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7.1 All remand prisoners undergo a structured induction programme following admission. Information is provided on the first 24 hours in custody and facilities are made available for prisoners to inform family and friends of their detention and custody. The two-day induction package includes providing information on access to services and facilities as well as collecting information about the individual's needs.
7.2 Remand prisoners to whom we spoke, including a small number of women for whom remand in custody was a new experience, were fully aware of the routines and procedures in Ross House. They reported that the induction programme had greatly reduced their anxiety about imprisonment.
7.3 Staff in Ross House demonstrated a detailed knowledge of the prisoners in their care. However, we were disappointed to note that although some individuals had been identified as "poor copers", there had been no initiative taken to help them improve their coping skills. We would suggest that more could be done to develop and deliver such interventions without prejudice to the legal status of remand prisoners.
7.4 An assessment of the regime for remand prisoners at Cornton Vale against the criteria listed in "Punishment First – Verdict Later?" [ "Punishment First – Verdict Later? – A Review of Conditions for Remand Prisoners at the End of the 20 th Century" Thematic Review by HM Inspectorate of Prisons for Scotland, 1999.] is shown at Annex 3.
7.5 A total of 19 staff and two Managers are responsible for Prison Industries, Activities and Programmed Intervention at Cornton Vale. 152 work places are available within the establishment with all convicted prisoners being allocated a work place. Details of provision are shown at Annex 2. A comprehensive needs assessment process is in place, allowing individual needs to be catered for within the opportunities available. This process allows individual care plans to be actioned with progress being reviewed during the time women spend within the establishment.
7.6 The worksheds were found to be productive and contained a number of good initiatives. We particularly commend as good practice the fact that remand prisoners were offered the opportunity to work (in packing contracts). The opportunity for remand prisoners to work in this way is unique within SPS. Meanwhile, the supervisor of the Arts and Crafts shed has been awarded the Butler Trust in recognition of her progressive and innovative work.
7.7 Following conviction, all prisoners sentenced to 60 days or more undergo a locally developed, structured induction and assessment process to inform the development of individual sentence plans. The outcomes of this process are a range of identified needs including:-
7.8 The challenge for the establishment is to provide appropriate opportunities and support for individuals to address the factors which lead or contribute to offending.
7.9 A review of the process was carried out by activities and programmes staff for the period January – December 1999. Over that period, assessments were carried out on 458 prisoners, of whom 22% were young offenders. Over 90% of the sentences were for less than 4 years with 75% of sentences for periods of less than 12 months. These were largely for crimes of dishonesty associated with addictions problems. However an increasing trend in the use of violence was also emerging, especially among YOs. About one in five young offenders and one in six adult prisoners had also served at least one sentence in the 12 month period of the study. It was interesting to note that more women were received into custody for fine default than on direct sentence.
7.10 To address these identified needs and particular circumstances, the establishment offers a range of programmes and is an accredited site for the delivery of anger management and cognitive skills courses. Additionally, at the time of our inspection, a pilot drug relapse prevention programme, designed for women with addictions problems was underway.
7.11 The approach was multi-disciplinary with effective, professional co-operation and information sharing identified as particular strengths. Recording and tracking systems were also in place but we were disappointed to note the inconsistent engagement of some personal officers, a role which is central to the process' effectiveness. We recommend, therefore, that there should be much closer scrutiny of the input from personal officers to ensure reviews are conducted timeously and that realistic targets are agreed. It did not appear that the training of staff for this role was insufficient; rather it was an issue about scheduling and flexibility.
7.12 We also consider that the assessment process was sufficiently robust to be used to set meaningful performance targets – e.g. – the number of needs identified, the number of needs addressed and the resources deployed, rather than the apparently arbitrary allocation of regime delivery targets which currently exists, and we so recommend.
7.13 The Lifer Liaison Officer was an experienced manager who demonstrated a detailed knowledge, both of the life sentence prisoners and the issues they were facing, and the impending changes to release arrangements for mandatory lifers. The relatively small proportion of prisoners serving a life sentence allowed for a more individual, personal approach to be adopted than might be possible in a long term male prison.
7.14 It was recognised that the limited range of progression options, particularly the lack of open prison places for women offenders presented serious challenges to their preparation for release.
7.15 We were told of detailed and long established plans to adapt nearby prison houses to form a hostel for security category 'D' prisoners in open conditions. As mentioned elsewhere in this report, we strongly recommend the progression of these plans to provide places to support the re-integration of long term women offenders into society, and as are routinely available to male prisoners.
7.16 The Programmes Group consists of 3 full-time and 4 part-time facilitators. Each convicted prisoner serving more than 60 days is interviewed by a member of the team and a risk/ needs assessment is carried out. Assessments (anything between 8-14 in a typical week) are usually carried out within the first two weeks of admission.
7.17 A wide range of programmes designed or adapted specifically for the female prisoner population are available. These include two accredited programmes - Cognitive Skills and Anger Management, and a range of short local programmes, including Sleep Awareness, Anxiety Awareness, Self Esteem, Alcohol Awareness and Meditation. Other group sessions on relationships and multi-cultural issues, offered by the chaplaincy centre and social work unit also come under the umbrella of the Programmes Team. Presently a pilot programme -"Lifelines" - is ongoing, and is adapted from the Drug Relapse Prevention Programme for young offenders and women.
7.18 The number of self referrals to Programmes Group is increasing, as is the number of referrals coming from personal officers. Programmes staff feel however that it is very much left to them to make the effort to encourage participation. Strategies are being put in place to help raise awareness and encourage participation.
7.19 An average of six prisoners complete each 10 week long Cognitive Skills course and an average of four complete the 12 week long Anger Management course. The KPI target is 25 per annum for Cognitive Skills and 15 per annum for Anger Management. Programme staff expressed some frustration at this, given the low numbers of self and personal officer referrals. In essence, they needed to complete 5 Cognitive Skills and 4 Anger Management programmes each year in order to meet those KPIs. Eighteen local programmes were also required and staffing and weekly timing constraints meant that some short programmes had to be conducted at weekends.
7.20 Accommodation for the Programmes Group was excellent, comprising two good sized classrooms appropriate to group sizes.
7.21 A wide range of high quality programmes was being delivered by a team of dedicated and skilled staff. However, we were concerned that KPIs dictated that programmes were service rather than needs driven. Because of the pressures of assessment and programme delivery there could be a gap of several weeks between a prisoner being assessed as suitable for a programme and that programme commencing.
7.22 The visits area included twelve tables and a small play area for children. There were vending machines from which to purchase snacks and soft drinks and at weekends the WRVS supplied refreshments. The same area is used at different times for "bonding visits" between mother and child, (though a separate facility is being developed for this purpose). A toilet with baby changing facilities is provided. Five staff, along with CCTV coverage from the ECR room supervise the visits. There are three closed visit cubicles on the ground floor and two Agents visit spaces. The visits and waiting areas are subject to a no smoking policy.
7.23 A comprehensive information leaflet was available in the waiting area. This provides details of visiting times; how to find the Prison; the process for handing-in money, property or mail; the facilities available; and useful telephone numbers for advice or assistance. There were also notices advertising the Prisoner's Families Information Line offering advice on all Scottish Prisons via a free-phone number.
7.24 Visitors are checked at the gate then booked-in at a window adjacent to a small waiting room opposite the vestibule area. However this small area is unable to accommodate the required thirty-six adult visitors and children should visits be booked to capacity. The prisoner books the visits, but this has led to a number of visit spaces being left unused (the consequence being that should a visitor fail to appear, the space has been lost to someone else). We would suggest that visitors should be permitted to make their own bookings in an attempt to increase the take-up rate.
7.25 The banned and closed visitor lists were found to be extensive, and date back to 1993. These are in need of review as staff find it impossible to monitor both lists. We recommend that technology is used to help implement the strategy and provide front-line security, and that procedures for banned visitors be detailed in precise instructions. These should also be subject to audit and inspection.
7.26 Approximately one in four prisoners were subject to a strip search in the reception area following a visit. We were told that visitors were subject to a random rubdown search on suspicion, although we did not witness this taking place. The protocol for searching seems to be open to interpretation, and we would recommend that an unambiguous procedure is introduced.
7.27 Eleven Family Contact Development Officers had recently been appointed, including a mix of Residential and Operations staff in either division to allow for continuity of service. Some had undertaken training, and further training and regular meetings had been arranged. It was explained that the strategy would allow staff who knew the prisoner to build a rapport with visitors and also be on hand to explain rules and facilities.
7.28 Legal Agents, who looked after individuals from every area of Scotland said that they were sometimes required to wait for considerable periods of time before seeing their clients. Whilst they appreciated the size of the estate involved and that staff were busy they suggested that a booking system might resolve the problem. We also support this view.
7.29 The arrangements for access for visitors; the waiting room; and the visit area itself needs improvement. Visitors, for example, are actually within the waiting room before any checks are carried out. This could lead to altercations in an area where there are few staff and in full view of other visitors and professional visitors in the waiting area. Staff have struggled to manage and provide a service under very difficult conditions, but the present overcrowding does not help them deliver a vitally important service to prisoners and to their families. There is not sufficient room to renovate the present facilities, and a new custom built visits facility together with appropriate technology should therefore be considered as a matter of urgency.
7.30 We spoke to several visitors regarding the arrangements and facilities, and have recorded their views as they were put to us, below.
7.31 One couple, who travelled regularly from the South of England, said there were inadequate facilities to purchase food. They found that the WRVS only worked at weekends and visitors were unable to visit "Anne's Place" (which is for staff and contractors). Their journey had lasted most of the day and they had been compelled to bring sandwiches and flasks of hot tea. In addition, they were required to prove identity on each visit, though staff had known them for over two years. They said that they found the visit area to be slightly oppressive.
7.32 Other visitors said that staff attitudes were "mixed", with some being described as extremely helpful and pleasant, while others were rather dismissive and aloof. They were not aware of the general assistance that was available to them. "Bonding" visits were praised as being valuable and worthwhile.
7.33 The Education Department is located in bright and attractive premises in a free standing building within the prison grounds. The Department has access to four classrooms and an office which also serves as a staff base. Two of the classrooms have specialist equipment, one operates as an Art room with a kiln and another as a computer room with ten machines. Other users share the premises e.g. the laundry; the kitchen; arts and craft; library; staff training. The Education Department is well served by good quality accommodation and adequate resources.
7.34 The Department is well staffed with a complement of 3.9 (FTE) including a very competent, experienced full-time co-ordinator. The education contractor has appointed staff who can match the demands of the curriculum and who also have experience of working in other establishments served by the contractor.
7.35 The curriculum provided by the Education Department at Cornton Vale is well-balanced between core elements (communications, mathematics, computing, guidance) and a good range of options (art, music, cookery). The interests and needs of students are identified in the induction process and are effectively met in the curriculum provided, including provision for students with a wide range of abilities within the one class. Considerable efforts are made to provide support for those students with learning difficulties just as encouragement is given to students to achieve their full potential, including access to the Open University. Attention is also given to the special needs and interests of women.
7.36 The courses in computing lead to certification by the Scottish Qualifications Agency. This is being extended to communications and cookery. However we feel that consideration should also be given to extending the certification process to other courses in the curriculum.
7.37 Overall, the Education Department is well managed and well supported by both prison management and the education contractor. There have, however, been some teething troubles with the "new contract". Some of the difficulties are intrinsic to the contract e.g. financial penalties for the contractor due to circumstances beyond their control, such as prisoner shut-downs. Others appear to be more due to poor communications and the negative attitudes of some prison officers. Prison management must now address these issues to enable the Education Department to improve on what is already a very good service.
7.38 The library is located within the Education Department. Although it is at an early stage in its development, it has the potential to become a Learning Resource Centre linked to the Education Department, as well as a leisure facility. An agreement has been reached with Stirling Council Library to provide a regular exchange of books and videos. Consideration should also be given to broadening the range of materials within the library and developing it into a multi-media resource centre. (Help with such a development is available both nationally and locally.) Meanwhile it was encouraging to see the creation of a Library Committee with the external expertise to support such developments. Equally, the issue of staffing must be addressed. At the time of the inspection, the library was being staffed by a young prisoner. Although she was enthusiastic and energetic, prison management ought to show its own commitment to the development of the library by providing the support of experienced and trained personnel.
7.39 There are currently two psychologists based at Cornton Vale. Both are there on a part time basis of three days and two days. The prison is also resourced by the wider SPS Psychology team. These psychologists visit the prison to support and monitor the accredited programmes and the risk and needs assessment process.
7.40 The Unit offers a range of services. These are mainly determined by the SPS agenda of rehabilitation and care, and partly by the identified needs of the establishment. Areas of work on the rehabilitation agenda include:-
Risk Assessment – for change of prisoner categories, Parole board reviews, or Designated Lifer Tribunals.
Sentence Management – support to Risk and Needs Assessment officers, monitoring standards and collating statistics for HQ.
Support to accredited programmes – training of programme officers, monitoring standards of delivery, advising and supporting programme staff. (Programmes currently delivered at Cornton Vale include, Cognitive Skills, Anger Management, Drugs Relapse Prevention.)
7.41 Areas of work on the care agenda include:-
7.42 The service level agreement includes Governor time. This is mainly used for attendance at senior management steering groups and the Governor updates.
7.43 The psychologists also contribute to the development of policy and practice through their own national task groups.
7.44 The psychologists enjoy good working relationships with others in Cornton Vale and are well supported by the Governor and Senior Management team. They produce a service level agreement in consultation with the Governor at the beginning of each year, which is flexible and responsive to need. There is a positive approach to multi-disciplinary working and the Unit was, for example, a full member of the Mental Health Team. Mechanisms are also in place for the Medical Officer, Psychiatrist and Psychologist to meet for debriefings.
7.45 Office space is tight, whilst telephone answering facilities could be improved when the office is unmanned. The computer is also inconveniently located in another room.
7.46 A recurrent theme of this inspection was that, while the Unit was providing an excellent service, there was an identified need for additional clinical psychology input and support. The need was particularly acute in Cornton Vale because of the nature of its prisoner population. This particular issue is discussed in detail at paragraphs 6.25–6.28. The matter has also been raised separately with SPS Headquarters.
7.47 The Social Work Unit was staffed by one full time Senior Social Worker, three Basic Grades (although one post was vacant at the time of the inspection), and one full time Administrative Assistant. A key Social Worker is attached to each admission block in order to ensure consistency of support for both prisoners and staff. The current staffing level had been increased by the equivalent of one full time Basic Grade Social Worker since the last inspection, reflecting the pressing need for social work care with this group of prisoners. Staffing levels were considered appropriate and the Unit had been well resourced to meet the needs of the women in its care.
7.48 The Social Workers were proactive in their work, ensuring that they were fully involved in wider prison issues and meetings (for example the anti-bullying strategy, ACT strategy and local risk management). We consider this to reflect good practice and it has ensured that the Unit is not viewed as an "offshoot" and a somewhat separate entity. It also encouraged good relationships with management and staff, and the Social Workers felt a full part of a multi-disciplinary team.
7.49 The balance of work reflected national, statutory and casework requirements and included the following:-
Statutory cases
Supervised Release Orders
Schedule
Mother and Baby
Parole Reports completed
7.50 The Unit was also involved with the following:-
7.51 Active involvement was also taking place with Young Offenders, Family Forum, Story Telling and Community Placements and much of this work reflected Stirling Council's willingness to work with the prison across the board.
7.52 Most women were seen in the Houses and interview facilities within the prison were not considered to be a problem. Within the accommodation for the Unit itself, the space was open plan with a single small room suitable only for short interviews.
7.53 The Social Work Unit appeared to be working effectively and morale was high. They were fully integrated into the prison, something which is not always achieved by other prison based Units.
7.54 At the time of our inspection staffing levels had been reduced from three to one full time PEI as a result of transfer and illness. This depleted staffing level meant that cover was not always possible and programmes were limited. Outdoor activities for example had been suspended. We therefore suggest that ways of addressing the unsatisfactory staffing situation are examined as a matter of urgency.
7.55 Having said that, a wide range of activities were still available. These included racket and team sports, weights and access to a wide range of cardio-vascular equipment. We were also told that the staff shortages had not impacted on staff training.
7.56 All categories and types of prisoner had access to the gymnasium and one-to-one training was available, subject to individuals undertaking a full health and safety induction programme.
7.57 Although the facility was available to all prisoners, a major difficulty was encouraging many of the women to use it. It appeared for example that only around 15-20 were using the gym in the evenings. We were told that measures were being taken to encourage greater take-up.
7.58 In terms of the facility itself, the gym was not custom built, but did make the best use of what was available. It was not ideal for example that weights were located on a raised platform. Changing facilities for both males and females were very good (although the location of the WC adjacent to the PEI office was unsuitable if both male and female staff were on duty at the same time). We are aware that an option appraisal is being carried out on the gymnasium to provide a central dining area and fitness studio, with results due in September 2001.
7.59 At the time of the inspection there were 14 organisations offering employment to 9 women. The placements were wide ranging and good quality and some of the employers had offered women jobs on release.
7.60 A total of 5 officers were involved in running and monitoring the scheme. This ensured continuity, cover and a point of contact. Much effort was also put into linking the placement to the prisoner so that skills could be fully utilised and developed. We visited some of the placements and the employers to whom we spoke were very positive about the benefits of the Scheme.
7.61 While the Scheme was working well, one difficulty being experienced was ensuring that placements could be filled as there were a limited number of Category Ds (18 at the time of inspection) in Cornton Vale. It was also difficult to increase the number of waiting employers in case some positions could not be filled.
7.62 Linked to this point was the fact that the Category D's were located within the prison (see also paragraphs 3.3 and 7.15). Should any problems arise, they were unable to attend work, thereby letting both parties down.
7.63 Race relations were reported as being sound, with staff training being provided by Paisley University. Quarterly meetings were held with the West of Scotland Community Relations Council and good links had been established with the chaplains.
7.64 We also met with a group of three Immigration Detainees. As might be expected, they were not happy about being held in a prison environment, a point with which we are in full agreement (and one which is currently being addressed through the purchase of Dungavel for use by the Immigration Service). Having said that, the women seemed content with the conditions and facilities themselves. They also said that many of the staff had been very kind to them.
7.65 However, the Immigration Detainees told us that they had not received much information about the prison on arrival and were unclear about many of the processes and rules. They said they had been very confused and frightened and as a result tended to stick together and did not mix with other prisoners.
7.66 The Chaplaincy Team consists of one Church of Scotland Minister (18 hours per week), one Roman Catholic Chaplain (11 hours per week) and a Roman Catholic Priest who conducts a workshop on Sunday mornings.
7.67 Church services are normally restricted to a Sunday, but the Chaplains share duties for the various Christian festivals throughout the year.
7.68 In addition to pastoral care the Chaplaincy Team are involved in a variety of other activities including work for the Hope Group and help for drug misusers. The Chaplains look forward to working closely with Family Contact Development Officers. They also have obligations concerned with the implementation of the ACT strategy, and with the Mental Health Team.
7.69 The Chaplains appear to work extremely well as a team, whilst relationships with management were said to be very good.
7.70 The purpose built chaplaincy centre at Cornton Vale is amongst the best of its kind in the SPS. In addition to the excellent chapel for religious worship there is one office and one room available for the Chaplains' use. The centre seem to provide just the right balance of offering comfort and sanctuary to prisoners, whilst giving some very practical and much needed support to the daily regime.
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