Downview

We are concerned that the easing of the restricted regime may be delayed across the entire estate. What steps are being taken to end the current severe lockdown regime in prisons, taking into account its significant and long-term impact on the mental health of prisoners?

It was disappointing that the Ministry did not support prisons receiving special vaccination status (given their recognised status as ‘epidemiological pumps’2), and contrary to SAGE’s recommendations. It was then contradictory to this position when families were not permitted to hug their loved ones in visits after the May 2021 unlock in the community, on the stated grounds that prisons are ‘high risk, closed environments where the virus can spread quickly’ (HMP Downview Notice to Residents, May 2021).

The Board is concerned to hear of the programme to create an extra 500 prison places for women (equivalent to two and a half times the roll of Downview at the end of the reporting period). How does the Minister justify this in the context of the reassurances and support for women’s community sector services and supervision in the community outlined in Lucy Frazer’s response to our previous report (dated November 2020)?

We are also concerned that, despite previous public assurances by the Minister and HMPPS to rectify this, there is still no data collated centrally regarding the numbers of dependent children of prisoners. It would seem to be virtually impossible to provide effective family engagement without having accurate data available (section 7.4).

What steps will be taken to ensure that purposeful activity and opportunities for rehabilitation and progression can be built into the post-lockdown regime? And how will the input of trade unions be managed in a constructive fashion (section 7.1)?

We are concerned about the centralised management of contracting processes (see, for example, the PACT contract, section 7.4). Certain contracts are negotiated centrally between HMPPS and third-party providers, with minimal input from local establishments. At Downview, operational information regarding the PACT contract was not provided (being retained at HMPPS level or otherwise remotely) which limits the ability of the establishment to performance manage operation of the contract effectively. Given the forthcoming procurement exercise regarding family engagement (albeit delayed due to Covid-19), will measures be taken to incorporate robust contract management processes?

During lockdown, there appeared to be large numbers of third-party providers unable or unwilling to attend the prison (for example, Weston College, PACT, CRC, Jobcentre Plus, CXK, Shaw Trust, DWP, Home Office Immigration Enforcement) – this left prison staff exposed and frustrated, and prisoners denied appropriate support. How can this be managed in a more consistent way in the future if required? (sections 7.2, 7.4, 7.5).

The Board is extremely concerned about the reduced capacity and headcount for psychology interventions and subsequent waiting list (section 6.2) – particularly during a time of increased demand. What support can be provided to enable prompt recruitment to these critical roles?

The pandemic has thrown into sharp relief the significant obstacles placed in prisoners’ way regarding access to IT for education purposes (section 7.1). What progress has been made with plans for the Prison Service to develop an effective digital strategy for education, to ensure that digital devices are available within prisons and to ensure safe and secure access to the internet in the women’s estate?

Likewise, internal IT systems often appear out of date and challenging to work with, wasting significant amounts of staff time – what are the plans for updating these across the estate? (section 7.3)

The Board is concerned about predictions of fewer opportunities for association in the future and, if this is to be the case, we hope that it can be replaced by purposeful activity. We will closely monitor this area – the fact remains that association managed well is a positive activity.

We look forward to seeing a more family-centred approach. The Board will also welcome further proactive management of the contracted-out resource in the prison (section 7.4).

The Board continues to be disappointed to find frequent inaccuracies in presented data (whether in daily operational records, or other prison-generated management information) - usually minor, but on occasions significant.

Some healthcare complaints appear to be subjectively treated as concerns, and dealt with accordingly, on a more informal basis than a formal complaint would demand (section 6). How can this be more effectively managed in the future?

Recommendation 1

End the current severe lockdown regime in prisons, taking into account its significant and long-term impact on the mental health of prisoners.

Ministry of Justice Regime

Recommendation 2

Support prisons receiving special vaccination status, consistent with the recognition of prisons as ‘high risk, closed environments’.

Ministry of Justice Healthcare

Recommendation 3 Repeated

Justify the programme to create an extra 500 prison places for women in the context of assurances for women’s community sector services and supervision in the community.

Ministry of Justice Overcrowding

Recommendation 4 Repeated Prev. unaddressed

Collate data centrally regarding the numbers of dependent children of prisoners to enable effective family engagement.

HMPPS Resettlement

Recommendation 5

Ensure that purposeful activity and opportunities for rehabilitation and progression are built into the post-lockdown regime, and manage the input of trade unions in a constructive fashion.

HMPPS Regime

Recommendation 6

Incorporate robust contract management processes for centralised contracting (e.g., PACT) to allow local establishments to effectively performance manage, particularly for forthcoming procurement exercises regarding family engagement.

HMPPS Other

Recommendation 7

Manage the attendance of third-party providers (e.g., Weston College, PACT, DWP) in a more consistent way in the future, to ensure prisoners receive appropriate support and prison staff are not unduly exposed.

HMPPS Regime

Recommendation 8

Provide support to enable prompt recruitment to critical psychology intervention roles to address reduced capacity, headcount, and waiting lists, particularly during a time of increased demand.

HMPPS Mental Health

Recommendation 9

Develop an effective digital strategy for education to ensure digital devices are available within prisons and safe and secure access to the internet in the women’s estate.

HMPPS Education

Recommendation 10

Update internal IT systems across the estate to reduce wasted staff time.

HMPPS Estate

Recommendation 11

Replace any fewer opportunities for association in the future with purposeful activity.

Governor / Director Regime

Recommendation 12

Adopt a more family-centred approach and proactively manage contracted-out resources in the prison.

Governor / Director Resettlement

Recommendation 13

Monitor the operation of the Weston College contract during the next reporting period as more face-to-face teaching takes place.

Governor / Director Education

Recommendation 14

Address frequent inaccuracies in presented data (operational records and management information).

Governor / Director Other

Recommendation 15

More effectively manage healthcare complaints, ensuring they are formally processed rather than subjectively treated as concerns.

Governor / Director Complaints