HMP
ASHFIELD
ANNUAL REPORT
JULY 2013 – JUNE 2014
1. STATUTORY ROLE OF THE IMB
The Prisons Act 1952 and the Immigration and Asylum Act 1999 require every prison to be monitored by an independent Board appointed by the Secretary of State for Justice from members of the community in which the prison or centre is situated.
The Board is specifically charged to:
1 Satisfy itself as to the humane and just treatment of those held in custody within its prison and the range and adequacy of the programmes preparing them for release.
2 Inform promptly the Secretary of State, or any official to whom he has delegated authority as it judges appropriate, any concerns it has.
3 Report annually to the Secretary of State on how well the prison has met the standards and requirements placed on it and what impact these have on those in its custody.
To enable the Board to carry out these duties effectively its members have right of access to every prisoner and every part of the prison and also to the prison’s records.
2. CONTENTS Page No.
1. Statutory Role of the IMB 2
2. Contents 3
3. Description of HMP Ashfield 4
4. Executive Summary 4
5. Safer Custody 5
6. Reducing Reoffending 6
6.1 Education, Learning and Skills 6
6.2 Interventions Department - Turning Point 7
6.3 Offender Management Unit – Catch 22 7
7. Healthcare 7
8 Mental Health 8
9. Equality and Inclusion 9
10. Care and Separation Unit 9
11. Residential 9
11.1 Food 9
11.2 Buildings 10
11.3 Accommodation 10
11.4 Property 10
12. The Work of the Independent Monitoring Board 11
13. Appendix A – General Statistics 12
14. Appendix B – Glossary of Prison Related Abbreviations 12
3. DESCRIPTION OF HMP ASHFIELD
HMP Ashfield opened on 1st November 1999 as a YOI on the site of the former Pucklechurch Remand Centre and is a contracted-out prison operated by SERCO Home Affairs Ltd.
In July of 2013 HMP Ashfield re-roled as a category C adult male establishment for 400 convicted prisoners serving sentences for sexual offences. The prison has a baseline Certificate of Normal Accommodation (CNA) of 408, and an Operational Capacity (OP CAP) of 400.
Accommodation consists of 2 main house blocks, Avon and Severn, each with 4 wings, and Brunel, a smaller 16 cell unit. There are 252 single cells and 78 doubles. All accommodation is of a high standard with integral sanitation: 7 of the single cells are purpose-built for prisoners with disabilities and there are 2 gated cells for prisoners requiring constant observation.
In addition, there are 8 cells on a standard wing on Avon designated for care and segregation purposes (CSU), prisoners on Cellular Confinement and GOOD order, but there is no separate Care and Separation Unit, as such.
Foreign National prisoners make up 10% of the population.
Former servicemen make up 18% of the population
Healthcare is commissioned by NHS England. There is a team of healthcare professionals which covers all areas from nursing and GP services to dentistry.
The Offender Management Unit is sub-contracted to Catch 22.
Intervention programmes and Psychology are delivered by Turning Point.
Education, skills and learning are all delivered by Serco.
As a contracted-out prison, Ashfield has a Director. The current incumbent, Ray Duckworth, has been in post since March 2013.
4. EXECUTIVE SUMMARY
This is the first report of the Independent Monitoring Board for HMP Ashfield, an establishment which has undergone seismic change since its re-role from a Juvenile to a Cat C prison for convicted adult males serving sentences for sexual offences.
While it is fully acknowledged that HMP Ashfield is still in the initial phase of its development, the Board congratulates all in the prison for delivering a safe, secure and respectful environment in a relatively short period of time.
The speed and pace of change during Ashfield’s re-role and subsequent period have been momentous and unremitting and, consequently, there are few areas of the establishment which have not been affected by the reverberations of the transition process. Within just over a month from the last young person leaving, Ashfield was already receiving the first draft of its new population.
Operationally HMP Ashfield has also undergone significant transition with regards to how some core functions are now delivered. Key functions which were previously delivered exclusively by Serco, namely Healthcare, the Offender Management Unit and Interventions are now being delivered by a multi-partnership team from both the private and not-for-profit sectors.
The combined pressures of extensive planning and preparations, staff redundancies and restructuring leading to a much reduced staff team, the need to come to terms with the impact of the re-role including experiencing working with adult sex offenders for the first time, and the requirement to work through the process of establishing new relationships in a multi-partnership working model have invariably placed their own set of unique challenges on existing and new staff alike.
However, despite these various factors and ramifications, HMP Ashfield continues to build on the foundations of its embedded culture of innovation and change and has continued to undertake a variety of initiatives which aim to ensure Ashfield is a safe, secure and decent environment for all who live and work within the establishment.
The Board would like to take this opportunity to acknowledge the significant scope of work which has already been undertaken by all concerned within Ashfield, and to recognise the hard work and dedication of all staff in what has been a period of significant and difficult transition.
The Board has a professional and constructive relationship with the management of the prison, and would like to take this opportunity to thank the Director and the Senior Management Team for continuing to welcome the contribution of the Board through this challenging period of life in Ashfield.
It is evident that the Director and SMT rightly regard regular monitoring on a local day-to-day basis by independent eyes and ears as an important and vital role for all within the prison.
Finally, despite significant pressures, the Director has willingly and consistently made himself available to discuss concerns and issues raised by Members and on a personal level he is extremely open and candid, an approach which is appreciated by all Members of the Board.
5. SAFER CUSTODY
Safer Custody is a well managed department and, as a result of an often needy and demanding population, is a busy one. Safer Custody comprises of 2 officers, in addition there are 4 prisoners trained in communication skills, an awareness of ACCT, ethnic and religious awareness, mental health, listening and Restorative Justice who act as co-ordinators. These coordinators facilitate groups in education, provide 1-1 support, attend various meetings and Healthcare appointments with prisoners who request their attendance, meet and greet in Reception and ensure all prisoners are interviewed within 24 hours of arrival.
Safer Custody are responsible for updating NOMIS and informing relevant areas in the prison of any concerns. Safer Custody staff check all Cell Sharing Risk Assessments of all new arrivals to ensure they are housed appropriately. Safer Custody attends all Interdepartmental Risk Management team meetings relating to the new arrivals, in addition to attending Re-categorisation meetings.
Wings also have a number of prisoners who have been trained as Safer Custody representatives and who can be called on to assist wherever required, as well as acting as ‘eyes and ears’ to Safer Custody staff. They also attend and assist at the weekly coffee morning held for older prisoners and offer general support to prisoners on their own wings.
Safer Custody train and provide facilitators for "Here 2 Hear" (Ashfield's own variant on the Samaritans' Listeners scheme) and provide a 24 hour service for all prisoners that are in crisis. In addition Safer Custody provides in-cell distraction packs as well as facilitating groups in Education and via the Gym, such as art, guitar, tai chi, yoga, matchsticks, meditation and relaxation and card making. Safer Custody also offer regular and ongoing support for those prisoners who are on Sex Offender Treatment Programmes (SOTP), prisoners who have suffered bereavement or who generally just can’t cope with the rigours of prison life.
Anti bullying, violence prevention, support plans and self harm are all the responsibility of the Safer Custody team, who endeavour to maintain the safety of all within the establishment. Safer Custody attend regular ACCT reviews and hold weekly support meetings with those on personal intervention plans (PIP) and ensure that no prisoner receives any ‘dear John’ letters.
6. REDUCING REOFFENDING
6.1 Education, Learning and Skills
While it is widely acknowledged that employment is a key factor in helping reduce reoffending, for any ex-offenders securing employment is difficult. However, in the case of those convicted of sex offences, this issue is further compounded by the very nature of their offence which will prevent many of them from returning to their previous careers on release. As approximately 75% of prisoners from Ashfield will be released into the community, there is clearly a genuine need for prisoners to gain new skills and qualifications if they are to increase their future employment opportunities.
When the prison first re-roled in 2013, opportunities were initially quite limited but the Prison has been imaginative and innovative in developing an increasingly diverse range of courses, vocational training and employment opportunities. Prisoners have been encouraged to suggest practical projects to provide services and facilities for the prison as well as to improve the quality of life for fellow prisoners. Good examples are a Garden of Remembrance designed and built by prisoners themselves and outdoor chess sets and other games made in the carpentry and painting and decorating workshops.
Over the last twelve months education, learning and skills provision in Ashfield has been developed around prisoners acquiring self-employability skills, and as a foundation, all prisoners without Level 1 Functional Skills are required to attend classes in Maths and English. While the provision of vocational training enables prisoners to undertake nationally recognised and industry standard qualifications, it also provides practical work based experience mirroring that of the normal working day in the community.
Prisoners now have a variety of training opportunities available to them including horticulture, painting and decorating, waste management, electrics, carpentry and motor mechanics. Prisoners can also access academic subjects such as business skills, IT and book keeping which will assist them develop skills to run their own business.
Ashfield is also proactive in actively encouraging prisoners to undertake distance learning programmes via the Open University and Stonebridge in addition to accessing in-house education. The significant advantage of distance learning is that this can be continued either on their release into the community or transferred to another establishments.
6.2 Interventions Department - Turning Point
As challenging attitudes and behaviours is central to reducing the likelihood of reoffending, Turning Point provides targeted offending behaviour programmes and is responsible for delivering SOTP (Sex Offender Treatment Programme) and the TSP (Thinking Skills Programme). In addition, Turning Point provides psychological risk assessment reports for the Parole Board.
The team comprises an operations manager, an SOTP and TSP manager and 6 facilitators, supported by 2 assistant facilitators. The department also has 2 forensic psychologists in training and an administrator.
Core SOTP (Sex Offender Treatment Programme)
This is programme is delivered over 89 (approx) sessions; the main focus is to help participants in the development of meaningful life goals and practise new thinking and behavioural skills with the aim of reducing their reoffending behaviour. It also develops participants' understanding of how and why their sexual offences were committed and increases awareness of victim harm. Four areas of treatment need are covered: sexual interests, offence supporting attitudes, relationships, and self management.
Thinking Skills Programme
The TSP programme comprises 3 modules: self control, problem solving, and positive relationships and is delivered over 19 sessions (15 group and 4 individual). This is a cognitive skills programme which addresses the way prisoners think and behave associated with their offending behaviour. The programme aims to reduce reoffending by responding to individual need. This programme supports participants to develop skills in setting goals and making plans to achieve these without offending.
6.3 Offender Management Unit – Catch 22
Catch 22 is contracted to deliver Offender Management services until 2024.
The role of the team, which includes a Service Manager, 2 Senior Offender Supervisors, 7 Offender Supervisors and 2 Case Administrators, is to work with the National Probation Service to help write, facilitate and manage Sentence Plans for some of the highest risk offenders within the prison estate.
Through multi-agency working and prisoner engagement, Catch 22 supports offenders in custody by setting achievable targets based on risk and need.
By means of completing all core offender management tasks including the identification of offence focused interventions, parole dossiers, Lifer management plans, categorisation, MAPPA reports, transfers and OASys reports, Catch 22 provides a conduit of information and assessment to external partners which is vital to manage risk upon release.
In an attempt to aid resettlement upon release, Catch 22 works closely with the Money Advice Service, Department of Work and Pensions and local housing providers and other similar agencies around the country, as well as recent projects with the Princes Trust still in their infancy.
Catch 22 has formed a relationship with the University of West England and together they deliver training to the prison’s staff regarding working with sex offenders and building resilience to working with high risk and very emotive offenders.
Catch 22 performance and delivery is measured via outcomes of accommodation, employment, training and education, the preparation of parole dossiers and release plan reviews.
7 HEALTHCARE
Shortly after the re-role, Healthcare was commissioned by NHS England. The unit underwent extensive refurbishment in Spring 2014 to enable it to best provide for an older and aging population often with multiple and complex healthcare needs. Existing cells designed for in-house healthcare were replaced by a variety of purpose-designed consulting, treatment and work areas for healthcare, pharmacy, dentistry and mental health staff. As with any project of this nature, particularly one being undertaken in an in-depth organisation going through transition, there were inevitably issues both in the design and implementation, and problems were further compounded in this project due to the number of entities involved. There are still some outstanding issues with regards to the provision of an adequate dentistry service (there is a significant backlog of appointments still unresolved in June 2014), and with regards to the provision of suitable protection against the elements for prisoners waiting outside for the dispensing of medication. Nevertheless, healthcare staff and management must be commended for their unstinting hard work and dedication in ensuring prisoners continued to receive high quality healthcare throughout the transition period.