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HM INSPECTORATE OF PRISONS Report on HM Prison Barlinnie
7. CARE AND OPPORTUNITIES
Education
7.1 Education Services are provided under contract by Motherwell College. The Learning Centre is located in a free-standing building in the prison. The accommodation is on two levels and comprises, on the ground floor, a small office, a staffroom and one general purpose classroom. On the first floor there is an art room, a computer room, a cookery room, a classroom and a store cupboard. In terms of both quantity and quality, the accommodation is inadequate. This is creating constraints on the development of education in the prison. Although safe systems of work are in place, during inspection some supervising Operations staff indicated that they still felt unsafe in the Education Unit. When prisoner numbers exceeded 24 an additional officer was detailed from the workshop area. Improved accommodation is needed if the quality of education in the prison is to be raised. This problem has been recognised by prison management although proposals for refurbishment have not yet been approved.
7.2 Educational resources generally are adequate, although it is important that a rolling programme for the renewal of computer hardware is established.
Management and Staffing
7.3 The Learning Centre at Barlinnie is managed by an Acting Manager. The temporary nature of this position appears to be related to uncertainty surrounding the new education contract, which has yet to be signed by the Contractor. In the interests of continuity and stability it is important that these matters are resolved quickly. There were 7.3 FTE staff, facilitated by a large number of part-time staff, providing the flexibility to meet the curricular needs of prisoners.
7.4 Links with prison management are very good, and this has led to the effective involvement of education in prison activities such as 'New Deal'. Prisoners involved in education rated it very highly,
7.5 There are some management issues which should be addressed:
- There has been a reduction of approximately 18% in Prisoner Learning Hours;
- The involvement of Education staff in the prisoner induction process should be increased;
- Attention should be given to ensuring that education data is included on prisoner records on transfer from the prison.
Curriculum
7.6 The Learning Centre provides prisoners with a well-balanced curriculum.
Core elements include - Communication (Access 3; New Deal):
- Numeracy (Using Basic Number Skills; Numeracy modules)
- I.T. (Intermediate 1and 2; Access 3; E.C. Driving Licence)
- Social Skills (Problem-solving; Healthy-eating; Social science)
7.7 Optional elements include Art and Yoga. All classes are well subscribed and prisoners are enthusiastic and committed to their work. The quality of teaching and learning in the classes visited was good and the atmosphere and attitudes were positive. Most courses led to national certification but records were sketchy due mainly to the short-term nature of most prisoners.
Library
7.8 The Prison Library is located in a refurbished hut adjacent to the Learning Centre. It is staffed by a qualified librarian. The Library is well stocked and well organised. There are around 10,000 books; 700 special formats: and 30 CD's and Cassettes. There are a few books in Urdu, Punjabi, Arabic and Chinese reflecting the nature of the prison population. The books are mainly for leisure reading and there is little evidence of 'support for learning', although the Librarian will respond to individual requests. The Librarian has established links with external library services which enables him to extend the available range of resources.
7.9 The Library provides the Prison with an excellent facility. There has been a significant improvement in the quality of this provision but unfortunately this has not been matched by increased usage. In fact there has been a dramatic reduction from 2000 issues per month to 50 per month apparently due to restricted access by prisoners due to staff rota problems. Thus this excellent facility is being greatly underused. It is important that prison management resolves the staffing problems which appear to be creating obstacles to greater library usage.
Employment
7.10 Industries comprise one Unit Manager, four First Line Managers and 34 staff. Two additional staff were also planned. There are sufficient work spaces for all convicted prisoners to work for half of each day. Prisoners who are employed in the workshops are timetabled with approx 150 prisoners working mornings and 150 working afternoons. The timetabling seems to work, but was due for revision and update in June 2003. The following work parties were in place:
Textiles
7.11 Made up of protection prisoners only and the main contract at the time of inspection was 'fleeces' for internal use.
Concrete
7.12 Prisoners were employed making a number of products for the building industry.
Joiners machine shop and joiners assembly
7.13 These comprise two separate units, responsible for producing the same products: wooden garden sheds and fence panels. It is planned to offer certification to prisoners.
General Purpose Party
7.14 This party employs prisoners from the High Dependency Unit and has links with the Scottish Mental Health Association who have a throughcare input trying to obtain work for the prisoners on release. Work involves making up polythene bags and cardboard boxes.
Metal Recovery/Engineering
7.15 The main work within this party is the retrieval of high quality metals from scrap cables. A small number of prisoners were working on a project to manufacture beds and a project is underway to look at the recycling of computer parts at the request of a local outside company.
Laundry
7.16 The laundry employs up to 25 prisoners turning round 30,000 items per week, all for use within the prison.
Grounds and Gardens
7.17 Employs approximately eight prisoners who carry out ground maintenance, weeding, grass cutting and general tidying up. At the time of inspection the grounds within the prison were particularly bright with hanging baskets and lots of window boxes. The work is productive and helps enhance the look of the prison, while offering good work experience for the prisoners involved.
Vocational Training Painting and Decorating
7.18 Employs nine prisoners per day to learn decorating skills. This party has certification available for prisoners who complete the course.
Vocational Hairdressing
7.19 This party employs five prisoners and offers haircuts to prisoners and staff. It is hoped to have this party certificated in the near future. Prisoners employed have reported a high level of personal satisfaction with the work opportunity and possibility of qualification. The officer in charge has created a very positive atmosphere.
Pre-release Employability Programme
7.20 A two-week intensive course developing communication skills based on an employment search. This is supported by external agencies including Glasgow, North Lanark and South Lanark Councils and IKEA.
Steps to Excellence Programme
7.21 This is offered by Govan Initiative and is a personal development course.
Partnerships
7.22 The Employability Centre at Barlinnie lists in excess of 20 Partnership agencies and providers.
General
7.23 One hundred and twenty two prisoners were employed in the Halls and general areas as passmen. A number of areas of concern were raised in relation to industries. Workshop staff were being used for escort duties, causing workshops to close. This causes considerable disruption. Prisoners who want to work a full day, not just morning or afternoon, are not able to do so. And on returning from work, many prisoners are unable to shower. This should be addressed as a matter of some urgency. Much of the work is low skilled with little training opportunity: opportunity for training is a vital part of prison work and should be increased.
New Deal
7.24 The prison currently runs a nine week training programme to enhance prisoners' skills by providing Education, Training and Employment Advice. The aim of the programme is to increase the employability of offenders on release. It involves prisoners spending half of each day in Education and the other half of the day in the Industrial Cleaning Vocational Training Area.
7.25 Prisoners have the chance to achieve the following:
- SQA Key Skills - Communications, Applications to Numbers and Using a Microcomputer.
- BICS (British Institute of Cleaning Science) - Level 1 Industrial Cleaning Certificate
- SQA - Health and Safety Certificate
- REHIS (Royal Environment Health Institute Scotland) - Elementary Food Hygiene Certificate
- ROSPA (Royal Society for the Prevention of Accidents) - Kinetic/Manual Handling Certificate
- St Johns Ambulance Service - Emergency First Aid 1, 2 and 3.
7.26 In addition to Training and Education, prisoners receive employment advice and information provided by Careers Scotland via the full time Careers Adviser.
7.27 As well as one-to-one guidance interviews, career development plans and CVs, prisoners are involved in group work covering topics such as application forms, interview techniques and disclosure of offences. Guest speakers are also invited to speak to groups during induction training; these include Prince's Trust, Apex, The Wise Group, Glasgow Works and Prospects. On release, prisoners are offered referrals to New Deal, Job Centres, Training Providers, Employers and Colleges. Job Centre appointments are also made and all paperwork completed.
7.28 This is an excellent initiative focused on providing prisoners with the skills which they need to obtain a job on liberation.
Visits
7.29 Barlinnie runs visit sessions from 11.24 - 21.05 on weekdays and from 10.00 - 16.00 on weekends. A timetable is in place to ensure that all categories of prisoners receive their visits entitlement. This timetable is published at the beginning of each month and placed in the Halls and other relevant locations so that prisoners and visitors are aware of times. Remand prisoners are entitled to one 30 minute visit each weekday and one 30 minute visit on a Saturday or Sunday. Visitors book these visits. Convicted prisoners are entitled to two hours visiting each month broken down into three 40 minute slots. Prisoners book these visits. A comprehensive visitors guidance pack is available.
7.30 A dedicated telephone line for adult remands and one for young remands is in place but visitors noted that this was often engaged during the specified hours, and that it was not always possible to get through. This sometimes meant missing a visit or not getting their preferred visiting time. This should be addressed and sufficient lines and operators should be in place to allow visitors to book a visit.
7.31 On arrival at the prison, visitors book in at the visit desk in the entrance hall and then move through to a waiting room. The waiting room was large and adequately furnished with sufficient access to toilets for adults and children. Once prisoner names have been confirmed against visitors, the visitors are escorted into the visits room. This whole process was slow. Observation and monitoring on several occasions showed that visitors could be in the waiting room for up to twenty minutes. They could then wait for another 35 minutes in the visits room itself before the prisoner arrived. This caused some distress on the part of visitors, particularly those with small children. It is recommended that the process starting when visitors book in at the visit desk, to the start of the visit is improved to keep waiting times to a minimum.
7.32 The visits room itself was bright and well laid out with tables imaginatively spaced to allow privacy from other visitors' conversations. There was a canteen which was well used, and a well equipped creche/play area. While the tables were well spaced, some prisoners said that supervision by staff was excessive and intimidating. Most visitors on the other hand said that staff were courteous and helpful during the whole visiting process. Observation of the visits indicated a fairly relaxed approach by staff and did not indicate excessive supervision.
7.33 Four Family Contact Development Officers (FCDOs) were in place, although the role was not full time and was additional to other duties. The role of the FCDOs included explaining how the prison operated, and what some of the prison terminology meant (e.g. "Rec" = "Recreation"). They were the first point of contact with families, if families wanted to speak to someone, or needed support or advice. They were also in a position to link in with external organisations and either direct families to these agencies or to the appropriate services within the prison itself.
7.34 There was a direct telephone line to the FCDO's office but it was unclear whether there was sufficient resource to answer this at all times during the day.
7.35 What the FCDOs were able to achieve depended very much on the enthusiasm and commitment of the individuals concerned. A review of the role of the Family Contact Development Officer should be undertaken to ensure the service matches the volume of visits.
Physical Education
7.36 Previous reports have highlighted the problems associated with the facilities for PE. The facilities themselves remain much the same: a very small gymnasium with no changing room and a converted workshop which doubles as a second gym providing opportunities to do weights and fitness training. However, there is now an astro-turf football area with floodlights for evening recreation. Nevertheless, with the lack of a full and meaningful regime operating in most parts of the Establishment, facilities for PE should be reviewed. On completion of a session, prisoners are not consistently able to have a shower. This should also be addressed.
7.37 The PE department is now staffed by a First Line Manager and seven officers, and despite the lack of facilities, a full and vibrant programme runs from 08:00 - 21.00 Monday to Friday and from 09:00 - 16:30 at weekends. The current programme includes many certificated courses which prepare prisoners for improved opportunities on release. Physical Education is available to all groups of prisoners, with a fair and equitable programme on display. In addition to providing a full regime for prisoners, the department carries out fitness tests on staff (which again places a strain on the limited facilities). Staff are to be commended for their efforts.
7.38 Barlinnie has submitted its dossier for Scotland's Health At Work Silver Award and will be endeavouring to progress to Gold. The PE staff are heavily involved in this initiative providing expertise during Health Awareness Weeks and Well Person Clinics.
Psychology
7.39 The Psychology Unit comprises one full time senior forensic, two full time psychologists and three part time psychologists. There is no administrative support and office space is fairly tight.
7.40 The Unit is well integrated into the prison, with representation at a number of meetings: including Senior Management, Mental Health Strategy, Addictions Strategy and Risk Management. Close links have also been developed with the Health Centre and Segregation Unit and in certain other specialist areas. They had not experienced difficulties in accessing interview rooms in the Halls, felt safe while in the Halls and felt that uniformed staff were supportive.
7.41 The Unit has a number of responsibilities, related primarily to the assessment and management of risk. These include a range of tasks related to Sentence Management (eg monitoring quality of assessments, facilitating national policy and delivering staff training) and programmes (including staff training, delivery and monitoring and assessment of effectiveness). The Unit is also able to deliver one-to-one Cognitive Behavioural Therapy, some Consultancy and Evaluation and is a member of the Incident Command Team.
7.42 Efforts were also being made to adapt other approved activities to meet the needs of Barlinnie.
Social Work
7.43 The Social Work Unit comprises nine Social Workers employed by Glasgow City Council (funded by SPS). The Unit is organised into two teams, one dealing with convicted prisoners, the other with remands. In addition, there is a team dedicated to "Open Doors" Mental Health Project (funded under the Mental Illness support grant). This is led by the Senior Social Worker who also has responsibility for the Remand Team, supported by three additional Project Workers. The Social Work Unit reports to the Deputy Governor.
7.44 Given the nature of the Barlinnie population, the Unit tends to deal primarily with short term crisis interventions, although the level of statutory work is increasing. During the year 2002, the team recorded 15,667 contacts with prisoners (6,177 clients averaging 514 per month). The Unit carries out one-to-one work, some of which is traditional 'welfare' work (for example, advice on housing and other benefits). They are also involved in dealing with day-to-day problems such as child and community care, and wider Criminal Justice issues. The Unit also links with housing authorities, addiction services and agencies dealing with sex offenders (including the Police). In addition to this work the Unit is involved in risk assessment, addressing offending behaviour, some one-to-one work with sex offenders and prisoners with mental health problems, and throughcare.
7.45 The Unit is well integrated into the prison and is represented on the Senior Management Team. They are involved in the High Risk Prisoners Group, Sentence Management, Act Strategy, Mental Health Strategy and Addictions Strategy. The Team Leader is also Manager of the community based throughcare team and one of the team is the Throughcare Manager for STOP.
7.46 Two Social Workers have been trained to facilitate the STOP programme and the team works closely with the Sex Offender Unit in Letham Hall. The Team is not however involved in other programmes apart from Lifeline.
7.47 There was some concern expressed about interviewing facilities within the Halls, although generally a room could be found. The newly constructed glass interview rooms in 'A', 'B' and 'C' Halls were unsuitable for interviews in terms of their size, prominence and lack of privacy.
Programmes
7.48 A number of accredited programmes were in place:
Cognitive Skills
Anger Management
Problem Solving Skills
Lifeline
STOP
7.49 Other Programmes being delivered were 'New Deal' and 'Pre Release'.
7.50 In the year to date of inspection, two anger management courses had been run, two problem solving and three Lifeline. Sixty six prisoners had completed a programme. Details of these are outlined below.
Problem Solving Skills Training (PSST)
7.51 Three Groups had been run. A total of 33 prisoners had completed the course, while three had dropped out. The local target was 40 completions. The course is available both to short and long term prisoners who have sufficient sentence left to complete the course.
Lifeline
7.52 Four Groups had been run, with a fifth starting week of inspection. A total of 38 prisoners had completed, while two had dropped out. The local target was 50 and this was considered to have been met since the start of the courses had been delayed due to staff training. The course is designed for short term prisoners nearing the end of their sentence who are identified as having a drug problem.
Anger Management
7.53 Four Groups had been run. Thirty five prisoners had completed the course while six had dropped out. The local target was 50 completions. The course is available both to short and long term prisoners who have sufficient sentence left to complete the course.
Cognitive Skills
7.54 Six Groups had been run. Fifty one prisoners had completed the course while 10 had dropped out. The local target was 40 completions. The course is available both to short and long term prisoners who have sufficient sentence left to complete the course.
STOP
7.55 One STOP programme has been run in the past twelve months. Ten prisoners started the course, the local target for completion was six, and eight completed. The course is mainly for short term prisoners but the prison has had to trawl other prisons for participants to ensure that courses can start.
7.56 The STOP programme is run in Letham Hall where three staff are trained to deliver. A senior Social Worker is the Throughcare Manager for STOP and the Senior Psychologist facilitates. The three staff would not run two STOP courses one after the other to avoid burn out and to keep residential duties up to date.
7.57 All programmes are targeted at short term convicted prisoners but may include some long termers if a need is identified. The overall KPI figure for programmes was exceeded. The programmes are currently delivered at various locations within the prison including the employability centre, chaplaincy centre, additions unit and a porta cabin close to 'D' Hall. STOP is also delivered in Letham Hall. Apart from STOP, no programmes are delivered in the Halls.
Chaplaincy
7.58 "The Chaplaincy Service is not part of the Churches' mission to prisoners, it is part of the Prison's provision for prisoners." In describing the service as such, the Chaplaincy team are clearly organising themselves to deal with all prisoners and their range of needs, which may fall to the Chaplaincy service.
7.59 The service is provided by five Church of Scotland Ministers, three Roman Catholic Priests, one Sister and an Episcopalian minister who between them provide 126 hours. All are part-time. The Chaplains operate from a Centre, which provides a large communal office, seminar room, pastoral visit room and store/library.
7.60 Chaplains divide responsibility for the prison between themselves to provide some continuity. They generally visit all admissions in cell within 24 hours of admission. Halls have request books which the Chaplains check daily during the week. Prisoners who self harm are referred as appropriate and will be seen within 24 hours. Chaplains also deal with bereavement issues (both of prisoners and their families) again with a 24-hour target. Pastoral visits with prisoners and clergy from the community are facilitated in the Chaplaincy Centre.
7.61 One Chaplain has responsibility for maintaining contact with religious representatives of non-Christian faiths and facilitating worship and other religious observance.
7.62 Chaplains indicated that previous Bible study, communicants and other Chaplain-led groups have been difficult to run as there are rarely staff available to escort prisoners, something which Chaplains are no longer able to do. This reduces another option for out of cell activity. The provision of Chaplain-led prisoner activities should be reviewed.
7.63 The fact that Chaplains are part time, ranging from 4 - 20 hours makes it difficult to provide membership of management groups and to attend training. Attending a one-day training or management event might use up all a Chaplain's hours for a week or more. They do contribute to Mental health, Drug Addiction and Act and Care Groups and are involved in multi-disciplinary casework. There is a strong suggestion from the Chaplains that this work could be enhanced by the introduction of at least one full-time post.
Lifers
7.64 The present arrangements for lifers means that all recalls to custody remain in Barlinnie until their first Tribunal which takes place six weeks after admission. On the first day of inspection there were 151 LTP's being held in Barlinnie - 60 of these being recalls.
7.65 Each Tribunal takes the Lifer Liaison Officer (LLO) approximately half a day to prepare and this procedure starts two weeks prior to the Hearing. The present LLO prepares two to three cases per month. A Deputy LLO has now been appointed to cover for leave etc. The present arrangement could result in Tribunal material lying inactive for the period of the LLO`s absence and with such a tight timescale, this should be addressed.
Race Relations
7.66 The prison has a nominated Race Relations Officer (RRO), who carries out this role in addition to other duties. Thirteen additional officers provide a service across all of the other functional areas in the prison.
7.67 There was no formal meeting structure in place to monitor race issues, and specialists and others with an interest in equality issues, had no central mechanism to share experience. At the moment, much of the work is ad hoc, and dependent on other duties and the enthusiasm and motivation of those involved. It is recommended that a formal multi disciplinary Race Relations Monitoring Group is set up.
7.68 Six incidents of racial abuse had been recorded during the past year, and these had been dealt with appropriately.
7.69 At the time of inspection there were 16 ethnic minority prisoners resident in Barlinnie. The large majority of these were Pakistani with some of Iraqi or Kurdish origin. There was one Libyan. While most spoke English as a first language there were concerns expressed about those who didn't. Interpreters were available through the Glasgow Interpreter Service, although a time delay between requesting assistance and the service being delivered was reported to occur on occasions. Prisoners also indicated that many of the basic rules and issues around prison life were not explained during Reception or Induction.
7.70 In group discussions, ethnic minority prisoners indicated that a major issue for them was food and diets. Prisoners were asked their religion during induction but not specific dietary requirements. This had led to a lack of confidence in the catering arrangements, particularly about whether meat described as halal was in fact halal. This had led to some not eating meat at all. For those who did there was little choice in terms of menu options. The issue of diets was raised with the Governor during the Inspection, and action was initiated to try and resolve some of the problems. This should be pursued until ethnic minority prisoners are provided with appropriate menu choices and are confident in the quality of the food received.
7.71 While there were opportunities for Christian prisoners to meet in groups (e.g. Prison Fellowship), there were no such opportunities for those who practice non Christian religions to do so (apart from Muslim prayers on a Friday). All prisoners should be provided with the opportunity for religious Assembly. The Race Relations Officer should be supported in his efforts to introduce this. A recently formed 'Barlinnie against Bigotry and Racism' Group is to be commended, although steps should be taken to ensure that the group does meet on a regular and formalised basis.
7.72 Ethnic minority prisoners also claimed that they had made complaints through the CP system but then heard nothing. This did not appear to be a problem solely for these prisoners, but a perception does exist that there is little point in making a complaint, as the individual would be viewed negatively should he do so.
7.73 Ethnic minority prisoners felt safe from other prisoners and from staff, but some were concerned that on occasion, some staff could lack sensitivity in their approach. All staff should be made aware of the contents of the SPS Race Relations Policy and Race Equality Scheme.
Health and Safety
7.74 Two staff cover health and safety issues. The prison has a written Health and Safety Policy and a written fire precautions policy, and work is progressing on an infection control strategy and on modifying the current Accident and Investigation Report (AIR) system. The staff have good support from the senior management team.
7.75 The prison has widespread coverage by a fire detection system. Internal staff training on health and safety/fire precautions is delivered by one member of the unit staff. The Health and Safety Committee meet on a quarterly basis with persons attending from all functions, including the Governor. Local Health and Safety and Fire Precaution audits are carried out on a regular basis. Fire drills and evacuation procedures are carried out and logged. Since January 2003 there have been five fire incidents.
7.76 In the year 2002-03 there were 262 reported accidents; 184 involving staff and 78 involving others.
Links with the Community
7.77 Barlinnie has a wide range of links with external agencies who visit the prison on a regular basis: they include the Samaritans, "Open Doors Trust", Prison Fellowship, the local Mosque and the Hope Group.
Visiting Committee
7.78 A meeting was held with the Vice Chair and Clerk of the Committee. The Committee has 24 members, meets quarterly and carries out a full rota of visits. In 2002-03 the Committee dealt with 21 prisoner complaints. It also raised concerns about employment, heating, the state of decoration, laundry, food and staff sickness.
7.79 The Committee felt that the prison was well run and welcomed the programme of refurbishment. Staff/prisoner relationships were considered to be good with reasonable levels of respect shown. Overuse of televisions in cells was considered a factor in prisoners not taking up other opportunities.
7.80 The Committee welcomed what it saw as very good work being done to foster partnerships with the wider community and was content that, while overcrowding remained an issue, significant initiatives were being developed.
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