Swaleside

We believe that the effectiveness of GFSL should be examined, as its inefficiency affects so many aspects of prison life (see sections 3 and 5.1).

I note the Board’s repeated concern regarding the facilities and maintenance service which impacts negatively on living and working conditions at HMP Swaleside. HM Prison and Probation Service (HMPPS) Prison Maintenance Group (PMG) remains committed to improving the performance of Government Facility Services Limited (GFSL) across the prison estate. Over the last twelve months audit outcomes have shown that GFSL’s statutory compliance rate has risen from 58% to 94% and an overall compliance performance rate of 77% (from 54%). Many of the maintenance issues are largely historical, and I am pleased to note that serious issues are being addressed. PMG has purchased new efficient boilers and, to allow for maintenance works to be carried out, replacement valves have also been purchased to prevent any heating or hot water loss (as previously experienced). In addition, the High Voltage infrastructure is in the process of being replaced and an enhanced planned preventative maintenance programme will be carried out to mitigate the sewer blockages, ensuring drains are kept free from unwanted waste disposal.
As I am sure the Board will appreciate, due to Covid-19 the prisoner working parties group had to be restricted in their activities, which has clearly had a detrimental impact. GFSL have organised a supervisor from another establishment to help support the grounds work at HMP Swaleside. The Governor conducts weekly site tours with the site manager to identify any immediate required actions. He also meets with the GFSL senior cluster lead on a weekly basis to raise performance issues and concerns (rather than monthly which had hitherto been the case).

The state of Swaleside showers has been mentioned in several previous reports. There has been some progress in this area but still some wings have shower areas that are way below standard and have not been improved at all. The overall level of cleanliness leaves a lot to be desired with litter around the outside of many wings and the state of some of the serveries and self-cook areas often appalling. The rat problem, though partly addressed with the feral cats is still an issue. Replacement windows are essential if the prison is to prevent littering, improve hygiene and curb the rat problem. However, it needs the budget to be able to do these things (see sections 3 and 5.1).

I acknowledge the Board’s update on the condition of the showers. The work on the showers continues as funding allows for each project; refurbishment will be to the new Wandsworth specification and includes new pressurisation pumps for improved performance to the showers on C and D wings.
The old showers on A and B wings will be kept out of use until full refurbishment takes place. All other showers will be kept to a clean and decent standard by GFSL and plans for a small prison maintenance team consisting of professionals and prisoners will be set up to work towards restoring the remaining showers.
I also acknowledge the Board’s comments on the issue of rodents and window replacement. The pest control company has taken action by strengthening the bait and testing this in one area of the prison. As a result, staff saw a noticeable decline in the number of rodents and this new bait will now be used in other areas of the prison. It is anticipated that E wing windows will be replaced this year and a project to replace the windows on A, B and C wings is provisionally programmed for 2022/23. I was encouraged to read in the Board’s report that considerable effort had been made during the reporting period to improve the appearance and cleanliness of the prison and hope that with the new windows on the wings and the introduction of an outdoor cleaning working party, the standards of cleanliness in the grounds will improve further.

The Board reiterates this year that the kitchen at Swaleside was originally designed to cater for about 650 residents, and was upgraded in its early years to allow for some expansion. However, a further problem arises in having to cater additionally for residents at HMP Standford Hill, bringing the total number of meals prepared to around 3000 daily. The Board have recommended that this added work should be removed from Swaleside, which we repeat. We are advised that this will not happen due to prohibitive cost. The Board must again point out that, given the pressure on equipment, more failures should be expected and, given the time taken for repairs/replacements to be obtained, these could ultimately become critical (see section 5.1).

I would also like to address the Board’s comments on providing meals for HMP Standford Hill. Providing catering for a relatively large prison population across two sites is a challenging and complex task for the catering team. I appreciate the excellent service this team has provided to date. As part of expansion works at HMP Standford Hill, you will be pleased to hear that a kitchen will be built in 2022. HMP Swaleside will therefore no longer be required to provide meals for Standford Hill’s residents. The Regional Estates Manager has confirmed that an Estates Investment Proposal to expand and refurbish HMP Swaleside’s kitchen will be submitted this year. In the interim, HMPPS has processes in place to manage the failure of the existing kitchen equipment when this occurs.

The lack of equal opportunity for MCOSO and vulnerable residents needs to be addressed (see sections 3.1, 3.2, 5.1, 5.4 and 7.2).

MCOSOs will have access to the gym, worship and education. Productive activity work has been increased in areas like warehousing (DHL), fabrication and engineering. HMP Swaleside will develop a much more ambitious vision and strategy to expand opportunities for this cohort (this includes other vulnerable prisoners). Staff have also ensured that MCOSOs have had access to accredited programmes e.g. the Thinking Skills Programme and prior to Covid-19 MCOSOs had access to weekly visits. Access to the library and chapel is largely provided on the wing given the complexity of escorting these prisoners around the prison.

Workshops at Swaleside were originally designed to support a prison with four wings. Swaleside now has eight wings with an operational capacity of 1111. This results in an unacceptably high level of unemployment and continued lack of vocational training, which should be remedied by creating more meaningful work for residents (see sections 3 and 7.2).

The expansion of the engineering workshop has taken the number of meaningful employment placements from 25 to 50, where employed prisoners are able to complete accredited courses. Currently, Public Sector Prison Industries has no plans to increase capacity of this workshop further or introduce additional workshops.

The lack of in-cell telephony in the inpatients department (IPD) and in some cells in the CSRU needs to be addressed (see sections 6.1 and 7.4).

All cells located in the care, separation and reintegration unit have been cabled and the phones are in working order. Healthcare will be the next area to receive in-cell telephony.

There is an unacceptable number of cancelled outside hospital appointments which, apart from the distress that it causes patients, places a burden on the public purse and wastes NHS time which could usefully be used for other patients (see section 6.1).

A weekly overview of hospital escorts is monitored by staff at the prison and they work alongside healthcare colleagues to establish which prisoners require attendance at upcoming hospital appointments. However, HMP Swaleside has a limited staff resource capacity to provide medical escorts each day and of course the Covid-19 pandemic has increased this pressure further. HMP Swaleside is therefore working with healthcare partners to look at the feasibility of introducing virtual appointments with consultants through a new technology called Consultant Connect.

In our report last year, we mentioned that it is essential that residents are provided with resettlement services, preferably in a prison nearer to their home as they reach the end of their sentences. This service has not been provided from Swaleside. Though there were only 17 residents released from the prison in the last year, none of them were found employment and several had no accommodation (see sections 2, 7.3 and 7.5).

HMPPS remains committed to releasing prisoners from a resettlement prison. Further to last year’s response to the Board HMPPS has implemented an enhanced Through the Gate service for prisoners, including those released directly from non-resettlement prisons like HMP Swaleside, to aid the provision of resettlement.
An additional £22 million per annum has been invested for the remainder of the Community Rehabilitation Company (CRC) contracts to ensure CRCs deliver this service in resettlement prisons. The enhanced service includes the requirement that CRCs complete specific, tailored, tasks to help prisoners to secure and maintain settled accommodation, gain employment and manage debt and their financial affairs. The National Probation Service is also working to increase commissioning of these services for prisoners coming out of non-resettlement prisons including setting minimum levels of purchasing, to encourage full use of the appropriate rate cards.
Locally, HMP Swaleside has reduced the number of men being directly released from the prison, although for some it is simply not possible to transfer them as their release date does not allow enough time for the transfer to take place. Staff have adopted good relations with HMP Belmarsh to enable resettlement before release to take place. HMP Swaleside’s aim is to reduce numbers even further.

The efforts to improve the appearance of the prison and cleanliness have been considerable, but some of the results have been disappointing. Efforts must continue in order to remedy this issue (see sections 5.1 and 6.1).

I also acknowledge the Board’s comments on the issue of rodents and window replacement. The pest control company has taken action by strengthening the bait and testing this in one area of the prison. As a result, staff saw a noticeable decline in the number of rodents and this new bait will now be used in other areas of the prison. It is anticipated that E wing windows will be replaced this year and a project to replace the windows on A, B and C wings is provisionally programmed for 2022/23. I was encouraged to read in the Board’s report that considerable effort had been made during the reporting period to improve the appearance and cleanliness of the prison and hope that with the new windows on the wings and the introduction of an outdoor cleaning working party, the standards of cleanliness in the grounds will improve further.

The efforts to prevent the ingress of weapons, phones and drugs are well appreciated and must continue unabated in order to improve this problem. The continued ingress of mobile phones is particularly worrying as a major route through visits has been cut off during the COVID-19 lock-down (see section 4).

Attendance at both workshops and education regularly falls short of expectations. This needs to receive more attention (see sections 7.1 and 7.2).

The efforts to provide reintegration services to residents in the CSRU are to be commended and improvement has been made in reducing the numbers of residents moved to the CSRU. This trend should continue (see section 5.2).