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.
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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
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
4
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-today 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 coordinators. 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.
5
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.
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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.
7
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.
All prisoners are seen in Reception by an appropriately qualified member of the healthcare
team and receive an initial screening as an integral part of the admissions process. A
further, more in-depth, assessment is then offered to all prisoners within 72 hours of their
arrival. Within this secondary screening all prisoners are offered immunisation for
communicable diseases and blood born viruses and provided with relevant information on
the need for this.
This assessment also signposts the healthcare services available for prisoners and,
throughout all assessments, the healthcare member of staff will provide the prisoner with
information on how to access them.
Healthcare also provides on-site chronic disease management which encompasses:
diabetes, respiratory and cardiovascular disease and also offers a "Well Man" sexual health
clinic for screening and subsequent treatment should any risk factors be identified.
The Board notes that there is a strong emphasis on encouraging health promotion within all
sections of Ashfield’s population. Prisoners are actively encouraged to participate in a
variety of activities which not only promote their physical but also their mental health. Low
impact activities such as bowls, walking and short cricket can be undertaken by a variety of
prisoners of all ages and abilities.
8.
MENTAL HEALTH
AWP (Avon and Wiltshire Partnership Trust) provide a comprehensive mental health,
learning disability and substance misuse service for prisoners which is comparable to that
available in the community. The service involves assessment, treatment and through-care
for prisoners identified with having a mental health, learning disability or substance misuse
issue. The Board notes that a significant proportion of prisoners, approximately fifty
percent within the reporting period, have been referred to AWP’s Wellbeing team.
Prisoners present with a variety of mental health issues including anxiety and mood
disorders, while a significant number also display traits of personality disorders.
8
The AWP Wellbeing team facilitates both group and 1-1 work. The team seek to practise in
an holistic manner, with the overall aim being to assist prisoners to develop and maintain
an optimum level of functioning and quality of life while within the prison environment and
with a keen focus on recovery.
The group programme consists of psychosocial groups which utilise a cognitive behaviour
therapy approach to address issues such as mood disorders, anxiety, self esteem and
emotional regulation. There are specific groups which require a more occupational therapy
approach, including groups which look at addressing the Activities of Daily Living deficits of
prisoners through facilitating cooking, baking and gardening activities.
9.
EQUALITY AND INCLUSION
The Equalities team co-ordinator has worked diligently to develop and support a large
number of forums covering religion, age, disability, sexual orientation and race, as well as
foreign nationals, and ex-servicemen. Each forum meets on a monthly basis to discuss any
issues arising.
The main focus of the Equalities team is, through education, to create awareness,
acceptance and tolerance within the wider prison population as well as enforcing a nondiscriminative environment for both prisoners and staff.
A central focus for forums is educating others as to what is acceptable language and
behaviour, and in particular what language is unacceptable and what behaviours or other
discriminative actions are unacceptable against others. Groups also encourage prisoners
to be accepting of themselves, building on self confidence and self belief.
10.
CARE AND SEPARATION UNIT
There are 8 cells designated on the wing of a house block for care and segregation
purposes (CSU), for prisoners on CC (Cellular Confinement) or GOOD order. While the
occupancy of CSU cells has been comparatively low, the Board notes that there are a small
number of prisoners being admitted to CSU cells on a regular basis. The Board also notes
that one of the most frequent reasons for being admitted to CSU is the refusal to cell share.
Furthermore there have been a number of occasions where prisoners have stated that they
would rather be in a CSU cell than share in the general population.
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RESIDENTIAL
11.1
Food
The Board continues to be impressed by the quality and variety of food provided by the
kitchens. Around 24 prisoners work in this area which offers prisoners not only the
opportunity to gain valuable NVQ qualifications but also real life work experience. A
number of these prisoners work in the staff Bistro which operates week days to cater for
staff across the prison. The quality of food produced by the catering department across
both areas is of a very high standard, and considerable care is taken to provide a healthy
and well balanced diet for all prisoners along with the provision of appropriate food for
those prisoners with religious and cultural requirements. Prisoners are consistently
complimentary about the food in comparison with what they have experienced elsewhere
and there have been very few complaints indeed. The Board would like to commend the
prison for continuing to provide food to such a standard in spite of having to operate within
tight financial constraints.
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11.2
Buildings
In general there have been very few issues raised concerning the fabric of the prison,
although there have been a variety of issues raised concerning the repair or replacement of
equipment and machinery either at near to or at the end of its working life. Initial work
carried out to make the establishment user-friendly to those with disabilities was largely
concluded prior to the opening of the prison. However, there have been occasions where
reasonable adjustments have been required due to the needs of prisoners with specific
requirements, and there were, regrettably, some initial delays owing to confusion as to
whether these were the funding responsibility of the prison or of the contracted healthcare
providers.
11.3
Accommodation
Prior to re-role all accommodation units underwent refurbishment. Safes for the storage of
in-possession medication were fitted to all cells, given the change of use from a juvenile to
adult population. Soft furnishings and a variety of other furnishings have been
commissioned during the course of the reporting period. Prisoner work parties from the
painting and decorating department have been continually busy across all areas of the
prison, bringing the general fabric of the accommodation and common areas to a very high
standard.
The Board would like to commend the prison for the overall cleanliness of accommodation
which has been consistently found to be of a very high standard, with both wing cleaners
and the industrial cleaning department setting and maintaining excellent standards of
cleanliness and tidiness.
The Board have also been impressed by the provision of the 7 cells that have been
specially adapted for those prisoners with a range of disabilities. Given the trend, however,
towards an increasing ageing prison population, it is likely that the pressure to provide more
cells of this nature will only increase further.
The Board has also noted that one of the main complaints of prisoners surrounds the issue
of cell-sharing. While all double cells are purpose built and, in comparison with other
establishments, generous in proportion, the issue of cell-sharing remains one which
continues to be brought to the attention of the Board.
11.4
Property
While property is an aspect of custodial life which impacts on all prisoners, it particularly
impacts on those serving long sentences. The apparent inconsistencies or lack of
volumetric control across the secure estate have given rise to a number of situations where
prisoners arrived at Ashfield with large (and excessive) amounts of personal property
together with large quantities of in-possession medication. All of this impacted on the ability
of staff to process these prisoners timely and efficiently. However, at the other extreme,
there were many prisoners who, for a variety of reasons primarily linked to the prisoner
transport contracts, arrived at Ashfield with little or none of their personal possessions.
This impacted negatively not only on those unfortunate prisoners affected but also on
prison staff and the Board.
10
While the prison should be commended for its valiant efforts in tracking down prisoners'
property, often it appeared that, once a prisoner had been dispatched by the sending
prison, that establishment appeared to either dispense with its obligations or passed the
issue on to the escort provider. Had it not been for the timely intervention of IMB
colleagues in other establishments, the Board considers many prisoners would have had
great difficulty in being reunited with their possessions in a timely manner.
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THE WORK OF THE INDEPENDENT MONITORING BOARD
BOARD STATISTICS
Recommended Complement of Board Members
13
Number of Board members at the start of the reporting period
11
Number of Board members at the end of the reporting period
7
Number of new members joining within the reporting period
0
Number of members leaving within the reporting period
4
Number of attendances at meetings other than Board meetings
17
Total number of visits to the prison
273
189
Total number of applications received
Following the re-role 3 Members resigned, and at Christmas 2013 the Board lost a long
standing and much valued Member due to tenure.
The combination of the fall in membership and the ramifications of the re-role without doubt
impacted on the work of the Board. The first six months saw a huge increase in the
number of applications both written and "on the hoof" (and over the 12 month period there
were 189 Applications in comparison with just 23 in 2012-13 when Ashfield was still a YOI).
This was compounded by a population who were both very ‘needy’ and demanding, and an
establishment which was itself coming to terms with the ramifications of ramping up its
operation for the new population and of establishing an appropriate "Cat C regime" with a
fair and suitable balance between the need for security and the need to allow adult
prisoners a greater degree of freedom of internal movement and the opportunity to assume
a greater degree of personal responsibility than was possible with Juveniles.
In the initial three months of the re-role Members were in Ashfield daily on a rota basis
which proved effective both in terms of managing many of the initial ‘teething problems’ and
getting used to working with what was an entirely new population for the majority of
Members.
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Visitors
Graham Bingham, IMB South West and Wales Area Representative, visited and addressed
the Board at a monthly meeting.
Local training
The Board Development Officer arranges local training which takes place prior to Board
Meetings when a variety of staff from across the prison are invited to deliver ‘bite size’
training sessions. The BDO also ensures that Board members are aware of the
opportunities for attending staff training.
The Board is very grateful to members of Ashfield staff who have contributed to IMB
training, whether by delivering Board training slots, by welcoming us to staff training
sessions or by making time to explain their role to individual Board members.
Regional training
Four Members attended a workshop hosted by HMP Eastwood Park and attended by other
local prisons which was very useful and enabled Members to network with other colleagues
in the region. In addition, in Summer 2013, Board members undertook two visits to other
prisons to learn about the particular issues associated with sex offenders.
Prison staff induction
The IMB is invited to a slot on all custodial and non-custodial staff training courses to
introduce the role of the IMB.
13.
APPENDIX A – GENERAL STATISTICS
Code
Subject
A
Accommodation
11
B
Adjudications
4
C
Diversity related
3
D
Education/training/employment/IEP
33
E
Family/visits/resettlement/phone
6
F
Food/kitchen related
1
G
Health related
22
H
Property/canteen
49
I
Sentence related
11
J
Staff/prisoner related
17
12
K
Transfers
2
L
Miscellaneous
30
Total number of applications
189
James Gibson On behalf of the Board
Chair Independent Monitoring Board
HMP Ashfield
14.
APPENDIX B – GLOSSARY OF PRISON RELATED ABBREVIATIONS
ACCT
Assessment, Care in Custody & Teamwork (record for a prisoner currently
considered to be at risk)
CC
Cellular Confinement
CSU
Care and Separation Unit
GOOD
Good Order or Discipline – Segregation under rule 49
IMB
Independent Monitoring Board
MAPPA
Multi Agency Public Protection Arrangement
NOMIS
National Offender Management Information System
NVQ
National Vocational Qualification
SMT
Senior Management Team
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