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Her Majesty's Chief Inspector of Prisons for Scotland: Report for 1999-2000

General Assessments

3.7 Local/Remand Prisons (North and East)

HMP Aberdeen as at February 2000 (previous formal inspection November 1997)

In our formal inspection report in 1997 we had concluded that Craiginches was a well-run establishment with good relationships among staff and prisoners. This was in spite of the pressures created by increasing numbers of drug dependent prisoners and a burgeoning population. It was recommended that there should be a major investment in the Gate, Operations Room, Visits Facility and Staff Facilities.

At the time of the intermediate inspection in 1999, we were encouraged to note that the pressures of high prisoner numbers had significantly reduced from 43% to 4% overcrowding and on this latest occasion, we were advised that prisoner numbers had remained low. The yearly average had been in the region of 160 (against a design capacity of 163) and numbers at the time of our visit were as low as 144.

The easing of overcrowding pressures on the establishment had apparently resulted in an easing of pressure for investment. In our view, however, investment is still urgently required to provide Aberdeen with the facilities it needs.

• The visits area has been acknowledged as being too small and inadequate for its purpose. Facilities for visitors were as poor as we have seen in any Scottish prison, providing only a dozen plastic chairs and a meagre handful of books for children. The waiting room was dingy and cramped - a situation exacerbated by the necessary installation of visitors' lockers.
• Working conditions in the Gate have for some time been recognised as unacceptable and inefficient as a result of the wide range of equipment that has been added to over the years - an ergonomic layout and effective use of available space are not features of the Gate at Aberdeen prison. The installation of an air conditioning unit has improved the working environment for staff but the facility remains inadequate.
• The staff muster room and locker area were even more cramped and spartan than before, pending the installation of a new alarm system. Frankly, staff deserve far better than this.

Concern was expressed by a number of people that the latest estates review would inevitably result in a further delay.

On a more positive note, the initiatives underway locally for tackling drug misuse were clearly showing the benefits of operating within a coherent national structure. Throughcare and joint working are almost universally accepted as fundamental to success and effective use of resources in addressing the problems presented by drug misuse and we encourage the establishment's efforts in these areas. However, we note the intention to provide drug free 'places' in every work party as opposed to increasing the number of drug free work parties. In our view, this would be a retrograde step which will expose drug free prisoners to the violence, pressures and temptations of the drugs sub-culture. It is difficult to see how this might be helpful in providing a drug free environment.

The development of regimes and facilities to meet the needs of short term prisoners - who make up more than 50% of the total prison population - has not been afforded a high priority by the SPS. Short termers have the opportunity to commit more crimes, albeit of a relatively minor nature, and more crimes equates to more victims. We were disappointed, therefore, to note that, in spite of the recommendation made in our formal report in 1997, no detailed survey of custodial trends had taken place. We recognise that the problem of severe overcrowding has receded but regret, nevertheless, that there has been no systematic collection and analysis of information about changes to the prisoner mix, sentence lengths, offending behaviour, addictions and mental health issues which would provide a rational basis for the allocation of priorities, resources and regime development.

• There have been changes in the prisoner mix which were not yet reflected in the establishment's strategic plan.
• There has been an increase in the percentage of the population who are remand prisoners, yet induction arrangements for this group are still cursory.
• There had been an increase in the number of prisoners who have deliberately harmed themselves, yet no consideration has been given in any draft plans for additional health care facilities.
• Some prisoner programmes for convicted prisoners did not appear to be based on sound assessment of needs and risks - targets for cognitive skills have apparently been set without reference to any objective process to establish the level of need.

The regime remains unbalanced and is not yet rationally based, although an induction process spread over five days for convicted prisoners has been introduced. The concept of sentence management had also been introduced and since October 1999, all convicted admissions are allocated a personal officer. We know that detailed needs assessment processes have been developed at other local prisons, particularly Barlinnie, and we suggest that these could inform the further development of the process at Aberdeen.

Overall, our assessment of HMP Aberdeen against the criteria of safety, decency and reducing future crime is:-

(i) Safety

There was an apparent suicide by hanging of a remand prisoner on 2 December 1999. In spite of the vigilance of staff and generally positive relationships, the number of self-harm incidents is rising at a time of relatively low prisoner numbers. The prisoner on prisoner assault target was breached in 1998-99 and there have been two such serious assaults this year. Safety is, therefore, an issue at Craiginches but we note that a Violence Management Group is to be established.

(ii) Decency

Craiginches is a decent prison. Integral sanitation is a feature of nearly all cells and access to showers is good. The establishment is clean, well ordered and maintains high standards. However, facilities for staff remain inadequate.

(iii) Reducing Future Crime

This area needs the greatest development, although the work undertaken to address drug misuse is soundly based and benefits from a coherent, cogent national policy. Other interventions, including cognitive skills, are less soundly based on an objective needs assessment process. Visits provision meets or exceeds minimum statutory requirements but the totally inadequate facilities do not support the concept of enlisting the help of families to support and assist in the rehabilitation of prisoners during their sentence. Until decent facilities are provided, we can see little progress in this area despite the efforts of the recently appointed Family Contact Development Officers.

It would be very disheartening indeed if the efforts of local management and staff and the positive relationships at this establishment were to be undermined by a failure to invest in the future. In repeating our 1997 recommendation for the provision of an appropriate Gate, Visits Area, Operations Room and Staff Facility, we note with disappointment that such recommendations had first been made in 1993.

HMP Edinburgh as at December 1998 (A formal inspection is due in September 2000, therefore there was no intermediate inspection in 1999: previous formal inspection September 1996)

The 1996 Formal Report had underlined the critical need for a reduction in overcrowding, and particularly for those on remand. In 1997 it was noted that some resolute action had been taken to ameliorate this: for example HM Remand Institution Longriggend was taking a number of YO remands from Edinburgh whilst extra interim accommodation had been made available at Saughton. This meant that the practice of holding 3 prisoners to a cell had ceased.

In 1998, we were greatly reassured, as it was apparent that excellent standards of accommodation were now being maintained throughout the establishment. We were also encouraged by the overall atmosphere which was encountered.

One year later it was a most heartening experience to inspect the excellent new 125 cell house block now made available for remand prisoners. This is the most significant improvement in conditions for remands to have occurred anywhere in the SPS for over a decade. However we would like to see a concomitant increase in time spent out of cell in a positive regime for those prisoners.

There were other encouraging signs of improvement: for example a new purpose built segregation unit had been built; we were much impressed by its facilities and layout, as we were with the reception area, which previously had been the subject of much criticism by the Inspectorate. A new Visit Centre to the east of the Prison was also being planned¹.

Other signs of improvement included more stability in the number of assaults. This had come about partly as a result of the route and system for feeding being changed, together with the introduction of CCTV and a number of successes by the intelligence unit. With regards to drugs, we were delighted to note that the post of Drugs Co-ordinator had been created (the first appointment of its kind in Scotland). On the other hand, understandable managerial shortages had led recently to this post being suspended. We were encouraged to find a number of drug free areas and would support further efforts to ensure they provide a better environment for prisoners, away from the corrosive influences of drug misuse. Meanwhile the provider of Education services has been changed, following the termination of the contract with Stoke on Trent College.

Our one major area of concern was for the Health Centre, whereas previously the formal inspection report had commended the way it operated, albeit in relatively poor conditions. In 1997, we had been told that refurbishment of the Centre was about to be implemented, but it then transpired that within a few months of this, the programme had been postponed due to a lack of funds. This unsatisfactory situation had been further complicated by the temporary closure of the hospital ward, together with a number of nurse staffing difficulties. The combination of these and other factors is such that when we visited on this latest occasion we felt the Health Centre was managing to cope - but only just.

HMP Inverness as at March 2000 (previous formal inspection March 1999)

There had been a number of changes at Inverness in the 12 months since the last visit. These included significant investment in the upgrading of security systems, whilst a process to review the use of available space was still ongoing. There was, however, no tangible progress in the develo-pment of the reception area for admission interviews. Meanwhile, prisoner numbers had remained fairly stable (122 at the time of our visit) with remand numbers in the region of 35. A new Governor had been appointed and had taken up post a month prior to our visit.

We found no problems with overall standards of safety and decency, whilst the regime for prisoners was as busy as ever. There was, for example, sufficient work for every prisoner and this was being completed to a consistently high standard, ensuring that Inverness was a preferred site for timber machining and assembly work. We were further impressed with the creative and highly skilled work being carried out in the craft workshop and noted plans to source more work locally and to develop further community links.

The average monthly number of discipline reports was still relatively low and largely concerned with matters of disobedience, damaging property or failing drugs tests. A review of random drug test statistics for the year to date indicated a headline rate of 28% - the same as the SPS average and an increase of 4% on 1998-99 figures. The average underlying rate was 15%, with a range of 8-30%. Cannabis was by far the most commonly detected drug, having been found in 97% of positive tests; benzodiazepines were found in 10% of tests and opiates in 7%.

Inevitably, the review of the SPS estate, which had been preceded by the announcement of prison closures, had given rise to a measure of uncertainty and speculation about the future of the Porterfield site. Indeed, some might consider the annual cost per prisoner place to be relatively high (£31,000 approximately). Nevertheless, this could be reduced by either increasing the prison's capacity on site or reducing the number of staff. Given the growth in the population in the local area, it would seem sensible to adopt the former option.

In summary, HMP Inverness continues to enjoy the advantages of being small, compact and well run, although there may be early signs of an increase in drug taking behaviour in the wider community, which is now being reflected in the prison. The good rapport between staff and prisoners that has been established over many years also contributes greatly to its daily success.

HMP Perth as at December 1999 (previous formal inspection February 1997)

In the eleven months since the last follow up visit to Perth, a new Governor and Deputy Governor had been appointed. In his initial briefing, the Governor acknowledged that he had taken over an establishment which was soundly based. He was beginning to exploit the benefits accruing from recent major capital investment to improve conditions which, at the time of the 1997 formal inspection we had described as "disgraceful and demeaning".

Refurbishment was underway in 'A' Hall and when complete will provide decent conditions for remand prisoners, continuing a trend started at Edinburgh Prison. Current facilities leave much to be desired but will improve when prisoners move to the refurbished half of 'A' Hall in early Spring. Refurbishment of this Hall is scheduled for completion next summer.

Standards of cleanliness had been raised in 'C' Hall, whereas previously they had been the subject of considerable criticism. In addition, whilst the prisoner mix was still unwieldy, there was an atmosphere of understated control and order. This Hall is not scheduled for refurbishment until 2004 but it is intended to upgrade cell decoration and furniture as an interim measure to prevent further deterioration.

The contrast between the environment and atmosphere in 'B' and 'D' Halls and the other older accommodation was remarkable. Levels of cleanliness, maintenance and general housekeeping standards were of a high order and served to demonstrate that prisoners can and will respond positively to decent conditions. This also was reflected in the establishment's performance against targets, including assaults, programme delivery and staff absence levels, all of which were well on track.

With refurbishment underway, the Governor's priority was further to develop systems and processes for co-ordinating and improving regime delivery. Perth was now an accredited site for the delivery of cognitive skills and anger management programmes, whilst induction for remand and short term prisoners and drugs relapse programmes had been identified as areas for improvement. These would be tackled by selecting and training staff to work with prisoners to address identified needs.

Changes to the management structure were planned for January 2000. Responsibility would be allocated to individual managers for all long term prisoners, local prisoners including remands, custodial services and co-ordination of the drugs strategy.

Of major significance to Perth is the merger of Friarton, which will take over the role previously assigned to HMP Dungavel as part of the rationalisation of the prisons estate. At this stage, however, it is not clear how the relocation of a national top end prison to Friarton will impact on Perth's 'E' Hall and the enhanced wages work party. In parallel, concerns and anxieties of staff were being acknowledged and consultation with staff representatives on this development was already underway.

Change is also a feature in the Health Centre, which will become a "hub" facility, providing in-patient medical and nursing services for establishments in the north and east. We were pleased to note continuity in the provision of high standards of care for chronic patients and those with acute problems in the day care unit.

In summary, Perth continues to progress. It is well positioned to exploit the advantages resulting from a substantial and long overdue capital investment programme with plans in hand for further improvement, these are founded on decent conditions, relevant and objective information and good staff/prisoner relationships.

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