Swaleside

The kitchen at Swaleside was originally designed to cater for about 650 residents and is now catering for around 3000 meals daily for both Swaleside and HMP Standford Hill, a situation which has not been remedied despite Standford Hill's new kitchens being budgeted for.

The Board must have access to the Governor's confidential complaints (Comp 2 paperwork) to comply with statutory monitoring duties, as current GDPR interpretations mean these forms are not monitored by the IMB.

Swaleside cannot provide adequate resettlement services for residents released directly into the community, an issue reiterated from last year's report, and increasing numbers of direct releases require more funding or timely transfers to local resettlement prisons.

The Board has major concerns that it may not be able to carry out its monitoring function satisfactorily with the imposed reduction in rota visits.

Inequality of opportunity persists for MCOSO and vulnerable residents, particularly regarding access to activities, employment, common facilities, and education courses, despite some progress.

Workshops are insufficient for the prison's operational capacity, leading to unacceptably low levels of real employment and vocational training, which needs to be remedied post-pandemic.

The lack of in-cell telephony in the Inpatients Department (IPD) remains unaddressed due to delays, disadvantaging residents with limited call times compared to other wings.

The continued occupancy of an end-of-life room in Healthcare by a paraplegic resident whose needs are different is inappropriate and denies the room to other qualifying residents, consuming high resources.

Concerns exist regarding the mental health of residents who have suffered long-term lockdown, with rising instances of self-harm, which could increase further as regimes loosen due to debt-related stress.

The lack of sufficient Body Worn Cameras for staff needs addressing to properly establish facts after incidents, as evidenced by several cases where no cameras were available.

There is pressure placed on public protection staff due to the increased monitoring demands from in-cell telephony and Purple Visits.

The Board notes an upturn in assaults against staff and self-harm incidents towards the end of the reporting period, requiring analysis to prevent a sustained upward trend.

The rising trend in the manufacture of alcoholic substances needs to be addressed.

A high proportion of adjudications do not proceed due to administrative failures, particularly being ruled ‘out of time’.

Long-term stability in services to H wing is required, as heating and sewerage problems have occurred this year.

Efforts must be made to increase the levels of Keywork, which proved beneficial and is fundamental to addressing post-COVID self-harm and violence.

A high level of applications to the IMB complained about staff, indicating a need for the Governor to investigate these, as they are at a much higher level than last year.

Recommendation 1 Repeated

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 understands that new kitchens at Standford Hill are budgeted for, but the work still has not begun. (see section 5.1)

HMPPS Estate

Recommendation 2

The Board must have access to the Comp 2 paperwork handled by the Governor in order to comply with our statutory monitoring duties and in line with the Prison Rules statutory requirement that the Board has right of access to all records of the prison. (see section 8)

HMPPS Complaints

Recommendation 3 Repeated

The Board reiterates its statement that Swaleside cannot provide adequate resettlement services for residents released into the community. If these numbers continue to rise then more funding will be needed, otherwise these residents should be transferred to a local prison within a reasonable timescale for their release. (see section 3.2)

HMPPS Resettlement

Recommendation 4

The Board has major concerns that it may not be able to carry out its monitoring function satisfactorily with the imposed reduction in rota visits. (see section 8)

HMPPS Other

Recommendation 5

The inequality of opportunity for MCOSO and vulnerable residents still needs to be addressed, despite progress made in that direction. (see sections 5, 5.4 and 5.5)

HMPPS Equality

Recommendation 6

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 low level of real employment and continued lack of vocational training, which should be remedied by creating more meaningful work for residents, post pandemic. (see section 7.2)

HMPPS Regime

Recommendation 7

The lack of in-cell telephony in the inpatients department (IPD) still needs to be addressed. (see sections 5.4 and 6.1)

HMPPS Healthcare

Recommendation 8 Repeated Prev. unaddressed

Despite being quite low, the number of residents released directly into the community is rising. Those directly released deserve to have the appropriate help to achieve similar employment and accommodation opportunities afforded to those residents released from resettlement prisons. This does not happen. 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 26 residents released from the prison in the last year, it was an increase from previously. (see sections 3.2)

HMPPS Resettlement

Recommendation 9

The Board has concerns regarding the mental health of residents who have suffered long-term lock-down. (see sections 5 and 6.2)

HMPPS Mental Health

Recommendation 10

The lack of sufficient Body Worn Cameras needs addressing. (see sections 3.1, 4.5 and 5.2)

HMPPS Safety

Recommendation 11

The continued occupancy of the life limited room in Healthcare by one paraplegic resident whose needs are different, whilst there are a number of other residents who qualify for the use of this room. (see sections 3.1 and 6.1)

HMPPS Healthcare

Recommendation 12

The continued reliance of Standford Hill on Swaleside’s kitchen for the preparation of its food. (see section 5.1)

HMPPS Estate

Recommendation 13

There is some concern regarding the pressure placed on public protection staff given in-cell telephony and Purple Visits. (see sections 4.4 and 7.4)

HMPPS Staffing

Recommendation 14

It is hoped that stable staffing and management can be maintained over what could be a difficult couple of years as we transition from COVID regimes to more of a ‘normal state’. (see sections 3.2)

HMPPS Staffing

Recommendation 15

The continued downward trends in safety measures are noted, however, at the very end of the reporting period there has been evidence that assaults against staff and incidents of self-harm have risen. These figures need analysis in order to establish the cause and prevent any upward trend setting in. (see sections 4.2 and 4.3)

Governor / Director Safety

Recommendation 16

The rising trend in the manufacture of alcoholic substances must be addressed. (see sections 4.6 and 6.4)

Governor / Director Substance Misuse

Recommendation 17

The number of adjudications not proceeded with due to administrative failures. (see 5.2)

Governor / Director Regime

Recommendation 18

There must be long-term stability in the services to H wing. Heating and sewerage problems have occurred this year and it is hoped that solutions are permanent. (see sections 3.2 and 5.1)

Governor / Director Estate

Recommendation 19

Efforts must be made to increase the levels of Keywork. This proved itself to be extremely beneficial and will be fundamental to addressing the issues that could result in self-harm and violence post-COVID. (see sections 3.2 and 5.3)

Governor / Director Staffing

Recommendation 20

The Board asks the Governor to note the high level of applications we have received complaining about staff. These should have translated into complaints sent to him and the DDC, and are at a much higher level than last year. (see section 8)

Governor / Director Complaints

Recommendation 21

There needs to be more emphasis on equal opportunity across the prison. The Board commends efforts made so far, and recognises that with a Vulnerable resident wing and an MCOSO wing, there are logistical difficulties. These efforts must continue. (see sections 5, 5.4 and 5.5)

Governor / Director Equality