« Previous | Contents | Next »
Listen
8. CARE
Suicide Prevention
8.1 The SPS suicide prevention strategy was revised in September 2005. There is evidence that the new policy ( ACT2Care) is implemented effectively on admission and throughout a prisoner's sentence in Glenochil. Since the last full inspection, the prison has discontinued the use of the prisoner accommodation in the " ACT Suite" in the Health Centre. Prisoners placed on high risk ACT or "at risk" are now usually located in one of the safe cells on the ground floor of Harvieston Hall. This creates potential problems for some protection prisoners in 'D' Hall. At times they only sleep in the safer cell and spend the day in one of the cells in the Segregation Unit.
8.2 Healthcare staff and officers are trained in, and fully aware of, the revised policy and are involved in the screening and support of prisoners at risk of self harm or suicide. A local ACT group meets every two months and there is good representation including senior management, chaplaincy, Samaritans, healthcare, residential and Listeners.
8.3 There has only been a need to initiate ACT procedures on six occasions in the past 12 months. This reflects a safe and stable environment. There have been no suicides during the same period.
8.4 A study of the paperwork shows that case conferences are conducted by a multi-disciplinary team in line with policy. Those attending include a mental health nurse, a residential manager, an officer and when required a social worker or a psychologist. The paperwork also indicates good quality care plans and an auditable care trail. Case conferences take place within 24 hours of an individual being placed "at risk" and are repeated at appropriate intervals until the risk has ceased.
8.5 At the time of inspection, there were eleven Listeners who felt that they were appropriately supported by both Samaritans and prison management. Prisoners have a range of referral options if they wish to speak to a Listener: they can self refer via a request slip in the Listener box in each hall; ask an officer to contact a Listener; or a member of staff will refer if they have concerns. Listeners also deliver a session to new prisoners during induction. Listeners said that the innovative initiative of them delivering a session at the ACT2Care staff training had dropped off over the past year and they felt that this was a missed opportunity to put the importance of their role across to the staff.
Family Contact
8.6 The Report of 2003 said the biggest inhibitor to good quality visits in Glenochil is the size of the visit room. That is still true. The room is completely unsuitable. It is old, of poor design and far too small. It is impossible in this room for staff to be unobtrusive during visits. The size and design of the room was the most frequently expressed complaint of prisoners about visits.
8.7 On the one hand, therefore, it is very disappointing that the same conditions surround visits now as did three years ago. On the other hand a new visit facility is due to open early in 2007. It was in the closing stages of construction during this inspection. It was therefore possible to see how significantly this new room is likely to improve the quality of visits and family contact. It will provide good access for visitors or prisoners with disabilities. There are four Family Contact Development Officers, all of whom combine the post with other duties. These arrangements are under review for the opening of the new facility.
8.8 In the present room there is only a small area for children. There will be better provision in the new room. At one time in Scottish prisons there were often workers, volunteers or paid, who undertook the responsibility of supervising play with small children during visits. For several reasons this could make the experience of visits a better one. In 1998 the Scottish Forum on Prisoners and Families published a report on the experience of children and young people visiting Scottish prisons called More than a box of toys. Eight years ago nine prisons provided supervised play sessions; now there are hardly any. The prison which had the best record in 1998 was Glenochil. The opening of a new visit room might be an opportunity for the possibility of such a service being reintroduced.
8.9 A similar comment might be made about the provision of a tea-bar for visitors in Glenochil. At one time this was provided by volunteers from the community; but now it no longer is available.
8.10 Despite the difficulties of the room, the atmosphere is generally relaxed and certainly not oppressive. The process of admission of visitors is also relaxed and respectful. Visits are easy to book; and there is often the opportunity for extra visits to be booked.
8.11 The report of 2003 also commented on one other difficulty for visitors: A major problem for visitors was getting to and from the prison, particularly for those using public transport. Many have to take small children out of school early to get to the prison on time for an evening visit and they have to walk the two miles from Tullibody to the prison, sometimes in the dark, and in all kinds of weather. Family contact is recognised as very important in reducing reoffending. So everything that makes family contact more difficult has implications not only for a prisoner in Glenochil and his family, but also for what happens when the prisoner is released. There is evidence that prison staff have made strenuous attempts to provide transport arrangements to the prisons but they have been unsuccessful. Perhaps there are community groups or churches which might see an opportunity here.
Social Work
8.12 The Social Work Unit is managed by Clackmannanshire criminal justice social work services. It comprises a social work manager and five social workers. There is a formal contract with SPS which sets out expectations. The Unit currently undertakes the following work:
- Statutory work related to parole, extended sentence, and schedule 1 offenders. However, the unit still experiences difficulties in identifying schedule 1 offenders where their status is not highlighted.
- A duty service (normally for short term work). Most referrals are appropriate and there is a clear understanding between social work staff and personal officers about who does what. Social work staff redirect any referral that personal officers can deal with.
- Participation in Integrated Case Management. A social worker prepares a risk/needs assessment in every case, discusses this with personal officers, liaises with external social work services and attends case conferences.
8.13 There is social work representation on all the main multi-disciplinary groups including those relating to mental health, addictions and programmes.
8.14 The ICM arrangements which were introduced in June 2006 have triggered better attendance at meetings and case conferences by community based social workers, as highlighted elsewhere in this report. Overall the Social Work Unit is well integrated into the work of the prison.
Psychology
8.15 The Psychology Unit comprises one senior psychologist (80% dedicated to Glenochil), one project team leader (part-time), two psychologists (full-time) and one psychology assistant (part-time). Accommodation is currently very good: the team will move into the new Health Centre when it opens, along with medical, social work and addictions staff.
8.16 The team is involved in three main areas of work: risk management, programmes and mental health. Detailed reports are presented to the Parole Board and SPSHQ on the ongoing risk management of particular prisoners, usually life sentence prisoners approaching a tribunal. These reports are very intensive and time consuming, and can take up to three months to complete. Other reports are prepared to help inform decisions on progression. These reports tend to focus on prisoners who have been flagged through ICM as having needs relating to violence or sexual offending.
8.17 Significant psychology resources are devoted to prisoner programmes in terms of delivery and supervision. As described elsewhere in this report a major development in the past year has been the introduction of the Violence Prevention Programme ( VPP). The project team leader works exclusively on the VPP and one of the psychologists is also involved in the delivery and facilitation of this. This is a significant input of resource. Eight prisoners completed the first programme. The psychology team recognise that bottle necks are being created and there are a number of discontented prisoners who cannot now progress because they have not completed the programme, and are not likely to in the short-term. A balance between expectations and delivery of the VPP needs to be found.
8.18 The senior psychologist provides input one day each week to mental health issues, mainly Cognitive Behavioural Therapy. Cases are referred from the Multi Disciplinary Mental Health Team which meets once a week. A group work programme for prisoners with mild to moderate anxiety and depression is being developed.
8.19 The team feels very well integrated into the prison and is well supported by management. The transfer of line management responsibility from Headquarters to local management has worked very well and has allowed the team the opportunity to respond to specific establishment based requests.
Programmes
8.20 The programmes group comprises one First Line Manager and six staff. Accommodation is good. The programmes are delivered in three classrooms which are also good. The group works closely with the psychology and social work departments, as well as the ICM and addictions teams.
8.21 Cognitive skills was the only accredited programme being run at the time of inspection. Approved activities offered were:
- Lifeline
- Alcohol Awareness
- First Steps
8.22 Programmes generally are being reviewed within SPS. Anger Management is being revised and training is in place for the new "Constructs" programme which will replace Problem Solving Skills and eventually Cognitive Skills.
8.23 The main development in the area of programmes as far as Glenochil is concerned has been the introduction of the Violence Prevention Programme ( VPP). This has achieved accredited status in Canada where it was developed, but not yet in Scotland. It is also delivered in HMP Shotts. The VPP is an intense programme for prisoners considered to be at high risk of offending with violence. The programme consists of 94 two hour sessions along with individual interviews. One VPP has been run in the past year in Glenochil, with the target being three programmes over a two year period. Ten prisoners take part, so the maximum number that could participate in two years is 30. During the first course two prisoners were deselected, with eight completing. Two hundred prisoners have been identified as having a need, although after sifting in terms of date of liberation and other considerations, 40 are waiting.
8.24 The Violence Prevention Programme has created an expectation which cannot be met within the current resources, and it is leading to problems. The Parole Board has an expectation that the course will be completed by those who qualify for it. Other prisons to which Glenochil prisoners might move also have an expectation that it will be completed. ICM is also creating expectations in terms of assessments. A bottleneck is being created in which prisoners who would previously have moved on are now staying in Glenochil and this is causing resentment amongst prisoners. Glenochil is trying to deal with this at a local level by referring people to the Risk Management Group who make the final decision about who moves to a top end or the Open Estate. It is too early to assess the effectiveness of the Violence Prevention Programme but it is recommended that a balance be found between the levels of delivery of the Violence Prevention Programme and the expectations created.
Race Relations
8.25 There were 18 ethnic minority prisoners living in Glenochil at the time of inspection. There is one Race Relations Manger ( RRM) in post who is also the Training Manager, SVQ coordinator and works within HR Department. Twelve Race Relation Officers support him.
8.26 Information in several languages is available within the reception area and a form is also completed on the admission of an ethnic minority prisoner that is forwarded to the RRM. An interpretation service is available as well as the Language Dictionaries for reception staff to use.
8.27 There have been two racial complaints made in the past year. One was found not to be of a racial nature and the other was dealt with internally and appropriately. The RRM plays an active part in the race relations forum and is current and up to date with new initiatives and policy. The RRM champions this area of work. However, a Multi-Disciplinary Race Relations Monitoring Group should be set up to support the Race Relations Manager.
Chaplaincy
8.28 The Chaplaincy Team comprises seven part-time chaplains, with a proposal to employ a full-time chaplain when the additional prisoners arrive. This is likely to lead to a reduction in the number of part-time staff. The team currently provides 66 hours per week and this covers Mondays to Fridays from 0900 to 1700hrs. A group of five Imams visit on a Tuesday evening. Accommodation is very cramped and there is no natural light.
8.29 A Roman Catholic service is held on Wednesday mornings (attended by 5-12 prisoners) and a Church of Scotland service on a Friday afternoon (attended by around 10 prisoners). An Ecumenical service is held once a month on a Sunday morning. A Religious Study Group takes place on a Monday morning and an Alpha Group for protection prisoners on a Monday afternoon. A Learning to Pray course is held on a Wednesday afternoon.
8.30 The team has produced a "Chaplains' Process Delivery" document for 2006. This sets out their policy, values, aims, key processes and themes, and a care plan. It highlights key areas of intervention in induction, progression, throughcare and social inclusion. This Delivery Plan is an area of good practice.
8.31 A request system is in place, as well as a roster to cover out of hours requirements. An information giving session is provided at induction, and prisoners are advised at that session about how to make an appointment to see a chaplain. This session is a group session and the chaplains make every effort to see every prisoner in this way. The chaplains also visit the halls, workshops and visits area.
8.32 The team is represented on several groups including ACT, Mental Health and Race Relations, and feel well integrated within the prison.
Visiting Committee
8.33 The visiting committee feels well supported by the Governor, management and staff and indicated that the change in how members are appointed has been positive. Analysis of minutes of meetings and the VC request book indicated that they fulfil their function.
8.34 Their representatives spoke positively about the new accommodation but felt that the policy of cell sharing was a negative development. The issue of cell sharing was the matter which prisoners within Glenochil spoke most frequently to them about both formally and informally. Prisoners also indicated to them that there was not a significant problem with illicit drug use within the prison.
8.35 Staff-prisoner relationships, they perceived, were positive. They felt that the quality of food had declined and this they believed was due to the lack of any meaningful budget increase over the years.
8.36 They indicated that there was a very good integrated approach to healthcare and that the increasing age profile of the prisoner population was a challenge which healthcare staff appeared to be dealing with very positively.
« Previous | Contents | Next »