| SPS
PERFORMANCE MEASURES AND KEY TARGETS 1994-95 |
| 1.
INTRODUCTION |
| 1.1
During the course of each financial year the Prisons
Inspectorate examines every prison in Scotland, either
through a 5-10 day formal programme or via short
unannounced visits. These are then followed by published
written reports: in this respect 1994-95 was no different
to any other year. However this Annual Report, which
described trends, is more detailed than its predecessors
in order to describe the many and significant
developments which have taken place throughout the year,
which also was the SPS’s second as an Executive
Agency of The Scottish Office. |
| 1.2
Detailed and impressive results of a wide range of
initiatives, some of which were started several years
ago, are now beginning to take effect; they are
noticeable on a growing scale. For example, there have
been considerable improvements to the Prison Estate,
including the initial formation of two new Units. Further
improvements have also been announced for the coming
year: these include enhancements to Victorian era
buildings such as the Halls at HMP Barlinnie, which are
long overdue. |
| 1.3
Prisoner ‘Opportunity’ agendas have similarly
been expanding. These are mainly aimed at trying to
change individual attitudes so that there can be a
sustained reduction in recidivism: current rates are
often depressingly high. Other important developments
have included: the publication of new Prison Rules, which
came into effect on 1 November 1994, the first such
change for 40 years; prisoners were each issued with a
‘Prisoner Information Pack’ at the same time. A
Prisons Complaints Commissioner was also appointed.
Additionally, useful insights into prisoner (and staff)
expectations were obtained through the publication of a
‘Second Prison Survey’. Far-reaching changes to
the dispersal of women prisoners were also announced. |
| 1.4
Prison staff have been subjected to all these changes,
together with the considerable effects of last years
Staffing Structure Review (SSR). The latter is leading to
sweeping changes in pay and working conditions, having
been the cause of considerable anxiety in preceding
months. The Criminal Justice and Public Order Act
separately removed the right of any Prison staff to
discuss or take industrial action. Meanwhile a number of
new education contracts were awarded as the result of
competitive tendering and market testing was applied to
the Works staff. Controversial changes to nursing staff
support are also being made following an earlier review. |
| 1.5
From the following pages it will be seen that the SPS is
fulfilling its mission statement: it was a particularly
good year for Custody, Order and Control in all its
establishments. However as the SPS recognises itself,
there are areas which still require improvement, many of
which are highlighted in our report, including some
fundamental problems which have persisted for some time.
For example, chronic overcrowding has continued at 4
prisons during 1994-95. Lack of full-time work was also
an increasing difficulty in some, but not all worksheds.
Meanwhile a very disturbing rise in the number of
suicides was experienced for which no common cause has
yet been identified, although there could be connections
with national trends for younger males. Drug abuse was
also still of great concern, for obvious legal, health
and control reasons. |
| |
| SPS
PERFORMANCE MEASURES AND KEY TARGETS 1994-95 |
| MEASURE |
TARGET |
RESULT |
| The
number of prisoners unlawfully at large. |
(a)
No ‘A’ Category prisoner should escape.
(b) The number of escapes by ‘B’
Category prisoners should not exceed 2.5 per
1,000 prisoners - ie no more than 14. |
(a)
Target met.
(b) Target met - there were 7 such escapes. |
| The
number of significant incidents. |
There
should be no more than 11. |
Target
met - there was 1. |
| The
number of serious assaults on staff and
prisoners. |
(a)
The number of serious assaults on staff should
not exceed 5 per 1,000 - ie no more than 23.
(b) The number of serious assaults on prisoners
by prisoners should not exceed 11 per 1,000
prisoners - ie no more than 56. |
Target
met - there were 5.
Target met - there were 50. |
| Basic
quality of life for prisoners. |
60%
of prisoners to have access to night sanitation. |
Target
met -60-61%. |
| Opportunities
for prisoner self development. |
80%
of convicted prisoners to have at least 7 hours
per working day of programmed activities. |
Target
met. 89% of convicted prisoners had 7.6 hours per
day in such activities. |
| Time
out of cell for unconvicted prisoners. |
25%
(6 hours in every 24) out of cell activities. |
Target
met. 30%. |
| Average
cost per prisoner place. |
To
remain within £26,624 per annum. |
Target
met. £26,008. |
| Levels
of staff sickness. |
No
more than average of 18 days. |
Target
met. (17.7 days). |
|
| SPS
costs included: |
| Staff salaries |
£114 million |
| Total |
£165.6 million |
|
