This memorandum has been prepared specifically to provide the committee with information about the work of UKDS in relation to its management of Harmondsworth Immigration Removal Centre.

1.  BACKGROUND

  UKDS is a wholly owned subsidiary of Sodexho Alliance of France. The company was formed in 1987 to provide custodial services to the Prison Service and managed HMP Blakenhurst from 1993 to 2001. In 1999 we were awarded the Design Construction Management and Finance (DCMF) contract for HMP and YOI Forest Bank, which opened in January 2000. The Harmondsworth IDC contract was awarded in 2000 and the centre opened at the end of September 2001. Subsequent to that we have been awarded a DCMF contract for a prison at Ashford (Middlesex), a contract to manage two post—release drug hostels in Bristol and are preferred bidder for a DCMF prison at Peterborough.

2.  HARMONDSWORTH IMMIGRATION REMOVAL CENTRE

  UKDS operates Harmondsworth Immigration Removal Centre under contract to the Immigration Service. The Centre opened at the end of September 2001 and the contract is due to run for eight years. The Centre was designed by architects on behalf of the Immigration Service with the original design having some minor modifications by UKDS to improve operational effectiveness.

  The Centre is situated close to Heathrow Airport, which makes it ideally placed to play a strategic role in assisting the Immigration Service to achieve challenging removal targets.

  Originally conceived as detention centre for male, female and families who would spend up to three months in detention Harmondsworth makes excellent provision for the care and welfare of detainees. Our staff are all highly trained to care for detainees in accordance with our company ethos of respect for the individual and providing custody with care.

  Our staff's ability to manage detainees is based on interpersonal skills and our responsibility to treat others humanely, decently, respectfully and fairly.

  On becoming operational the role of Harmondsworth was changed from a detention centre to that of an Immigration Removal Centre. The immediate consequence was a significantly increased throughput of detainees; from an expected six per week to upwards of a 100 movements per day; a reduction in average time in detention from months to a matter of days prior to removal, all resulting in a change to a more unstable environment and population.

  This change in role and expected population produced a number of operational problems and our staff have been fully tested by the detainee population for whom they are responsible. Whilst most detainees are cooperative with the relaxed environment a significant minority of detainees are not.

3.  CHANGES TO THE CENTRE

  This has led to a planned programme of changes to the infrastructure of the Centre to enhance its suitability for its role as a removal centre.

  Discussions between UKIS and ourselves led to a decision to increase levels of staffing and physically upgrade the centre to meet new requirements for safety, including fire safety, internal control and perimeter security. The improvements to be achieved as follows:

—  Fire Safety—through installation of sprinkler systems and additional fire escapes.

—  Internal Control—through increased staffing levels and the ability to separate areas through zoning to prevent the congregation of large groups of detainees.

—  Perimeter Security—through perimeter fence detection systems, increased use of CCTV, and improved and secure windows.

  The upgrade requires significant construction work and the capacity of the centre has been reduced to create safe and secure conditions in which to complete the work. The roll will increase in phases to reach about 500 at the end of the construction and fit out period.

4.  THROUGHPUT

  During 2002 a total of 13,084 detainees were admitted to the Centre, and 13,459 discharged. Of the Receptions, 74% were single Males, 13% single Females, and 13% family members, including children. The average number of monthly movements into and out of the Centre was 2,212.

  Of those discharged, 635 (5%) were bailed, 1,024 (7%) were Temporarily Admitted, 10,020 (75%) were removed from the country, and 1,780 (13%) were fell into other categories such as transfer to another center or given leave to remain.

  Of those admitted to the Centre, approximately 25% stayed for up to seven days, 34% between seven days and a month, 20% from 1-2 months, 19% from 2-6 months, and 2% stayed in excess of six months.

5.  FACILITIES

  The accommodation and facilities provided for detainees are of a high standard. Most of the bedrooms are shared twin rooms with 24-hour access to toilet and bathroom facilities. All rooms are equipped with televisions with video playback function and telephones for receiving incoming telephone calls.

  Other facilities include association rooms, a library, which reflects the diversity of the detainee population, a shop and separate dining facilities for men, women and families.

  Detainees are encouraged to maintain family ties through the provision of 35 pay phones located around the Centre and visits facilities providing daily visits.

  The PE department provide a comprehensive programme of activities utilising a sports pitch, gymnasium and multi-gym facilities.

6.  REGIME

  Our operating proposals and regime were based on the anticipated relatively stable population and have been adapted to suit the requirements of a removal centre whilst retaining the original purpose of providing a full programme of constructive activity. The high turnover of detainees through the Centre means the regime provision needs to be flexible in what it delivers and responsive to the changing needs of the detainee population.

7.  EDUCATION

  Flexibility and delivery has been achieved in education through a free flowing drop-in provision, which suits the nature of the establishment. Classes are provided seven days per week and offer a wide variety of learning and activity.

—  Classes in internationally transferable "world skills".

—  ICT training.

—  ESOL (English as a second language) and literacy lessons.

—  Art and craft—educational and recreational.

—  Further recreational opportunities—games, dance and music.

—  Occupational training—Basic Food Hygiene and Cleaning certificated courses.

  Education provision continues to be developed as our experience grows.

  Achievements to date include,

—  The introduction of opportunities for accreditation in occupational subjects such as certificated cleaning courses and ICT.

—  In-house certificates—for those detainees who are unable to gain accredited qualifications due to their level or duration of stay.

—  A programme of special events including cultural, music and dance events and a variety of games tournaments.

8.  FAMILY LEARNING

  We provide an all day programme for the over 4's and 5.25 hours each day for the 4's and under. This reduces the stress placed on parents, as they know they can leave their children in a caring environment where along with the educational activities we also ensure they have plenty of fun. This allows parents to access adult facilities in the centre and attend visits or make telephone calls.

  We are currently in the process of registering with OFSTED for the care of the under 8's and to OFSTED's knowledge we are the only centre to be doing this. This allows us to supervise the children without the parents being in the room. It also creates a more "normal" routine of "going to school". We will also be seeking to register with OFSTED for the care of the over 8's.

9.  WORLD FAITH CENTRE

  A world faith team provide for the spiritual needs of detainees and facilities include a number of prayer rooms including a chapel and a mosque.

CONCLUSION

  The excellent regime and facilities provided at Harmondsworth together with the increasing skill and experience of our staff have led to a significant improvement in the management of the operational challenges presented by the high turn over of the detainee population.

  The Centre is now much more orderly and cleaner. The reduced population in anticipation of the physical modifications to the buildings have clearly contributed but Harmondsworth has developed into an efficient and impressive facility that is able to manage some of the most difficult and challenging detainees. This has been achieved through adherence to our company values and ethos, delivering custody with care.

  Following completion of the physical and staffing upgrades currently underway I am confident that Harmondsworth will be able to participate fully in assisting the Immigration Service to meet challenging removal targets.

January 2003