Erlestoke

GFSL continues to disappoint (see paragraphs 7.2 to 7.6). Will the Minister consider ways in which radical changes can be made to ensure a responsive and well-managed system for repairs and improvement?

I was disappointed to learn that repairs and improvements at HMP Erlestoke continues to be an issue and note the Board’s concerns about Government Facility Services Limited (GFSL) senior management team. It is the responsibility of GFSL Senior Management to ensure that site teams are properly supported and there are plans to employ a further regional support manager to address any shortfalls. Any change will be monitored and evaluated to measure the improvement on site. There are currently three vacancies at the site and one supervisor is on long-term sick absence. GFSL has informed the Regional Estates Manager that they are recruiting for these positions to ensure staffing levels meet the work demands at HMP Erlestoke.
Turning to the Board’s concerns about GFSL’s ability to manage large contracts and projects, it is acknowledged that historically the contractors have been slow with project delivery at the site. As mentioned in my response last year, since August 2019 HMP Erlestoke has had a Service Delivery Manager (SDM) who has worked alongside the new GFSL Projects Manager to ensure all largescale projects are delivered in a timely manner. Projects delivered within that time have been the Kennet Unit kitchen, new gated access from the Silbury Unit, floodlighting to the Silbury Unit walkway, enhanced security to the Care and Separation Unit and works on the main water tanks. Projects that are in the process of completion are the Healthcare Unit and Reception screening room. Due to the Covid-19 pandemic some project works have had to be deferred to the 2020/21 financial year, some of which are now due to start this Autumn.
The Board’s report notes that there has been an improvement in reactive repairs, although preventative maintenance at the prison remains unsatisfactory. GFSL is monitored using information from Key Performance Indicators (KPI) and Compliance Assurance data. My officials have confirmed that the on-site team currently have 97% statutory compliance and 66% overall compliance rating and have passed all KPI Statutory, Mandatory Compliance and reactive repairs at the site for June 2020. This is an improving picture and will continue to be monitored.
The painting programme had been arranged over a five-year schedule. However, given the volume of wear and tear experienced in the wings it is not surprising to see that some areas need repainting on a bi-annual basis. Currently the GFSL site team has one dedicated painter to cover this work. This professional painter works with a small team of prisoners to deliver the programme and some accommodation units have their own dedicated wing painters. GFSL is contracted to provide the paint within the five-year programme, however, if the volume of paint needs to be increased this must be reviewed with the Senior Management Team, SDM and Regional Estates Manager. This is an area that needs to be monitored and supervised due to the large volumes of paint required and it is recognised that the programme requires improvement.

As reported last year, some of the fabric of the prison is ageing and of poor quality. Can plans be put in place to establish a rolling schedule of repairs and improvement? (see paragraph 7.1)

I was disappointed to learn that repairs and improvements at HMP Erlestoke continues to be an issue and note the Board’s concerns about Government Facility Services Limited (GFSL) senior management team. It is the responsibility of GFSL Senior Management to ensure that site teams are properly supported and there are plans to employ a further regional support manager to address any shortfalls. Any change will be monitored and evaluated to measure the improvement on site. There are currently three vacancies at the site and one supervisor is on long-term sick absence. GFSL has informed the Regional Estates Manager that they are recruiting for these positions to ensure staffing levels meet the work demands at HMP Erlestoke.
Turning to the Board’s concerns about GFSL’s ability to manage large contracts and projects, it is acknowledged that historically the contractors have been slow with project delivery at the site. As mentioned in my response last year, since August 2019 HMP Erlestoke has had a Service Delivery Manager (SDM) who has worked alongside the new GFSL Projects Manager to ensure all largescale projects are delivered in a timely manner. Projects delivered within that time have been the Kennet Unit kitchen, new gated access from the Silbury Unit, floodlighting to the Silbury Unit walkway, enhanced security to the Care and Separation Unit and works on the main water tanks. Projects that are in the process of completion are the Healthcare Unit and Reception screening room. Due to the Covid-19 pandemic some project works have had to be deferred to the 2020/21 financial year, some of which are now due to start this Autumn.
The Board’s report notes that there has been an improvement in reactive repairs, although preventative maintenance at the prison remains unsatisfactory. GFSL is monitored using information from Key Performance Indicators (KPI) and Compliance Assurance data. My officials have confirmed that the on-site team currently have 97% statutory compliance and 66% overall compliance rating and have passed all KPI Statutory, Mandatory Compliance and reactive repairs at the site for June 2020. This is an improving picture and will continue to be monitored.
The painting programme had been arranged over a five-year schedule. However, given the volume of wear and tear experienced in the wings it is not surprising to see that some areas need repainting on a bi-annual basis. Currently the GFSL site team has one dedicated painter to cover this work. This professional painter works with a small team of prisoners to deliver the programme and some accommodation units have their own dedicated wing painters. GFSL is contracted to provide the paint within the five-year programme, however, if the volume of paint needs to be increased this must be reviewed with the Senior Management Team, SDM and Regional Estates Manager. This is an area that needs to be monitored and supervised due to the large volumes of paint required and it is recognised that the programme requires improvement.
Improvements to buildings are ordinarily identified according to site priorities. These are usually discussions between the Governor, GFSL and the SDM. Asset Investment Bids and Major Maintenance bids are submitted on an annual or bi-annual basis to improve the fabric/security of buildings. An investment bid for recladding works for Avebury Unit was lodged previously, however, this was unsuccessful. HMPPS is pleased to advise that funding for the showers has been confirmed and allocated, but has not yet been received at the prison. Current Asset Investment Bids have been lodged for Malborough wing pipework and Alfred and Wessex safer zones. HMPPS spending for HMP Erlestoke for 2019/20 was approximately £854,551 excluding VAT.

Drugs continue to represent a problem within the prison (see paragraph 4.15). What steps are proposed to assist the prison in intercepting drugs being brought into the prison?

At a national level the HMPPS Security Investment Programme is investing significantly in dog handler provision this financial year, bolstering both regional and national teams. Work is also ongoing exploring how best to ensure that dogs are as capable and up-to-date as possible in terms of detection of the most prevalent and concerning narcotic threats. Separately, work is continuing to obtain approval for the Drug Testing Exceptional Delivery Management Plan for the reintroduction of mandatory drug testing. This is currently in consultation with Trade Unions. Locally, HMP Erlestoke is currently waiting for the work to commence on the enhanced gate facilities which will benefit the prison with the ingress of drugs. The prison is also currently awaiting delivery of an itemiser and a body scanner to provide further elements of security for the establishment. The prison also continues to work closely with police and has seen an increase in the level of crime detected together with arrests.

You have improved procedures with regard to ACCT reviews and in particular attendance by healthcare at first ACCT reviews. However, a system that sees healthcare more frequently absent from reviews than present, is unsatisfactory (see paragraph 8.5); what do you intend to do to rectify the situation?

Communication between Prison Reception Staff and Healthcare Reception Staff is unsatisfactory (see paragraph 8.7). Will this problem be addressed?

The monitoring of Equality and Fairness requires improvement (see paragraph 5.2). What steps will you take to give the system the robustness that is needed?

What steps do you intend to take to improve line management, quality control, training and mentoring for Key Working? (see paragraph 11.7.2)

To the Governor, and Avon and Wiltshire Mental Health Partnership Trust: What is intended to be done to improve the waiting time for routine GP appointments? (see paragraph 8.6)