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3. CUSTODY AND GOOD ORDER
Security and Safety
3.1 There have been no escapes in the past year.
3.2 In 2004-05 there were 22 serious prisoner-on-prisoner assaults against a target of 10. There had been three serious assaults in 2005-06 to time of inspection. There were 72 minor prisoner-on-prisoner assaults in 2004-05 and 47 in 2005-06 to time of inspection. There had been no serious prisoner-on-staff assaults in 2004-05 and none in the year to date. There had been 14 minor prisoner-on-staff assaults in 2004-05 and 13 in the year to date. The inspection took place six months into the reporting year, and indications were that levels of violence were on the decrease.
3.3 An Inter Prisoner Violence Report ( IPVR) is now being used to monitor the levels of violence. Links have also been formed with local police in an attempt to identify prisoners who may cause a problem for themselves or for others. More control measures have also been introduced to 'A' Hall. While it will take time for these measures to start to make an impact, early indications are that they are having an effect.
3.4 There were two deaths in custody in the year prior to inspection (subject to Fatal Accident Inquiries). Since April 2005 there have been eight instances of self harm.
3.5 Relationships between staff and prisoners were very good, as reported in the SPS Prisoner Survey. The rating increased from 93% to 97% between 2004 and 2005.
3.6 As the accommodation and workshops are refurbished, it is important that other parts of the prison are not left behind. The Electronic Control room should be replaced or refurbished as a matter of urgency.
3.7 The introduction of the Escort Contract has gone well in Perth. There are regular meetings between managers and these have helped to sort out any problems. This has been particularly important because Perth was reliant on the contractor taking some fairly short notice escorts to other prisons when 'C' Hall numbers were being reduced. This whole process was well handled and contributed significantly to the ending of slopping out earlier than might have otherwise been achieved.
Prisoner Complaints Procedure
3.8 The Business Improvement Manager co-ordinates the complaints system. He is also responsible for chairing and organising the Internal Complaints Committees ( ICC) which take place every week. There were six ICCs held during the inspection.
3.9 Complaint forms are readily available in the halls. A sample of completed forms were checked and the answers were, in the main, appropriate. However, Perth does not hold a central file of copies of completed complaint forms. Nor are complaints entered onto the SPS Prisoner Record System ( PR2). Individual complaint forms are placed in the prisoner's file when the process has been completed or the complaint has been withdrawn by the prisoner. This makes it extremely difficult for the prison to monitor trends. A central file of completed prisoner complaint forms should be created, and all complaints submitted by prisoners should be entered on the SPS Prisoner Record System.
Prisoner Disciplinary System
3.10 Prisoners who require to be seen in an Orderly Room as part of the disciplinary system will usually be seen in the accommodation areas although in some cases the Orderly Room within the Segregation Unit is used. The paperwork and procedures were observed and followed normal SPS procedures. A range of managers carry out these duties, not just operational managers. It was not practical to observe all managers carrying out Orderly Room duties during the inspection, but to ensure consistency and fairness, a clear set of operating procedures should be communicated to all managers.
3.11 The Orderly Room in 'B' Hall is held in a multi-purpose room within the hall. It was observed that staff stood between the prisoner and the adjudicator. Generally, this is not considered to be appropriate as it can intimidate. When asked about disciplinary procedures in the prison, all prisoner groups were critical of the perceived fairness of the Orderly Room procedure. Records of proceedings for the preceding three months were examined and it was noted that of a total of 364 awards which had been made within Orderly Rooms, in only four cases was a "not guilty" verdict recorded. While it is difficult to reach conclusions, this does seem a surprisingly low number. There does not appear to be a process in place to monitor the outcome and consistency of Orderly Rooms at Perth. A system of monitoring the consistency of Orderly Room procedures should be put in place.
Segregation Unit
3.12 The Segregation Unit is a purpose built facility. It has 14 normal cells and a 'silent' cell. There were ten prisoners living in the Segregation Unit on the first day of inspection. The 14 cells have integral sanitation, EPIC and proper beds. Prisoners also have televisions and kettles in their rooms. One of these cells is specially designed to supervise a prisoner if he has swallowed drugs. This cell has never been used.
3.13 Facilities are good. There is a multi-gym available to prisoners on a rota basis. Some prisoners were using this on a regular basis. There are sufficient showers and three exercise yards. A regime information pack is available, which at time of inspection, was being reviewed. Visits must be booked in advance. Segregation Unit prisoners had, until very recently, attended 'Day Care', which was based in the Health Centre. This was a structured programme run by the Mental Health Nurse, Officers and an Occupational Therapist. It was very popular with both prisoners and staff. Consideration should be given to re-introducing the structured day care regime for prisoners in the Segregation Unit.
Night Duty
3.14 One First Line Manager and seven officers (two of whom are in Friarton) cover night duty. One group of staff comprising two managers and twenty three officers covers all night shifts throughout the year. Another manager acts as back up for approximately eight weeks of the year to cover annual leave and training needs. The level of continuity in managing night duty makes for a high level of consistency and confidence amongst the staff.
3.15 Night duty instructions are in place in each area. They are well written and provide a useful back up for staff. All staff are trained in the use of first aid equipment. Handover arrangements from different shifts are excellent.
3.16 The prison has recently introduced a 'Samaritans Telephone'. Staff can hand this to a prisoner in 'A' Hall who is in distress and would like to contact the Samaritans National Help Line. Since its introduction in September 2005 to the week of inspection this service had not been requested, perhaps reflecting the fact that prisoners in 'A' Hall share cells and may not like to ask for it in these circumstances.
3.17 Arrangements for prisoners who require to go to hospital during the night are good. The night shift managers have very good contact arrangements with the doctor who, if necessary, will contact the hospital in advance of the prisoner's arrival to assess the likelihood of him being detained. This is then communicated to Reliance who put the appropriate processes into action at that point. This means that staffing levels during the night can be maintained more consistently.
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