REPORT ON
A FULL ANNOUNCED INSPECTION OF
HM PRISON SWANSEA
7th – 16th June 1999
BY
HM CHIEF INSPECTOR OF PRISONS PREFACE
This is a long and detailed report on yet another local prison that shares the same problems as too many of its fellows. Its Certified Normal Accommodation capacity is 251; on the day that I took part in the inspection 320 prisoners were unlocked, only 26 below its maximum operational capacity. Of these only 102 were unsentenced. There were 72 young offenders amongst the 320 prisoners, for whom there were inadequate facilities. In addition there were 5 lifers, one of whom had been in the prison for over 2 years, awaiting allocation to a suitable training prison, and another was 178th on the list for transfer to a lifer main centre, which did not promise early transfer. B Wing has been closed for a considerable time, with the result that the staff are, understandably, concerned about the future, many interpreting the lack of refurbishment as meaning that closure of the prison is intended. In sum I found a prevailing feeling that, as the furthest west of all prisons in England and Wales, HMP and YOI SWANSEA was ‘out of sight and out of mind’ of the Prison Service, manifested in the numbers of people who spoke disparagingly to me about lack of support from line management. This feeling has been passed on because it is not healthy either for the staff of SWANSEA or for the Prison Service as a whole.
I am concerned about the lack of a clear role for HMP SWANSEA, because, without one, it is difficult for the Governor to motivate his staff. There are three local prisons in Wales – CARDIFF, PARC and SWANSEA – all geographically quite close, and all containing more sentenced than unsentenced prisoners. There are no training prisons in Wales, with the exception of USK/PRESCOED, which is both an open prison and a YOI. Therefore many Welsh long-term prisoners spend the bulk of their sentence outside Wales, which has implications for their resettlement. I understand that consideration is now being given to the transfer of responsibility for prisons in Wales from the South West Area, which includes those prisons in which many Welsh prisoners serve their sentences such as DARTMOOR, to Manchester and Merseyside, on the grounds that they link with Welsh prisoners from North Wales. My concern about this is that the Welsh prisons are in South Wales, and it is essential that the
3 Prison Service should be represented on all Criminal Justice and other committees that have an influence on the treatment and conditions of prisoners in Welsh prisons – those dealing with healthcare - particularly of the mentally disordered; drug treatment - of which more below; probation – with which there are currently admirable links; Social Services – with whom the current linking is an example of good practice that could be followed with advantage elsewhere in the Prison estate; education; work provision; and the all important maintenance of contact with families. I cannot see how this can be done effectively from Manchester or Merseyside, and suggest that there should be discussion with the Welsh Assembly to confirm the most suitable approach.
On the subject of drugs, I was concerned to learn just how many prisoners were on prescribed courses of medication when they were received into the prison, including every one of the young offenders. These were for a variety of reasons, but many came under the general heading of tranquillisers. Clearly it is not my business to query prescribing policies, but we have not come across such a high level of medication in any other prison, and maintaining such courses imposes considerable financial demands on the Prison Service. I suggest that this is a subject that might be researched with advantage by the new HealthCare task force, with a view to sharing its findings with the NHS. As with so many other local prisons, the provision of HealthCare in no way could be described as equivalent to that provided by the NHS, and I was glad to see the determined efforts being made to improve matters.
Clearly SWANSEA is a popular prison to serve in, particularly with those members of staff who come from the City. They know many of the prisoners, particularly the short-term persistent offenders, and this is reflected in their relationships with them. I gained the distinct impression that many of them wanted to do more with and for their prisoners, but felt frustrated by the lack of facilities such as workshops and a proper PE staff. This was particularly true of those working with the young offenders, for whom SWANSEA really is not suitable, once they have been sentenced.
4 Mention is made too in the report of the lack of offending behaviour courses, with the result that some offenders can complete their sentence without having their behaviour challenged. As with the increasing number of vulnerable prisoners, some of whom are held in unacceptable conditions, this is a problem for the Prison Service to solve, on behalf of all its prisons. Plans must be made for all prisoners requiring offending behaviour courses to be sent to prisons where these can be provided, as soon as possible after sentence. If this leads to a re-roling for SWANSEA then all well and good. At least the Governor would have clear direction as to what he was expected to deliver in terms of outcomes for prisoners rather than trying to comply with Key Performance Indicators, some of which do not apply, and none of which differentiate between different types of prisoner.
The Governor is clearly leading his prison, and has done much to recover what was lost through yet another example of the Prison Service failing to support a prison by leaving it for too long without a Governor. Visiting it is no longer the depressing experience of three years ago, and for this he and his team must take the credit. However he needs and deserves support, and in no more obvious way than a clear statement about the future both for the prison in general and B Wing in particular. Given those, and therefore tangible evidence that he is being supported by line management, I have no doubt that he and his staff will be able to make SWANSEA into the Healthy Prison which they would like it to be.
Sir David Ramsbotham September 1999 Her Majesty’s Chief Inspector of Prisons
5 CONTENTS
Paragraph Page
PREFACE 3
EXECUTIVE SUMMARY 11
CHAPTER ONE INTRODUCTION
History 1.1-1.2 17 The prisoner population 1.3-1.4 17
What we were told: Prisoners 1.6-1.10 18 Staff 1.11 22 Managers 1.12 22 Governor 1.13 23 Whitley Council 1.14 24 Board of Visitors 1.15 25
CHAPTER TWO LIFE FOR PRISONERS
Accommodation A wing 2.1-2.9 27 D wing 2.10-2.17 30 Vulnerable Prisoners 2.18-2.23 32 F wing (Induction) 2.24-2.35 34 Regimes for Young Prisoners 2.36-2.48 38 Catering 2.49-2.54 44 Mail and Telephones 2.55-2.58 46 Clothing and Kit Exchanges 2.59-2.61 47 Prison Shop 2.62-2.64 48 Prisoners’ private cash and earnings 2.65-2.67 49 Education 2.68-2.87 50 Library 2.88-2.91 54 Employment 2.92-2.96 55 Regime Monitoring 2.97-2.98 57 Applications and request complaints 2.99-2.106 57 Physical Education 2.107-2.110 60 Sentence Calculation 2.111-2.112 61 Visits 2.113-2.119 61 Religious Activities 2.120-2.125 63
7 CHAPTER THREE CUSTODY, CARE AND CONTROL
Segregation Unit 3.1-3.6 66 Anti bullying Strategy 3.7-3.15 67 Control and Restraint 3.16-3.19 69 Security 3.20-3.24 70 Incentives and Earned Privileges Scheme 3.25-3.30 71 Suicide Awareness 3.31-3.34 72 Services for Substance Misuse 3.35-3.54 73
CHAPTER FOUR THROUGHCARE / RESETTLEMENT
Reception / Discharge 4.1-4.13 79 Induction 4.14-4.22 82 Sentence Planning 4.23-4.34 86 Parole 4.35-4.36 89 Preparation for Resettlement 4.37-4.42 89 Release on Temporary Licence (ROTL) 4.43-4.48 91 Observation Classification and Allocation 4.49-4.56 93 (OCA) and Progressive Transfers Bail, Legal Aid and Appeals 4.57-4.66 96
CHAPTER FIVE HEALTH CARE
Health care inspection 5.1 99 Standards used in assessing the health care 5.2 99 service Staffing 5.3-5.10 100 Pharmacy 5.11-5.26 102 Continuing professional development 5.27-5.29 107 Management of health care 5.30 108 Needs assessment and the commissioning of 5.31-5.32 108 health care Services to patients 5.33-5.46 109 Visiting specialists 5.47-5.48 114 Reception 5.49 115 The Future 5.50 115
CHAPTER SIX MANAGEMENT AND STAFFING
Management Management 6.1-6.4 116 Communications 6.5 117 Management Services 6.6 117
8 Staffing Staff Complement and Deployment 6.7-6.20 120 Staff Facilities and Care Team 6.21- 6.25 123
Equal Opportunities 6.26-6.29 125
CHAPTER SEVEN THE ESTATE
The Site 7.1 127 Buildings 7.2-7.11 127 Maintenance 7.12-7.13 130 Fire Precautions 7.14-7.20 131
CHAPTER EIGHT RECOMMENDATIONS AND EXAMPLES OF GOOD PRACTICE
Secretary of State 8.1 134 Director General 8.2-8.11 135 Area Manager 8.12-8.15 137 Governor 8.16-8.78 138 Examples of good practice 8.79-8.120 146
APPENDICES : I) Management Structure II) Daily Routines III) Prisoner Population: demographic details IV) Summary of main findings from questionnaires V) Inspection Team
9 EXECUTIVE SUMMARY
Introduction ES1 Swansea prison was last inspected in February 1996. At that time the report concluded that it had been “a depressing experience” for many reasons. The majority of prisoners did not have access to integral sanitation and were still slopping out. Population increases had given rise to serious overcrowding and constant pressure to move prisoners far from home.
ES2 Senior managers were focussing on “coping” strategies rather than planning and there was an overall lack of organisation.
ES3 During this inspection we found some very encouraging signs that Swansea was making progress. It would be inaccurate to say that there had been a transformation but it was clear that there had been much incremental change.
ES4 There were excellent relationships between staff and prisoners and an evident willingness from staff of all grades to move the prison forward. We were impressed by the Governor who was giving positive leadership, supported by a strong and committed Senior Management team and staff who were responding to a clear vision by “wanting to do more”.
ES5 There were signs of frustration amongst staff that the regime was not as good as it should have been. In particular the young prisoner wing had a very impoverished regime despite the best intentions of staff who worked there. The most commonly held complaint from staff was about the absence of a plan for B wing which was closed at the time of the inspection. There had been conflicting messages about its future which were affecting staff morale. We were astounded that Prison Service Headquarters held the view that there was no requirement for additional accommodation in Wales when Probation Service research showed that over 1,000
11 Welsh prisoners were being held in prisons in England and there was still overcrowding in Swansea and Cardiff prisons.
ES6 There was also a strong feeling amongst many staff of all grades that Swansea received little support from Prison Service Headquarters; whether or not this was true the perception needed to be addressed.
ES7 Swansea was a local prison with a strong identity with the local community. There were some excellent links with, for example, Social Services and local churches. There was good potential for developing throughcare and pre-release schemes for those who would serve all of their sentences at Swansea and for those who could return from other prisons for the latter stages of longer sentences. This potential could be realised with the re-opening of B wing.
ES8 There should be a strategy for Welsh prisoners which will make optimum use of the four prisons in South Wales. Such a strategy should clearly identify the roles of the prisons and/or component parts of them to provide more positive regimes and throughcare opportunities for the different types of prisoners in Wales. The strategy should also identify the resources required to carry this out.
Recommendations ES9 The main recommendations following the inspection are contained in this executive summary. Other recommendations are to be found at the end of the report.
ES10 The following conclusions and recommendations are based upon our view of what are the fundamental requirements for a healthy prison, taken from Chapter 7 of the Thematic Review “Suicide is Everyone’s Concern” published by HM Inspectorate of Prisons in May 1999.
12 A SAFE ENVIRONMENT FOR PRISONERS
ES11 The good relationships between staff and prisoners helped to ensure that Swansea prison was able to provide a relatively safe environment. Certainly prisoners indicated to us that they felt safe and commented that bullying was not common. This had been identified as an important feature by staff and a comprehensive well publicised anti-bullying strategy was in place.
ES12 The induction programme was of good quality with initial assessments being carried out by committed staff. This was an important feature for helping prisoners come to terms with custody especially for those who were experiencing it for the first time. Our only concern was that there was some evidence of “information overload” as prisoners were expected to take it all in within too short a space of time.
ES13 Local records of individual prisoners, completed in depth during induction, assisted in the formation of effective staff prisoner relationships. It was clear that staff had a good level of knowledge of prisoners in their care.
Main recommendations · an assessment of the level of bullying should be carried out to inform the anti- bullying strategy · personal officers should play a greater part in sentence planning.
PRISONERS ARE TREATED WITH RESPECT
ES14 We found that staff generally treated prisoners with respect in a reasonably relaxed atmosphere. Prisoners felt able to approach staff to seek information or just to talk informally. However, there were aspects of the physical conditions in which prisoners were being held which were worrying. In particular screens had been placed on every cell window, partly to prevent articles being thrown out but these considerably reduced the amount of natural light entering the cells. Additionally, we
13 were shocked to find a cell on the vulnerable prisoner landing for six prisoners with no integral sanitation. In shared cells with integral sanitation there were no privacy screens.
ES15 Information for prisoners about how to make requests or complaints was readily available but most queries were dealt with by wing staff before prisoners had to resort to formal applications.
ES16 Whilst there were pleasing aspects to the health care provision, particularly the attitudes of staff towards prisoners, the standard of provision was by no means equivalent to the National Health Service.
Recommendations
· the need for all cell windows to be fitted with screens should be reviewed · all prisoners should have 24-hour access to sanitation · the six man cell in the vulnerable prisoner unit should be closed · health care centre accommodation should not be included in the certified normal accommodation · prisoners should have access to a health care service equivalent to the National Health Service.
PRISONERS ARE FULLY AND PURPOSEFULLY OCCUPIED AND ARE EXPECTED TO IMPROVE THEMSELVES
ES17 In common with many other local prisons, Swansea had insufficient activity places for prisoners. There were signs that staff were trying to make the best of limited facilities but, in essence, there were insufficient employment places, restricted access to education and the library, no opportunities to gain qualifications in workshops and an inadequate gymnasium.
ES18 The situation was worse for juveniles and young adult prisoners as there was no purposeful activity for them other than education and use of the gymnasium. Staff had some excellent ideas to improve the regime and these should be encouraged.
14
Recommendations
· provision should be made to improve the range and quantity of purposeful activity places including more accredited courses, particularly for young prisoners. · vulnerable prisoners should have greater access to the education department · a new gymnasium should be provided.
FAMILY LINKS AND PREPARATION FOR RELEASE
ES19 Many prisoners were prepared to put up with restricted opportunities and regimes in order to stay at Swansea and thus make family visits easier. However, as there were no accredited offending behaviour treatment programmes, some prisoners were released without receiving any assistance to help prevent re-offending on release.
ES20 We were also concerned at the long periods life sentenced prisoners were spending in Swansea before being transferred to a main lifer centre. One prisoner had been waiting for over two years and we were told that a wait of 18 months was the average. Local prisons such as Swansea are ill-equipped to deal with the special needs of life sentenced prisoners and should not be expected to do so.
ES21 The atmosphere in the visits room was quiet and relaxed although we drew the Governor’s attention to some searching procedures which were inappropriate.
ES22 We were particularly impressed with the links between the prison and the local Social Services in dealing with young prisoners, which could be used as a model of good practice in other establishments.
15 Recommendations
· there should be accredited offending behaviour treatment programmes for prisoners to help prevent reoffending on release · greater emphasis should be given to pre-release resettlement programmes to include employment, housing and other issues based on individual needs · there should be an acknowledgement that Swansea has a training prison function for those prisoners who will serve all of their sentences there and appropriate resources made available.
Conclusions
ES23 Swansea prison had some way to go before it fully satisfied our criteria for being a healthy prison. However, we were encouraged that prisoners felt safe and, on the whole, were treated with respect. Much more attention and resources should be given to increasing constructive activity, including tackling offending behaviour and improving resettlement arrangements.
ES24 We believe the redevelopment of B wing to be a crucial part of the further development of Swansea as a community prison in serving the needs of prisoners and the local community.
16
CHAPTER ONE
INTRODUCTION
History
1.1 Swansea prison was built about half a mile south west of the city centre sited between the County Hall and Swansea City football ground. Original building commenced in 1845 and was completed in 1861. The prison was built from local stone in the form of a small Victorian part radial jail; it is grade II listed. A few small additions had been made over the years in concrete block, which have weathered to a tolerable match, or yellow brick which does not blended at all. Very significant three- storey additions had been built recently, to extend D wing and provide educational facilities, a new reception, a new kitchen and visits areas which were very visible to the outside world. These were faced with stone to harmonise very sympathetically with the original structures and had been in the process of being built at the time of the last inspection (November 1995)
1.2 Every building on site, except the very newest, were showing settlement cracking in varying degrees. B wing was so badly affected as to be structurally unsound, as had been reported in the past, and almost all the cells had been taken out of use. The new construction had been faced most attractively with single leaf stone- work but the work had not been competently carried out and large areas of facing had collapsed two years ago fortunately without injury or loss of life, but repairs were still not completed at the time of this inspection
The prison population
1.3 At the time of inspection the Certified Named Accommodation was 251, with an Operational Capacity of 346. On the third day of the inspection there 325 prisoners.
17 1.4 Of the total, 26% (84) were young prisoners and 74% (241) were adults. Over half of the total population was convicted (55%), 28% were on remand or trials and 17% were convicted awaiting sentence. A higher proportion of young prisoners were convicted (70%) than adults (50%). Proportionately fewer younger prisoners were on remand (15.5%) than adults (32%). Fifty five per cent of the adult population were aged between 21 and 30 years of age and 74% of the young prisoners were 19 and 20 years. In terms of ethnic background, 2% of the prisoners were Black or Asian and 98% were white. Of the total population, prisoners charged with offences of violence accounted for the highest proportion, by type of offence at approximately 25%, followed by burglary at 17% and drugs offences at 11%. The majority of prisoners listed their home areas as West Glamorgan (43%) and Dyfed (28%). Nearly 10% of the prisoners were listed as no fixed abode. Further details of the population breakdown to include age, ethnic, origin, offence and home address may be seen at Appendix III.
1.5 During our inspections we listen to the views of many prisoners, staff and representatives from Staff Associations, individually and in groups. We believe this to be important and to record what was said because they reflect the feelings of people living and working in the establishment. Where appropriate, we record our own findings alongside these comments, particularly those made by prisoners. However, it should not be assumed that where there are no such bracketed findings, views expressed by prisoners, staff and Staff Associations in the following paragraphs necessarily accord with our own judgements; these are to be found in the main body of the report. Those paragraphs in the report which record the views of prisoners, staff, Staff Associations and the Board of Visitors are edged in black.
What We Were Told
Prisoners
1.6 We spoke to a group of adult remands, they said: · there was lots of information on initial reception but prisoners were not adequately informed about entitlements [see 4.14]
18 · the football yard was not available to adults, exercise was reduced to 30 minutes, association was once a week and access to the gym was restricted; on Sunday prisoners were locked up all day [see regime for A wing 2.1] · workers were penalised because the ‘phones could only be used during association and workers received less time in association · although there was a weekly kit exchange prisoners might miss it if on a visit · enhanced level prisoners had in-cell TV · purchases such as trainers or radios could be made only from earnings [this was correct and linked to the incentives and earned privileges scheme; we comment at 4.11.] · there was insufficient work for prisoners [we agreed see 2.94] · although the Board of Visitors were available, reporting to them was not popular [this perception was not shared by staff or the BOV] · it was difficult to get request/complaint forms [see 2.99] · the personal officer scheme worked more like a landing officer scheme [this is often the case in remand situations, we have found] · there were no privacy screens in double cells; there was a lack of ventilation [we agreed see 2.5] · there was no amenities committee · there was no ‘drug free’ unit · shop prices were expensive [we found them to be within guidelines] · the anti-bullying strategy was good [see 3.7] the prison was ‘safe’ · prisoners were assessed for education only if they applied · the Race Relations Officer met all new prisoners from ethnic minorities although remand prisoners were treated like convicted prisoners; it was a good establishment to be in.
1.7 We listened to a group of sentenced adult prisoners who made similar points but added: · there were no facilities for those without work · messages for prisoners were not relayed in good time
19 · release under temporary licence was highly restricted · the grilles inside the windows were awful [not agreed] · ethnic minority publications were not available · cell buzzers [alarms] were turned off at night [we found no evidence of this during our night visit] · there was a lack of differentials between enhanced and standard; it was not worth the effort to achieve enhanced.
1.8 We listened to a group of young prisoners who made similar comments but added:
· visits were good · it was a fair gaol [praise indeed] staff were fair · there was daily access to exercise except in bad weather · association was on alternate afternoon/evenings but only the enhanced got out at weekends · access to classes was good; the library was Thursday or Friday · food was reasonable · drugs were available, mostly cannabis or ‘speed’; there were no hard drugs · there was a drugs counsellor, but prisoners needed to apply · although there was sentence planning there was no custody planning [for unsentenced prisoners] · the laundry facilities on the wing were not connected to the services [the Senior Works Officer confirmed that this was the case, but that he was planning a central service for washing clothing etc. We comment at 2.12].
1.9 We listened to a group of vulnerable prisoners who said:
· there was insufficient association [we agreed] · food was poor [we felt that the conditions in which food was offered was extremely poor on the VP wing, but that the food itself was reasonable]
20 · lighters were not permitted on the VP wing [we were unable to ascertain the reason for this although some staff tried to link the possession of a lighter with a prisoner’s (supposed) mental state; this should be reviewed] · visits were often short [see 2.113] · it was a threatening experience coming through reception · there was only one ‘phone for 53 prisoners [this was within the standards agreed by the Prison Service] · due to staff shortages only 14 went to the workshop; selection was ad hoc and there was no rotation [see 2.21 and 2.94] · newspapers did not appear until the evening [see 2.43] · there was no access to the library and a selection of books was sent in boxes [see 2.89] · gym was available twice per week · there was no access to education for vulnerable prisoners [see 2.20].
1.10 We saw one lifer (there were three at the time of this inspection but the other two were otherwise occupied); he felt he could speak for the three:
· the regime for lifers was poor [we agreed, Swansea was not geared to look after lifers] · health care was poor [see Chapter Five] · association was often cancelled, the doctor was not available at weekends · food was insufficient [we did not agree, portions were more than adequate] · the Board of Visitors was ineffective · there was no formal contact between lifers [this was correct] · staff generally were good but some officers were petty · there were no records maintained for lifers.
21 Staff
1.11 We spoke to a mixed group of staff, who said, among other things: · there were concerns about ‘clustering’, that jobs might be lost as a consequence [clustering is an initiative to ascertain whether one establishment is able to provide services for a group of prisons] · communications between staff and management were good · there were concerns that works services staff might be included in weekend rostering arrangement · there were concerns about Parc Prison [at Bridgend, some 20 miles distant] which seemed to have a similar role, with regard to prisoners, as HMP Swansea · Whitley committee meetings were not well attended · the Governor chaired Whitley meetings, was approachable and had Swansea’s interests at heart · staff facilities were adequate but there was no office for POA members and no disabled access for staff; access for female staff to use the gym should be improved · the prison was safe for both staff and prisoners; relationships were good [we felt this to be the case] · the reprofiling exercise had been postponed [reprofiling – an exercise to improve staff deployment] · a lack of resources had delayed progress; any plans were likely to be overtaken by outside influences. Progress seemed to be linked to the development of B wing which would provide the potential for introducing accredited courses.
Managers 1.12 We met a multi-disciplinary group of middle managers who told us that: · they were concerned over the uncertainty of the future of B wing which had affected staff morale. Some staff were also questioning whether Swansea had a long-term future as a lot of “external groups” were visiting. This was seen by some as looking for the evidence to close Swansea
22 · they felt that it was difficult to invest in the future until the position was clearer. There had been ideas and options for the re-opening of B wing only to be told it may not happen · there were good relationships between probation officers and prison officers and between staff and prisoners particularly because of the local nature of the prison · the prison estate did not allow Welsh prisoners serving sentences to stay near their home areas. Many were transferred to prisons in England which made visits difficult. Conversely life sentenced prisoners were staying too long. One had been waiting nearly 21 months for allocation and staff were not trained as lifer officers although they did the best with lifers · staff at Swansea did not get much praise from outside the prison. There had been little acknowledgement of progress made · communication between Prison Service Headquarters establishments was poor. Communications between Swansea and the Area Office could be better · policy decisions were being made but notification was sometimes received late · a statement on Quantum had been due in April but staff had heard nothing · sickness levels had improved but were high due to genuine long term sicknesses · the regime for prisoners segregated for their own protection under Prison Rule 45 was better but still needed further improvement · training was “awful”. Targets were not achieved last year as staff were regularly redeployed. There had been some improvement since the introduction of two half day training sessions each month · there was a very high turnover of young prisoners both remanded and convicted.
Governor 1.13 We met the Governor who told us that: · much had been achieved in the previous 18 months and there was a clear view of what more needed to be achieved · management were aware of many of the problems and wanted to use the inspection report to check the direction and where necessary to realign priorities. He also hoped that there would be recognition of achievements
23 · although the pace of change was slower than he would like he felt that there had been a backlash by some staff against the rate of change last year. This had manifested itself in a refusal to complete staff annual reports although no formal Failure to Agree had been registered by the POA · there had been difficulties with the POA which had been allowed to fill the vacuum when Swansea had been left without a Governor for nine months. Difficulties were getting easier · there was much speculation and rumour around the prison which was depressing morale. The rumours concerned the long-term future of the prison. The perceived threat of the contracted out of Parc prison and the closure of B wing · there was a perception by staff that the Area Manager was not supportive of Swansea in some of the above and over the recent profiling exercise.
Whitley Council 1.14 We met representatives from the Whitley Council on two occasions, as the POA were unable to meet us on the same day as other union representatives. They told us that: · the Quantum project was still causing concern for staff due to a lack of information. They were concerned about their jobs · there was a proposal to introduce rostering of weekends for some members of the works department with time off in lieu being granted but whilst the idea had been accepted there were still problems with the conditions of service · uncertainty over the future of B wing was unsettling. Staff thought that if it was demolished it should be rebuilt · the Whitley Council was given support from the Governor who chaired the monthly meetings and who took personal pride in Swansea prison · the regime for prisoners was lacking in purposeful activity and was inconsistent · staff were willing to do more with prisoners but could not due to the lack of resources. They wanted to be more than “Turnkeys” · there were good staff/prisoner relationships which could be lost if there were further cutbacks in the regime
24 · they were disappointed that the staff profiles presented to the Area Manager, after such good work between staff, unions and local management, were rejected. They felt that a reduction in staff was being sought rather than the provision of a better regime.
Board of Visitors 1.15 We met the Chairman of the Board of Visitors who told us that: · Swansea prison was in a very precarious position requiring uncertainties over the site. Investment would give an indication of its future · B wing had closed down but should be demolished and rebuilt. There were numerous options for its use but in any event it was needed to keep move Welsh prisoners’ nearer home [we agreed] · the prison had originally been built for single occupancy and in-cell sanitation had been put into cells more recently on a single occupancy basis. Most cells were now doubled with prisoners having to eat in their cells next to the toilet. There was no hope of rehabilitation if prisoner were treated like this · prisoners returning to prison should keep to the same identification number to give greater consistency in matching up previous prison records. The success rate was “dismal” as there were no records of what was happening to prisoners coming back again and again · Swansea had gone through a time of problems under successive Governors but there had been improvements since the last inspection report. The current Governor was the best for many years · no additional resources had been given to the Probation Service for their work on Home Detention Curfew, and other work had been dropped to take account of it · the Board could not understand why the responsibility for young offenders changed from social services to the probation service when they reached 16 years of age · the Chairman did not think that Governors should be “judges in their own courts” by carrying out adjudications on prisoners changed under the prison disciplinary system
25 · there were concerns about budgetary control as it was difficult to tell if money was being well spent if the end product i.e. the prisoner, was not being assessed on release · it was difficult to see how anyone could run a business on a reducing budget which did not allow for expansion.
26 CHAPTER TWO
LIFE FOR PRISONERS
Accommodation
A Wing 2.1 A wing was a traditional, Victorian, galleried style wing. The wing accommodated a maximum of 180 prisoners on four landings. The main entrance to the wing was from the Centre, which brought one onto the second floor. There was a solid floor to this landing which gave the floor below a basement feel. Given that there was not the same level of visibility for prisoners on the lower landing, this was reserved for 22 workers who were more trusted prisoners and who were off the wing for most of the working day.
2.2 There was a relaxed atmosphere on the wing and it was clear that there were good staff/prisoner relationships. Prisoners were able to identify their landing officers and similarly the staff knew their prisoners well. Prison Officers on the wing were deployed to the same landings daily in order to promote continuity for both staff and prisoners. There was a photo board on each landing showing the names of landing officers, although some of these were out of date or incomplete; the photo boards identifying the landing staff should be kept up to date.
2.3 Access to the higher landings was by means of spiral staircases, which ran up either side of the wing. While most of the wing was clean these staircases were dirty and covered with the detritus of prison life. Other dirty areas included the pipes and cables on the wing, which ran above eye level and the showers; the pipes were covered with a thick layer of dust and grime. The showers, the pipes and cables above eye level and the spiral staircases should be maintained in a clean condition.
27 2.4 An in-house painting programme ensured that the decoration on the wing, including the cells, was maintained to a high standard. Consequently, there was very little graffiti on the wing. However, the main fabric of the building was in a poor state of repair, due to the age of the building and, despite the best efforts of the staff and prisoners, there was much evidence of this. The metal work on the main window at the end of the wing was rusting and this was coming through into the staff offices, which were located adjacent to the window. The brickwork was damp and crumbling, and the oldest cell doors looked to be close to disintegration.
2.5 The staff offices were messy, disorganized and dirty. The staff did not use them much as the rooms were hot and stuffy, but this was no excuse for their chaotic state. The staff, rightly, complained that there was insufficient space for interviewing prisoners. These offices would be suitable if some moderate improvements were made. The staff offices on A wing should be cleaned and tidied; the ventilation should be improved.
2.6 The cells were a mix of singles and doubles. The cleanest cells were those on the lower two landings, with the top landing dirtier than the third. Also, the cells on the lower landings were better furnished than those on the upper two. It would seem that while there was a minimum amount of furniture which each cell should have, prisoners who used their initiative were able to acquire all sorts of additional bits and pieces, from extra book shelves and mirrors to a large Welsh dresser! Some of these furnishings appeared to have been poached from other cells on the wing. The same went for the blankets and pillows. The newest prisoners on the wing, and those who were staying for the shortest time, were generally allocated to the top landing and were not in a position to gather extra items even if their cell was deficient of basic requirements. Landing staff should ensure that there is sufficient furniture, blankets and pillows for all cells and that no cell has extra fittings at the expense of another.
2.7 As with the other wings, a problem in the cells was the screen to the window. These had been added to prevent prisoners throwing rubbish or shouting out of the
28 window and had been extremely successful in those aims. The problem was that the screens were made of a metal sheeting with holes punched to allow light to pass through; these had been fitted inside the window thus preventing anyone from opening or closing the window without a special tool. There was a tiny gap either side of the screen that allowed the window to be opened with the use of a small hook. However, the only such tool on the wing was one that had been devised by staff from an adapted piece of metal and prisoners had very limited access to this. The result was that most prisoners on the wing were left with their windows either permanently open or permanently shut. The amount of light that was blocked out left the cell gloomy, even on a sunny day. The cells that were in the most shadowy parts of the wings had to have their lights on at all hours of the day. Window screens, in their current form, should be removed; we remain unconvinced that they are the best way of stopping prisoners throwing things or shouting out of their windows.
2.8 Many of the prisoners had pornographic pictures on display in their cells. The pictures were generally of the sort that could be found in newspapers and men’s magazines and did not infringe the establishment’s policy on the display of offensive material. However, most prisoners did not restrict themselves to one or two such pictures but seemed determined to cover every available space in the cell with an image of a semi-naked woman. Some prisoners had used their ingenuity to acquire up to three notice boards and had totally covered each of them with these pictures. The feeling, on entering the cell, was one of being completely surrounded and overwhelmed by graphic sexual images. Better control should be exercised in restricting the numbers of pictures that prisoners are allowed to display in their cells.
2.9 A servery was located on the second landing and, despite some ageing and chipped plaster, it was very clean. There was a whiteboard on the wall, at the entrance, on which the week’s menu was written. The notice boards around the wing were generally up to date and were kept in a good state of order, many of them in locked, glass fronted cabinets. There were five telephones, located by the main entrance to the wing. None of these had acoustic hoods. We were told that various prisoners had
29 ripped them all off at times of distress. We were also told that the prison was soon to have a new phone system installed before the end of the year. It is recommended that all new telephones should have acoustic hoods fitted and that measures are taken to ensure that they remain intact.
D Wing 2.10 D wing provided accommodation for up to 98 young prisoners, held in 22 single cells, 32 double cells and four small dormitories. The wing held a mix of convicted young offenders, a small number of juveniles [under 18s], and unsentenced young prisoners. From the population of 75 in the wing on the day of inspection, we found five juveniles, and 12 young prisoners held on remand, eight convicted but unsentenced young prisoners, and 55 young prisoners serving sentences. We had concerns that juveniles were mixing with young adult offenders and that one Schedule 1 offender was also held on the wing. Although we were told that this did not cause problems, we ascertained that there were no formal arrangements in place to risk assess prisoners for shared accommodation. Discussions with staff led us to believe that whilst this situation was being sensitively managed simple but formal assessment arrangements should be in place to ensure appropriate allocation/sharing.
2.11 Conditions in the wing, which had been brought back into use two years ago following a refurbishment to double the prisoner accommodation by adding cells to the wing which had, previously, cells on only one side, were very good. The result was a light, bright, and pleasant accommodation based on the time-honoured, open galleried, Victorian design, with modern technology to provide integral sanitation, good ventilation and light. All communal areas were in good condition, with clean shower areas and the landing areas clean, bright and pleasant. Whilst there were cleaning schedules, these were not followed, although the overall effect was not unreasonable. We noted, however, that the cleaning equipment was not colour coded. With the existing managers and staff on the wing this would probably not be a problem; nevertheless, wing cleaning arrangements should be better formalised.
30 2.12 We ascertained that the shower area on the top landing was not used because of insufficient supervision and, as a consequence, recommend that adequate supervision should be provided to allow the showers on the top landing of D wing to be brought into use. We were told that a central service for the washing of clothing was planned. In addition there was a small launderette on the wing not used; we could not discover the reasons for this. Noting that the only other facility for changing clothing, for unconvicted prisoners who choose to wear their own clothing was through visits this should be reviewed, and the D wing launderette should be brought back into use. Use might be extended for convicted prisoners as part of the incentives and earned privileges scheme.
2.13 We inspected a number of cells on each landing; conditions ranged from very tidy to rather scruffy. Overall, however, cells were of a reasonable standard of cleanliness, assisted, no doubt, by weekly inspections at weekends when young prisoners were expected to make up a bed pack and tidy their cell. The main concern was the screening of all the windows. We were told that some prisoners had been involved in ‘cat-calling’ with members of the public from their cells. As a consequence perforated, non-moveable, metal screens had been placed inside all of the cell windows as a means to prevent such happenings. The effect of this was that a considerable amount of light, between a quarter and a half of that available we estimated, was blocked. We repeat our recommendation for A wing.
2.14 All cells had integral sanitation although, apart from the small number of dormitories, there was no partition between the toilet and the rest of the cell. Many cells did not have a pinboard and there were marks from toothpaste on the walls of many of them where prisoners had affixed items. Although all but one of the cells we inspected had a locker, none of the lockers had doors. Clearly, all cells should be properly decorated and furnished. Cell displays were reasonable in all those we inspected.
2.15 Association facilities were fairly basic – pool table, table tennis, TV and video – and use of the two telephones on the ground floor of the wing; access to the
31 telephones was allowed only during association. We noted that one acoustic hood was missing; we were told that it had been vandalised. However, noting the site of the telephone, which was close to the stairs it needed to be replaced. The control of telephone cards was managed by wing staff which, taking into account the nature of the young prisoner population, was good practice.
2.16 We discussed with staff, and also observed, where practical, on the wing, the arrangements for dealing with bullying, race issues, sick reporting, suicide prevention measures and clothing/bedding exchanges etc. We noted relevant notices on the wing. There was a dedicated telephone link to the Samaritans, which was well sited, close to the senior officer’s office. Our main concern was the number of times that it had been found necessary to cancel evening association. During a monthly period [31 days] March/April 1999 it had been cancelled 10 times and curtailed on a further five occasions. Clearly, staffing levels in D wing should be reviewed to provide better continuity of evening association.
2.17 Staff facilities on the wing were reasonable, with adequate office space, toilets and showers for both male and female staff. Overall the impression we had was that the wing was well cared for and provided a good standard of accommodation for young prisoners.
Vulnerable Prisoners 2.18 The Vulnerable Prisoner Unit for adult prisoners was located partly below A wing, under the centre of the prison and the empty B wing. It was accessed by stairs from A2 landing. The Segregation Unit was located at the far end of the VPU Unit also under the closed B wing. There were 48 spaces for both remand and sentenced vulnerable prisoners.
2.19 The unit comprised six double cells, one three bedded cell, one six bedded room, and a four single cells, now with integral sanitation. This accommodation, particularly the six bedded room, offered very poor accommodation for prisoners. We were told that additional staffing had been provided to ensure access to sanitation at
32 night, however, staff told us that they would be most reluctant to open a room containing six prisoners at night, night staff confirmed that this had never occurred. Unless prisoners in the Vulnerable Prisoners Unit have full sanitation at night the unit should be closed. The remainder of the cellular accommodation was a mixture of double and treble cells, which had integral sanitation, however there were no privacy covers to the toilets. These should be provided.
2.20 Prisoners on the unit experienced a somewhat impoverished regime. The planned evening association period during weekday evenings was frequently cancelled. Arrangements should to be made to ensure that association periods are not cancelled. This would increase prisoners access to telephones and showers. Prisoners from this unit did not get access to the Education Department although arrangements were made to provide facilities in their cells. However, prisoners complained about lack of educational facilities and the provision of education to vulnerable prisoners should be reviewed. Similarly access to library books should to be reviewed. There were no launderette facilities on the vulnerable prisoners unit and these should be provided.
2.21 The staff on the unit had been recruited on a voluntary basis and were a keen group with many good ideas. There was considerable scope, however, for the provision of a more active regime for the vulnerable prisoners and we recommend that this should be given priority. There was a new exercise yard between the unit and the health care centre, which was shared between the VPU prisoners and the health care centre prisoners. The textile sewing machine shop was dedicated to the employment of the vulnerable prisoners. It took up to 28 prisoners when both Instructors were on duty.
2.22 The unit staff felt that evening association periods were often cancelled because they were redeployed to other areas of the prison. Facilities for staff working in the unit were not good. There was no staff toilet. There was also little natural light and the unit was described by one of the staff has “the hole in the ground”. Prisoners complained that, on occasions, they believed that their food had been tampered with
33 before it came on to the unit. Although this was unlikely, a tightening of arrangements was in hand to ensure that this would not occur. Prisoners also complained that the seating arrangements in visits clearly identified that they were from the VPU unit. One prisoner expressed a concern that this could lead to his visitors being victimised by other visitors.
2.23 Overall, the unit was cramped and somewhat depressing in appearance. However, the staff were well motivated with good ideas recognising there was clearly scope for improvement. One good example of the staff’s initiatives was the painting programme to ensure that cells were kept well decorated.
F Wing (Induction) 2.24 F wing consisted of three landings; 30 single cells, all of which had been doubled as indicated on the establishment CNA certificate, allowing a maximum of 60 prisoners, if necessary, to be located there. Although we do not condone the doubling of single cells, because the wing was for induction it was often appropriate to locate prisoners into shared cells.
2.25 Prisoners were held on F wing for their induction and should have been there for a maximum period of seven days. (but see 2.26 below). Prisoners were usually doubled so that they did not have to spend their first night in custody alone. Young prisoners were located on F1 in cells adjacent to the aged or infirm adult prisoners already there. Although, when there were no vacant cells, they were located straight onto D wing returning to F wing for their induction programme each morning. Adult prisoners other than the aged/infirm group were located on F2 and F3. Prisoners from reception were located in a cell on their own only if they had been at Swansea before and were known to reception and wing staff. Reception officers attempted to carry out risk assessments to locate compatible prisoners together, e.g. remands, sentenced, youngsters, adults, friends, co-charged, known drug users, non-smokers etc. but this risk assessment was somewhat perfunctory since prisoners were not held in reception for any length of time to allow proper compatibility checks. Prisoners should be
34 more thoroughly risk assessed in Reception to ensure they are suitable to be located together in shared cells on the Induction Wing.
2.26 For a variety of reasons some prisoners were held on the Induction wing for longer than seven days; we considered the facilities there were generally inadequate for longer stays. Some prisoners, similarly, were transferred off F wing earlier than seven days if they had been detained in Swansea before and it was considered they did not need to attend the full induction programme again.
2.27 Aged and infirm prisoners were located on F1, the ground floor. There were no disabled cells on F wing, but the route to the servery hatch was upstairs across to an adjacent landing on D wing, and down another flight of stairs, returning to their own landing on the ground floor, F1. Similarly the route to exercise was down a flight of stairs out of the building from F1, and also the wing showers [which had damaged tiles and should have been cleaner], were located off the wing and around the corner on D2 and D3 landings. The arrangements for aged and uniform prisoners should be reviewed. With regard to general housekeeping the disused metal mop buckets should be returned to stores from the staircase leading to the exercise yard from F1. Damaged tiles in the showers on D wing should be repaired, the showers should be cleaned more thoroughly, staff supervision should be improved when the showers are in use.
2.28 Evening association was very limited and so, therefore, was access to telephone calls during the [cheaper] evening periods. Although launderette facilities were sited on D wing they had not been plumbed in. If necessary, prisoners washed their own kit in the sinks of their cells. There was, however, nowhere to dry it unless prisoners suspended clotheslines in their rooms. In-cell electricity for radios and televisions etc. was provided but not connected, except for the two cells occupied by the enhanced regime wing cleaners. Some prisoners had put towels up to their windows since no curtains had been provided. We saw some colour coded cleaning equipment but apart from a duty list in a cleaner’s cell (who had not been trained) we saw no Health and Safety cleaning schedules. There were some offensive displays in
35 some cells and some offensive graffiti on walls and mattresses but, generally, the décor of cells was sound with a cell painter on the wing. However, Health and Safety cleaning schedules should be displayed and observed at all times. Offensive displays and graffiti should be removed.
2.29 Bunk beds, some with damaged mattresses, were in each cell, but there were no privacy screens around the stainless steel toilet and washbasin units. It was possible for staff to enter a cell whilst one of the occupants was using the toilet. Apart from very small wall cabinets, which often had no doors (they had been ripped off by previous occupants) there were no tall lockers, and property and clothing had to be folded up and stored on an insecure shelf under the fixed cell table. There was, occasionally, only one notice board in for two prisoners. Prisoners complained that wastepaper bins had not been provided which meant they could not easily keep their room clear of litter. Most notice boards were soiled with toothpaste stains, and adhesive used by previous occupants to affix photographs onto them. Although cell bells were audible, the indicator panel simply recorded that these were pressed on D wing landings. Privacy screens should be placed around cell toilets, a clear non- toxic adhesive should be issued to prisoners so that they are able to affix photographs onto their cell notice boards. Lockable lockers and cell wastepaper bins should be provided. The cell bell indicator panel should indicate which wing, landing and cell the bell has been pressed.
2.30 As in other wings window grills had been attached to the inside of each cell window which reduced the level of natural light that entered each room by up to a half. It also made it difficult for prisoners to open and close their windows when the weather changed. Some cells were reported to be very cold. The use of window grills should be reviewed; in the meantime a tool bar to open and close cell windows should be made available to all prisoners at all times.
36 2.31 Prisoners could ask to clean their own rooms after exercise each morning but because time was limited, staff did not always allow them to do so and as a result cell cleanliness on the wing was variable. Staff should ensure that cells are cleaned every day.
2.32 Exercise was a half-hour period in the fresh air every day, weather permitting. Exercise times varied because staff could never guarantee how long the reception board would last. Prisoners could walk around the exercise yard or stand or sit on the ground. Numerous prisoners complained that they could not play with a football while they were outside on the yard, which had been marked out as a pitch. Staff said that this had previously been a regular occurrence but that the games had been stopped because of the number of prisoner accidents and subsequent claims. We saw some prisoners playing with a ball on the yard but, we were told, they were out with trained sports and games officers. Two weekly sessions at the gym were planned into the induction programme and also an additional evening session if sports and games officers were available.
2.33 Association was restricted to afternoons on F wing except for the Enhanced regime cleaners who had in-cell televisions and were unlocked throughout the day and evening seven days each week. Afternoon association was cancelled on one afternoon each month whilst staff training was arranged. Prisoners could stay in their cells, watch television or a video, play pool, play table football, make telephone calls or have a shower during association periods. We were pleased to find that staff did not like prisoners to remain in their cells during association and made every effort to find out what was wrong if prisoners did not want to associate. Chairs to watch the wing television or video were stored under the staircase on the first landing. We saw a pool table on the opposite end of the landing near to the two prisoners’ card telephones which, even though they had privacy hoods, some prisoners complained that the noise from other prisoners on association interrupted their telephone calls. There was also a dartboard [but no darts] and we saw no board games. Induction prisoners did not go to the prison library; a small wing library had been set up in the cleaners’ cell where
37 we also found wing videos and copies of “The Prisoners’ Information Book”. Association facilities on F wing should be improved.
2.34 There were plenty of well-organised and secure wing notice boards, although some of the information had not been laminated and was out of date. These included the timings of social visits sessions, use of card telephones and the photo board containing pictures of discharged prisoners who used to be the establishment Listeners. A board with photographs of Personal Officers was also available but that too was out of date. Notice boards should be up to date at all times.
2.35 Staff facilities consisted of a small wing office and an empty cell (used as a kit store) for interviews. Staff had taken over the prisoners’ showers room on F3 because it was difficult to supervise prisoners there and staff had none of their own on the wing. Staff facilities on F wing should be improved.
Regimes for Young Prisoners 2.36 There was little difference in what was offered to any category of prisoner and the children who were mixed in with the rest. We were surprised to find the high proportion of young prisoners serving sentences because we expected to find an operation largely focused on the remanded or unsentenced. We were told that, whilst this would have been the case a year ago, over the previous 12 months the proportion of sentenced young prisoners had been progressively increasing. The reasons for this seemed to be:
· the growing effectiveness of bail schemes, collaboration with courts, and in the case of children, with social service departments’ youth justice teams · the considerable reluctance of sentenced prisoners to leave a prison in which they felt happy and safe (this was confirmed in our discussions with young prisoners) · a directive from the Area Manager to the effect that every effort should be made to hold Welsh prisoners in Welsh prisons. The limited options for YOI placement in Wales had the inevitable consequence of more and more young prisoners completing their entire sentence at Swansea.
38 2.37 The regime, and the opportunities that it offered was described by both staff and prisoners, as impoverished, although this was often put more colourfully. There were jobs for just 20, and a maximum of 48 could spend part of the day either in education or PE, which meant that at least 10, and sometimes more, remained in their cells. Attempts were made to rotate those who had to be locked up, but the situation was often be aggravated by staff shortages elsewhere in the prison which meant that education was closed down in order to permit afternoon, instead of evening, association. Otherwise, there were no activities on offer - no evening classes, and only a few opportunities for the introductory stages of courses addressing offending behaviour or drug abuse. There was limited motivation to engage in these as they were not assessed and therefore could not count towards release on Home Detention Curfew. Of some 25 young prisoners we spoke to individually and in groups, we found scarcely one whose offences were not drug related. There were no initiatives being set up under the Government’s Welfare to Work programme yet, almost without exception, these young men had never had a job and would be returning to areas of very high unemployment.
2.38 The situation that we found was the more distressing because the officer team on D wing was made up of staff who had, in the main, chosen to work with youngsters and were keen and enthusiastic. They were ably led by their senior officers and the principal officer. Their morale, was however, undoubtedly suffering from a sense of neglect, even abandonment, by the Prison Service as a whole. We had considerable sympathy with their understandable feelings about what they were not able to offer those who they were charged with looking after.
2.39 In spite of all this, we observed examples of quality and substance of contact with prisoners that would have done credit to the more highly trained staff in other types of residential setting for young people. Sadly, staff shortages, we were told, had made it impossible to embark upon even the basic training within the Trust for the Study of Adolescence scheme, although two Swansea staff qualified in 1998 as
39 trainers. We were glad that several officers had acquired sports and games qualification, which meant that maximum use was being made of the limited outside sports space.
2.40 However, we were concerned at the apparent absence of an effective personal officer scheme. The Principal Officer explained to us that the night duty rota commitments of his staff, with ‘time off in lieu’ and accumulated leave, might take an officer off day time duties on the wing for up to five weeks this, together with the rapidly changing population of both sentenced and remand prisoners, made a personal officer unworkable and hence officers were grouped in teams. In our judgement this arrangement had little reality for young prisoners, or indeed for officers outside the wing; for example, those based in the central sentence planning unit went to staff in their capacity as landing officers rather than as personal officer team members for contributions to the sentence planning process.
2.41 We have said in other recent inspection reports that this process should be fundamentally overhauled if it is to become a needs assessment, throughcare planning exercise of any meaning for children and young prisoners. The absence of a personal officer scheme, put alongside the limitations of what opportunities Swansea could offer, was seriously affecting the experiences of the young people. D wing should make a renewed attempt to establish a personal officer scheme.
2.42 We were very impressed with the liaison arrangements that had been established with outside agencies, in particular the Youth Justice Teams. Social workers were able to contact the Principal and Senior Officers on their direct telephone lines and gain ready and speedy access to the prison; it was heartening to see so many visiting social workers on the wings as well as the constant flow of information on the phone. In one situation we observed, the principal officer was informed at 9am of the overnight arrest of two sixteen year old boys and that they might be remanded to the prison. Preparations began immediately for their possible
40 reception, including both the positive and negative aspects of who they might already know on the wing. Information continued to flow throughout the day of the state of play.
2.43 We subsequently met with a senior youth justice worker from Swansea Social Services who said that this example was typical of the collaborative relationship they enjoyed with D wing. We were shown the local youth justice strategy, which combined the objective of ‘fast tracking’, the child through the criminal justice system with exploring every possible alternative to remand in prison, including use of specialist remand foster parents. We considered the working protocol between the prison, the local probation service, social services and Barnardos to be a model of good practice that should be recognised nationally, in particular the part played by the prison in hosting a remand meeting within three days of the child’s arrival. This meeting discussed future options and involved the parents as well as all agencies in contact with the child. It was ironic that social services felt that they enjoyed more positive engagement with Swansea prison staff than with the other (non prison) custodial settings available to them, which were often further away. This is not an argument for holding children in prison, but it does underline how important are personal relationships and mutual confidence. With the advent of the Youth Justice Teams and the commissioning activity of the Youth Justice Board, children will, hopefully, no longer be sent to Swansea, or any other prison. Nevertheless, we trust that the positive joint working will be carried on by those who take over the prison’s role in regard to children.
2.44 These positive approaches were of course equally important for the 18 - 21 year old group who make up the overwhelming proportion of D wing’s population and it was sad that the local probation services who have responsibility for this age group within the community had not been able to develop anything like the frequency or quality of contacts. Prison staff felt this reflected probation priorities and resources. The prison would be pleased to extend to the 18-21 group the arrangements that exist for those under 18 and we hope that this may become possible.
41 2.45 This, and the poverty of the experience that Swansea was able to offer young sentenced prisoners was symptomatic of what we fear may be the growing marginalisation of this age group of prisoners. It would be distressing if the commendable priority that the Government’s youth justice and wider social exclusion policies were to have this as an unintended consequence. Swansea’s situation also illustrates the more general problems of small local prisons which hold a surprising, and increasing proportion of sentenced young prisoners but for which there appears to be no provision in the Prison Service’s emerging young prisoner strategy for this group, and certainly not the allocation of resources from the Comprehensive Spending Review that has been reaching specialist Young Offender Institutions. The irony was that enhancements to the Swansea regime could be made comparatively cheaply. We saw within the prison large store rooms which we understood were to be shortly vacated and felt that these could be adapted at very modest expense to meet the crying need for vocational training opportunities. We were told that several officers on D wing had considerable trade experience before joining the Prison Service and that having young prisoners currently locked in their cell, on vocational courses would reduce the number of officers that have to be kept on the wings during working time. This should be investigated.
2.46 We commend the determination of the Area Manager to keep Welsh sentenced young prisoners within establishments in Wales. Policies are being increasingly determined on an all - Wales basis, and indeed legislation for most personal services (other than Criminal Justice) is to be set by the new Welsh assembly. However, these young people can only be provided with the constructive experience in custody to which the public and they themselves are entitled if there is a coherent Prison Service strategy for Welsh young prisoners. We did not see any evidence of one and felt that many young men were serving out their sentences at Swansea by default rather than by design.
42 2.47 The Prison Service should take two initiatives.
· it should recognise that the majority of young prisoners at Swansea are serving sentences. It should draw up a development programme which will capitalise on the considerable potential, as well as the enthusiasm and goodwill of the D wing staff and develop within the prison a small high quality young offender institution which would meet many of the needs of West Wales. This will require vocational training opportunities of the kind that we have already suggested, as well as the resourcing of throughcare and post-release support from the probation service that seems to be lacking at present. It would also need a comprehensive Welfare to Work programme, in line with the Government priority. The strong community links in Swansea and West Wales could also be a source of consistent volunteer support and we would like to see the development of ‘hobby clubs’ to enrich time on association as well as a range of evening classes
· although young prisoners from South West Wales should remain in that area wherever appropriate and possible, there should be a greater diversity of placement options within Wales. All prison establishments within Wales should work together to draw a clear, coherent and well understood policy which would enable the vast majority of Welsh young prisoners to be held within Wales. We were concerned that staff seemed to have had no opportunity to visit other Welsh establishments and meet their colleagues. This seems to be essential if appropriate allocations are to be made, in particular to the greater opportunities that open conditions can provide. HMYOI Thorn Cross has had many successes in the North West of England with young prisoners from closed ‘feeder’ establishments that would, on their own, have been reluctant to classify for open conditions. We suggest that HMYOI Prescoed could collaborate with its colleague Welsh YOI’s in a similar way.
2.48 There will always be a small minority of young prisoners who cannot be held in Welsh prisons because of their particular situation, sentence or needs. This group
43 may include vulnerable prisoners. In this context we should record our horror (and that of the staff caring for them) of two young vulnerable prisoners held on D wing. The two were released only to collect their meals and to return to their cells. They were offered only one hours exercise a day, there was no work or education, and they went once a week to the gym if they were lucky. Like others they had a cell with no natural light other than that coming through the tiny punched holes of a steel screen. As their cell was located in a position on a landing which many other prisoners passed, they told us that they were frequently subjected to written and verbal abuse. The one redeeming feature was the care and concern they said they received from most of the staff, in particular the principal officer. However no prison system of any humanity should permit these conditions, even on a temporary basis. Appropriate arrangements should be made for young vulnerable prisoners.
Catering
2.49 Since the last inspection the new kitchen, which was being built at that time, had been brought into use. It was in the octagonal ‘tepee’ shaped building, built between A and D wings. The kitchen was on the first floor of this building, and connected to each wing by covered walkways. This building also housed the visits complex on the ground floor and the reception on the top floor. The kitchen was, as a consequence of the shape of the building and hardly surprisingly, unique in detail. Apart from some poor sight lines, which made supervision difficult, the kitchen was generally well equipped although staff facilities did not include provision for both sexes and were shared. What was particularly evident was the high standard of cleanliness within the kitchen. We ascertained later that the establishment had achieved a Gold Award from Swansea City for its hygiene standards and customer service.
2.50 A Catering Officer [male], supported by a Catering Manager IV [female] and three industrial caterers [female] managed the kitchen. A work party of 20 prisoners, which included two young prisoners, also worked in the kitchen. We had heard from some prisoners that training for food handlers was ‘patchy’. We inspected records in the kitchen, which indicated that training had been delivered for kitchen workers, but
44 this did not appear the case for all servery workers, some of whom appeared to have been trained as ex-kitchen workers, but others had received only written information. This was a consequence of the high turnover of prisoners, we were told. It was pleasing to note that servery workers were properly dressed, however. Nevertheless, the arrangements for training of servery workers should be improved. Additionally, in recognition that more sentenced prisoners were being held, consideration should be given to providing NVQs in catering for selected prisoners.
2.51 Prisoners had advised that food was generally very good and this was our perception. Meals were multi choice and, where appropriate hot, a healthy option was identified, and portions were more than adequate. A four-week menu cycle was in place. There was a pre-select system in place in D wing and on O1 Unit, [vulnerable prisoners] but not on A wing [adults] where it had been rejected by prisoners and for whom a ‘first come –first served’ arrangement was preferred. Although a pre-select system has distinct advantages, we felt the compromise to be reasonable although the choice should be tested regularly on A wing, perhaps twice yearly, to ensure that prisoners there still prefer this system.
2.52 The timing of the breakfast and lunchtime meals were reasonable at 8.00 a.m. and 12.00 noon respectively, but the tea meal was served very early at 4.30 p.m. during the week, and even earlier at weekends at 4.00 p.m. This was to fit in with the establishment routines but left up to 16 hours between the tea meal and the next day’s breakfast. The lunchtime and evening meals should be served later, but it was to the credit of the catering department that a packaged sandwich was supplied as a supper snack, this was an example of good practice.
2.53 The cleanliness of the serveries was satisfactory. We noted, however, that the metal trays on to which food was served were, on more than one occasion, not heated and some of them were wet. Clearly, the arrangements for dealing with the metal trays should be improved. The arrangements on the O1 Unit [vulnerable prisoners] were poor. Hot food was carried manually down a flight of stairs, a very risky
45 operation, with meals served from an open hotplate. We were shown, however, plans to provide a purpose-built servery in the unit. The arrangements to provide new receptions with hot food, using blast chilled – reheated meals, were very good. We tasted several items from the serveries each day, all were hot and appetising. However, we noted that there was little testing of temperatures at the serveries which should be routine.
2.54 Overall the catering arrangements, particularly for a busy local prison in less than ideal conditions, were very good. The establishment was justifiably proud of its catering service to prisoners.
Mail and telephones
2.55 There were satisfactory systems in place for sorting incoming and outgoing post, censoring and recording incoming cash and stamps, but the efficiency of the systems was dependent upon staff being detailed to those duties. There should have been two Operational Support Grades detailed to the censors, one for the full day and the other to assist in the mornings. We were told that it was not unusual, when there was a shortage of staff, to leave an OSG for the morning only. This led to backlogs in the collection of post from the wings which should have been collected at 2.30pm each day. We were told that the mail had, on occasions, gone uncollected for three days. The processing of incoming and outgoing mail should be not be delayed.
2.56 We were told that despite the post arriving on the wings at lunchtime, it was not given out to prisoners until the evening, along with newspapers. Clearly incoming post and newspapers should be given out to prisoners as soon as possible after they arrive on the wing and not held until the evening.
2.57 Telephones were in place in all residential areas and prisoners had access to the phones during their association period. Most wings required prisoners to book their phone calls in advance, at least for the evening period. The advantage of this was that when evening association was cancelled officers made the effort to unlock the prisoners for their booked phone calls. Prisoners were restricted to the purchase of
46 only two phonecards per week, except in special circumstances. Considering that it is so important for prisoners to maintain links with their families it struck us as unnecessarily harsh to limit a prisoner to only two phonecards a week. This should be reviewed. Most phones did not have acoustic hoods; we were told that they had been ripped off by irate prisoners, we comment elsewhere in this report that they should be replaced.
2.58 Plans were well under way to install new PIN phones throughout the prison including some for the workshops, which would give the opportunity to correct these problems. The opportunity should be taken, to review the amount that prisoners can spend on phone calls each week and to fix acoustic hoods at the same time.
Clothing and Kit Exchange
2.59 The Clothing Exchange Store was in the former kitchen, situated at the end of the lower landing of A wing and readily accessible to prisoners. A singleton Operational Support Grade with a workparty of up to five prisoners managed the store. On initial reception convicted prisoners were given a ‘stand-up’ kit issue plus one additional item of personal contact items, trunks, socks, tee shirts etc., and bedding. Remand prisoners were allowed to retain their own clothing. Prisoners who could not be fitted with appropriate sizes visited the clothing exchange store the following day and were given suitable alternative items.
2.60 The system was a simple ‘one for one’ exchange, at the clothing exchange store, although it was acknowledged that a number of sub-systems were in place; for example, a significant number of prisoners washed their own clothing, particularly intimate contact items, in their cells. There was also an exchange system for personal clothing for remands in visits. In addition to this there were two washing and drying machines in the clothing exchange store where some personal items of clothing were laundered at the prisoners’ own risk. Finally, there was a small store of kit in the
47 health care centre to meet the particular needs there. The majority of laundering, however, was undertaken at HMP Cardiff; we were told that the service provided was satisfactory.
2.61 In general terms the clothing exchange system worked well although the weekly rate of exchanges did not meet the national minimum standards. Experienced staff provided a flexible service to meet the establishment needs, nevertheless there were three points to be addressed: · the potential for cross infection between clean and soiled clothing should be risk assessed · the national minimum for kit issue should be achieved · a protocol should be published for handling infected/badly soiled clothing/bedding items in the clothing exchange store.
Prison Shop 2.62 Shop services were provided from two separate premises, one in the centre area between A wing and the currently closed B wing, the other in D wing which served both D and F wings. Both shops were well sited on their respective wings to provide easy and convenient access to prisoners. A ‘bagging’ system was in place [a ‘bagging ‘system is one where goods are pre-ordered and subsequently ‘bagged-up’ for later delivery] for prisoners in the health care centre, those in the segregation unit, and vulnerable prisoners. A team of four operational support grades [OSGs], provided the service, of whom two worked in the shops at a time with cover provided for stores and other work.
2.63 Both shops were small and provided a relatively small range of about 100 items from each. We recognised the difficulties within the physical constraints, and noted that occasional surveys had been held to ascertain requirements, but felt that the range of goods available from the shop should be increased; this may mean the need to provide additional storage space. There were no items for sale to meet the needs of ethnic minority groups but we were advised that these would be obtained on demand. We had some concerns that prisoners might not be aware of this facility and
48 recommend that information about the availability of ethnic minority products should be better communicated. We found that there was close liaison with the pharmacy with regard to the sale of vitamin supplements and domestic medicines.
2.64 There was no formal system for prisoner identification, but every prisoner was escorted by staff to and from the shop; escorting officers identified prisoners as required and this arrangements also served to reduce the potential for ‘taxing’. Prisoners had complained about shop prices but we found them to be set in line with normal Home Office policy for prison shops. There was some concern that the shop service would be contracted-out in the foreseeable future. We offer the thought that it will be necessary for the service to be replaced by a bagging system because it will be too costly to run two shops. Additionally, the ‘profits’ from sales will be significantly reduced with the introduction of the PIN system for telephones with the consequential removal of the sales of phonecards from the shop.
Prisoner Earnings and Private Cash 2.65 The arrangements for dealing with both prisoners’ private cash and earnings were satisfactory, although we mention earlier in this report the occasional delays in dealing with incoming mail. It was refreshing to find an establishment using modern IT systems to deal with prisoners’ earnings, with direct input from work providers/supervisors to the PIE System [the computerised prisoners’ income and expenditure system] and from which staff in the prison shop were able to deduct ‘spends’ and advise the balances of funds to prisoners.
2.66 It may need to be explained that the system for dealing with earnings at the majority of establishments requires work supervisors to provide written information to a central point for collation and inputting onto the PIE System. Essentially, whilst we have been told that the latter system gives more control, it also provides an additional opportunity for a mistake to be made. In fairness it has to be added that many establishments do not have the computer hardware in place to manage the system in the same manner as at HMP Swansea.
49 2.67 At the time of this inspection there was a small overspend on the earnings budget; the Head of Activities, who had recently taken over responsibility for earnings, was aware of the situation and implementing action to adjust matters. We noted, however, that the recent initiative to introduce part-time working, about a dozen during the inspection but hoping to rise, in the absence of additional workplaces, to about 40, was likely to increase expenditure on earnings.
Education 2.68 Provision was contracted to Gwent Tertiary College, with 48 places available for full-time education, these were reserved for young offenders for whom, in practice education was compulsory. Although recent CSR initiatives [funding increases] had doubled the provision for adult prisoners, it was still limited to a total access of 48 part-time places, – what was less than 20% of the adult population. Effective library access was not available to vulnerable prisoners nor those on the induction wing.
2.69 Education was co-ordinated by an experienced manager who enthusiastically led a committed and caring team. All full-time and core part-time teaching staff had professional qualifications, two having advanced diplomas in special education. Education staff participated in prison staff training courses where this was appropriate, for example risk analysis and drugs counselling. The provision was administered competently by a graduate with long experience in prison education.
2.70 The Education department was housed in refurbished rooms on the ground floor of D wing. The suspended ceiling in the corridors was not completed despite the majority of the work having been finished some 18 months previously. This resulted in a number of health and safety issues as well as being unsightly. This work should be completed. The Catering classroom had a maximum occupancy of six inmates, although the second basic skills teaching room was overcrowded when all 12 timetabled places were occupied.
2.71 There was a good standard of decoration and there were attractive displays of work in the corridor and in some classrooms. However, there were insufficient display
50 boards throughout. Work was attached to painted walls in a variety of ways this not only looked untidy but some work became damaged. Further display boards in both the classrooms and on the corridor should be provided.
2.72 At the time of inspection there was no IT facility. Refurbishment of the IT teaching room had commenced two months prior to inspection and was not expected to be completed for at least a further two months. New stand-alone PCs, of acceptable specification were planned to be bought, however, there were no plans for their networking. The refurbishment of the IT facility should proceed with the utmost urgency.
2.73 The non-IT equipment and materials budget was adequate. Both cookery and DIY classes used domestic style equipment and tools to ensure a realistic learning environment. The art resources were good for most two dimensional work but facilities for 3D work were limited.
2.74 The education contract was managed most efficiently. Average class size for the months January-May 1999 was 12.45. There was an average contractor delivery failure of O.35% over the same period during which cost per student hour fell by 10%. However, in these same five months operational difficulties in the establishment led to the cancellation of 8.09% of the ordered classes, rising to 14.14% in May. The measures that were being put in place to rectify these unacceptable class cancellations should be monitored carefully to ensure satisfactory outcomes are achieved.
2.75 Education Contract Monitoring Meetings were held regularly. The Education Co-ordinator attended the weekly prison management meetings and had a productive working relationship with the Head of Inmate activities. This ensured the effective overall management of the contract.
2.76 The Local Inmate Database System (LIDS) was accessible to selected education staff. This was used most effectively for induction planning and the
51 monitoring of absences from education classes. It provided the basis for tracking all prisoner related education activities.
2.77 A member of the education staff routinely saw each prisoner within 24hrs of arrival. This meeting took place in cell. During it the education provision was very briefly described and the initial Basic Skill Agency screening introduced. The prisoner completed this screening after the tutor had left the cell in order to visit the next new reception. As all cells in the induction wing were shared there was the likelihood that many tests were not completed solely by the prisoner concerned, thereby reducing their validity. Facilities should be provided to enable suitable induction/screening to take place. The tests were marked the same day and the tutor returned to the cell to discuss the outcome and suitable education provision.
2.78 Records of the induction process were recorded in the Education Department and a copy posted in the prisoner’s Initial Assessment, Induction and Personal Officer Record to be used in sentence planning.
2.79 Half of the planned curriculum sessions were for basic skills, a further third for IT and the remainder evenly divided between Lifeskills, Art and Cookery. However, as there was no IT facility at the time of inspection these sessions was given over to additional basic skills. Additionally, CSR funding had enabled a further ten classes each week- after a needs analysis of the inmates, based on one to one discussions, these were themed around specific life and social skill issues, for example money, drugs awareness etc.
2.80 There was a narrow interpretation of the basic skills curriculum. Classes observed used standard worksheets with little imagination. The exercises had little direct relevance to the life experience of the prisoners, or indeed their future expectations. Despite groups of very mixed ability there was little differentiation in delivery or student activity. No relevant or interesting material, or work, was displayed in the basic skill classrooms. This led to a stark and non-stimulating learning
52 environment. The delivery of basic skills should be thoroughly reviewed and re- focussed around the experience and life needs of the prisoners.
2.81 In the practical classes (Art, Woodwork and Cookery) there was effective use of demonstration and teacher intervention. Students were working at their own level and being given appropriate support. Active learning was taking place. The provision in cookery and woodwork was overtly relevant to the needs of the inmates.
2.82 Vulnerable prisoners did not have direct access to education provision. However, teachers visited men in their cells and left basic skill worksheets to be completed, returning later in the week for their assessment and review. Previously, these inmates had discrete evening classes which enabled the provision of a far broader curriculum and richer learning experiences. Operational staffing difficulties had led to these opportunities being withdrawn. Arrangements should be made to provide officer cover to enable the re-establishment of meaningful education for vulnerable prisoners.
2.83 Individual action planning was implemented following the outcome of the initial assessment and a discussion with the inmate. Review procedures had been put in place shortly prior to inspection.
2.84 There was evidence of high levels of student achievement in the adult practical classes. Prisoners were very involved in their own learning and described their progress with enthusiasm. The restrictions imposed by the average short length of stay meant that external accreditation was not appropriate but prisoners were able to complete pieces of work, which they discussed with pride. AEB Achievement Tests, levels 1,2 and 3 provided accreditation for basic skills. There was a regular entry programme and students were motivated towards this opportunity for external recognition.
2.85 Many of the young prisoners had very low basic skill levels, some unable to read the simplest of writing. The important task of enabling these youngsters to
53 understand the significance of basic skills and to believe in their ability to achieve at an acceptable level was not achieved in every case. In addition the education and achievements of young prisoners was seriously impeded by the regime practice of granting enhanced status only to those in work. Consequently, they were seeking to leave education for work at the earliest opportunity in order to gain the significant benefits enhanced status conferred. This situation was further confounded by the practice of returning young prisoners to full-time education should their enhanced status be removed, generally for disciplinary reasons.
2.86 Although education was described as ‘non compulsory’, the alternative for those without enhanced status was all day cell lock up and, as education provided the only route to enhanced status, education was perceived by young prisoners as compulsory. The effect of this was to significantly reduce the overall status of education in their minds as many of whom had had less than positive school experiences, as well as encouraging many to leave education when external accreditation was within their reach. Enhanced status should be made available for suitable young prisoners participating in full-time education.
2.87 Although there were central records of students’ achievements, they did not keep a personal record in their work folders. This inhibited individual monitoring of progress by the class teacher and more obvious demonstration of achievement to the inmate himself. Individual records of work should be completed by inmates at the end of each class and kept in their work folders.
Library 2.88 The local authority provided the library service. Two libraries were in operation, one within education, the other on the adult wing. There was an adequate book stock although few recent additions. Adult prisoners and young offenders had regular access to the libraries.
2.89 Vulnerable prisoners and those on the induction wing had intermittent and poor access. A selection of books was sent to the D1 unit vulnerable prisoners each
54 fortnight. Prisoners on the induction wing had no direct access although at times a cleaning orderly would act as a ‘go between’. None of these groups of inmates had access to reference books. Evening class provision for vulnerable prisoners would enable them to access the library in education. Prisoners on induction should have direct access to the library on A wing at least a twice-weekly.
2.90 The library within education was specifically designed, of good size and well equipped with furniture and storage. The library on the adult wing, which had twice the frequency of usage, was overcrowded, inadequately furnished and had very few storage facilities. Reference books, including a good selection giving legal advice, were kept out of sight in a locked cupboard as there was no shelving at the librarian’s desk. This fell short of the expected standard. Appropriate shelving to display legal reference material should be provided.
2.91 As part of the National Year of Reading the Librarian had encouraged inmates to contribute to a collection of ‘Poems from Prison’ which the City and County of Swansea Library and Information Service had printed and published. This commendable initiative attracted considerable media attention during the week of Inspection, including local TV coverage of the Lord Mayor of Swansea visiting the prison in order to receive a copy of the booklet.
Employment 2.92 Allocation to work was made as part of the induction process, usually the day following reception, although this might mean being placed on a waiting list for work until there was a vacancy. Convicted adults were normally allocated to one of the two light assembly workshops, although at the time of this inspection there were also six young prisoners in these workshops. This allowed for a period of assessment. The range of work on offer in these workshops varied from the very basic tasks of rolling Christmas wrapping paper and folding bags for ‘Help the Aged’, although work also included repairs of fashion ‘jewellery’, screen printing and some basic carpentry. At the time of this inspection much of the work was for charity organisations.
55 2.93 Unconvicted adults were advised of the opportunities for work, those choosing not to work were placed on an unemployed list and were not considered again for work for a period of four weeks. Similar to the convicted prisoners, unconvicted prisoners opting to work were allocated to the light assembly workshops. There was a third workshop for light textiles where, at the time of inspection, Prison Service industrial trousers were being made. The light textiles shop provided employment for vulnerable prisoners.
2.94 Each of the workshops provided employment for up to 28 prisoners although, because of the usual interruptions [visits, court appearances etc.], that occur in a local prison environment, average attendance was nearer 22 in each shop. As a means to extend purposeful activity some part-time working had been introduced; this was an example of good practice but it was also an acknowledgement that there was insufficient work. We noted that the proportion of convicted prisoners was above half [54% overall on the first day of this inspection but 70% of young prisoners], which suggested that more work places together with more accreditation should be introduced. The alternative to this would be to transfer convicted prisoners to training establishments, as far away as Portland and Guys Marsh [both in Dorset] for young prisoners and probably even further afield for adult prisoners thereby [probably] increasing resettlement problems on release.
2.95 Other purposeful activity was provided through the usual ‘domestic’ work parties – cleaners, orderlies, stores, kitchen, works services, gardens and education. Again we noted part-time employment in some instances. During the inspection of the prisoner accommodation we noted significant numbers of prisoners without work remaining in their cells. At the same time prisoners working in the kitchen had complained that they were required to work every day; we felt that consideration should be given to extending part-time working for prisoners until more work places become available in line with our earlier recommendation.
2.96 The focus on work provision for prisoners was not, perhaps understandably in a local prison environment, one of the higher priorities although we felt that staff were
56 doing as much as they were able with the provision available. There had been considerable improvement in the provision of work activity since the last inspection, with the number of workplaces increased by 23 and actual attendance nearly double. It was clear, however, that with the increase in the numbers of convicted prisoners more work places were necessary and, particularly for the young prisoners, more accreditation.
Regime Monitoring 2.97 Regime monitoring information was collected and collated weekly for submission to Area Office; the routines, with a few exceptions, seemed to work well. An examination of recent returns led us to feel that, certainly in some instances, the comments to explain the differences between planned activity and actual activity, should carry more detail. We noted, for example, that the comment ‘blank entry’ had been made; that is to say no information was available to explain considerable differences between planned and actual activity, in many instances.
2.98 It was felt locally, nevertheless, that the accuracy of Regime Monitoring returns was reasonably accurate. However, information on the latest returns indicated that time out of cell amounted to just over 7.5 hours on weekdays and just under 7 hours at weekends. We had some concerns whether every cancellation of association had been taken into account to reach these figures and were told that the Head of Activities was examining matters. Working hours were shown as averaging 20 hours per week [this was in accord with our observations] and association activities amounted to an average of 13 hours per week.
Applications and request complaints 2.99 Prisoners were informed about the applications and request/complaint procedures during induction but, we were told, applications were taken only Monday to Fridays since, apart from the Chaplain, there were no specialists available to deal with applications. Noting that the majority of applications were processed by wing staff, prisoners should be able to make applications every day of the week.
57 2.100 Applications made at weekday unlock were dealt with or referred on the same day. Request/complaint forms were issued on that same day whenever possible. Applications to see a member of the Board of Visitors were registered in a book in the Custody Office, but we noticed that it took up to seven days to see some prisoners. However, members of the Board of Visitors were in the prison regularly and were not averse to being stopped on the landings by prisoners when probably their most useful work was done. Secure locked Board of Visitors applications boxes should be placed on each wing to enable prisoners to write to them in confidence without referral to prison staff.
2.101 Probation staff gave prisoners a very comprehensive leaflet during induction which listed the areas in which probation officers were involved and suggestions where prisoners could go for help to resolve any problems they had e.g. landing officer, chaplain, education, health care and drugs worker. One prisoner said he did not see a probation officer until he had submitted three application forms. Probation staff confirmed that when seen his application sheet was labelled number three, wing staff could offer no reasonable for this. Clearly, systems should be in place to ensure that all applications are dealt with in a timely manner.
2.102 NAPO directories were on the wings to help prison officers deal with prisoner applications and many prison officers were NACRO trained to deal with housing and employment need, yet we were surprised to see that these subjects were still referred to probation. We wondered if some prison officers thought these applications to be “welfare work” which traditionally, used to be the remit of probation officers; we were told these applications took time and wing staff had not been resourced to deal with them. The systems for dealing with applications should be reviewed; landing officers should be encouraged to resolve problems; “Directory of Help Agencies” should be issued to each wing to assist that process.
2.103 There were very many notices to prisoners throughout the wings particularly on the induction unit. These included material on the anti-bullying strategy, Race Relations and Equal Opportunities statements, NACRO Resettlement Services, Prison
58 Visitors, the Request Complaints system, the Board of Visitors, Listeners scheme, Prisons Ombudsman, and Criminal Cases Review Commission. We were assured that prisoners with reading difficulties would be helped to understand the notices and we were pleased to learn that staff from other departments have also been involved. For example, the prisoners monies clerk had explained earnings and financial matters to prisoners, whilst a custody office clerk had explained release date calculations. We did not see wing notices translated into any foreign languages however; routine prison notices should be displayed in both English and Welsh and other foreign languages as the needs arise.
2.104 There were good links with chaplaincy staff who spoke a number of languages, staff from the nearby university language laboratory had been used and, if all else failed, translators through the police had been used. Some prison literature e.g. Prisoners’ Information Books, Mandatory Drugs Testing information etc. was available in a selection of foreign languages.
2.105 We were pleased to see that the Deputy Governor regularly viewed and signed the Request/Complaint register in the Custody office. In the three months prior to our inspection forty nine request complaint forms had been raised locally, seven had been received in from other establishments and two forms had been referred to the Area Manager under confidential access. There had been no confidential access forms to the Governor or Board of Visitors, no allegations against staff and, although seven complaints had been about money, four about Home Detention Curfew and Property and three about medical matters, no clear patterns existed to suggest problems in any other specific areas. However, although no reasons had been noted we saw from the register that a number of forms had been withdrawn. Reasons why request/ complaint forms have been withdrawn should be noted.
2.106 Local request /complaint forms had been dealt with promptly but we noted some delays when forms had been referred to Headquarters and other establishments.
59 Although the replies we saw were full, a number had been hand written and were not that easy to read. Care should be taken to ensure that hand written request complaint form replies were legible.
Physical Education 2.107 The gymnasium was described to us by a member of the Senior Management Team as being “the worst gym in the universe”. We understood the strength of feeling behind this remark but also noticed that the facilities had improved in recent times. In essence the gymnasium was unsuitable for its purpose but the flooring had been rubberised including a raised stage area where static exercise machines were used. The machines themselves were also new. Heating pipes had been moved to reduce the risk of falling against them and ventilation had improved. Additionally there was an outside sports area which had also been rubberised recently and was used fairly regularly.
2.108 Given the limitations of the facilities we were particularly impressed with the staffing arrangements, which provided excellent evening cover and therefore a good programme for prisoners. There was only one PE officer but funding from a defunct second senior officer post had been used in an innovative way to fund additional sessional hours. Originally it was intended to use these hours to recruit PE instructors from the outside communities but this had met with limited success. Subsequently, the hours were advertised internally and six sports and games trained prison officers were appointed. Over and above their normal duties and hours they carried out the sessional hours on a rota basis. This allowed the single PE officer to work a five-day week and to carry out the administrative work required in addition to taking some classes.
2.109 This sessional arrangement allowed for evening and weekend cover as well as covering the PE officer absences. This seemed to be a very effective use of resources and was an example of good practice.
60 2.110 The programme itself was comprehensive although opportunities to gain awards and qualifications were limited. The sessional instructors for example considered the classes they took to be more “recreational” rather than instructional. We were told that the Education Department drew up class lists for PE for those on Education. Class lists for evening PE were drawn up by the instructors themselves usually from those not on association. However, it seemed that each of the six instructors drew their lists up with different criteria, which could lead to complaints of unfairness. We recommend that a more unified approach to the compilation of PE class lists should be introduced.
Sentence Calculation 2.111 The numbers of new prisoners received with sentences ranged between four and 15 daily, averaging nine over the two months prior to this inspection. Record and warrants were made available to the custody office by 8.30 a.m. on the day following reception. Invariably all sentences were calculated and checked by midday and the information passed to the prisoner later the same day. We were told that the system worked well.
2.112 Problems experienced at other establishments with the work entailed in obtaining information about time in police custody were largely avoided by giving prisoners a ‘special letter’, that is one paid from public funds, to ascertain these details themselves. This was an example of good practice in that all prisoners concerned had some control over a process in which they had considerable vested interests. We were told that assistance was provided for those who needed it.
Visits 2.113 All visits at Swansea were pre-booked by the visitor. There were separate booking lines for social and legal visits. The phone line was open during working hours, except during the time that visits were taking place because the same staff who took the phone bookings also checked visitors into the establishment. They were known as Visits Liaison Staff and provided a very good service. The two part-time
61 post holders provided good continuity and so there was a consistent approach to the job. They checked visitors’ ID against the booking form and provided any further information the visitors required.
2.114 There was no visitors’ centre outside the gate and visitors who arrived early had to wait outside in the open air. Once inside the gate, after an initial security check they went through to the waiting room, where they were checked in by the Visits Liaison Staff.
2.115 There was plenty of information on the Assisted Prison Visits Scheme available for visitors; there were posters and leaflets in the waiting room and more posters in the main visits room. The Visits Liaison Staff readily offered information on the scheme and had application forms to hand, which they helped visitors to fill in. Visitors with limited mobility, including those using wheelchairs were catered for. The main waiting area for visitors was upstairs but there were chairs downstairs at the reception desk where people could wait. There was also a ramp into the visits room. Visitors could buy drinks and snacks both for themselves and the prisoner they were visiting, from a refreshments bar, which was staffed by WRVS volunteers and was open during social visits. Prisoners were taken to the visits room ahead of the time for the scheduled visit to await the arrival of their visitor. If the visitor did not arrive within 10 minutes or so of the booked time the visits staff would call the wing to collect the prisoner.
2.116 In the visits room there were 20 tables each with four chairs. The tables and chairs were fixed to the floor. The tables were reasonably spaced out to allow for some privacy at each table. There was an area in the corner of the main room where vulnerable prisoners had their visits. Staff and prisoners reported that there was not usually any hostility shown towards the vulnerable prisoners or their visitors in the visits room.
62 2.117 The walls were ‘decorated’ with numerous enlarged photocopies of newspaper articles about visitors being arrested and prosecuted for bringing drugs into prison. There were a couple of pictures on the wall but the main decoration was provided by these newspaper articles and posters from Crime Stoppers. Whilst we understood the message the pictures and posters on the walls in the visits room should be less threatening and more decorative.
2.118 The visits room was clean but the closed visits booths were very dirty; there were footprints and splashed liquids on the walls and the separating glass was covered in dirt and grease. The closed visits booths should be thoroughly cleaned and a cleaning schedule should be devised to ensure that they are kept clean. Prisoners were put on closed visits if they failed a MDT [mandatory drugs test] or if there was proof or suspicion that drugs were being brought into the prison for them. If they had failed a MDT they had to have a clear test result before they could go back to open visits. For all other cases prisoners on closed visits were reviewed every 28 days by the Deputy Governor, or in his absence the Duty Governor.
2.119 We saw a crèche area for children but there was no staff for it at the time of our inspection. We were told however that there was a good supply of volunteers through the chaplaincy and that it was normally open during visits. The crèche was well supplied with toys and art materials and there were lots of children’s pictures on the walls indicating that it was well used. The tables and chairs in the visits room were low enough to make small children feel included in the visit.
Religious Activities 2.120 The Chaplaincy department comprised eight people including three volunteers, headed by a part-time church minister. We were surprised that a prison of Swansea’s size did not have a full-time chaplain and recommend that this should be considered though not at the expense of other part-time ministers. The deputy was the former chaplain and therefore had a wealth of experience and knowledge, which he was able to use in supporting the chaplaincy team. The Roman Catholic priest, Methodist minister and Salvation Army captain were each employed on a sessional basis.
63 Ministers of other faiths were available to be called in as and when required, although numbers of prisoners requiring their services were small.
2.121 Sunday Services were held in a magnificently converted chapel, which had previously been a visits room. Excellent work had been put into creating a very pleasant and peaceful environment. Visiting groups at these services were a regular feature and indeed, services were usually conducted by volunteers, due to the part- time employment of the chaplains.
2.122 There were also mid week activities on A wing including the running of Alpha courses. The sessions for vulnerable prisoners were scheduled for Wednesday afternoons, which clashed with staff training twice per month and were therefore cancelled. The provision of religious activities on the young offender unit was worse. Other than statutory services there was effectively no structured activity for youngsters although chaplaincy team members visited the wing and spoke informally to them. We recommend that a programme of religious activities should be introduced for Young Prisoners.
2.123 The chaplaincy played a part in the wider regime of the prison with members attending Suicide Awareness Drug Strategy, Race Relations and Throughcare meetings. New receptions were seen as a group, as a part of the induction programme. They were also seen individually but only because chaplains were part of the reception board and therefore interviews were not necessarily confidential.
2.124 One of the main strengths of the part-time chaplaincy team was that links with the community were very strong. All were involved with outside parties and able to facilitate visits and visitors to prisoners. The chaplaincy was responsible for the co-ordination of over 100 volunteers mainly through churches and other organisations and called-in the Prison Fellowship with regular Friday visits to prisoners, and attendance at Alpha groups.
64 2.125 The Chaplain also co-ordinated the Prison Visitors team which was going through something of a renaissance with the recruitment of about ten additional visitors from advertisements which had been placed in the local paper. One of the frustrations of the visitors was the frequent cancellation of association, which meant that they were not able to see their prisoners. Perhaps the main strength of the Chaplaincy was their aim to deal with people as individuals rather than prisoners thereby “cutting across everything the Prison Service stood for”.
65 CHAPTER THREE
CUSTODY, CARE AND CONTROL
Segregation Unit 3.1 The Segregation Unit was the semi-subterranean section of B wing (the rest of which had been closed). Some of the cells were in poor decorative condition although the day after we expressed this view work started on repainting them. There was one special cell, which was not used frequently, but nevertheless, the documentation for its use was often incomplete. For example there were five or six authorisation forms which did not indicate when the prisoners had been removed from the special cell. This was sloppy practice and should be improved. Authorised forms for the use of the special cell should be correctly completed.
3.2 Cellular confinement was rarely used as a punishment at adjudication – there were no prisoners serving punishment during our inspection. The only resident in the unit was a very experienced prisoner who, by his own admission, had caused problems to staff during various sentences. Swansea staff knew him well but he was segregated from other prisoners to minimise disruption. He was happy with this arrangement and did not want to go to normal location. He had high hopes of going to a drug rehabilitation centre on release, which was soon.
3.3 Staff were dealing with him very well and on several visits to the segregation unit we found staff to be very pleasant and professional. The Governor, Chaplain, Medical Officer and Board of Visitors regularly visited the unit. Its future, however, lies somewhere in the uncertainty over the future of B wing which we discuss elsewhere in this report.
3.4 The old adjudication room was used for vulnerable prisoner accommodation, which we discuss in another part of this report. Adjudications were now being held in
66 a small, depressing and generally unsuitable room. We recommend that the adjudications room should be relocated.
3.5 There had been 360 adjudications since January 1999, including adults and young prisoners, which we did not consider this to be excessive. We observed several adjudications being carried out by the Governor and were satisfied that the hearings, and awards given, were fair.
3.6 Additionally, the Principal Officer in the Young Prisoner unit heard minor reports on lesser offences. There were sparingly used with only 15 minor reports since the beginning of the year – all well documented.
Anti-bullying strategy 3.7 Prisoners told us that “Swansea was safe, there was no bullying; prisoners were locked up in their cells so long that no one could be bullied!”
3.8 Four years prior to this inspection a young man at Swansea Prison was bullied for his trainers and he subsequently committed suicide, that event served to raise the profile of self-harm and suicides in the prison as well as staff awareness towards bullying issues.
3.9 Staff were aware that bullying occurred, especially when weaker prisoners were persuaded to bring drugs into the establishment through visits, or when they had property that other prisoners wanted to obtain. An initial free telephone call home and reception advance had been introduced to prevent prisoners from getting into debt at the outset of their period in custody. Particular attention was paid to the young prisoners on D wing where telephone cards were retained by staff to reduce the risk of abuse. The proposed telephone PIN number system when introduced will resolve abuse of telephone cards on the wings. All wings should consider the introduction of a pre-booked telephone call system.
67 3.10 We were told that no staff bullying occurred but that people were well aware that management styles and individual attitudes could be perceived as bullying, and that staff banter could also get out of hand.
3.11 We saw anti-bullying notices to prisoners throughout the establishment. Upon arrival from reception some time was spent warning prisoners during their initial wing assessment interview about bullying, prisoners were also required to sign a copy of the Anti-bullying Policy which was then filed in their personal wing file. During the induction programme the probation department ran a short but comprehensive and inter-active awareness group, this was evaluated by questionnaire afterwards. Cycles of offending, victim awareness and a story about the suicide of a mother, three years after her son, a prisoner, had committed suicide, were particularly thought provoking parts of the session. Some 689 prisoners had completed the anti-bullying induction group between July 1997 and April 1999.
3.12 A very good strategy and document had been produced; the red card “Bullying Assessment” (F2052B) booklet, which was opened, like a self-harm document, whenever a bully had been identified; prisoners understood what the “red card” meant. The strategy emphasised that victims would be supported; bullies would be punished and that bullies would be placed on an anti-bullying programme aimed at modifying their behaviour. Bullies were located on the Segregation Unit only as a last resort, it was recognised that to segregate bullies too soon and to remove everything from them might put the bully in danger of self harm, we judged that prisoners were being treated as individuals with individual needs.
3.13 At least 56 staff had attended training courses on anti-bullying awareness; we particularly liked the “definitions of bullying” used. Two anti-bullying staff teams existed, one for A and B wings and one for D and F wings, young offenders and induction. Anti-bullying multi-disciplinary staff training should recommence as soon as possible. Anti-bullying team meetings should be arranged to allow knowledge to be shared throughout the establishment through publication of minutes, mutual support of team members and to record achievements. Specialist
68 departments e.g. Works and Kitchen etc. should also have staff representatives on the anti-bullying teams. Bullying should be a standard agenda item on establishment meetings to ensure the subject is recognised as a multi-disciplinary issue and to continue to keep it high profile.
3.14 All prisoners who self-harmed were interviewed to identify if bullying had been a factor. Any suspected acts of bullying were investigated and wing managers (PO’s) kept staff informed of developments. Wing occurrence books were also well documented.
3.15 We were concerned that prisoners had to share cellular accommodation on the wings with only a very basic assessment of compatibility and that there seemed to be no supervision of prisoners when they used the showers. Staff should always supervise prisoners in showers; a compatibility risk assessment should be carried out on prisoners who have to share cells, especially the six prisoners who shared a dormitory on O1 (Vulnerable Prisoner Unit).
Control and Restraint 3.16 We were pleased to note that control and restraints were used infrequently – on average about once per month. This said a good deal about the relationships between staff and prisoners. Approximately 27 officers were trained to advanced standard and we were told, training opportunities had improved.
3.17 Swansea had a commitment to operate towards a mutual support scheme amongst neighbouring prisoners and had sent control and restraint teams to HMP Parc on several occasions. Although the teams did not go into action it had given Swansea staff practice in mobilising their teams which had been beneficial.
3.18 Staff were concerned about a number of areas in the prison where the use of control and restraint would be difficult and therefore put prisoners and staff at risk of injury. These areas were in the new reception building, particularly the stairways, one of which was a metal spiral staircase.
69 3.19 There had been several changes of documentation, which had to be completed by staff following the use of force. However, we had some concern that the Control and Restraints co-ordinator did not receive copies of the completed forms. The Control and restraints co-ordinator should analyse the information to identify possible training needs, trends, and so on. We recommend that the Control and Restraints Co-ordinator should receive copies of completed use of force reports.
Security 3.20 We did not carry out a full security audit or anything approaching one. However, we spent some time with the Deputy Governor mainly concentrating on aspects of security, which affected the safety, and treatment of prisoners, staff and visitors. A local security manual based on the Prison Service Manual had been completed in March 1999 but had not been published. We recommend that the security manual should be published as soon as possible.
3.21 There was a searching strategy in place but searching targets were not being achieved due, we were told, to the unavailability of staff. The reprofiling exercise, which had yet to be accepted by the Area Manager apparently, would resolve this problem if implemented. Searching targets should be achieved. We were also concerned at inappropriate procedures for searching visitors which did not appear in the Security Manual, searching strategy or any local written instructions. When we drew this to the attention of the Governor these practices were stopped forthwith.
3.22 The Security Committee met monthly, chaired by the Deputy Governor and was well attended. Some meetings had been followed by desktop exercises of contingency plans. The contingency plans were reasonably up to date and relevant sections had been circulated as appropriate. We tested the procedures for radio net checks and for a standstill roll check and were satisfied with both.
3.23 There was limited CCTV coverage of the gate area and visits room with an inadequate separate cover of part of A wing. We thought that the CCTV system could
70 usefully be extended to cover the YO wing and the stairways in reception, together with the connecting passageways from reception to A wing. In these latter areas there were no alarm bells and, therefore, staff escorting prisoners but not carrying radios would have no means of summoning assistance in an emergency. We recommend that alarm bells should be installed in the reception area stairways and corridors leading to A wing.
3.24 There were several anomalies in the locking arrangements and many examples of Class 2 locks being left unlocked and unattended. The Deputy Governor was aware of these problems and was to undertake a locking survey. We support this. A locking survey should be carried out; Class 1 and 2 locks should not be left unlocked.
Incentives and Earned Privileges Scheme 3.25 The Incentives and Earned Privileges (IEP) scheme was explained to prisoners during induction. The rules of the scheme were clear and fair and were publicised on all wings of the prison. Personal copies of the IEP scheme were not issued to prisoners
3.26 Three warnings were given to prisoners before the level of privileges was reviewed. The first two warnings were given by any member of staff, the third by the wing principal officer [PO]. Review boards were held weekly for A wing (adults) and whenever necessary on D wing (young prisoners). Movement between levels was not regular on A wing, approximately seven or eight prisoners were considered each week for enhanced status with about half actually moving up or down from standard status; levels were reviewed after four days.
3.27 Movement between levels on D wing was described as being “more immediate” to reflect the less stable nature of the young prisoner population. The wing PO was keen to be able to quickly respond to good behaviour or improvements in behaviour and was willing to review a prisoner’s level of privilege within three to five days. He asked prisoners to apply to him to have their privilege level reviewed to encourage them to take some responsibility for the scheme.
71 3.28 A sample of assessments for the scheme were studied on both A and D wing and were generally of good quality and took into account a prisoners behaviour and willingness to tackle his offending behaviour within the limitations of the facilities available.
3.29 The appeal system was clear and simple. It was not clear whether a ceiling had been placed on the number of prisoners on the enhanced regime. A member of senior management told us there was a maximum number that could be on enhanced at any one time (90 prisoners) but A wing PO denied this was the case.
3.30 There were TVs in cell for young prisoners on the enhanced regime but they were not available for adults. The only particularly concerning aspect of the scheme was that prisoners who were on education could not be on the enhanced level of privilege. We recommend repeat the recommendation that attending education should not preclude prisoners from the enhanced level of privileges.
Suicide Awareness 3.31 Following the tragic and high profile suicide of a young prisoner in Swansea several years ago the prison had made a number of changes in the way it dealt with all young prisoners and any prisoner who was at risk of self harm. The prison had developed some good strategies for managing and monitoring prisoners with an open Form 2052SH and the associated paperwork. All open Forms 2052SH were gathered into the Centre at the start of the night shift to ensure the night staff knew all the relevant prisoners.
3.32 The Suicide Awareness Committee met bi-monthly and considered all Forms 2052SH that had been opened or closed since the last meeting. The committee was made up of a multi disciplinary group of staff and the Listeners sat in on part of the meeting. The Listeners scheme was ‘born’ at Swansea and was still actively promoted and supported in the establishment. However, the photo boards around the establishment were out of date and showed prisoners who were no longer in the
72 prison. The Listeners’ photo boards around the establishment should be updated to show the current Listeners in the prison.
3.33 The prison enjoyed a good relationship with the Samaritans who trained and supported the Listeners. The Samaritans also provided part of the induction programme for new prisoners and representatives from the prison attended the Samaritans AGM.
3.34 There had been some problems with the staff from Reliance, the court escort service, who were felt to be opening a 2052SH every time a prisoner showed any sign of being upset. They had got around this in two ways; all 2052SHs that were opened by Reliance were re-checked when the prisoner arrived in Reception and the prison had started to train Reliance staff in suicide awareness and the use of 2052SHs. The joint training of Reliance staff in suicide awareness was a very good idea. We recommend that representatives from Reliance be invited to sit on the Suicide Awareness Committee.
Services for Substance Misuse 3.35 Swansea’s written drug policy was well supported, comprehensive and thorough. The Deputy Governor chaired the Drug and Alcohol Strategy Group and was the drug and alcohol co-ordinator for the prison.
3.36 Unfortunately, the prison’s drug strategy did not fit effectively within the area drug strategy and we recommend that there should be an overall drug strategy for Wales. Prisoners wishing to take part in enhanced programmes could only do so [within Area] at Channings Wood, Dartmoor and Shepton Mallet prisons. For Welsh prisoners the distance from home of these establishments was prohibitive.
3.37 The Area Drugs Adviser confirmed that there were plans to further develop the area strategy and provide a more productive service at Swansea, in particular to provide more drug programme work in Wales. CSR funding had been committed from 99/2000 as follows:
73 · half year funding for a clinical nurse manager from October 1999. This post will be fully funded from 2000/01 · full year funding for a voluntary testing officer (drugs officer). The target number of tests for 1999/2000 was 4416 · funding for the administration of outcome measures · local capital for voluntary testing equipment and CCTV in visits.
3.38 Previous funding had been given by the Drug Strategy Unit to put other provision into place for example drug counsellor already in post and was now in baseline funding. We fully support the further development of an area drug strategy in order to provide a further provision of services for substance misusers for Welsh prisoners within Welsh prisons and the plans to improve provision within the prison using CSR funding.
3.39 The drug and alcohol strategy meetings took place quarterly and consisted of appropriate and relevant personnel who regularly attended meetings. Bearing in mind the widespread misuse of drugs and alcohol by Swansea prisoners and the links with their offending behaviour, we recommend that meetings take place at least bi- monthly.
3.40 Medical Officers contacted prisoners’ local GPs before prisoners left the prison to pass on any treatment needs and links between internal and external probation services were good. Other external liaison arrangements were patchy. The drug counsellor was developing links with the community and the new CSR funded posts should assist the further development of community liaison and referral arrangements. We support the planned development of drug counselling at Swansea and commend the excellent referral system between Medical Officer and local GPs.
3.41 The Governor was a member of the local Drug Action Team (DAT) and the Deputy Governor a member of the Drugs Reference Group (DRG). The drugs counsellor was very highly qualified with a community based background. She attended the DAT meetings with the Governor. There were plans to develop the
74 counselling, assessment, referral, advice/information and throughcare (CARAT) liaison role of the central drugs co-ordinator.
3.42 Numbers of positive mandatory drug tests (MDT), number of visitors arrested with drugs, number of drug finds and the numbers of positive voluntary tests on reception were available to the drugs policy group to illuminate the efficiency and outcomes of various interventions. Evidence examined showed a drop in positive tests from 54% in 1997 to 42% in 1998 (figures taken from January to December).
3.43 The number of random tests carried out rarely met the prison’s monthly targets. Staff explained this by indicating that the security department work was regularly dropped to cover detail shortfalls elsewhere in the establishment. The on- suspicion testing was only carried out when the monthly random tests had been completed. We recommend the security department should be sufficiently resourced so that the target number of tests [MDT] can be completed monthly and on-suspicion testing can take place as required.
3.44 Not all staff were trained in drug awareness/identification. The prison’s drugs officer was to be trained and then will train staff in drug awareness/identification. All reception staff were trained in initial assessment, some in drugs awareness. 12 staff were certificated to carry out mandatory drugs testing.
3.45 We were pleased to see a number of effective measures to prevent drugs and alcohol being smuggled into the prison notably: · the use of CSR funding to provide CCTV in visits (as mentioned above) · the employment of an active drugs dog · lockers for visitors (to place hand luggage etc) · reduction in the amount of property allowed to be handed in on visits · better procedures governing clothing exchanges (there was room for further improvement in this area and this is referred to elsewhere in the report) · effective monitoring of phone calls facilitated by good communication between residential areas, control and visits.
75 3.46 We were told that 60% of receptions reported the use of drugs outside. All receptions were encouraged by health care staff to give voluntary urine tests used to identify drug use and to screen for Hepatitis and HIV with consent. The HIV video was not shown in reception, as this area did not have any televisions. We recommend a television should be provided in reception so that educational videos can be shown as well as to provide a source of information for waiting prisoners.
3.47 There was a comprehensive detoxification policy. There were clear written protocols for treatment regimes and prisoners requiring detoxification were usually identified on reception, and put straight over to the health care centre when necessary. We were told there had previously been a detoxification unit at Swansea but this was closed during the inspection. We recommend the detoxification facility be reopened. Though substance misuse was well understood by health care staff, as we explained in health care plans were inadequate.
3.48 Prisoners were informed about drug counselling services on induction, with the full-time drug counsellor taking one of the induction sessions. This information was backed up with posters around the prison. A whole notice board of information about healthy living was displayed in A wing (housing adults) and included comprehensive information on drug and alcohol use.
3.49 We saw evidence that the sentence planning process involved encouraging prisoners to deal with their drug and alcohol use and to take up counselling. It was clear that there was not enough counselling resource to go around and we welcome Swansea’s proposal to employ further drugs workers (drugs officer and clinical manager as above) and would suggest this provision be further expanded.
3.50 The throughcare policy group and the drug and alcohol strategy group were both chaired by the Deputy Governor and we felt this assisted the overall operation and co-ordination of CARAT services. Verbal advice to prisoners was available in English and Welsh, although written advice was available in English only.
76 Comprehensive health education literature was publicised widely across the prison (notably in A wing as previously mentioned). We recommend more written advice be provided in a range of languages particularly in Welsh. Prisoners who applied to see the drug counsellor, saw her within a week and urgent cases were seen more quickly, usually within a couple of days. We welcome the planned employment of an extra ½ drugs counsellor so that the role can be expanded.
3.51 There was an appropriate written policy covering voluntary testing. The drugs strategy was linked into the Incentive and Earned Privileges Scheme in that all prisoners found guilty of the possession of drugs or related smoking implements would not achieve enhanced status. This was reviewed monthly, the prisoner’s willingness to address problems through detoxification and for counselling was assessed and a clear urine test was required before enhanced status could be given. There was no provision for specific groups of prisoners e.g. young offenders alcoholics, etc. We recommend that there should be development of the provision for specific groups of substance misusers.
3.52 There were only three black and ethnic minority prisoners in the prison at the time of the inspection. The numbers were deemed too low to judge whether this group of prisoners was accessing services proportionally to the rest of the population.
3.53 Mandatory drug testing did not achieve targeted levels (as explained above). The MDT process was well managed with due regard to both decency and security. Although the testing suite was not entirely satisfactory. It was in an isolated area and the entrance was littered with a number of boxes of old paperwork. We were told a refurbishment of this area was in process. The holding cell was covered in graffiti, its wooden bench was broken and no reading material was made available to prisoners waiting to give samples. We recommend that there should be an immediate refurbishment of the MDT holding room and the provision of reading material. The testing room itself was better. An inspector observed one test and staff dealt with the prisoner with sensitivity and tact. The holding cell used for strip searching was clean and appropriate.
77 3.54 Adjudication records and the suggested tariff guidelines showed positive tests for cannabis and amphetamines attracted lower awards than for opiates. The award guidelines for possession of drugs did not indicate any distinction between Category B and Category A drugs, but a range of minimum and maximum awards was given. There was no tariff for positive tests for unauthorised prescribed drugs. We recommend that the drugs adjudication award guidelines should include advice about positive tests for unauthorised prescribed drugs. There was a marginal difference in the suggested guidelines for adults and young prisoners, concentrating on the amount of lost association awarded. Bearing in mind the use of predominately cannabis, valium, amphetamines and alcohol (very little heroin or cocaine use reported) by prisoners and within the local community, we were pleased to see charges relating to alcohol abuse within the guidelines and a charge related to smuggling items through visits.
78 CHAPTER FOUR
THROUGHCARE / RESETTLEMENT
Reception and discharge 4.1 Reception, on the second floor of the new building that also housed the visits complex and the kitchen had been opened just over two years. There was easy access to the Gate, with lift access, although prisoners did not routinely use the lift. Instead prisoners and staff used an enclosed staircase, which was not only very littered, but not covered by alarm bells or any Closed Circuit Television. The staircase to reception should be swept and cleaned daily. We were told that there had never been any problems on the staircase and that if fractious prisoners were expected the escorting staff would have pre-warned reception staff in advance and the prisoner would have been located directly onto the Segregation Unit. Nevertheless, alarm bells or closed circuit televisions should be installed on the staircase to reception.
4.2 We were pleased to see that health care staff had put appropriate health care and lifestyle leaflets in their rather drab but otherwise well equipped room. Reception holding cells could have been cleaner, however; we saw litter and discarded food outside one holding room window ledges, graffiti on some walls and behind holding room doors, and in the kitchenette we saw stains on the hot cupboard doors and dirt under the sinks. Reception walls were also very plain, some posters would have made for a more cheerful, less sterile environment. The holding rooms and the kitchenette in reception should be maintained in a clean condition.
4.3 Treatment of prisoners was sound but reception staff complained that, since they operated in a small group, they lacked continuity when anyone was away or on sick leave, especially amongst the senior officer grade. One senior officer reported that he had cancelled three regional training courses because he could not be spared; there had also been one evening occasion when there were no trained reception staff on
79 duty at all. None of the reception staff had attended the Trust for the Study of Adolescence training course, “Working With Young People In Custody”. There were no female staff in the reception group although one female officer had been trained at a former establishment. Female staff were occasionally redeployed to reception to deal with property, or for locating receptions onto the wings. Sufficient numbers of staff in the establishment should be reception trained so that trained staff are always available in reception when required.
4.4 Good relations were reported between reception staff, the escort contractor and health care staff. Communications were also good with prisoners; there had never been any request/complaints relating to staff conduct in reception. The escort contractor’s staff had received training in suicide awareness and self harm procedures although they still segregated potentially vulnerable prisoners at court and therefore sometimes compromised Governor’s decisions whether to segregate prisoners under Prison Rule 45 [own protection] or keep them on ordinary location on arrival at the prison. Fortunately, relations between prison staff and prisoners were sufficiently good that they had been able to keep many segregated and potentially vulnerable prisoners on ordinary location.
4.5 When juveniles (prisoners under 18 years of age) were received, the Orderly Officer was contacted; he ensured that parents, Probation Officers, Youth Justice Workers, and a representative from the Social Service, if necessary, was informed. The group manager or a representative from D wing, [the young offender and juvenile unit], would meet the juvenile in reception to introduce themselves and start the induction process. This was good practice.
4.6 All new receptions were strip searched in one of three private cubicles next to the main reception desk. Only one search was carried out at a time because there were insufficient staff available to do any more. Nevertheless, a clean towel should be placed on the floor for each prisoner to stand on when they are being strip- searched.
80 4.7 Showers were available but we saw no evidence that they had been used. Prisoners said that they were expected to shower on return to their wing, reception staff said that showers were available if required. All prisoners should be given washing facilities and new receptions should be required to shower in reception. The large wallboards on the front of the showers should be replaced with privacy curtains.
4.8 Separate holding rooms were available for adults and young prisoners on both the ‘searched and unsearched’ sides of reception, but there were no tables in them on which to eat and no televisions [to provide information] or books, magazines or other forms of diversion. We were told that local information packs and daily newspapers were made available but no reading material was seen, except the information on display in the comprehensive notice boards. The holding rooms had toilets but these contained ligature points, there was some graffiti and a broken toilet handle in the adult toilet. Reception staff said they kept prisoners in reception for the shortest time possible and they did not think televisions would be appropriate. We were told that prisoners were delayed in reception only if the prison roll was being counted, or when health care staff were detained on wings doing medications. Staff said that they were in and out of the holding rooms on both sides of reception at all times, and that there had never been an occasion when they were worried for the safety of prisoners in their department. However, in view of the presence of graffiti, indicating that supervision was far from continuous, it was clear that supervision of prisoners in holding rooms should be improved, magazines or other forms of diversion should be provided, all repairs should be completed promptly and ligature points removed.
4.9 Reception staff did a superficial risk assessment to decide which prisoners were suitable to share cells together, for example co-defendants, young, adults, remand, sentenced, drug users, non-smokers etc. Although wing staff might change original locations as they discovered more information about the prisoner, were told that it was sometimes impossible to separate unconvicted and sentenced prisoners. A policy document should be drawn containing information to assist risk assessments to decide the compatibility of prisoners to share cells together.
81 4.10 Prisoners and staff had to traverse down a metal spiral staircase from reception into the wings and again there, staff had no access to alarm bells. We comment on this under Security.
4.11 Prisoners complained that they could not get radios handed in through visits and, if they did not have a suitable radio in property, they could never afford to buy one from their spends account because earnings potential did not exist in the prison. The ruling was in line with the establishment’s incentives and earned privileges scheme, however, there should be an ‘amnesty’ of a few days so that new receptions are able to get radios in through visits immediately after sentence.
4.12 Staff facilities in reception were reasonable, there was a locker room, toilet and shower, although it had no privacy curtain, and a tearoom. However, we saw offensive posters in one of the property storerooms and there was no stepladder available for staff to reach the top shelves of the property racks. Offensive displays should be removed and a stepladder should be provided in the property room.
4.13 Discharges to court, at end of sentence, or transfers, were strip-searched in cubicles on the ‘searched’ side of reception, adjacent to the showers area. However, no clean towel or privacy screens were seen there, these should be provided Prisoners applied to have their own clothes laundered in the clothing exchange store prior to release, at their own risk. Prisoners applied for discharge grants and fares etc by wing application, with confirmation of home circumstances from probation staff, if required. Property was checked on the day prior to release. Although there was no store of new kit in reception, administration staff arranged purchase as necessary if additional clothing was required.
Induction 4.14 We were told that local information booklets were available in reception and that sheets with similar information were issued to all new receptions within thirty minutes of arrival on F wing [the induction wing]. If it was later discovered, during
82 interview, that a prisoner could not read he would be located with another prisoner who could read to him. However, information sheets should be available in other languages including Welsh; audio versions should also be made available. The wing cleaners had copies of the “Prisoners Information Book” which although any prisoner could see, it was probable that new receptions would not be aware of this; a copy of the “Prisoners’ Information Book” should also be issued to each new (first time in custody) reception.
4.15 The induction for juveniles [less than 18 years] was arranged on D wing (see Juveniles and Young Offenders). Induction for both adult prisoners and young prisoners was delivered on F wing. In our view young prisoners should receive induction on D wing. Young prisoners were located on D wing after their induction when spaces became available. New receptions were located in double cells for their first few nights in custody, and longer if the need arose.
4.16 We were pleased to find that the priority of induction was for staff to get to know prisoners. Induction comprised a five-day roll-on roll-off programme, which ran from Monday to Friday mornings and started with a comprehensive assessment interview by wing staff upon arrival on the wing from reception. By asking specific questions of each prisoner induction officers were able to complete an initial assessment interview sheet and make a judgement about his immediate needs. The officer’s observations were recorded on a second sheet with a note of any relevant ongoing information. Both sheets were stored in a prisoner’s personal file, “Initial Assessment, Induction and Personal Officer Record”.
4.17 Each file contained an induction check list to confirm that every prisoner had been given an initial telephone call, [spare telephone cards were carried on the wing to ensure that everyone received a call on reception]; had agreed and signed a compact, and had received a £2 advance. A reception ‘pack’ was available at weekends consisting of a £2 telephone card or matches and tobacco or sweets. Each prisoner was also issued with a reception visiting order (if appropriate) and writing material. They were then required to sign to acknowledge that they had been warned about the
83 dress code, cell cleanliness, use of the cell bell, change of appearance and smoking on the landing. Prisoners also signed an employment contract where they recorded work preferences. Education was noted as a first priority for work for prisoners with learning needs. Prisoners also signed a copy of the anti-bullying policy, a cell standardisation sheet and Swansea Prison’s Race Relations policy statement [which we particularly liked because it defined racial incidents].
4.18 All were stored in the prisoners’ personal files along with a conduct/record sheet. We were impressed with these files because they ensured that consistent information was available on each new reception and we particularly liked the design, which contained the establishment’s mission statement. Staff put a lot of effort into initial induction interviews and, we agreed, this was a vital piece of work to set the tone of the establishment at the outset upon arrival on the wing. We learned that two evening duty officers were required each day from Monday to Friday to conduct interviews and to ensure that the rest of the wing was patrolled properly. We discovered, however, that evening association was sometimes cancelled on D wing, [the young prisoners wing], to provide staff to deliver this valuable piece of work on F wing. Clearly, sufficient resources should be available on F wing to ensure that initial induction interviews are carried out each evening without impacting on the regime of the young offender unit.
4.19 A formal reception board chaired by a wing Senior Officer, with a probation officer and Chaplain was held each weekday morning. Friday receptions were seen on Monday morning but a Chaplain saw them on the wing on Saturday morning. The induction programme consisted of exercise after breakfast weather permitting, followed by classes with specialist staff and included sessions on Home Detention Curfew and anti-bullying, a Chaplains class; details of what probation staff were able to do for prisoners, for example, housing needs, together with information about sentence planning, risk assessment boards, release on temporary licence; drugs awareness and information from the Samaritans.
84 4.20 Afternoons were spent ‘in association’ on the wing, when prisoners could watch television or a video, play pool or table football, make telephone calls or have a shower. There was no evening association on F wing but induction officers said that they would allow prisoners with urgent needs to make a telephone call while they conducted initial assessment interviews with the new prisoners received earlier that day. Prisoners with legal advice needs were referred to trained prison officers; probation staff saw those who wanted bail.
4.21 A representative from Education came to the wing every weekday to hand out and later collect when complete, the Basic Skills Assessment tests; plans to do this test under supervision, thereby getting more accurate returns, were put in place during our inspection. Gym sessions, in a nearby classroom, were programmed twice a week, where prisoners were informed about PE facilities and, after instruction, could use the equipment.
4.22 A prisoner ‘Listener’ was located on F wing, whilst the Listener could be put into a cell with any new reception who needed to talk he was not involved in the induction programme. The induction programme also omitted the Board of Visitors and administration staff e.g. request/complaints, prisoners’ monies or a custody Office representative; there was no tour of the establishment. Prisoners received little or no information about fire precautions, fire evacuation, health and hygiene procedures or food handling regulations. An old induction video had recently been withdrawn because it contained inappropriate information. A video of the establishment should be produced to show to all new receptions during induction, it should explain the facilities available and how they might spend their time in custody constructively. We were pleased with many aspects of induction but the programme should be extended to make it more comprehensive. Post induction questionnaires should be issued to evaluate the programme and to check what other information prisoners needed on arrival at the prison.
85 Sentence planning 4.23 There were no formal custody planning arrangements for unsentenced prisoners. After induction, unsentenced prisoners saw their personal landing officers, or made application to specialist staff as needs arose. Some landing officers were NACRO trained to deal with housing issues. Wing senior officers and observation, classification and allocation unit staff dealt with legal advice, the Chaplain dealt with spiritual needs, marriages and bereavements. Probation staff dealt with bail, housing benefits, employment issues, DSS - giro payments, outstanding fines, and child protection issues; health care staff dealt with health issues and a drugs worker with addictions. This was good work but proper co-ordinated custody planning arrangements should be considered for unsentenced prisoners so that their needs can be properly identified and met in a co-ordinated manner.
4.24 There were no custody plans for prisoners sentenced to life imprisonment; we were told that Lifer plans were not completed in local prisons; this was yet another reason why Life sentence prisoners should be transferred to training establishments as soon possible after sentence (see also Observation, Classification and Allocation and progressive transfers).
4.25 Sentence planning for convicted sentenced prisoners was multi-disciplinary. Prisoners were made aware of sentence planning during their induction programme, during which education staff conducted the Basic Skills Assessment Tests and probation staff identified other needs. Induction officers noted this in prisoners’ personal file wing records. Prison officers in the Sentence Management and Planning Unit distributed contribution forms to home probation officers and to relevant staff throughout the establishment in order to identify targets to meet prisoners’ needs and to complete sentence plans and reviews when necessary. Personal Officers, who were responsible for prisoners once they were allocated to wings from the induction unit, also completed progress reports.
4.26 Manual diary records were maintained and reviews were conducted on time because they had been programmed from date of reception and completion of initial
86 sentence plan. However to improve processes, modern Information Technology should be introduced into the Sentence Management and Planning Unit.
4.27 There were no initial sentence planning boards; instead prisoners were interviewed separately, their targets identified and recorded, with the prisoner signing the form before a governor responsible for sentence planning countersigned it. We noticed however, that many forms had not been signed by a governor grade. Although formal multi-disciplinary sentence plan review boards were arranged the home probation officer was not invited to attend. Home probation officers should be invited to attend sentence plan review board, especially prior to discharge when it was vital to re-establish links with the home community. We were told that there were plans to create a Throughcare Unit, to include the Probation, the Sentence Management and Planning Unit and OCA (Observation Classification and Allocation Unit).
4.28 We saw copies of completed contribution forms, all designed locally, they were user friendly and very well completed. We saw completed sentence plans, which apart from missing signatures, were also well completed. Prisoners should be given a photocopy of their sentence plan. Targets were adjusted as a result of courses attended and other changes in circumstances. We were told that no prisoner was transferred from Swansea without a completed sentence plan.
4.29 Some offending behaviour courses were run locally; these were predominantly introductory, non-accredited and, once the prisoner had attended them, there were few other options available locally to further address offending behaviour, or for additional sentence plan targets to be set. Finance was being made available by the Prison Service for some additional courses but since there were insufficient resources to run a full training regime locally, priority should have been to transfer prisoners out to other establishments that were resourced to run offending behaviour courses. Unless funding is provided to resource such courses, resources at Swansea should then be targeted at prisoners’ needs on release and the period of supervision that follows.
87 4.30 Although there was a lack of interview space on wings, the sentence planning office was suitable and used for interviews. Interviewing prisoners or Rule 45 [vulnerable prisoners] was particularly difficult. The adjudication room was used for this purpose but was cold and damp. Otherwise those on Rule 45 were interviewed in their cells. A post sentence report interview was observed in a Rule 45s cell and, whilst the interview was conducted in a professional manner, the accommodation was wholly inappropriate. We recommend that appropriate interviewing space is provided for interviewing prisoners on Rule 45.
4.31 Prisoners were, in the main, aware of their sentence planning targets and understood that their sentence plans related to offending, education, training, employment, constructive use of time and resettlement. Further, they felt that sentence planning would help them in these areas. Unfortunately, plans were frustrated by the lack of facilities, training, accredited programmes etc. to help them achieve their targets. There were no accredited programmes on offer and no psychologist in post. We were concerned about the lack of accredited programmes which should be appropriately resourced and developed to include related facilities and training.
4.32 Prisoners’ attitudes to sentence planning varied but were generally constructive and there was some evidence that their attitudes had changed towards their custody and their offending. Samples of sentence plans were studied and were very good. The plans were seen as live documents integral to the treatment of prisoners.
4.33 Prisoners were seen for an introductory initial assessment by a probation officer within the first few weeks of their sentence. An introductory course and assessment, lasting two hours, was offered and was run for groups of about six prisoners at a time. Issues dealt with included offending behaviour, victim awareness, attitudes to others etc. The probation officer compiled a sentence planning progress record for each prisoner.
88 4.34 As we have already mentioned, many prisoners were assessed as needing programmes, which could not be provided. The Throughcare team had plans to develop offending behaviour programmes to include a weeks needs assessment and a weeks specific offending behaviour work with prisoners grouped by need. We commend the Throughcare team’s plans to develop offending behaviour group work and, bearing in mind the reasons for keeping prisoners from Wales in appropriate location, we recommend that these plans should be properly resourced.
Parole 4.35 The incidence of parole amounted to two cases in something like four years, we were told. It was, clearly, not a significant part of the custody office work, although an increase in the numbers of sentenced prisoners might change this. We were told that there had not been particular problems although it had been necessary to ‘re-learn’ the rules in each instance, because of the time lag between cases.
4.36 That few prisoners received parole from Swansea was partially due to the lack of accredited offending behaviour treatment programmes. Sex offenders, for example, had to be transferred to training prisons to complete sex offender treatment programmes. Others were transferred to training establishments.
Preparation for Resettlement 4.37 Comprehensive one-to-one interviews were held during induction, including with the reception board probation officer who did an assessment, to identify the needs of individual prisoners. The induction senior officer also made initial assessments, and his understanding of the issues involved at this stage of a prisoner’s custody impressed us. We were told that all induction staff had been trained by NACRO, completing two day courses in employment and accommodation issues.
4.38 The education department had set up a two-week pre-release course. The first course ran during the first week of this inspection. The aim of the course was to provide information and advice about a range of subjects including accommodation, work and education opportunities, health care, budgeting and basic life skills. Plans
89 were being made to involve the probation department more in delivering sessions, and to link into community based resources more effectively e.g. to bring in representatives from DSS, Inland Revenue etc to talk to prisoners.
4.39 There were only four lifers at the time of the inspection and all were seen. Their main concern was that they had to wait so long for allocation to a lifer main centre (lengths of time in custody at Swansea, including remand time, were 2 years 5 months, 17 months, 14 months and three months respectively). They also complained that there were no offending behaviour courses, and that only low-level education classes were available - one lifer planned to do a degree during his sentence. There was also little access to the gym and other facilities and these they had to share with short termers and unconvicted prisoners. Consequently, lifers feared that they would be held back and fail to achieve targets set by their tariff dates. We shared this fear. We are concerned that the time that lifers spend awaiting allocation to lifer main centres will hamper their ability to achieve targets and release at the earliest possible opportunity. We recommend transfers to lifer main centres following sentence should be speeded up significantly. The lifers also complained about the distances to home from their allocated main centre e.g. HMP Wakefield for a lifer whose family lived in Swansea [a distance of nearly 200 miles].
4.40 Transfers for long termers were organized efficiently by the Observation Classification and Allocation department (OCA). However, sex offender transfers were often not possible as most training prisons offering sex offender treatment programmes insisted that offenders admit guilt before being allowed to join the programme. There was evidence to suggest that some prisoners saw their refusal to accept guilt for their offences as a way to remain at Swansea. Consequently, a worrying proportion of sex offenders remained at Swansea until release having completed no accredited Offensive Behavioural Treatment Programmes. We recommend that the issue of sex offender allocation should be reassessed at a national level to meet the needs of sex offenders who refuse to admit guilt.
90 4.41 Although families were seen, generally, as a useful source of information and helpful in supporting prisoners through their sentences they were not systematically consulted and involved. There was no designated family officer or family helpline this should be considered. Consultation usually took place only when necessary, for example, to assess the suitability of accommodation for home detention curfew (HDC). However, the location of Welsh prisoners in Wales assisted the maintenance of family ties and many prisoners cited this as the reason they wanted to stay. Swansea was very much a local prison for local prisoners and families. Many prisoners clearly weighed up the advantages and facilities available in training prisons against their closeness to home at Swansea. They regularly opted for maintaining family links at the expense of their other needs.
4.42 Despite the evident willingness of staff to carry out resettlement work, the organizational culture did not support resettlement as ‘core prison business’. There was no resettlement policy and, as a local prison, it was not resourced for this purpose. Sentence planning was, however, supported and effectively managed
Release on Temporary Licence 4.43 Release on Temporary Licence (ROTL) was used extremely rarely; five times between April 98 and June 99 and then only for resettlement purposes. The ROTL register was missing, we were told, following a recent set of office moves. We were, as a result, unable to ascertain the reasons why ROTL had been given or refused. The Head of Throughcare explained that for the last three releases one was to confirm working times for a job on release, and the other two to sort out accommodation for release.
4.44 Applications for ROTL were taken initially by wing staff, they discouraged prisoners who were unlikely to get ROTL from applying. There was a suggestion that prisoners had otherwise been discouraged from applying in the past, because they felt they would be moved to training prisons if found suitable for ROTL. As we report above, the distance from home to most of the training prisons put off many prisoners from applying. We were told that this was no longer the case, but numbers of ROTLs
91 were still very low, and the prevailing culture was that prisoners should not generally get release on temporary licence from a local prison. This culture may shift with the newly formed Throughcare team but may require HQ support. We recommend that the criteria for ROTL should be reviewed to improve resettlement prospects for prisoners and to allow compassionate requests.
4.45 There was also some anecdotal evidence to suggest that if HDC was not granted; ROTL would not be given. This was, clearly, an inappropriate link of the two schemes, which have different purposes. We recommend that any failure to grant HDC should not automatically disqualify a prisoner from consideration for ROTL.
4.46 We attended a weekly HDC board, which was chaired by the Head of Programmes and effectively administered by a probation service officer (PSO). The PSO was employed solely for HDC work and was clearly well thought of by staff and prisoners alike.
4.47 The recently introduced pre-release course was offered to sentenced adult prisoners only. There were plans to extend it to young prisoners and then to all unconvicted prisoners. Courses were planned to last two weeks, the first week to assess needs, for example car crime, drug use, benefit advice and the second as a specialized course for groups of similar (in terms of need) prisoners. A database had been set up to allocate prisoners to specific second week courses, which would not necessarily be consecutive to their first week. There were, however, only 12 places available on the course, which meant that the vast majority of prisoners were released without pre-release training. Both the Head of Inmate Activities and the Education Officer showed great enthusiasm about the new course and a willingness to improve the service to prisoners in the future. There was evidence that the course needed further refinement and the links with the probation department in delivering the course needed to be clarified. The pre-release course should be reviewed, and the number of contributors, both from within the establishment and from outside, expanded.
92 4.48 No pre-discharge and discharge reports were seen. Sentence plans were copied to home probation officers but there was little formal feedback from home probation officers to the prison after a prisoner’s release. There was no evidence that a joint prison/probation evaluation programme was in place to assess the effectiveness of resettlement policies and practices. We recommend that formal evaluation of resettlement polices and practices should take place. Swansea and the Prison Service should recognize the changing function from a ‘local’, to a prison housing large numbers of sentenced prisoners. The resettlement policies and practices should be re-assessed to take account of this change of role.
Observation Classification and Allocation (OCA), and Progressive Transfers 4.49 A team of five trained prison officers were allocated to OCA duties but only two were scheduled to work on any weekday, with one on Saturday morning and Sunday. The second officer was usually redeployed to other duties for all or part of each weekday and the department was rarely opened on Sundays due to staff shortages. The second officer mainly dealt with messenger type duties, which meant that, when alone, the remaining OCA Officer had a lot of additional work. Although OCA staff also dealt with legal aid applications their main function was to categorize, allocate and arrange transfer of all sentenced prisoners. To catch up with the completion of initial classification and allocation forms many prisoners were interviewed at weekends. The work of the OCA department should be assessed and properly identified; sufficient staff of appropriate grades should be deployed there to ensure that necessary work is promptly performed.
4.50 Initial Classification and Allocation forms that were prepared in the discipline office arrived in OCA on the afternoon following sentence. RFI forms (requests for information) were distributed and, if staff were fortunate that previous convictions were available, prisoners categorised immediately on the Local Inmate Database System. The ‘Phoenix’ computer was at the establishment to provide prisoner antecedent history but it was not on-line; staff were, therefore unable to draw off prisoners’ previous convictions. As a result there were numerous delays when prisoners could not be categorised or interviewed, offending behaviour targets could
93 not be set, nor sentence plans established. The Phoenix computer should be brought on-line as soon as possible.
4.51 The prisoner population was reviewed regularly for re-categorisation; prisoners could apply themselves or be referred by wing or OCA staff to the monthly multi- disciplinary re-categorisation board. The board considered sentence plans but we found that it was not chaired by the governor grade responsible for sentence planning and release on temporary licence. To tie in with the “seamless sentence” approach the governor responsible for release on temporary licence and sentence planning should also deal with re-categorisation. Prisoners told us that it was very difficult to get to open prison. We were told that staff from the open prison at Prescoed YOI near Usk Prison, had offered to interview and select prisoners themselves but that this had been refused. We saw some review records, only 14% for one month and 20% the next, had been categorised. We considered that the boards might have been too cautious, too many applications had been rejected for no obvious reason other than to retain the prisoner at Swansea. The processes for categorisation should be reviewed.
4.52 Spaces in other establishments were allocated weekly from headquarters, [Population Management Unit]; staff monitored the establishment unlocking figures closely and transferred prisoners as necessary to ensure there were always sufficient spaces for new receptions.
4.53 As we have already reported it was extremely difficult to transfer Life sentence prisoners and vulnerable prisoners, especially sex offenders. Staff were of the opinion that prisoners manipulated vulnerable prisoner status and claimed denial to ensure that they stayed at Swansea. We were perturbed to learn that one Life sentence prisoner was approaching his tariff date and yet, instead of being at Brixton Prison for a course, he was still at his local prison. Another Life sentence prisoner who had been sentenced two years earlier still had several months (or more) to wait to get to his allocated prison, Wakefield. Noting that Sex offenders are more likely to admit responsibility for their crimes if they were in an environment that addresses their
94 offending behaviour we recommend that prisons running Sex Offender Treatment Programmes should take sex offenders whether or not they are in denial. Lifer Management Unit should ensure that Life sentence prisoners are transferred to a training establishment as soon as possible after sentence.
4.54 Occasionally, OCA staff had to arrange overcrowding drafts out and, in addition, sometimes receive in over-crowding drafts from other establishments [several young offenders were received in from Gloucester Prison the week prior to our inspection]. Usually, however, unless prisoners requested a transfer they were allowed to stay at Swansea to serve their sentences. Apart from Parc Prison at Bridgend, Usk and Prescoed YOI and Cardiff there was nowhere in Wales to transfer Welsh prisoners to serve their sentences, and if they moved, prisoners were often being sent hundreds of miles away from home. To preserve family ties and links with the community every effort should be made to locate prisoners in training establishments in their home areas.
4.55 We applauded staff attempts to keep prisoners locally, except that resources and training facilities at Swansea were extremely limited and, if prisoners served their whole sentence locally, many would not have the opportunities to tackle their offending behaviour and prepare for release back into society. Staff estimated that 60 – 70% of the prisoners at Swansea did not warrant the closed category B conditions that prevailed there. If prisoners were transferred, spaces created at Swansea could then be converted into a resettlement unit to receive prisoners back from their training establishment for accumulated visits and to have their pre-release needs met prior to discharge. In the context of the previous paragraph we recommend that staff in OCA should be more proactive to secure prisoner transfers to properly resourced and equipped training establishments where offending behaviour and other sentence plan targets can be met.
4.56 Many of the problems in OCA related to difficulties with the revised system for prisoner transfers via a new escort contractor, a lot of additional work had been created by teething problems with the new system. Regular meetings should be
95 arranged with representatives of the escort contractor to address transfer issues locally.
Bail, Legal Aid and Appeals
Bail 4.57 Due to sick leave absence, the prison had been without a Bail Information Officer for approximately twelve months. A new member of staff had been recruited and in the three months she had been available there had been many improvements. Systems had been introduced, staff guidelines made available and bail books had been established. However bail information could not be transferred onto the Information Technology that was available to all Probation staff because, we were told, CRAMS (Case Record and Management System) always ‘crashed’ whenever anyone tried to input the information. Valuable information on offenders was therefore not readily available because it had to be stored manually. CRAMS should be upgraded as a matter of urgency to ensure that all necessary information is readily available.
4.58 Swansea’s contract with South West Glamorgan Probation Service ensured that bail information was available on one day each week, actually two mornings, Tuesday and Thursday, when a probation service officer was available to provide bail information to prisoners. The officer also provided the probation team administration support, because of her experience in an induction unit, she also advised prisoners on other related subjects. She was regularly seen dealing with prisoners on F wing (induction) where the prison officers were reported to be extremely helpful. However, interview rooms were not available and prisoners had to be seen in their cells or on the landing. Suitable interview rooms should be provided on all wings.
4.59 In her absences, for example on annual leave, the Bail Information Officer was concerned that although her work was covered by her colleagues, bail information and the related work would not be given the priority it deserved due to competing priorities and limited resources. Sufficient resources should be available to ensure that bail information and the related work is given the priority it deserves.
96 4.60 All new prisoners on induction were seen on a reception board where they were given a useful probation leaflet, which described the subject areas covered by the different members of the Probation team. Each prisoner was asked amongst other things, if they wanted bail, they were then interviewed individually.
4.61 Approximately 50% of applications for bail had been successful in the previous three months, some prisoners had been bailed to their home addresses but many had been bailed to hostels. Previous convictions were sometimes not faxed by solicitors and without them prisoners could not be referred for bail. Court staff should be advised that previous convictions should be sent [where appropriate] with every prisoner received into custody.
4.62 It was apparent that unless offenders were referred to a hostel on the day that they were in court they would probably not be successful. There was a perception that some Magistrates Courts never seemed to allow bail applications and prisoners seemed to be encouraging their solicitors to go to Judge in Chambers to increase their chance of success. Bail hostel criteria were becoming increasingly more strict and it had been increasingly more difficult to secure bail to some hostels, with sex offenders the most difficult to place. We were told that the local bail hostel was supposed to be relocating miles away in Bristol and that one offender had been relocated to a hostel even further away in Birmingham. There should be more local bail hostels to improve the opportunities for suitable offenders to be bailed rather than imprisoned.
Legal aid and appeals 4.63 A team of five Prison Officers, all but one of whom had been trained, from OCA, the Observation, Classification and Allocation Unit, dealt with legal aid and appeals, although they told us that much of that work for prisoners was completed by their solicitors. Two officers were profiled each weekday with on one Saturday morning and on one Sunday; the second officer weekdays was usually redeployed to other work for part or all of the day and, due to staff shortages; officers were rarely
97 deployed to OCA on Sundays. The primary function of OCA staff was prisoner categorisation, re-categorisations, initial classification and allocation and transfers,
4.64 Legal aid work amounted to dealing with applications, to issuing special letters and, on occasion, to telephoning solicitors to tell them their client needed advice and that they needed to make an appointment for a legal visit. They interviewed all prisoners prior to discharge to court the following day, to ensure that they were legally represented and to check if they had any problems. We discovered, however, that all reception and special letters were sent by second-class postage, urgent special letters should be sent by first class.
4.65 The induction unit senior officer advised all new prisoners requiring legal advice or who wished to appeal on the reception board; prisoners with other problems were referred to OCA. A copy of the Solicitors directory was available on the Induction Unit. OCA officers saw all adult court returns on A wing during the following morning.
4.66 OCA held copies of Archbolds and Solicitors directories. A register was completed when Archbolds was issued to prisoners. We were told that Archbolds had been removed from the prison library because it had, at times ‘gone missing’. No information was available in foreign languages [including Welsh]. If required, staff would translate or official interpreters used, we were told. Information should be provided in Welsh and in other foreign languages as necessary. Up to date information on the sexual offences act should be available.
98 CHAPTER FIVE
HEALTH CARE
Health care inspection 5.1 The health care service at Swansea was a type 3 service with 22 in-patient beds and a primary care and visiting consultant service. The health care centre (HCC) beds appeared to be on the prison’s CNA and some prisoners were placed in the HCC at governor’s orders - at least 18 in 1998/99. The admission of these prisoners to health care beds wastes scarce health care resources and risks tilting the ethos of health care too far towards containment and away from care. HCC beds should not be included on the CNA and only patients agreed by health care staff as needing admission should be in-patients. At the time of our inspection the HCC was being partially upgraded and redecorated and there were plans to build on some of the good features of the service and also to address some of the difficulties that we describe below. We report on the service as we found it during our inspection but make mention where relevant of the plans for the future.
Standards used in assessing the health care service 5.2 During our inspections of health care in prisons we make assessments of the scope and quality of the care provided against the standards set by the Prison Service in Prison Rules, Standing Order 13 and the nine health care standards (HCS). The HCS’s stated objective is ‘To give prisoners access to the same quality and range of health care services as the general public receives from the National Health Service’. and they are ‘first and foremost addressed to governing governors, who have overall responsibility for the delivery of health care services to prisoners and for the implementation of the Standards’. The HCSs were agreed by the Prisons’ Board in 1994 and should have been implemented in all prisons by mid-1997. For areas not covered by the HCSs we make assessments against the standards that obtain in the
99 NHS. We found that there was no quality strategy for health care, no philosophy and no measured and recorded progress to meeting HCSs set by the Prison Service. This should be reviewed.
Staffing
Medical 5.3 Medical staffing was provided under two contracts with a local general practice. The main medical input was from one of the practice principals who was employed as a part-time medical officer (MO) for 19 hours/week. His contract, we were told, made no allowance for leave and he was expected to cover out of hours duties for 365 days/year. A separate contract with the practice covered time when the MO was not in the prison. The great benefit to the prison from these arrangements was that all doctors from the practice were at least certificated in general practice and were currently in NHS practice. This is best practice. A measure of the quality of the medical input was that all trainee GPs in West Wales spent a session in Swansea prison as part of their training programme. This also is best practice and is likely over time to improve the availability of fully trained GPs willing to work in prisons. The contractual arrangements however appeared cumbersome and may not have been attuned to the needs of the prison once the HCC has been upgraded. They were being reviewed at the time of our inspection.
Nursing 5.4 The nursing service was headed by two health care senior officers (HCSO) neither of whom was nurse qualified. Recently, a discipline principal officer had worked part-time with the health care service with a view to helping integration between health care officers (HCO) and nurses and between the health care service and the rest of the prison. There were six E grade nurses (four mental health nurses and two general) and four HCOs one of whom was a general nurse and one a second level nurse.
100 5.5 There was a significant problem of nurses being required to undertake non nursing duties such as collecting and returning patients to and from the HCC, and collecting visiting consultants etc. from the gate. One estimate that we were given was that during main shifts at least 25% of nursing time was being taken by non-nursing duties. Using nurses for duties that could be carried out by discipline staff or OSGs wastes scarce resources and lowers the quality of care available to patients; it should cease.
5.6 There were four nursing staff on duty between 8.00am and 5.00pm, two from 5.00pm to 9.00pm, and one nurse and a discipline officer on duty at night. If the night nurse had to leave the HCC to attend an incident on the wings s/he was replaced by a discipline officer. Leaving the HCC without professional health cover should only occur for very short periods and should not occur if the HCC holds a patient seriously at risk.
5.7 Nurses were willing and enjoyed the challenge of health care in prison, however, there were many aspects of their work which were difficult. One of the major difficulties was the lack of nursing leadership and having to discharge their professional duties to non nurses, this made it very difficult for them to assess their progress and assess their educational needs. They also found the rigid task allocation of work gave little continuity and failed to give the patients modern nursing care. Swansea has recently appointed a G Grade nurse, this person will be responsible for the staff working in the health care centre, the appointment of the G Grade should give the opportunity to establish clear lines of managerial responsibility and professional accountability and to revise all the job descriptions. There was a Health Care Working Party, which should take many of these tasks on, this group at present met monthly.
5.8 The appointment of the G Grade was welcomed by the nurses. One of the difficulties for nurses working in the Prison Service is their professional isolation as well as the way prison health care is delivered. Nurses have, as a condition of their continued registration, to maintain their clinical skills in the speciality they have notified the UKCC of their intention to practice. They have to sign a declaration that
101 they have completed the PREP requirements, and are urged to keep a portfolio of the education they have completed, not just courses but reflecting on present practice and looking at ways to improve the care they give their patients. There should be a development plan which not only identifies the nurses’ preferences but also enables the nurses’ training and education to reflect the Business Plan and the Quality Strategy of the Prison Health Care. Some of the nurses were fulfilling their PREP requirements as best as they could but some of them were not so well organised.
5.9 The nursing documentation should be reviewed; the notes were used by nurses and doctors, some of the nurses had made good entries into the patients records but this depended on the individual and some nurses admitted that they did not raise care plans and there was very little evaluation of care. Nursing records should include Biographical details Nursing Assessment Nursing Diagnosis Care Plan Continuous record and Evaluation. None of the patients due for discharge had an active Discharge Plan raised despite that some of the patients had long standing and recurrent serious mental illness.
5.10 Although the nurses were detailed to administer the medicines in each of the wings, there seemed little continuity of care. We noted the high number of mentally ill being cared for, it would be much more satisfactory if a nurse was named for each of the wings this should be considered. The nurses gave the in-patients their medicines but did not seem to do much else with them. A day care centre for the mentally ill was being considered and it is hoped that this will be set up very soon.
Pharmacy 5.11 The pharmaceutical service was provided by one full-time pharmacist and a technician. The pharmacy was open from Monday to Friday between 8.30am and 5.30pm. Medicines were sent from the dispensary to the wings to be distributed to the prisoners. Medicines were distributed from A wing and D/F wing between 8 and
102 8.30am and between 3.30 and 4.30pm. Medicines were also supplied from the hospital treatment at the above times and also at midday. On average 40 to 100 items were dispensed daily.
5.12 The pharmacy was clean and tidy. Fixtures were adequate, Martindale, BNF and MIMS were available as reference books. However, the pharmacy was much too small and cramped. The heat sealer for the Venalink monitored dosage system was in use, this produced an uncomfortable amount of heat in such cramped surroundings. A new location for the pharmacy, providing far greater room should be sought as a matter of priority. The refrigerator contained a maximum/minimum thermometer in the form of an internal probe and external visual display, however, no records were being made of the refrigerator temperatures. A written daily record should be made of the refrigerator temperatures. The refrigerator also contained food items. The refrigerator should be reserved for medicinal items. No food should be stored in it.
A wing Treatment room 5.13 This room was clean and tidy and well appointed. Medicines were stored in locked cupboards. Venalink and other patient specific containers were separated from stock items and pre-packs, stock items and pre-packs were correctly labelled. Refrigerator temperatures were monitored by way of a probe and external display. However, temperature records were not being kept. A daily written record should be kept of the refrigerator temperatures. Medicines were handed out through a hatch, and with the door locked; security was good.
D/F wing Treatment room 5.14 This room was also clean and tidy. Medicines were stored in locked cupboards. Venalink and other patient specific containers were separated from stock items and pre-packs. Again medicines were handed out through a hatch, with the room locked; security was good. A refrigerator was present but there was no maximum/minimum thermometer. A maximum/minimum thermometer should be obtained, and daily written records maintained of the refrigerator temperatures.
103 Hospital treatment room 5.15 Again this room was clean and tidy, with the medicines stored correctly in locked cupboards. The refrigerator contained a maximum/minimum thermometer, but no record was being made of the temperature of the refrigerator. A written daily record should be kept of the temperature of the refrigerator. The refrigerator contained a food item. The refrigerator should be reserved for medicinal items. No food should be stored in it.
Date expired stock and waste disposal 5.16 Date expired stock is disposed of by way of a DOOP bin, and a record was kept of the disposed items. With regard to the checking of stock and removal of date expired items, we were told that all stock levels were computerised, and a system in place to check 109% of stock each month although, it was admitted, this did not take place systematically. A systematic schedule for checking stock for date expired items should be set up. Drug recalls Information was received through the Home Office in the event of a drug recall.
Supply of Medicines 5.17 Medicines was supplied against the written directions of a doctor using the Prescription and Administration Record Sheet (HR013 5/96). It was policy at HMP Swansea that wherever possible medicines were supplied in Venalink monitored dosage system. A very detailed pharmacy protocol was present which covered each stage of the dispensing process. The HR013 5/96 card was annotated in green ink by the pharmacy staff to indicate the number of In-Possession (IP) blister packs and/or the quantity and date of issue from the pharmacy. Other information, sometimes added, would include warnings, side effects, advice and contra- indications; this was good practice. The protocol stated that if an IP pack was not collected within two days of being prescribed it should be returned. On one wing we saw a Venalink for Trimethoprim which had been prescribed the previous day, but no medication had been used. In the case of antibiotics [and any other medication where non-
104 compliance could lead to serious consequences], as soon as the non-compliance is apparent the pharmacist should be informed for possible referral of the matter to the doctor.
5.18 Medicines were distributed to the wings either as patient specific (IP, in possession, or named but not IP), or as wing stock. Wing stock was supplied on a ‘top up’ basis. A pharmaceutical order form was received from the wings for this purpose. There were stock lists and stock levels for each of the treatment rooms. These lists were regularly reviewed. Detailed written instructions were in place for this procedure; this was good practice. We saw an order form from one of the wings accompanied by several partially used bottles of the required items. Only the order form should be forwarded to the pharmacy.
5.19 Stocks on the wings were checked weekly by pharmacy staff. were written instructions for the supply of medication to prisoners attending court, transferring to another prison, and for those on discharge from the prison. There was an IP Policy document and an agreed list of medicine groups allowed IP. There was a pharmacy protocol for the dispensing of IP medication; again good practice. A detailed formulary had been produced which was used by staff supplying medication for special sick. The formulary consisted of a series of indications, preparations for each indication, dosage and caution or advice as necessary. An addendum to the special sick formulary listed three prescription only medicines (POM) which could be supplied by health care staff without a doctor’s authorisation, however. No medicines which are classified as POM should be supplied without the authority of a doctor. Special sick supplies were recorded either on the form HRO 13 5/96 or the special sick book.
5.20 When the pharmacy was closed, a doctor completed a prescription, the medication supplied from ward stock, and the prescription forwarded to the pharmacy for entry into the computer records. In the case of an emergency the pharmacist was contactable at weekends.
105 5.21 The pharmacy keys were kept in a locked box at the prison gate. The pharmacist or pharmacy technician were the only people allowed to withdraw this box. There is a bunch of keys, which consisted of one key for the pharmacy door, the key for the controlled drugs cupboard in the pharmacy, the key for controlled drugs cupboard in the hospital treatment room and the key for the emergency cupboard in A wing treatment room. In addition, there was a key to the pharmacy, held in a sealed envelope at the gate. If this was needed, the logbook accompanying the key was signed by the person drawing the key, with an explanation for its need. Any item removed from the pharmacy was recorded in a logbook kept in the pharmacy.
Controlled Drugs (CD) 5.22 Controlled drugs were stored in the pharmacy, and the hospital treatment room. CD registers were present. There was a written procedure for the issuing of controlled drugs. A special CD prescription form was used. The prescription had to be written in compliance with legal requirements before it was dispensed. As a further security measure the prisoner’s photograph should be attached to the CD prescription form.
Emergency Cupboard and Resuscitation Kits 5.23 There was an emergency cabinet in the hospital treatment room. There was a written list of items to go into the emergency cabinet which was reviewed regularly. Resuscitation bits were located on each wing.
Development of Pharmacy Services 5.24 The pharmacist was chairman of the prison’s Drugs and Therapeutics Committee. This committee laid down local policies on all aspects of the prison’s pharmaceutical service. The committee set up the IP policy document. The pharmacist was also a member of the Health and Safety Committee.
5.25 The pharmacist was keen to set up a Medicines Management Clinic, which would involve counselling prisoners on the use of medicines. This has been suggested
106 in the past, but has failed to come to fruition. A Medicines management Clinic could lead to better patient compliance and the more effective use of medicines, this should be considered.
Clerical and secretarial 5.26. There was a part-time administrative assistant (AA) who did some typing, filing and data entry into HISP and LIDS. Nursing staff also did some data entry and, not infrequently, typed urgent letters in the absence of the AA. It was clear that the arrangements for data entry to HISP were inadequate. Most monthly monitoring forms which should have been available from the computer, if data entry had been complete, had been compiled by hand; a very laborious task. There were also significant inaccuracies (see below re seclusion). Although HISP system is a valuable health management tool, like all computer systems relies on full and accurate data entry; this was not happening at Swansea. The need of the service for administrative and secretarial support in the HCC should be reviewed.
Continuing professional development (CPD) 5.27 All registered health professionals have an obligation as a condition of their continued registration to keep their clinical skills up to date. Certificated GPs should, as a minimum, attend courses equivalent to the NHS’s postgraduate education allowance (PGEA) scheme. Doctors on specialist registers should fulfil the requirements set by their professional bodies. Registered nurses should meet the requirements of PREP. Others should individually meet the standard for training set by the Prison Service. At Swansea the medical staff as NHS principals all took part in the PGEA scheme. There appeared to be inadequate training in basic resuscitation skills. Staff had all had initial training but none had undertaken the annual refresher course. None was ALS (advanced life support) trained. One had applied for the course but funds had not been made available. All staff should have regular refresher resuscitation courses and the prison should consider the benefits of some staff being ALS trained. Clinical supervision for nursing staff (HCS 2.d) had not yet been established. It should be an early priority for the clinical nurse manager.
107 5.28 The General Medical Council now requires all doctors to ‘take part in regular and systematic medical and clinical audit [and to] respond to the results of audit to improve [their] practice, for example by undertaking further training.’ HCS 2,3,4 and 8 also require the clinical audit of services. Audit had not started at Swansea but the service was well placed to develop audit in conjunction with the local NHS medical audit group. An audit programme should be developed and reviewed annually.
5.29 There had been discussions about the ‘clustering’ of South Wales prisons for purposes of health care. One major benefit that would be likely to flow from clustering is the exchange of ideas that can come from regular meetings of clinical teams from different prisons as well as better training and audit. It is easy in the absence of such meetings for services to become isolated and fail to benefit from comparing their practice with other comparable services. Whilst, we encourage the development of ‘clustering’, the local Health Care Trusts should be approached in order to allow nurses access to post Registration education and library facilities.
The management of health care 5.30 The MO acted a managing medical officer and sat on Senior Management Group (SMG). The clinical nurse manager, when in post, would also sit on the SMG. A valuable recent development had been the appointment of a health care governor to work with the MO and the nurse manager. These arrangements, when in place, should give a sound basis for the development of the service and its better integration into the work of the whole prison.
Needs assessment and the commissioning of health care 5.31 HCSs 2,3,4 and 8 all require prisons to have conducted an assessment of need for health care in the prison to provide a sound basis for setting a budget for health care and for commissioning services. Health authorities (HA) and governors are now required to work together to conduct a needs assessment and to include the population of the prison in the HA’s health improvement programme (HIP). A formal needs
108 assessment had not yet taken place at Swansea. We were told that the pharmacist had done some initial study but that the results were not available at the time of our inspection. The governor should approach the chief executive of the local health authority with a view to conducting a needs assessment once the template commissioned by the NHS executive is available. When the needs assessment is complete the health care budget should become needs based.
5.32 We were told that misuse of benzodiazepine (BDZ) tranquillisers was a major problem in South Wales and we have been told the same in other South Wales prisons. We have been told that prescribing of BDZs beyond the guidelines in the British National Formulary is by no means uncommon outside prison. Certainly BDZs were the commonest drug found by health care staff urine screening new receptions to Swansea. The governor should discuss with the HA the possibility of including a reduction in the availability of benzodiazepines as a target in the area’s HIP.
Services to patients
The health care centre 5.33 The HCC was on two floors. The ground floor comprised office and consulting room space, four single rooms for patients and two unfurnished rooms with ‘Broadmoor’ beds. All furnished rooms had integral sanitation. One of the unfurnished rooms was gated but a sheet of plastic had been fixed across the gate. Over the course of time this had become partially opaque reducing the value of having a gated room. The patients’ waiting area was satisfactory and had health literature on display but the patients’ toilet was in poor repair showing signs of water penetration. The annex had three basins but only one mirror, approximately six inches square, for shaving. This was fixed to the wall about six feet from the floor; it must have had limited value for those of average height or below. The electric hand drier was not working. Disposable razors had been left lying in the basins, presenting a self-harm risk. There should be better housekeeping arrangements in the health care centre; broken equipment should be repaired or replaced.
109 5.34 On the first floor there was a seven bedded ward with a small day room adjacent with a television set. The only decor was health information posters and although there were pinboards in the ward these were bare. The general impression of the ward and day room was of a stark environment. The ward annex again had one small mirror but this had been taken off the wall and was propped against the basin.
5.35 Also on the upper floor was an area under development. A ward was intended, we were told, to hold 6-8 beds. We tested the space available - seven beds would make for a crowded ward. There was also a separate day area. At present the ward patients have no separate day room but do have a pool table and a TV in the ward area. Unless staffing levels can be improved to allow free use of the new day area moving to the new ward will reduce the quality of life for in-patients. It is already very low and should be improved.
5.36 In the area being developed there were also two rooms designed to be listener suites. Neither was suitable for this purpose. One was far too small to allow space for two; the other only in oppressive closeness. The siting of the integral sanitation had greatly reduced the flexibility of what space was available and no privacy screening had been provided. The use of these rooms should be reconsidered. They are better suited to single patient accommodation and could be used to allow the closure of two of the single rooms on the ground floor. The additional accommodation on the upper floor should be brought into use only when staffing is adequate to allow a proper regime for in-patients and operational policies have been agreed.
Reporting sick and primary care 5.37 All primary care was given by doctors with at least certification in general practice and currently working as principals in the NHS. This was best practice. Patients ‘reported sick’ by giving their names to a wing officer prior to lock up in the evening. The doctor usually then saw the patients the following more with surgeries on A wing on Monday, Wednesday and Friday and for young offenders and those in
110 induction on Tuesday, Thursday and Saturday. There was no formal triage by nursing staff of those reporting sick to wing officers but nurses saw very considerable numbers of patients who came to the treatment hatches during treatment rounds with minor complaints. For instance in March 1999 nurses saw over 1250 patients in this way.
5.38 Nurses saw many prisoners coming to the treatment hatches, many prisoners self medicated, there was a good policy for this and it seemed well managed, the nurses were good at giving information about the drugs. Many prisoners came for prescribed medication and large numbers came for analgesia and requested to se the doctor. Although there was no formal triage we could see great advantages in employing or training existing staff Nurse Practitioners as they do in Accident and Emergency Departments, prescribing on a limited list or on protocol, this should greatly reduce the number on the sick list and would become more efficient and productive with a nurse who routinely works with a group of men. As they are a captive audience there is a great scope for Health Promotion; this should be considered.
5.39 The doctor’s surgery on B wing doubled as the treatment room. Like much of health care’s accommodation it appeared somewhat stark. The examination couch had no disposable sheeting, no examination lamp and no screen. In other respects the room was adequate although those items should be provided. The room for F and D wing surgeries also was adequate.
In-patient care 5.40 The great majority of those admitted to the HCC had mental health problems; over 80% including those admitted for mental health reasons, for self-harm observation and substance misuse. HCS 2.c requires that ‘a doctor who is psychiatrically qualified will have clinical responsibility for [mental health] services’. The MO, as a GP, was experienced in the primary care of mentally disordered patients but had had no specialist psychiatric training. The needs assessment should show
111 whether those mentally disordered patients admitted to the HCC are most suitably dealt with by primary mental health care or whether the psychiatric input to the in- patient service requires enhancement.
5.41 It was arguable whether a significant proportion of those patients admitted with mental health problems were best dealt with by admission to the HCC. Staff held that some 25% of admissions were prisoners who for a variety of other reasons - debt, personal inadequacy etc. - were unable to manage on general location but who did not need 24 hour nursing care. Not infrequently such prisoners complained of feeling depressed or made some minor self-injury and were sent to the HCC against the advice of health care staff, usually out of hours causing resentment and lowering morale. A better solution might be the provision of a landing where the regime was more supportive but which was still part of the main prison. Those admitted inappropriately to the HCC tend to acquire an adverse and unwarranted label such as ‘nutter’ which follows them throughout their time in prison with adverse consequences. An alternative solution can be the development of ‘wing-based’ nursing with specific nurses taking responsibility for different wings. The needs assessment should address the scale of the problem of non-coping prisoners.
5.42 HCS 2.2.h and HCS 4.2.h require patients to be unlocked for twelve hours/day and HCS 2.2.i and 4.2.i require patients to spend six hours/day in planned activity. We take ‘planned activity’ to mean therapeutic activity aimed at rehabilitating patients and hence making re-offending less likely; therapeutic activity is likely to require input from occupational therapy and clinical psychology in addition to education. Patients admitted to the HCC at Swansea had an extremely restricted regime which entirely failed to meet the HCSs. Patients were locked in their room or ward for some 23 hours/day. Unlock periods on six days/week were to get meals which were then eaten in cell and for an occasional shower. There was one two hour session of art therapy once a week for those who wanted to attend and were well enough. There was no outdoor exercise and no opportunity to attend the gymnasium. While patients in the ward had access to a pool table and to television those in the ground floor single rooms had nothing to divert them unless they were well enough to go and use the
112 ward as an association area and there were enough staff to supervise this. No patient at the time of our inspection had a personal radio. Radios could not be brought into the prison but had to be bought. Patients in the HCC had little opportunity to work and earn money. The most that was available was rolling up plastic bags and putting this inside another one – for a local charity scarcely therapeutic occupation. Those doing this could earn £5 per week and the prospect of saving enough for a radio and batteries was remote. When this was pointed out a staff member said that he thought the chaplain had a stock of radios for ‘deserving cases’ but no one had thought to find out if this was the case. The library visited weekly and left a case of books in the ward. Again, staff had not thought to tell the patients in single rooms that library books were available and we were glad to see one patient go back to his ground floor room with an armful of books. The regime for in-patients was unacceptable and should be improved.
5.43 Apart from giving out medication there was virtually no therapeutic interaction between nursing staff and patients. There were no patient care plans (HCS 2.2.c and 4.2.c) though all in-patients were reviewed weekly on a ward round with the doctor. The nursing input to in-patient care was below acceptable standards and should be improved.
The use of seclusion 5.44 During the upgrading of the HCC, the unfurnished rooms had been taken out of commission and staff found that there were other ways to deal with disturbed behaviour and threats of self-harm. The use of seclusion had, we were told, remained lower when the unfurnished rooms were re-opened. The inaccuracy of the computerised statistical returns for seclusion made assessment of the use of seclusion difficult. It is very likely that the computer returns under-recorded the use of seclusion. For instance for the first three months of 1999 the computer recorded three episodes of seclusion while the HCC register showed 11. Using the statistical returns from April 1998 - March 1999 there were 94 episodes of seclusion with an average length of 42.9 hours. In the first three months of 1999, although the number of seclusions was lower than earlier in the year, the average length of seclusion had
113 increased to 64 hours. The HCC register and computer returns should agree. The use of seclusion should be regularly monitored, at least quarterly.
5.45 HCC staff retained a copy of the F1981 with the HCC register. This is good practice and facilitated monitoring.
Health promotion 5.46 Some interesting work had been developed led by the pharmacy technician who also ran a ‘well man’ clinic and provided urine screening for drugs. The personal health profiles that could be produced were impressive and if followed through with follow up consultations could lead to significant health gains. This was good practice. Unfortunately agreement had not been reached about a smoking policy for the HCC; this should be reviewed.
Visiting specialists 5.47 A forensic psychiatrist from the local regional secure unit visited weekly, mainly to do court reports, but also to see patients referred by the MO. This system worked well and transfers out to the NHS were not as slow as in many other prisons. The local court assessment scheme worked well though the extent of the area that had to be covered by the West Wales court assessment nurse at times led to difficulties. In addition to the dentist there were twice weekly clinics by a genito-urinary medicine from a nearby hospital. An optician visited on an as needed basis.
Dental Care 5.48 The Dental room was well equipped and met current standards. The various documentation and certification were found to be complete and up to date. Working surfaces were maintained in a clean and hygiene state. Sterilisation was by means of autoclave. There was not a long waiting list most patients were seen within two weeks, for emergencies. A doctor can sanction a locum dentist to deal with this. We found, that however that the key to the emergency drugs cupboard, situated in the treatment room opposite the dental surgery, was held in a locked key box in the manager’s office. It appeared that only one key to this box was available and that was
114 held by a prison officer on his person. We were unable to access the emergency drugs as, on the occasion in question, the key holding officer was not in the health care centre. A more appropriate method of key handling should be in place to facilitate access to these drugs in an emergency. There appeared to be no mercury spillage kit of spillage tray in the surgery; this should be provided. Debris was noted on the surgery floor which suggested that a regime of thorough, regular, cleaning should be agreed and monitored.
Reception 5.49 The facilities for reception were good and health staff did not always have to wait until all other reception procedures had been completed before they could make an assessment. Most new receptions saw the MO the day they came in and all within 24 hours. The HCSs on reception had been met.
The future 5.50 We were told of many plans aimed at correcting some of the problems we have listed but they were not yet in place though we were assured that many would be in the immediate future. However, a fundamental problem remained. Reprofiling exercises had taken place and another was under way at the time of our visit. But these were aimed essentially at seeing what better use could be made of existing resources. While making the best use of resources is always necessary reprofiling in the health care service at Swansea should be based on the need to attain the standards required by the Prisons’ Board, that is the HCSs. If there is insufficient in the current budget to meet these standards then either more money should be made available so that standards can be met or, if no more money is available then Swansea should reduce the work it does to that which can be done to a proper standard within the available budget. What is not acceptable is for Governor, Area Manager and Board to accept that the Board’s standards can be ignored and the need for proper professional practice denied.
115 CHAPTER SIX
MANAGEMENT AND STAFFING
Management
Management Structure 6.1 The previous inspection report had recommended that the management structure should be improved, the role of the Deputy Governor clarified and that the Head of Residence should be accountable to the Deputy Governor.
6.2 We were pleased to note that the Governor, who had only been in post for 18 months, had implemented change and reviewed the structure in March 1999. There was also a new Deputy Governor whose role was much clearer, and the Heads of Programmes and Residence both reported to him. We also welcomed the fact that there was a Governor 5 from the accelerated promotion scheme – the first time that Swansea had received such a manager.
6.3 The Governor told us that he had designed the management structure to take account of the strengths of the personalities involved rather than the model itself which seemed a very sensible and obvious approach but it is not always the case. He was confident that the present structure was able to produce reasonable outcomes for prisoners written the limitations of resources. However, there was a feeling amongst senior managers that support from Prison Service Headquarters was not as it should be. The future of B wing was used yet again as an example.
6.4 The Governor had published his long term plan for the future of Swansea which was easy to read, readily understandable and had clearly grasped the attention of a good many staff. Clear direction is important as staff will generally do what is required of them with much more confidence and continuity if they know the parameters within which they are. The plan was in three phases – briefly phase one
116 involved increasing the quantity of out of cell activities, phase two identified that quality of those regime activities would have to be improved whilst phase three aimed at developing specialising in certain areas of work. The plan, although in outline only, had much to commend it in setting the scene and gave the opportunity to involve staff in putting flesh to the bare bones.
Communications 6.5 A communications review had commenced but not yet completed. The prison was committed to working towards Investor in People and the communications review was seen as contributing to their commitment. The Governor held full staff meetings on a quarterly basis and as and when required. The meetings structure was of a fairly traditional model and employed team briefing sessions. Staff generally felt that they were kept informed and spoke highly of senior management in this respect. We were also impressed with the system of operational instructions which, whilst not faultless was proving to be a most useful way of passing important information to those who needed to know.
Management Services [inc. Finance, Personnel and IT] 6.6 The Head of Management Services held a traditional range of responsibilities which included personnel matters – but not staff training, - finance, information technology [IT], prisoner administration and procurement. Recent reductions in the establishment’s budget had resulted, amongst reductions elsewhere, in a reduction in the number of staff in the management services group. We spoke to staff who mentioned the re-allocation of work and that work loadings had been adjusted as a consequence.
· Finance
The establishment budget had been reduced by just under 2% for the 1999/2000. An efficiency savings plan had been produced, which included the aforementioned staff savings and, additionally, the reduction of one member of staff in the Works Services group. Other reductions had been made to overtime payments to operational support grades, nursing and
117 kitchen staff, administrative grades and works services grades. Cuts had been further achieved by closure of the staff mess and also reducing expenditure on utilities and vehicle costs/allowances.
There was also a significant cut to education spending, but this had been offset by additional funding as a result of the national Comprehensive Spending Review. The CSR had also provided additional funding for the Home Detention Curfew [‘tagging’] and a voluntary drug testing initiative. It was hoped to increase income from the workshops to complete the package.
· Personnel
PPRS - [personal planning and review system – formerly annual staff reporting] had suffered from local industrial action earlier in the year because, we were told, the completion of PPRS had not included on job descriptions. This had since been rectified and, at the time of this inspection, the backlog had been cleared with processes largely up to date with few arrears; good systems were in place to track reports.
Sick leave management - HMP Swansea had suffered from a high incidence of sick leave absence for some years. Indeed, at the last inspection we reported that sick leave was more than double the national average. We have to report that the situation has not much improved, sick leave absence remained stubbornly high and, at the time of this inspection, no less than nine staff were on long term sick leave. This was 4% of total staffing with the proportion of unified grades on long-term sick leave more than 5%. No less than four members of staff had been absent for more than six months.
In 1988 there had been six retirements on medical grounds and it was clear that considerable measures had been taken to reduce sick leave. A sick leave management group was in place and sick leave policy was
118 under review. We were shown returns indicating sick leave absences by group, cumulative absences, and annualised [extrapolated] figures measured against targets.
We were told that a programme to train staff in sick leave management was planned and, indeed formed an objective for PPRS; this should be progressed without delay. New initiatives had been to give each Principal Officer the responsibility to manage sick leave within national guidelines within his group. Another was to indicate on the weekly staff bulletin the groups with no sick absences during the week; we felt both initiatives to be examples of good practice.
· Information Technology
We were advised that the delays with Quantum [the exercise to update, amongst other things, IT systems] had resulted in the absence of development of IT systems and that management was, essentially, maintenance only. We were told, for example, that the switchboard call logger, which had become non-functional as a result of an electricity surge [lightning, it was suggested] had not been replaced because of the ‘2000 Upgrade’ plans.
The initial FAST audit [Federation against Software Theft] had been completed, although it was intended to repeat the exercise, we were told. It was apparent, from our observations and from what we were told by staff, that there were no pressures to take forward existing systems or to introduce new ones, principally because of the uncertainties surrounding Quantum.
119 Staffing
Staff complement and deployment
6.7 The unified staff complement included five governor grades, six principal officers, 18 senior officers and 94 officers. There was also a group of 20 Operational Support Grades. The principal officers [PO] and senior officers [SO] worked their own shift patterns, a six week shift cycle for the P0s, with one group of eight S0s working an eight week cycle, the other working a 10 week shift cycle. Officers, with the exception of specialists – reception and operations for whom separate shift patterns were in place - were divided into two groups of 36 and 34.
6.8 During the course of this inspection we noted that a considerable amount of prisoner association time had been cancelled, principally because of the lack of staff to supervise, we were told. We checked records and noted that, during a 31 day period in March and April, association had been cancelled no less than on 10 occasions and restricted on five other occasions. We were told that this rate of cancellation was typical.
6.9 We discussed this with both managers and staff and there appeared to be a number of issues. There was national POA policy instructing their members not to vary shifts. This had resulted in detailing staff unable to extend shifts to provide adequate cover at times. There was also the high level of sick leave absence [mentioned elsewhere in this report]. This was clearly significant in reducing the numbers of staff available for duty but, taking both of these factors into account, the level of cancellation of association and other parts of the regime which were routinely cancelled was much higher than senior management would have liked.
6.10 The last reappraisal of the staff detail had been in January 1988, we were told. It was put to us that there was, at that time, insufficient allowance for ‘non effectives’. This is something of a misnomer; whilst ‘non effectives’ includes sick leave absence and annual leave it also includes training which, one would hope, was far from non effective. We understood the comment to refer to the number of staff at the
120 establishment who were very senior in length of service and qualified to higher annual leave allowances. Whilst we unable to quantify this in the time available, it was another factor, albeit a lesser one we felt, affecting the work attendance systems.
6.11 Taking account of the points mentioned above, we might have expected the level of TOIL [hours worked in excess of conditioned hours] to be high. It was, however, reasonable, particularly for a local prison, at about six hours per officer. It was, following a perusal of the staff detailing system, that the most important factor appeared to be the significant numbers of staff working to shift patterns inappropriate to provide adequate supervisory cover, with consequential adverse affect to the regime. It was an estimate based on less than extensive examination, but one we explored with a number of staff and managers. We felt that there were sufficient staff to meet the requirements of the work, but that some work schedules were inappropriate.
6.12 We found, for example, that searching was in arrears, as was mandatory drug testing. We noted that prisoner showers on the top landing in D wing were not used because of the lack of adequate supervisory cover. Although staff were normally detailed to work in particular areas, thus providing continuity, this was not always possible, leading to undesirable and, in view of what we were found, probably unnecessary cross deployment.
6.13 We were told that revised staff working systems had been compiled and that these addressed many of the shortcomings evident in the existing work patterns. These were yet to be implemented because of discussions about overall staffing levels, we were told.
6.14 Clearly, in view of the shortcomings of the present work patterns however, appropriate work patterns should be drawn up and implemented as a matter of urgency. This should not only be aimed at providing a satisfactory regime, but to provide better predictability and also reduce the evident stress to detailing staff who have struggled to hold the existing regime together.
121
Staff training [inc. Staff Induction, Core Competencies and Investors in People]
6.15 Staff training was the responsibility of the Head of Programmes and Development. The training committee comprised the H of P and D [chair] with the Head of Management Services, Executive Officer Training, soon to be replaced by a Principal Officer, and representative from estates and procurement, health care, the residential units and the PE department.
6.16 Staff training had failed to reach target during 1998/99 and, as a consequence a number of initiatives had been introduced to ensure that the 1999/2000 training plan would not only met target in terms of overall delivery but that the training actually delivered was relevant and necessary.
6.17 Owing to the local dispute over completion of PPRS [see Management Services] there had been a delay in the identification of training needs. As a result an informal training needs analysis had taken place in which staff were asked their perceived training needs. This information was then compared with training records, the relevance of the training to the work was assessed and, finally, the urgency of the training evaluated. A training programme was being compiled using this information.
6.18 Additionally, as a means to achieve training targets, two staff training sessions per month had been introduced. This was achieved by a partial close down of the establishment and an adjustment to the regimes. We were told that whilst this was a satisfactory development, for some training, the example we were given was Control and Restraint, a full day’s training was necessary, and full training days were planned. It was clear that some of the shortfall against target was a result of poor recording, and a locally produced ‘local ad-hoc training return’, to be completed by principal officers and returned to the personnel department monthly, had been introduced. Cross- checking systems were in place to ensure that training was properly identified and recorded.
122 6.19 Mainly because training targets had not been met during the last training year, there was an urgent need for training in specific areas, this was being addressed. However, in other parts of this report we refer to training needs for nursing staff, in sick leave management, fire precautions, first aid, race relations and equal opportunities etc., we felt that particular attention should be given to training in the Study of Adolescents. We noted that no training had been delivered in the use of short duration breathing apparatus [SDBA] and were advised that its use had been risk assessed. A decision had been taken not to continue with SDBA because there was a swift response time from the local Fire Service. Noting the complexities of the buildings, and that even if the Fire Brigade can respond within three minutes – as we were told – once inside the prison it still might take some time to reach any individual incident. As a consequence we recommend that the use of SDBA and training for its use should be re-assessed.
6.20 Work on the identification of Core Competencies was progressing and had been delivered for all managers and, we were told, individual PACDAPS [personal and career development action plans] were in the processes of being compiled. The establishment had expressed its commitment to the Investors in People initiative. Shortfalls in staff training had been identified as a deficiency, which had prompted the initiatives mentioned above. Communications had similarly been identified although the majority of staff with whom we spoke felt that communications were good or better. It was hoped to attempt IIP accreditation later this year.
Staff facilities and Care Team
6.21 The staff mess had been closed in the year or so preceding our inspection and in its place there was a staff dining room with a fridge, toaster, kettle and microwave oven. There was also a pool table and a television for entertainment. These facilities, whilst not luxurious, were adequate for staff who wanted a place away from their work area to eat meals and spend their break. We could not recognise why this facility was grossly under utilised while staff complained that there was no rest facility away from the wing! It was not clear why most staff were so dissatisfied with this mess. Consideration should be given to reconvening the mess committee, even for a
123 short period of time, to analyse why the current staff mess is so under utilised and to look into ways of enhancing staff satisfaction and use. Other facilities, including toilets, hot drinks making facilities and changing rooms were seen as adequate by staff.
6.22 There was a very good occupational health service for all staff in the establishment that was backed up by the award winning Health Promotion Steering Group. They were supposed to meet monthly but had not met for the last three months prior to our visit. Amongst other services they provided: · Hepatitis B vaccination – 85% of staff had been vaccinated · Wellperson health checks, using the Fitech equipment to measure fitness · Smoking cessation service · Sports injury clinic, run by a Health Care Officer in his lunch breaks · Treatment of minor ailments · Dispensing of emergency medication.
6.23 In addition, one of the GPs who attended the prison each week was trained in occupational health and saw staff when he was in the establishment. A health needs assessment for staff had been carried but had not yet been evaluated due to a lack of time for existing staff to do the job and a lack of funding to be able to pay for anyone else to do it.
6.24 We considered this to be a very good array of occupational health services that most prisons would be envious of. However, many of the staff on the Steering Group remembered a time when the prison provided a budget of £3,000 per year and two hours each month was given over to occupational health. The budget had been cut to £250 and the two hour session had been stopped and they felt frustrated by this. They felt that with a bigger budget they would be able to provide and even better service.
6.25 The Staff Care Team was very well established in the prison. They were a well organised and committed group of people drawn from all disciplines in the prison.
124 They did not restrict themselves to providing post incident care to staff but visited staff who were off sick at home and dealt with other staff welfare type issues. They arranged their committee meetings around the visits from the Staff Welfare Officer and she sat on their committee. They were in the process of getting a greeting card printed to send to staff who were off sick for more than two weeks to let them know that the Care Team was available for them.
Equal Opportunities and Facilities for the Disabled 6.26 The Equal Opportunities Committee met quarterly and followed a fixed agenda. This was a multi disciplinary committee but almost all of the members were women. Consideration should be given to having a more representative membership on the Equal Opportunities Committee.
6.27 The most notable comment to make under the heading of equal opportunities is that there were very few female staff in Swansea. There were female staff in the kitchen and the workshops and in administration jobs, including the Head of Management Services, but there were only five female prison officers and one female governor grade. To weigh against this low representation of women it must be said that all the female staff we spoke to said that they were happy working in Swansea and there were very few complaints in this area. Any complaints that had been made had been dealt with swiftly and to the satisfaction of the complainant.
6.28 We were concerned to find that prisoners used the first names of female Prison Officers but addressed male officers as Mr… This practice was institutionally supported and, it has to be said, that none of the female staff concerned complained about this. Our concern was that new staff were presented with this as ‘the way it is’ and were not in a position to challenge it, even if they did find it uncomfortable or unacceptable. It is a form of discrimination to have a different form of address for male and female staff. The same form of address should be used for all prison officers, whether first names are used or Mr/Ms.
125 6.29 The Prison operated the Guaranteed Interview scheme for disabled applicants but for most jobs could not accommodate someone with limited mobility, especially wheelchair users. The visits complex was fitted with ramps for wheelchair users but did not have an induction loop for people with hearing aids. An induction loop for the benefit of the hard of hearing should be fitted in the visits room.
126 CHAPTER SEVEN
THE ESTATE
The Site 7.1 There had been a sizeable investment in new buildings in recent years which had produced good, multi-storey accommodation using the available space effectively. Much of this was visible to the whole surrounding district. Clearly great care had been taken to make the development visually accepted and a good rapport created with the planning Authorities especially by the prison staff.
Buildings 7.2 All development had, however, avoided dealing with B wing which had patently been in poor condition for many years. A survey in 1985 reported that the building was near to the end of its useful life”. There had been more surveys in the past 15 years all clearly reporting a total loss of structural integrity and significant progressive deterioration. To avoid danger to inmates, staff and visitors alike the building had largely been taken out of use and surrounded by fencing to protect passers-by from falling masonry.
7.3 We believe that the Service has only four major choices:
· to sell the site and develop elsewhere. As the prison is listed and B block in such poor condition any sale seems unlikely · to do away with B wing altogether either by direct demolition or by continuation of the present policy of doing nothing in which case collapse seems likely sooner rather than later. As the buildings are listed this would probably entail expensive litigation, and could even lead to a decision to rebuild expensively, anyway [It is doubtful whether the Service would choose to pursue this wrongful policy] · to carry out remedial work. Minimal work would be expensive initially and entail continuous high maintenance cost simply to preserve an unusable monument
127 · fundamental re-building which will be more expensive initially but will result in a useful structure with a worthwhile amount of up-to-date accommodation having a long, low maintenance life expectancy. It is an view that this is the only practical course to pursue. Rebuilding would also create places to enable repatriation of some of the many Welsh prisoners’ especially Young Offenders, which have seen in English prisons far from home. B wing should be demolished and rebuilt to provide cellular accommodation to modern standards before it collapses through lack of action by the Prison Service.
7.4 Swansea, like so many other similar establishments, still retained the original gateway designed for horse-drawn traffic; it was without any separate pedestrian access. The entrance was obviously far too small for modern vehicles and the mingling of pedestrians and vehicles potentially hazardous. The administration department was housed very unsatisfactorily in a small warren of rooms in the gatelodge. Visits were housed in a converted store. Although the conversion had been well carried out making the most of the available space the end result could only be regarded as barely satisfactory. A new gate building would solve these problems and take pressure off scarce space in the prison. A new gatelodge building should be constructed.
7.5 There were three small workshops; two were small, very old, single storey buildings in indifferent condition whist the third was the top floor of a two storey building abutting the perimeter wall. They did not provide anything like sufficient workplaces for the prison. The works was generally unskilled except the textile shop, and without any worthwhile training which would be useful to prisoners on release. The building volume for workshops and skills training could be increased by placement of these structures by multi-storey buildings, using ground area more efficiently. The workshop should be replaced by bigger, multi-storey buildings using available ground space more effectively, and providing more workplaces for prisoners.
128 7.6 The start had been made to replace the heavy-oil fired centralised steam boiler plant, almost 20 years old, with decentralised gas boiler plants but the process had not gone very far. The central plant and mains with all the associated heavy costs were still in use. Decentralisation of the heating system should be expedited ahead and the central plant removed.
7.7 The standby diesel generator plant was too small to accept the connected load. As it was housed in a free-standing portable unit replacement would be easy and relatively inexpensive. The standby diesel generator should be replaced by a unit capable of accepting the connected load as in other prisons.
7.8 Recent new building and extensions to existing buildings had been completed with an outside skin of random stonework to match the older structures. However, two and half years ago, shortly after completion, there was a major collapse of this stone cladding followed shortly after by a another collapse of another elevation altogether. It was estimated that, in both instances, some five tons of masonry fell to the ground, fortunately without any injuries. We were told that neither collapse was reported to the Health & Safety Executive as it should have been. Some two and half years after the event, repairs were still incomplete. In addition, identical walls built at the same time had not been investigated for similar defects.
7.9 It was also very clear that the whole episode had caused costs to the prison budget which it should not have been called to carry. We were told that this amounted to about £56,000, approximately a whole year’s maintenance budget. [It was significant to note that time and decay had left the outer stone walls of B wing in the same structural condition as the new walls which collapsed.] All the new stone facing walls should be checked for safety, inappropriate costs to the prison budget identified and made good and all serious accidents should be reported to the Health & Safety executive as required by law.
7.10 We saw correspondence which indicated that the pressures on cell spaces which caused the extensive new work to be undertaken, had also resulted in a poor
129 handover. Large segments of work which should have been handed over to the prison in a completed state were relinquished unfinished, some work was of dubious quality. We saw for example considerable serious damp in the soffit of the brick arch where D and F wings joined. We were told that a chimney had been taken down and capped with the stub shaft full of wet rubble. This will take, quite literally, years to dry out; it was visibly destroying the mortar joints in the brickwork. Whilst collapse of the arch is unlikely it is clearly only a matter of time before individual bricks fall down into the wing unless constant remedial work is carried out at some cost. This brickwork should be monitored constantly, defects made good promptly and the prison budget refunded for this abnormal workload.
7.11 The prison was partly heated by the original plenum system built into the structure. These systems can no longer be made to work satisfactorily nor can they be mad to meet modern health and safety requirements. Additionally, at Swansea, the system must have been adversely affected by building movement. The plenum system should be replaced by a wet heating arrangement with adequate zoning control built in to give acceptable conditions and reasonable fuel economy.
Maintenance 7.12 We were very concerned to see that the maintenance budget had been considerably by reduced over the past three years from £151,000 in 1997/98 to less than £60,000 from 1999/2000. It was clear that the current level will run down the value of the asset and will probably not be enough to enable work required by law to be carried out. A realistic budget, capable of maintaining the value of the asset at Swansea should be determined and there should be no reduction against the figure calculated.
7.13 There were a limited number of area of flat roofing, some obviously leaking, all had needed constant repair as usual with this form of construction. Lightweight- pitched roofing should be fixed above flat roofs to render them weathertight permanently.
130 Fire Precautions 7.14 It was obvious that Fire Precautions had been grossly neglected until about a year before this inspection when two prison officers were appointed Fire Officers and given minimal training. There was, nevertheless, a great deal of work needed merely to bring the prison within the law. We were told that about four hours per month was allowed for Fire Officer duties. This was patently inadequate. The Fire Officers should be provided with a realistic amount of time to carry out their duties. In addition we were told that there was no staff training of even the most elementary kind. Clearly, adequate initial fire training and refresher courses should be given to all staff to comply with the law.
7.15 Fire evacuation exercises had re-started about six months before the Inspection, consequently many departments had not taken part in any exercise. None were carried out after dark. Evacuation exercises should be carried out as required by law. No exercises had been carried out with the local fire brigade, there had merely been the odd familiarisation visits. Exercises should be carried out regularly with the local brigade.
7.16 Regular testing of alarms and detectors agreed to have been carried out regularly by the Works department but, due to a changeover from manual records to computer based archives, no records were available. Records of the testing of all equipment should be available at all times.
7.17 Fire extinguisher maintenance was up to fitted throughout the prison. These new extinguishers should be maintained regularly and sufficient facility time provided for this purpose
7.18 There were many out-of-date fire exit signs to be seen in the prison and some routes were not clearly marked as they should have been. Fire exit signs should all be of the current pattern and routes signed as required by legislation.
131 7.19 We were told that the need for SDBA [short duration breathing apparatus] had been assessed and a decision taken that it was not needed. This seems unlikely in view of the poor state of fire precautions in the prison, the lack of exercises with the brigade, and the multi-storey accommodation, the decision not to use SDBA should be reconsidered.
7.20 In contrast to Fire Precautions, Health & Safety affairs were in good order. There was an effective Health & Safety Committee, sound management systems, a very good Policy/Statement of Arrangements document and records at the workplace were well kept.
A few small isolated practices needed attention:- · Portable Appliance Testing (PAT) was being carried out but it was seen that the required labels recording the fact were not affixed to each individual appliance. The PAT labels required by law should be fixed to each piece of equipment tested. · there was a great deal of rubbish stored in the unused part of B wing which was both a fire and vermin hazard. Enquiries showed that there was no clear management policy for allocating responsibility for unused accommodation even though this is very important for a number of reasons. B wing should be cleared of unwanted items, responsibility clearly assigned and the building kept clean and tidy even though not used · the kitchen cold room safety equipment was not tested regularly nor was the master gas shut-off valve. Safety equipment should be tested regularly and the fact recorded · we could find no knowledge of the need to use soluble bags for soiled or infected laundry, even though the prison will occasionally produce such arisings which are a health hazard unless dealt with correctly. The prison should have a clear policy for dealing with foul/infected laundry · all the old stonework on the faces of the buildings was seen to be spalling badly. Quite large pieces, capable of causing serious injury, were seen about to fall. The danger had been recognised and some barriers erected as a defence. Whilst
132 adequate in them short term this was not a solution to the problem. Spalling stone elevations should be sandblasted clean and then treated with a waterproofing preservative to prevent or reduce further decay.
133 CHAPTER EIGHT
RECOMMENDATIONS AND EXAMPLES OF GOOD PRACTICE
Recommendations
To the Secretary of State
Bail, Legal Aid and Appeals 8.1 There should be more local bail hostels to improve the opportunities for suitable prisoners to be bailed rather than imprisoned. (4.62)
134 To the Director General
Estate 8.2 B wing should be demolished and rebuilt to provide cellular accommodation to modern standards. (7.3)
8.3 A new gatelodge and workshops should be built. (7.4 and 7.5)
Health care inspection 8.4 HCC beds should not be included on the CNA (5.1)
The future 8.5 Reprofiling in the health care service should be based on the need to attain the standards required by the Prisons’ Board. If there is insufficient in the current budget to meet these standards then either more money should be made available or, if no more money is available then Swansea should reduce the work to that which can be done to a proper standard within the available budget. (5.50)
Preparation for Resettlement 8.6 Transfers to lifer main centres following sentence should be speeded up significantly. (4.39)
8.7 The issue of sex offender allocation should be reassessed at a national level to meet the needs of sex offenders who refuse to admit guilt. (4.40)
Release on Temporary Licence 8.8 Formal evaluation of resettlement policies and practices should take place. Swansea and the Prison Service should recognize the changing function from a
135 ‘local’, to a prison housing large numbers of sentenced prisoners. The resettlement policies and practices should be re-assessed to take account of this change of role. (4.48)
Observation Classification and Allocation (OCA), and Progressive Transfers 8.9 Prisons running Sex Offender Treatment Programmes should take sex offenders whether or not they are in denial. Lifer Management Unit should ensure that Life sentence prisoners are transferred to a training establishment as soon as possible after sentence. (4.53)
8.10 To preserve family ties and links with the community every effort should be made to locate prisoners in training establishments in their home areas. (4.54)
Regimes for Young Prisoners 8.11 The Prison Service should recognise that the majority of young prisoners at Swansea are serving sentences. It should draw up a development programme and develop within the prison a small high quality young offender institution which would meet many of the needs of West Wales. (2.47)
136 To the Area Manager
Buildings 8.12 The plenum system should be replaced by a wet heating arrangement with adequate zoning control built in to give acceptable conditions and reasonable fuel economy. (7.11)
Maintenance 8.13 A realistic budget, capable of maintaining the value of the asset at Swansea should be determined. (7.12)
Services for Substance Misuse 8.14 There should be an overall drug strategy for Wales. (3.36)
Regimes for Young Prisoners 8.15 All prison establishments within Wales should work together to draw a clear, coherent and well understood policy which would enable the vast majority of Welsh young prisoners to be held within Wales. (2.47)
137 To the Governor
Accommodation 8.16 The use of window screens, in their current form, should be reviewed. (2.7)
8.17 Arrangements should be in place to risk assess prisoners for shared accommodation. (2.10 also repeated 2.25)
8.18 Adequate supervision should be provided to allow the showers on the top landing of D wing to be brought into use. Consideration should be given to bringing the D wing launderette into use. (2.12 also repeated at 2.27)
8.19 Perforated, non-moveable, metal screens inside all of the cell windows should be reviewed. (2.13)
8.20 Staffing levels in D wing should be reviewed to provide better continuity of evening association. (2.16)
Anti-bullying strategy 8.21 Staff should always supervise prisoners in showers; a compatibility risk assessment should be carried out on prisoners who have to share cells, especially the six prisoners who shared a dormitory on OI (Vulnerable Prisoner Unit). (3.15)
Bail, Legal Aid and Appeals 8.22 Sufficient resources should be available to ensure that bail information and the related work is given the priority it deserves. (4.59)
8.23 There should be more local bail hostels to improve the opportunities for suitable offenders to be bailed rather than imprisoned. (4.62)
138 Buildings 8.24 All the new stone facing walls should be checked for safety, inappropriate costs to the prison budget identified and made good and all serious accidents should be reported to the Health & Safety executive as required by law. (7.9)
8.25 This brickwork should be monitored constantly, defects made good promptly and the prison budget refunded for this abnormal workload. (7.10)
Fire Precautions 8.26 The Fire Officers should be provided with a realistic amount of time to carry out their duties. Adequate initial fire training and refresher courses should be given to all staff to comply with the law. (7.14)
8.27 Evacuation exercises should be carried out as required by law. Exercises should be carried out regularly with the local brigade. (7.15)
8.28 Fire exit signs should all be of the current pattern and routes signed as required by legislation. (7.18)
8.29 The decision not to use SDBA should be reconsidered. (7.19)
8.30 Spalling stone elevations should be sandblasted clean and then treated with a waterproofing preservative to prevent or reduce further decay. (7.20)
Catering 8.31 Consideration should be given to providing NVQs in catering. (2.50)
Clothing and Kit Exchange 8.32 The national minimum for kit issue should be achieved. (2.61)
139 Continuing professional development (CPD) 8.33 All staff should have regular refresher resuscitation courses and the prison should consider the benefits of some staff being ALS trained. Clinical supervision for nursing staff (HCS 2.d) had not yet been established. It should be an early priority for the clinical nurse manager. (5.27)
8.34 An audit programme should be developed and reviewed annually. (5.28)
Education 8.35 Arrangements should be made to provide officer cover to enable the re- establishment of meaningful education for vulnerable prisoners. (2.82)
Employment 8.36 More work places together with more accreditation should be introduced. (2.94)
F Wing (Induction) 8.37 Prisoners should be thoroughly risk assessed in Reception to ensure they are suitable to be located together in shared cells on the Induction Wing. (2.25)
8.38 Damaged tiles in the showers on D wing should be repaired, the showers should be cleaned more thoroughly, staff supervision should be improved when the showers are in use. (2.27)
8.39 The use of window grills should be reviewed; in the meantime a tool bar to open and close cell windows should be made available. (2.30)
Health care inspection 8.40 HCC beds should not be included on the CNA. (5.1)
8.41 There should be a quality strategy for health care to meet HCSs set by the Prison Service. (5.2)
140 Induction 8.42 Young prisoners should receive induction on D wing. (4.15)
8.43 Sufficient resources should be available on F wing to ensure that initial induction interviews are carried out each evening without impacting on the regime of the young offender unit. (4.18)
Pharmacy 8.44 In the case of antibiotics [and any other medication where non-compliance could lead to serious consequences], as soon as the non-compliance is apparent the pharmacist should be informed for possible referral of the matter to the doctor. (5.17)
8.45 No medicines which are classified as POM should be supplied without the authority of a doctor. (5.19)
Preparation for Resettlement 8.46 Transfers to lifer main centres following sentence should be speeded up significantly. (4.39)
8.47 The issue of sex offender allocation should be reassessed at a national level to meet the needs of sex offenders who refuse to admit guilt. (4.40)
Reception and discharge 8.48 Alarm bells or closed circuit televisions should be installed on the staircase to reception. (4.1)
8.49 Sufficient numbers of staff in the establishment should be reception trained. (4.3)
141 8.50 A policy document should be drawn containing information to assist risk assessments to decide the compatibility of prisoners to share cells together. (4.9)
Release on Temporary Licence 8.51 Formal evaluation of resettlement policies and practices should take place. Swansea and the Prison Service should recognize the changing function from a ‘local’, to a prison housing large numbers of sentenced prisoners. The resettlement policies and practices should be re-assessed to take account of this change of role. (4.48)
Observation Classification and Allocation (OCA), and Progressive Transfers 8.52 The work of the OCA department should be assessed and properly identified; sufficient staff of appropriate grades should be deployed there to ensure that necessary work is promptly performed. (4.49)
8.53 Prisons running Sex Offender Treatment Programmes should take sex offenders whether or not they are in denial. Lifer Management Unit should ensure that Life sentence prisoners are transferred to a training establishment as soon as possible after sentence. (4.53)
8.54 To preserve family ties and links with the community every effort should be made to locate prisoners in training establishments in their home areas. (4.54)
8.55 Staff in OCA should be more proactive to secure prisoner transfer to properly resourced and equipped training establishments. (4.55)
Religious Activities 8.56 A full-time chaplain should be considered. (2.120)
Security 8.57 Searching targets should be achieved. (3.21)
142 8.58 Alarm bells should be installed in the reception area stairways and corridors leading to A wing. (3.23)
8.59 A locking survey should be carried out; Class 1 and 2 locks should not be left unlocked. (3.24)
Segregation Unit 8.60 Special cell documentation should be improved. Authorised forms for the use of the special cell should be correctly completed. (3.1)
Sentence Planning 8.61 Unless funding is provided to resource offending behaviour courses resources should be targeted at prisoners’ needs on release. (4.29)
8.62 Accredited programmes should be appropriately resources and developed. (4.31)
8.63 The Throughcare team’s plans to develop offending behaviour group work should be properly resourced. (4.34)
Services for Substance Misuse 8.64 There should be an overall drug strategy for Wales. (3.36)
8.65 The security department should be sufficiently resourced so that the target number of tests (MDT) can be completed monthly and on-suspicion testing can take place as required. (3.43)
8.66 There should be development of the provision for specific groups of substance misusers. (3.51)
143 Services to patients 8.67 The additional accommodation on the upper floor should be brought into use only when staffing is adequate to allow a proper regime for in-patients and operational policies have been agreed. (5.36)
8.68 The regime for in-patients was unacceptable and should be improved. (5.42)
8.69 The nursing input to in-patient care was below acceptable standards and should be improved. (5.43)
8.70 The HCC register and computer returns should agree. The use of seclusion should be regularly monitored, at least quarterly. (5.44)
Staffing 8.71 Leaving the HCC without professional health cover should only occur for very short periods and should not occur if the HCC holds a patient seriously at risk. (5.6)
8.72 There should be a development plan which identifies the nurses’ preferences but also enables the nurses’ training and education to reflect the Business Plan and the Quality Strategy of the Prison Health Care. (5.8)
8.73 Appropriate work patterns should be drawn up and implemented as a matter of urgency. (6.14)
8.74 Attention should be given to training in the Study of Adolescence. The use of SDBA and training for its use should be re-assessed. (6.19)
The future 8.75 Reprofiling in the health care service should be based on the need to attain the standards required by the Prisons’ Board. If there is insufficient in the current budget to meet these standards then either more money should be made
144 available or, if no more money is available then Swansea should reduce the work to that which can be done to a proper standard within the available budget. (5.50)
Vulnerable Prisoners 8.76 Unless prisoners in the Vulnerable Prisoners Unit have full sanitation at night the unit should be closed. (2.19)
8.77 Arrangements should be made to ensure that association periods are not cancelled. (2.20)
8.78 The provision of a more active regime for the vulnerable prisoners should be given priority. (2.21)
145 Examples of good practice
Anti-bullying strategy 8.79 We judged that prisoners were being treated as individuals with individual needs. (3.12)
Catering 8.80 The high standard of cleanliness in the kitchen. (2.49)
8.81 Servery workers were properly dressed. (2.50)
8.82 Prisoners had advised that food was generally very good and this was our perception. (2.51)
8.83 A packaged sandwich was supplied as a supper snack, this was an example of good practice. (2.52)
Control and Restraint 8.84 We were pleased to note that control and restraints were used infrequently – on average about once per month. This said a good deal about the relationships between staff and prisoners. (3.16)
D wing 8.85 The control of telephone cards was good practice. (2.15)
Education 8.86 All full-time and core part-time teaching staff had professional qualifications, two having advanced diplomas in special education. Education staff participated in prison staff training courses where this was appropriate, for example risk analysis and drugs counselling. (2.69)
146 8.87 The education contract was managed most efficiently. Average class size for the months January-May 1999 was 12.45. There was an average contractor delivery failure of 0.35% over the same period during which cost per student hour fell by 10%. (2.74)
8.88 The Local Inmate Database System (LIDS) was accessible to selected education staff. This was used most effectively for induction planning and the monitoring of absences from education classes. It provided the basis for tracking all prisoner related education activities. (2.76)
8.89 CSR funding had enabled a further ten classes each week – after a needs analysis of the inmates, based on one to one discussions, these were themed around specific life and social skill issues, for example money, drugs awareness etc. (2.79)
8.90 The provision in cookery and woodwork was overtly relevant to the needs of the inmates. (2.81)
8.91 There was evidence of high levels of student achievement in the adult practical classes. Prisoners were very involved in their own learning and described their progress with enthusiasm. (2.84)
Employment 8.92 As a means to extend purposeful activity some part-time working had been introduced. This was an example of good practice. (2.94)
Health Care
Staffing 8.93 A measure of the quality of the medical input was that all trainee GPs in West Wales spent a session in Swansea prison as part of their training programme.
147 This is best practice and is likely over time to improve the availability of fully trained GPs willing to work in prisons. (5.3)
Pharmacy 8.94 A very detailed pharmacy protocol was present which covered each stage of the dispensing process. The HRO13 5/96 card was annotated in green ink by the pharmacy staff to indicate the number of In-Possession (IP) blister packs and/or the quantity and date of issue from the pharmacy. Other information, sometimes added, would include warnings, side effects, advice and contra- indications; this was good practice. (5.17)
8.95 There were stock lists and stock levels for each of the treatment rooms. These lists were regularly reviewed. Detailed written instructions were in place for this procedure; this was good practice. (5.18)
8.96 There was an IP Policy document and an agreed list of medicine groups allowed IP. There was a pharmacy protocol for the dispensing of IP medication; again good practice. A detailed formulary had been produced which was used by staff supplying medication for special sick. The formulary consisted of a series of indications, preparations for each indication, dosage and caution or advice as necessary. (5.19)
8.97 There was a written procedure for the issuing of controlled drugs. A special CD prescription form was used. The prescription had to be written in compliance with legal requirements before it was dispensed. (5.22)
8.98 The pharmacist was chairman of the prison’s Drugs and Therapeutics Committee. This committee laid down local policies on all aspects of the prison’s pharmaceutical service. The committee set up the IP policy document. The pharmacist was also a member of the Health and Safety Committee. (5.24)
148 Reporting sick and primary care 8.99 All primary care was given by doctors with at least certification in general practice and currently working as principals in the NHS. This was best practice. (5.37)
The use of seclusion 8.100 HCC staff retained a copy of the F1981 with the HCC register. This was good practice and facilitated monitoring. (5.45)
Health promotion 8.101 Some interesting work had been developed led by the pharmacy technician who also ran a ‘well man’ clinic and provided urine screening for drugs. The personal health profiles that could be produced were impressive and if followed through with follow up consultations could lead to significant health gains. (5.46)
Reception 8.102 The HCSs on reception had been met. (5.49)
Library 8.103 As part of the National Year of Reading the Librarian had encouraged inmates to contribute to a collection of ‘Poems from Prison’ which the City and County of Swansea Library and Information Service had printed and published. This commendable initiative attracted considerable media attention during the week of Inspection, including local TV coverage of the Lord Mayor of Swansea visiting the prison in order to receive a copy of the booklet. (2.91)
Management Services
Personnel 8.104 New initiatives had been to give each Principal Officer the responsibility to manage sick leave within national guidelines within his group. Another was to
149 indicate on the weekly staff bulletin the groups with no sick absences during the week; we felt both initiatives to be examples of good practice. (6.6)
Physical Education 8.105 The sessional arrangement allowed for evening and weekend cover as well as covering the PE officer absences. This seemed to be a very effective use of resources. (2.109)
Prisoner Earnings and Private Cash 8.106 It was refreshing to find an establishment using modern IT systems to deal with prisoners’ earnings, with direct input from work providers/supervisors to the PIE System. (2.65)
Reception and discharge 8.107 When juveniles (prisoners under 18 years of age) were received, the Orderly Officer was contacted; he ensured that parents, Probation Officers, Youth Justice Workers, and a representative from the Social Services, if necessary, was informed. The group manager or a representative from D wing, [the young offender and juvenile unit], would meet the juvenile in reception to introduce themselves and start the induction process. This was good practice. (4.5)
Regimes for Young Prisoners 8.108 We were very impressed with the liaison arrangements that had been established with outside agencies, in particular the Youth Justice Teams. Social workers were able to contact the Principal and Senior Officers on their direct telephone lines and gain ready and speedy access to the prison; it was heartening to see so many visiting social workers on the wings as well as the constant flow of information on the phone. (2.42)
8.109 We considered the working protocol between the prison, the local probation service, social services and Barnardos to be a model of good practice that
150 should be recognised nationally, in particular the part played by the prison in hosting a remand meeting within three days of the child’s arrival. (2.43)
Religious Activities 8.110 One of the main strengths of the part-time chaplaincy town was that links with the community were very strong. All were involved with outside parties and able to facilitate visits and visitors to prisoners. The chaplaincy was responsible for the co-ordination of over 100 volunteers mainly through churches and other organisations and called-in the Prison Fellowship with regular Friday visits to prisoners, and attendance at Alpha groups. (2.124)
Sentence Calculation 8.111 Problems experienced at other establishments with the work entailed in obtaining information about time in police custody were largely avoided by giving prisoners a ‘special letter’, that is one paid from public funds, to ascertain these details themselves. This was an example of good practice in that all prisoners concerned had some control over a process in which they had considerable vested interests. (2.112)
Sentence planning 8.112 We commend the Throughcare team’s plans to develop offending behaviour group work. (4.34)
Services for Substance Misuse 8.113 We fully support the further development of an area drug strategy in order to provide a further provision of services for substance misusers for Welsh prisoners within Welsh prisons and the plans to improve provision within the prison using CSR funding. (3.38)
8.114 We support the planned development of drug counselling at Swansea and commend the excellent referral system between the Medical Officer and local GPs. (3.40)
151 8.115 We welcome Swansea’s proposal to employ further drugs workers (drugs officer and clinical manager) and would suggest this provision be further expanded. (3.49)
8.116 We welcome the planned employment of an extra half drugs counsellor so that the role can be expanded. (3.50)
Staff facilities and Care Team 8.117 We considered there to be a very good array of occupational health services that most prisons would be envious of. (6.24)
Suicide Awareness 8.118 The joint training of Reliance staff in suicide awareness was a very good idea. (3.34)
Visits 8.119 The same staff who took the phone bookings also checked visitors into the establishment. They were known as Visits Liaison Staff and provided a very good service. (2.113)
Vulnerable Prisoners 8.120 A good example of the staff’s initiatives on the Vulnerable Prisoner Unit was the painting programme to ensure that cells were kept well decorated. (2.23)
152