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HM INSPECTORATE OF PRISONS Report on HM Prison Barlinnie
3. CUSTODY AND GOOD ORDER
Security and Safety
Security
3.1 During the past 12 months there have been no escapes. Prisoner on prisoner assaults breached KPIs (28 against a target of 11). Prisoner on staff assaults also breached KPIs (four against a target of one). In addition there had been 61 minor prisoner on prisoner assaults and 28 minor prisoner on staff assaults.
3.2 As a consequence of the high number of incidents, an anti-violence initiative had been re-launched. Although this has had an effect on premeditated acts of violence with the use of weapons, there has been an increase in the number of incidents without the use of weapons. More requires to be done to tackle these levels of violence.
Gate
3.3 A Manager has overall responsibility for the busy gate complex. An average of 1200 vehicles and 650 pedestrian visitors (excluding family visitors) enter Barlinnie each month. A bio-metric hand identification system allows entry to and exit from the prison for staff. This appears to be very effective. An ID card system which provides photographic identity for official visitors is of particular value with regard to security.
Movements
3.4 During the first week of inspection there were 97 movements in and out of the prison to other establishments, courts, hospitals, etc. Although the Operations Group was up to complement there were occasions which caused staffing problems. However, operations staff felt that there was good control during movements and that pro-active intelligence had helped here.
Contingency Plans
3.5 Contingency plans were comprehensive and had been updated in April 2003. The prison continues to liaise with other Emergency Services.
Control and Restraint
3.6 The recent Control and Restraint audit confirmed that Barlinnie exceeds its operational requirement in phases 2 and 3. A shortfall was identified in phase 1 although core training days were in place to address this shortfall.
Segregation Unit
3.7 The current design capacity is 17, plus one 'silent' cell. Fourteen of these cells have integral sanitation, three do not. At the time of Inspection 11 prisoners were located in the Unit - 10 from other establishments and one from Barlinnie.
3.8 All prisoners were appropriately held under Rule 80 and all paperwork, including HQ authority, was in order. On a rotational basis each prisoner was given access to the fitness room, and exercise and newspapers were available on a daily basis. Prisoners appeared content with the regime and facilities. Although the fabric of the building appeared to be sound, it would benefit from redecoration. Staff facilities were adequate and included an office, toilet, shower and cooking facilities.
Special Holding Unit
3.9 One prisoner has been held in the Special Holding Unit since 15 March 2002. The physical conditions in which he lives are very good. He has free access to bedroom, bathroom, kitchen and living room within the unit. All are clean and tidy. The arrangements for his clothes and the washing of them are satisfactory. On most days he cooks his own food; otherwise food is supplied using halal meat through the normal plated meals service. Two minor matters about conditions in the facility were taken up immediately with the prison management.
3.10 The facility is very secure, and the prisoner indicated that he felt completely safe. Relationships between prison staff and him were observed to be respectful and humane: and this observation was confirmed by the prisoner. The provision of health care, education and visiting arrangements are all appropriate; as is the recognition of particular religious and cultural issues.
3.11 The sentence to be served is not less than 20 years. The Governor is attempting to begin a process of "normalising" imprisonment for this prisoner. The most obvious feature of the current situation is the lack of contact with other prisoners. It will not be easy to overcome the particular difficulties involved in bringing this prisoner within mainstream prison life. But it is very important that it should be done, both for his sake and for the sake of the prison. The attitude of the Governor to this matter is to be commended.
Orderly Room
3.12 On one of the days of inspection there were three prisoners due to appear in the Orderly Room on a variety of charges. The hearings take place in an office in the Segregation Unit: in an office that is also used by staff and managers. The office itself was rather cluttered but was fit for purpose. All aspects of the Orderly Room procedures were undertaken in accordance with the Orderly Room Guidance and Prison Rules. The atmosphere, whilst understandably rather formal, was relaxed and allowed the prisoner to present his defence and receive instruction or clarification if required. It was noticeable that some staff notices of a confidential nature were displayed in the office and could be seen by prisoners. This should be addressed.
Prisoners' Complaints Procedure
3.13 Prisoner Complaints Forms were readily available in racks in each Hall. However, some prisoners alleged that they would be negatively treated if they filed a complaint. This is confirmed in the 2002 SPS Prisoner Survey where 47% of respondents believed this to be the case. Management should examine the reason for this perception. Appropriate procedures are being followed and matters resolved at the lowest appropriate level. The Internal Complaints Committee (ICC) is organised on a monthly basis by the Prisoner Casework Manager, chaired by a Unit Manager with a third member being selected on an ad hoc basis. Figures show that of 504 Complaints Forms submitted, 155 progressed to the second stage and then 82 progressed to the ICC.
Human Resources and Staff Training
3.14 This function is headed by a Human Resource Manager, an assistant Human Resource Officer and two training Managers, one training co-ordinator, and administrative support. One post was vacant at time of inspection. The Human Resource Manager also has responsibility for equal opportunities. The Human Resource Manager takes part in sick absence management and partnership working committees.
3.15 At the time of inspection the staff complement within the prison was 599 and the staff in post 604. New attendance patterns were in place and appeared to be working.
3.16 The local target for staff sickness levels in 2003/2004 was 14 with a projected outturn of 23.9.
3.17 The Staff Training Department is part of the Human Resource function. The facilities are two classrooms, a conference suite and a resource centre, all situated within the secure area of the prison. The training managers draw up the training plan based on identified needs, advertise the programmes and co-ordinate the courses. A study of the training records showed that a range of training is available including core competencies training, briefing on new policies, management development and health and safety/fire precautions.
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