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9. REINTEGRATION

Integrated Case Management

9.1 Integrated Case Management procedures have been in place since June 2006. They provide for all prisoners serving sentences of four or more years, all sex offenders and other identified high risk offenders, to be involved in meetings to review their progress and agree an action plan including interventions. A meeting must be held within the first six months of sentence and thereafter annually. As prisoners approach liberation a Community Integration Plan is developed.

9.2 The SPS Prisoner Records System ( PR2) functionality is a good support to the ICM process ensuring that all service providers have the ability to update the system as they work with prisoners and complete their assessment or intervention. Not all staff who need to use the ICM functionality on PR2 have been trained in the process leading to potential gaps in information on the system.

9.3 The enhanced ICM procedure applies to all prisoners subject to post release supervision. Admissions to Shotts since June 2006 are progressing from Sentence Management to ICM as their review dates approach. This has led to significant double checking of data, part of the reason for which is that the PR2 functionality to support ICM did not roll out at the same pace as the Integrated Case Management with the consequence that significant data had to be added to PR2 retrospectively.

9.4 ICM coordinators are appointed to schedule and run the case conferences: there are two such officers in Shotts. Risk assessors (28 in Shotts) collate relevant paperwork and complete a form designed to record specific information about the prisoner and his circumstances. They attach a rating to each area of information prompting a full assessment of needs.

9.5 Risk assessors prepare action plans following the case conference. If the prisoner is considered to be high risk he must be referred to the prison Risk Management Group

9.6 By the time a prisoner arrives at Shotts the integrated case management process will normally have commenced. The initial core screening, which identifies immediate needs on admission should have been completed. Depending on how long the individual spends at their admission establishment the first case conference at the six month stage may also have taken place.

9.7 Prisoners are invited to attend 'their' case conferences and may invite their families. Case conferences are normally chaired by an ICM coordinator or a risk assessor. They may be attended by any member of staff who has a contribution to make, although in practice this is usually a coordinator, a prison based social worker, the risk assessor and a representative of the social work department from the area to which the prisoner will return on release. Funds have been provided to establish video links so that community based staff can participate without having to travel long distances. This facility is being used in some instances. The prison averages around 40 ICM case conferences per month.

9.8 The ICM case files are set out on easy to access shelves and housed in a roomy office which also provides accommodation for the two coordinators and provides an area where staff can access and read files. This room can also double as a team meeting room if necessary. Case conferences normally take place in the Multi-Faith Complex.

9.9 Prior to a case conference a prisoner should receive a copy of the joint risk assessment and other relevant paperwork although this is not happening on a regular basis. Prisoners will very often only get a verbal update of the information to be discussed at the meeting a few hours before it is due to commence or in some instances immediately prior to going into the meeting. This does not allow for proper understanding and time to prepare a response.

9.10 An inspector attended three ICM case conferences as an observer and inspectors met a group of prisoners to learn about their experience of the ICM process. Each case conference involved the prisoner but no family member: in one instance a family member had wanted to come but the timing and logistics of getting there had ruled this out. The paperwork had not been made available to the prisoners in advance of the conferences. This meant that a substantial amount of time during the meeting was spent reading out what was written down. This should be addressed. There was a degree of inconsistency in the way in which information provided to the case conference was analysed and in how the meetings were facilitated. Training should be provided. A clear summary of what has been decided should be given to the prisoner, and training should also be provided to minute takers.

9.11 Some of the small group of prisoners met said that they were not clear about the purpose of the ICM process. They also said that they had not been able to go over the paperwork in advance and that, in some instances, papers had been mixed up. With regard to options that might be made available as part of the ICM planning process they observed that the prison offered very little vocational training. They expressed real concern about the availability of the Violence Prevention Programme (discussed in more detail below) and thought that this could block their progression. They also raised concerns about changes in the criteria for moving to the Open Estate. If a prisoner is assessed as retrospectively requiring the Violence Prevention Programme (discussed below) he will be referred to the Risk Management Group where an in-depth assessment of progress will be made and a decision taken on whether or not it is necessary that he be put on a waiting list for the programme, particularly if he is at that part of his sentence where he is being prepared for transfer to a top end or an open establishment.

Interventions to Address Offending Behaviour

9.12 Shotts have a Unit dedicated to delivering programmes to address offending behaviour. It comprises six full-time staff who are trained to deliver the range of programmes on offer. The Unit also has a significant input from psychologists. Facilities are good with four classrooms in the Links Centre and one room in the NIC.

9.13 The following interventions were available:

9.14 There are significant issues surrounding the Violence Prevention Programme ( VPP). Shotts piloted the VPP in Scotland and has completed five programmes. The VPP is an intense programme designed for prisoners assessed as being at high risk of offending with instrumental (ie planned) violence. Each programme involves ten prisoners and takes over six months to complete. Assessments by a psychologist can take up to two days and these are considered in ICM meetings which then trigger the need for participation in the programme. The prison completed one programme in 2006-07.

9.15 Every prisoner serving a life sentence or a determinate sentence for two or more crimes involving serious assault must be assessed. The type of prisoner held in Shotts means that more prisoners need to be assessed than in any other prison. Developments elsewhere in the SPS (eg Glenochil and Perth now have fewer long-term prisoners due to new build; and Shotts has taken prisoners from the top end in Edinburgh) mean that over 50% of the prisoners in Shotts are serving a life sentence.

9.16 The VPP has created an expectation that cannot currently be met. The same problem was reported in the HMCIP October 2006 report on Glenochil. The Parole Board has an expectation that the programme will be completed by those who qualify for it. Other prisons to which Shotts prisoners might move also have an expectation that it will be completed. However, a significant number of prisoners meet the criteria for a fuller assessment to be carried out by the Risk Management Group as to whether they require the VPP. There are long delays before these assessments are carried out and this is causing frustration and anger amongst many prisoners. Further, once assessments have been carried out, and a prisoner is identified as requiring the VPP, there is no guarantee that a place will be available. As a result, some prisoners who are close to transfer to a top-end or open conditions are now being held back, and prisoners who should be given places on the programme are not receiving them. Shotts is actively trying to increase the number of programmes completed and have advertised for an additional psychologist to deliver the programme. The recommendation made in the October 2006 inspection of Glenochil is repeated here. It is recommended that a balance is found between the levels of delivery of the Violence Prevention Programme and the expectations created.

Progression

9.17 At the time of inspection there was very little progression within the prison or out of it. Kerr House had previously been designated a transitional 'top-end' to which prisoners could progress. Kerr House offered a drug free environment where prisoners could eat together, have separate visits and use their own recreation area. This was in the process of becoming a national 'top-end' and local prisoners were not moving internally until arrangements had been finalised. There was no internal progression for protection prisoners, nor between 'B' and 'C' Halls. Prisoners in the NIC progressed to 'B' or 'C' Halls or out of Shotts to Glenochil, Perth or Kilmarnock. In reality this cannot be described as 'progression'.

9.18 As described elsewhere in this report there is a long waiting list for the Violence Prevention Programme. Establishments which would previously have taken prisoners from Shotts are now waiting for them to complete the VPP if a prisoner had been assessed as requiring it. As a result prisoners are delayed in their progression towards a top-end or to open conditions.

Partner Organisations

9.19 JobCentreplus meets with prisoners approximately one month prior to release and provides assistance with compiling a CV and completing benefit forms. Housing only becomes involved when required and are usually contacted by the social work department.

9.20 Alcoholics Anonymous visits Shotts on a weekly basis to support prisoners with alcohol problems. The prison has a very effective service level agreement with AA which clearly sets out the responsibilities of the prison and the partner organisation.

9.21 The HOPE group provide support to prisoners in 'D' hall and offer a befriending service to those prisoners who do not receive family visits.

9.22 The prison is involved in a number of fund raising activities such as the local St Andrews Hospice where they take part in sponsored gym activities or donate paintings. They also have a link with the local junior football team who organise the main contributors for the prison Burns Supper. Prisoners have painted Burns scenes and presented them to the club.

9.23 The NIC craft workshop makes articles on request for local charities and local schools. There are a number of pictures around the establishment depicting the handing over of cheques or gifts to a range of organisations.

Preparation for Release

9.24 Shotts had 77 liberations in 2005-06. As indicated above JobCentreplus pay a monthly visit to assist with pre-release preparation. The final ICM case conference takes place approximately three months prior to release at which the details of the Community Integration Plan are finalised. Appointments with the various community based providers are made following this meeting.

9.25 There are no specific pre-release programmes for those prisoners who are liberated from Shotts. Prisoners who move on to a top end or to open conditions do not receive any specific preparation for this very important transition. A significant number of prisoners (18 out of 46) are returned from open conditions and this may be due to the fact that they are not fully prepared for the challenges which face them at the Open Estate or when they go on a Home Leave.

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