the problems around prisoners’ property and continues to look at what further can be done.

Increasing the daily food cost allowance, given levels of food cost inflation and the current reliance on carbohydrates (paragraphs 5.1.2, 5.1.10; Annexes 3 and Applications to the IMB).

The daily food allowance for 2024 was increased from £2.72 per prisoner to £3.02. The prison does not have the ability to purchase food outside of the central contract and menus are planned around the Catering Operating Manual which stipulates how to ensure a balanced diet and is in line with guidance from the Food Standards Agency (FSA). The FSA advises that a third of a plate of food should be constituted with carbohydrates, and five menu choices are offered at lunch and tea giving prisoners options to choose a varied and balanced diet. Quarterly menu reviews are conducted at HMP Morton Hall whereby feedback from prisoners is considered. Regular feedback is provided to the central food supplier.

Enforcing the DHL contract (which delivers canteen items to the prison) to reduce the rate of returns for canteen goods and, in particular, ensuring: (a) a satisfactory quality of fresh food items; and (b) a regular and reliable supply of advertised items (paragraph 5.1.9).

HMPPS’ Operational Contract Management Team (OCMT) hold the canteen supplier (DHL) to account using a suite of key performance indicators and apply commercial levers to improve performance as required. Formal performance reviews take place monthly and cover operational issues, service issues, and risks to service delivery. The supplier strives to ensure agreed and advertised products are consistently available, including high quality fresh items. The availability of specific items is dependent on a number of factors and is often beyond the control of DHL/HMPPS. The Board will be aware that the supplier is now represented at the monthly Prison Representative Group meeting to provide explanations and assurances directly to prisoners. DHL have recently given assurances that their quality assurance process will be improved. DHL will also provide easy-read notices with clear updates of products not in stock which will include expected ‘back in stock’ dates for further clarity and to help reduce frustration. The Head of Residence at HMP Morton Hall is liaising with DHL staff to observe canteen delivery to review the on-site process from start to finish. The aim is to gain a better understanding of the process and identify ways to improve the service. Management have requested canteen delivery on a Friday to help with the quality of fresh produce.

Extending the contract for librarian services to provide full five-day per week absence-relief cover, avoiding the need to close the library and rely on the trolley service (paragraph 7.1.5). Please note that we also made this recommendation in our previous report.

we note that the library continued to be closed when the Librarian was absent

Ensuring that there is a meaningful work content in every available job (paragraph 7.2.2).

Reducing significantly the number of job seekers and unemployed prisoners (paragraph 7.2.3).

Continuing to improve prisoners’ work ethic by ensuring they report for work on time, fully enforcing the 15-minute movement-to-work allowance; also, to consider reducing that allowance to ten minutes in order to increase, albeit marginally, the time at work and in education (see paragraph 7.2.4).

we have observed improvements in two of the four areas we identified (work ethic and roll reconciliation).

Ensuring a full range of purposeful distractions and activity for prisoners in the care and separation unit (CSU) (paragraph 5.2.2).

Reviewing – as reported anecdotally to the Board – the actual or perceived inconsistencies in Governor approaches to disciplinary decisions (paragraph 5.3.2).

Ensuring that prisoner canteen (the weekly delivery of items a prisoner has bought from the prison shop) returns are refunded promptly (paragraph 5.1.9).

Improving the quality of cooking appliances for Johnson, Sharman and Torr units (paragraph 5.1.1).

Assisting with the IMB’s monitoring work so that the schedule of meetings published annually is accurate and that such meetings take place. In addition, that where these are unavoidably cancelled, IMB members are informed (See para 8.1.1).