Hm Prison Ford

REPORT ON

AN UNANNOUNCED INSPECTION

7 – 9 MAY 2002

HM CHIEF INSPECTOR OF PRISONS

PREFACE

For some time, this Inspectorate has advocated greater use of open prisons, as an important stage in the process of release and resettlement. However, this is not simply a question of decanting men and women into more relaxed and less secure environments. Open conditions should provide opportunities for building the important bridges that will make resettlement easier: maximising employment potential, encouraging responsibility and family ties and building on work already done to tackle problems such as drugs or alcohol misuse.

Ford is one of two open prisons that we have recently inspected unannounced. The other is Askham Grange women’s prison. We do not believe that either is providing the environment and facilities that are needed for those, particularly long-term prisoners, about to be released.

There had certainly been improvements at Ford in response to our last inspection, particularly in healthcare, education and provision for foreign nationals, and we welcome that. However, we were concerned at the lack of progress in some critical areas of the action plan the prison had prepared following our recommendations. Opportunities to gain vocational qualifications were few; work within the prison was related more to income targets for the prison than to future employment prospects for prisoners; and only 18 of its 50 community out-work places were taken up. The only offending behaviour programme was being cancelled for want of tutors. There was a shortage of psychology and probation staff and no effective personal officer scheme to promote positive engagement between staff and prisoners. These areas are all crucial to effective resettlement, which should be at the heart of what an open prison offers. In addition, the inspection raised concerns about whether racism and bullying were being effectively tackled, and we were astonished that the results of a survey into bullying had been stolen from staff offices.

These problems were exacerbated by the effect of prison overcrowding. Ford is the first training or open prison we have inspected since the present overcrowding crisis. It has had two effects. First, some of the accommodation, which was already unsatisfactory, is now unacceptable. Dormitories were excessively crowded and a healthcare waiting room, cleaning storeroom and dining room for less mobile prisoners had all been pressed into service to deal with additional numbers. Simply because prisoners are in a more relaxed and open environment, there is no excuse for living conditions that, in the words of this report are ‘appalling, providing neither privacy nor dignity’. There appeared to be an attitude of resignation about this. We cannot understand how or why some of this additional accommodation had been certified as fit for use, and were concerned that this certification happened by fax during our inspection.

Secondly, Ford was being sent prisoners for whom it could do very little. Among those it was receiving were recently-sentenced men, on short and long sentences, who had barely had the opportunity for sentence plans, let alone work to address their offending behaviour. This created a need for more, and more targeted, interventions, than the prison is accustomed, or at present able, to provide. What is more, short-term prisoners are unsuitable for the longer-term community placements that Ford has successfully set up. There was therefore the ludicrous situation that two-thirds of the available community workspaces were unfilled at the time of the inspection. This undermines the excellent work that the prison has done in establishing links with local services and employers. Meanwhile, in the same geographical area, there are long- term prisoners at Standford Hill open prison who cannot work out because the prison has been unable to find suitable community placements. We do not underestimate the difficulty of allocating prisoners suitably in the present overcrowding crisis; but it is nevertheless important to ensure that the rare opportunities the prison system offers to gain real work experience are used to the full.

There is much that Ford can do to focus and improve its resettlement role, and we would urge that it is encouraged to implement fully the action plan agreed after the last inspection. However, it will not be able to carry out that role while it is required to accept prisoners that it cannot decently accommodate or positively work with. The

effects of overcrowding in local prisons, which receive prisoners into the system, are well documented; Ford provides a graphic illustration of how overcrowding is also undermining the crucial resettlement work necessary to return prisoners successfully into the community.

Anne Owers June 2002 HM Chief Inspector of Prisons

CONTENTS Paragraph Page

PREFACE 3-5

INTRODUCTION 7

FACT PAGE 8-9

CHAPTER ONE HEALTHY PRISON SUMMARY 1.01 - 1.29 10-15

CHAPTER TWO PROGRESS SINCE THE LAST 2.01 - 2.238 16-60 REPORT

CHAPTER THREE SUMMARY OF 61-69 RECOMMENDATIONS AND EXAMPLES OF GOOD PRACTICE

Recommendations To the Director General 3.01-3.07 To the Area Manager 3.08-3.10 To the Governor 3.11-3.72

Examples of Good Practice 3.73-3.79

APPENDIX I INSPECTION TEAM 70

INTRODUCTION

Short inspections ensure that the Inspectorate visits and checks establishments between full inspections. They are carried out by a small team over two or three days and are usually unannounced. Unlike full inspections, they do not cover every aspect of the prison. Their function is to identify issues of concern or highlight good practice in the treatment of prisoners.

Three inspectors, Peter Titley, Joss Crosbie and Marjorie Simonds-Gooding, carried out an unannounced short inspection of Ford between 7 and 9 May 2002. The main purpose was to review progress on recommendations made following the last inspection in September 2000. The team also monitored the treatment of prisoners using the model of the healthy prison as described in Chapter Seven of Suicide is Everyone’s Concern, published by HM Inspectorate of Prisons in 1999. The visit included meetings with prisoners and staff, as well as discussions with the Governor and the Chair and Deputy Chair of the Board of Visitors.

The main findings of the inspection were discussed with the Governor, members of the Senior Management Team and the Chair of the Board of Visitors at the end of the visit.

FACT PAGE

Role of the establishment: A category D open prison for men, Ford is situated to the south of Arundel in West Sussex. Its primary role is to support the prison vision with a strong emphasis on resettlement and rehabilitation. It provides substantial opportunities for prisoners to undertake a wide range of voluntary and paid work in the community.

Brief history: The site of the prison has been in the public ownership since 1917 and was used as a military airfield during the latter stages of the First World War. It became a Fleet Air Arm base in 1939 and was commissioned as a Royal Navy Air Station in the Second World War. This remained operational until 1960, when it was acquired by the then Prison Commission and steadily converted to its current use under Prison Service ownership.

Area organisation: Kent, Sussex and Surrey.

Number held: 451 at 8 May 2002

Cost per place per annum: Based on costs published on 31.3.02 - £12,279

Cost per prisoner place: Not yet calculated following increase of CNA and actual population

Certified normal accommodation: 451

Operational capacity: 451

Last full inspection: September 2000

Last short inspection: January 1997

Description of residential units: The prison has two residential units: A and B. A Wing has 11 landings, each housing about 19 prisoners in individual cells with washbasins and access to shared lavatories and showers. B Wing is comprised of a series of former naval huts and provides a range of dormitory style facilities augmented by 60 places in more modern units. All prisoners dine in a communal dining hall within A Wing.

CHAPTER ONE HEALTHY PRISON SUMMARY

Introduction 1.01 The concept of the healthy prison was introduced in our thematic review, Suicide is Everyone’s Concern, 1999. The four criteria of a healthy prison are:

· Safety: all prisoners are held in safety · Respect: prisoners are treated with respect as individuals · Purposeful activity: prisoners are fully and purposefully occupied · Resettlement: prisoners are prepared for their release and resettlement into the community with the aim of reducing the likelihood of their reoffending

1.02 Inspection reports include an appraisal of an establishment’s performance against this model. In a short unannounced inspection such as this, opportunities for checking outcomes with prisoners are limited. However, from our discussions with prisoners and staff, our observations and documentary evidence, we are confident in the conclusions reached. Some observations may apply to more than one test but we have commented under what we consider to be the primary heading.

Safety 1.03 While prisoners generally felt safe, some were concerned that their personal property was not secure. This was disconcerting, particularly for new arrivals whose residential facilities were substandard.

1.04 The use of Listeners was excellent, as were the substantial links with the Samaritans. The Listeners made an important contribution to safety and were able to improve staff understanding of prisoner vulnerability significantly. Some staff were unwilling to make use of the knowledge and experience of Listeners and this is something we urge them to reconsider.

1.05 While the incidence of self-harm was low, local statistics should be kept and every incident recorded in detail.

1.06 We applaud the management of health care, where overcrowding had made the situation very difficult. The introduction of a Well-Man screening clinic was an important and much appreciated initiative.

1.07 Bullying was not widespread. However, we were concerned at the increased risk posed by the arrival of more short-term prisoners, and in particular at the Anti- Bullying Committee’s finding that racial bullying was on the increase. The Committee recognised the need to assess the position through a questionnaire issued to all prisoners. Managers were extremely concerned, as we were, that the questionnaires were said to have been stolen before they could be used to inform policy and practice.

Respect 1.08 Some of the accommodation was appalling, providing neither privacy nor dignity. There were graphic illustrations of the impact of the national increase in the prison population. While dormitories were excessively crowded, every possible nook and cranny was being pressed into service as prisoner accommodation: the Health Care Centre's waiting room, a cleaning storeroom, a dining room for less mobile prisoners. The overall impact on prisoners was degrading.

1.09 While a properly appointed Race Relations Liaison Officer (RRLO) was in post and supported by a good team, the amount of time allocated to these important duties was insufficient. Unless this is rectified to allow committed staff to achieve real results, the RRLO’s appointment amounts to little more than tokenism. There is also need for more diversity training for staff.

1.10 There was no effective Personal Officer scheme. In fact, one existed in name only. Such a scheme is pivotal to the work of the Prison Service, particularly in Ford where there is real scope for Personal Officers to build on resettlement initiatives.

1.11 With no waiting room in the Health Care Centre, men had to queue for long periods in a corridor. This showed little or no respect to patients, was wholly unacceptable and contrasted sharply with the standards set by the health care manager in the department itself.

Purposeful activity 1.12 There was a substantial amount of work, both paid and unpaid, available in the community and a range of work in the prison itself. However, there were relatively few opportunities for men to gain recognised qualifications. As a result, many opportunities to build on this important element of resettlement were being missed.

1.13 We were told that an increased NVQ output was planned and a bid for some £300,000 had been submitted to the European Social Fund to promote the provision of qualifications and relevant work-related outcomes. We welcome this initiative and think that it will help the prison to improve its performance across a range of skill areas.

1.14 The Enhanced Thinking Skills course had exceeded its target and achieved excellent audit results (100%). This was largely due to the considerable effort of the individual tutors and support staff, who battled against significant odds to deliver these results. Unfortunately, the next scheduled course had been cancelled. This was due to the non-availability of tutors, each of whom had substantial other duties.

1.15 The physical education department had very limited scope and seriously impoverished facilities. While Certificated Weight Lifting Training had been introduced and was a highlight of the department, it underlined the fact that this was the main activity on offer. A substantial new investment was needed if the physical needs of the wider prisoner population were to be met.

1.16 The education department provided a quality service in well-managed department.

Resettlement 1.17 It was clear to us that the psychology and probation departments were under- resourced. There should be a review of staffing in both to ensure that proposed developments in programmes and resettlement are supported.

1.18 A seconded Probation Officer acted as home detention curfew (HDC) manager. He held regular surgeries to increase prisoner access to HDC information and progress reports. This was good practice. Some 65% of all HDC applications were successful. However, there were incidents when HDC candidates were being transferred late. This placed heavy demands on local staff and caused avoidable stress and anxiety to prisoners and families. This should cease.

1.19 Although there were 50 available spaces for paid work in the community, just 18 were filled at the time of this inspection.

1.20 The Job Club, provided by a private contractor and supported by the Employment Service, delivered impressive results. The range of external contacts was wide and we saw statistics to show that 50% of prisoners discharged from Ford went immediately into paid employment.

1.21 The recent co-location of probation, sentence planning, release on temporary licence (ROTL), HDC and associated resettlement functions was a positive step. The staff involved in these operations expressed clear ideas about their capacity to deliver an improved resettlement regime and this reflected unambiguous leadership and shared ownership of the emerging policy.

Conclusion 1.22 Given the limited time available for this inspection, we did not inspect every aspect of the prison. In particular, we did not examine Health and Safety or Estates Services. We spoke to a wide cross-section of staff and prisoners, all of whom were forthcoming and helpful.

1.23 We found some areas of progress but there were many others where the actual position was at odds with the Action Plan developed in response to our previous inspection. This was difficult to comprehend and indicated some miscommunication and distortion of information during a period in which there had clearly been a number of staffing and disciplinary pre-occupations for the Governor. These fell outside the scope of our inspection. The revised senior staff structure offered some promise of tighter accountability generally and of creative thinking in the sphere of resettlement.

1.24 We were concerned to find some prisoners with substantial sentences (over four years) arriving at Ford within days of sentence. Coupled with large numbers of very short-term prisoners, this presented multiple challenges and called into question the validity of allocation policy. Ford had the capacity to deal successfully with the reintegration of longer-term prisoners and the links with employers in the community provided a positive springboard for such work. However, Ford had spare work places, which were not suitable for short-term prisoners, while other open prisons in the same Prison Service area were struggling to find community work places. As a result, longer-term prisoners in other prisons were being disadvantaged, which suggested that the resettlement policy should be revisited to ensure that as many prisoners as possible benefit.

1.25 We were left, however, with an overriding sense of dismay about the poor conditions in which many prisoners lived - a situation made worse by the escalating national prison population. There was a pervading air of resignation to this situation that affected many staff and alarmed prisoners.

Main recommendations 1.26 The standard of residential accommodation should be urgently improved to provide decent living conditions for all prisoners.

1.27 Ford’s role as a resettlement prison should be fully exploited by the transfer in of more prisoners from closed establishments whose needs could be addressed in open conditions, with the facilities that Ford can offer.

1.28 The prison should be able to offer offending behaviour programmes, purposeful activity and work-related skills and qualifications to meet the resettlement needs of its prisoners.

1.29 The work of the good Race Relations Officer and team needs to be supported by more staff time and training and by action to deal with racial and other forms of bullying.

CHAPTER TWO PROGRESS SINCE THE LAST REPORT

2.01 We have used the recommendations from our inspection of September 2000 as a framework to examine progress achieved. We have commented where we have found significant improvements, and where we believe little or no progress had been made and work remained to be done.

2.02 During this inspection we concentrated on aspects that directly affect the treatment and conditions for prisoners and so did not examine all the recommendations from the last inspection. The paragraph reference numbers at the end of each recommendation below refers to its location in the previous inspection report.

Recommendations

To the Director General 2.03 The CNA certificate should be correct at all times and should be signed by the Director General of the Prison Service. (3.03) During this inspection, a revised certificate arrived by fax, signed by the incoming Area Manager on 8 May 2002, reflecting a revised Certified Normal Accommodation (CNA) of 451. This provision included a number of unsatisfactory arrangements, which are commented on later in this report.

2.04 Facilities lists in all open prisons should be consistent. (3.15) The Prisoner Administration Group had undertaken a review with the aim of producing consistency across the prison estate. A new Prison Service Order (PSO) to reflect this new policy was said to be imminent.

2.05 Problems with foreign national prisoners being unfairly denied home detention curfew should be addressed to the Home Secretary and the relevant Services. (4.77)

The Director General rejected the recommendation. He said that foreign nationals, other than those subject to Deportation Orders, were eligible for HDC consideration and were not being unfairly denied it. However, he acknowledged that foreign nationals might be less likely to have a suitable, qualifying HDC address and reported that the Prison Service had issued prisons with a list of hostels to which prisoners without a suitable address might be released. He expressed the hope that this would, in turn, allow more foreign nationals to benefit from early release.

Further recommendation to the Director General 2.06 The Prison Service should monitor the levels of HDC release among foreign nationals and analyse reasons for refusal.

2.07 The role of open prisons should be better defined and clearer direction given as to how this should be carried out. (5.18) Achieved. The publication of PSO 2300 in October 2001 provided some clarification and direction about the role of open prisons in the resettlement estate.

2.08 The Induction accommodation was unsuitable for new prisoners and should be resisted or replaced. (2.30) Not achieved. Despite the fact that this recommendation was accepted immediately after our inspection in September 2000, the dormitory and cubicled accommodation remained in use to house an increased number of prisoners. Further observations and recommendations related to this appear under ‘Accommodation’ at paragraph 2.39.

2.09 OBPU should work to develop appropriate booster programmes as a matter of urgency. (8.25) Achieved. A pilot had been completed at HMP Sudbury and was being evaluated.

2.10 There should be appropriate targeted interventions including relapse prevention, harm minimisation/controlled drinking and drink impaired drivers courses. (4.33) Partially achieved. The Prison Service had sought preliminary advice from specialist agencies but there were still no targeted interventions to address alcohol problems.

Further recommendation to the Director General 2.11 Targeted interventions to address alcohol problems should be established as quickly as possible by the Prison Service.

2.12 The Education KPT for the prison must be reviewed immediately. (7.11) Achieved.

2.13 Regime Services should review the procurement timetable so that contract prices are agreed before the contract is implemented. (7.12) Achieved. The Director General reported that the Contract Procurement Unit had moved to avoid future delays in agreeing prices for teaching hours prior to the start of new financial years. We were told that this worked effectively for the current year (4) of the existing contract.

To the Area Manager 2.14 The facilities list should be amended so that prisoners can provide their own televisions and more televisions should be made available to rent so that all enhanced level prisoners can have in-cell televisions if they wish. (3.10) Not achieved. Televisions were not included on the facility list. This was due to concern about the storage of these items should the privilege be withdrawn. While more individual televisions were available, there were not enough for all enhanced level prisoners.

2.15 All enhanced prisoners should be provided with in-cell televisions (5.06) Not achieved. At the time of the inspection, 300 prisoners were on enhanced or super-enhanced level. Only 243 were in enhanced accommodation, which was the only place where televisions were available. The remaining 57 prisoners were on the waiting list. We repeat the recommendation.

2.16 The materials budget should be revised upwards. (7.09) Achieved.

To the Governor Reception 2.17 Prisoners’ property and personal details should not be checked in sight or hearing of any other prisoner. (2.07) Achieved. Prisoners waited in a holding area and were seen individually by the Reception officers.

2.18 Prisoners should not have access to the property room unless directly supervised by staff. (2.07) Achieved. The property room was clearly visible from the Reception desk and officers were able to supervise the area.

2.19 Reception procedures should be put in place to allow the easy transfer of stored property to in possession property. (2.09) Achieved.

First Night 2.20 Secure lockers should be provided for all prisoners in shared accommodation. (2.27) Not achieved. Lockers were available but we were informed that these were not secure. At the same time, they were small and could only store a limited amount of possessions. The standard of accommodation for new prisoners was of very poor quality and indeed unchanged from those described in our previous report. In a number of cases, 16 or 18 prisoners were sharing insecure accommodation that provided open access to other prisoners’ beds and locker spaces. We considered that these areas, which were poorly decorated and maintained, were unsuitable for their purpose.

Further recommendation 2.21 Prisoners should be provided with the means to store their personal belongings safely and appropriate individual accommodation should be made available.

2.22 Prisoners should be advised to keep the minimum amount of property in possession until they are allocated a single cell. (2.28) Achieved.

Induction 2.23 The Chaplain should see all new receptions individually. (2.31) Achieved

2.24 The prison should also include the following topics in the Induction programme: · Equal Opportunities and Race Relations · Fire precautions and evacuation procedures · Health and Safety · Housing · Offending Behaviour programme. (2.34) Partially achieved. Prisoners were asked to read the national and local policy statements on Race Relations and Anti-Bullying that were displayed on a wall in the Induction information room (all in English). The Initial Inmate Profile form, completed by an Induction officer, asked if the prisoner ‘had been made aware that the prison operates Race Relations, Anti-Bullying and Suicide Awareness Policies’. These areas did not appear as specific subjects on the Induction programme and it was not clear what information was given and how, or to what extent, the prisoners themselves understood it. It was poor practice to expect prisoners simply to read the information displayed on a wall.

Further recommendation 2.25 Information on Race Relations, Anti-Bullying and Substance Abuse in a range of required languages should be made a core part of the Induction programme using the written word and other media.

Other information 2.26 We did not inspect the Fire Safety arrangements as such but noted the following in the course of visiting accommodation units:

2.27 The action to be taken in the event of a fire was posted in each accommodation block. We noted two fire extinguishers outside the dining hall entrance with a sign fixed above them that read: ‘Foam for flammable liquid fires’. However, one extinguisher was marked as containing foam and the second as containing water. This was both misleading and dangerous.

Further recommendation 2.28 Different types of fire extinguisher should be clearly marked to indicate the difference between their contents and uses.

2.29 Industries staff delivered health and safety information during the Induction period, with housing matters being dealt with at a weekly ‘surgery’. Induction staff asked each prisoner if he had any specific accommodation issues and, if so, issued a Housing Surgery Form.

2.30 Details of Offending Behaviour programmes did not appear in the Induction programme. We repeat the recommendation that Offending Behaviour programmes should be included in Induction.

2.31 Local information should be available in a wide range of languages. (2.35) Not achieved. Although the Action Plan listed the target date for implementation of this change as February 2002, the displayed notices remained in English only. We repeat the recommendation.

2.32 The compact should be explained by a member of staff, who should ask the prisoner to sign it once explained. (2.36) Not achieved. The Induction orderly dealt with the signing of two compacts: · One listed the regimes and services available to prisoners. This was a photocopy, pre-signed by Governor I Peacock, who no longer works at Ford.

· The other covered the monitoring of terms and conditions of any temporary release licence, and the use of breath testing apparatus.

2.33 Prisoners should have the details of any compacts clearly explained to them by an officer. However, while the Action Plan stated that this recommendation had been carried out, the situation does not appear to have changed since the last inspection. We repeat the recommendation.

2.34 Prison staff should guard against over-reliance on the Induction orderly. (2.37) Not achieved. The Induction orderly saw new prisoners, providing them with a large amount of information about regimes, services and legal aid. He also read out any necessary information for those prisoners with literacy problems. While Induction officers completed an Initial Inmate Profile form and were described in the Action Plan as giving ‘the Induction talk’, the orderly was clearly involved in speaking to prisoners individually and in some depth. Again, despite having been described as ‘poor’ in the last inspection report, the situation appeared to be little changed. We repeat the recommendation.

Legal Aid 2.35 Staff detailed to the Legal Aid office should not routinely be re-deployed elsewhere in the establishment because of staff shortages in those areas. (2.39) Not achieved. Staff have continued to be diverted to other duties throughout the period since the previous report. We repeat the recommendation.

2.36 Staff undertaking Legal Aid work should undertake more up-to-date training as a matter of urgency. (2.40) Not achieved. There had been no training for Legal Services officers (LSO) since the last report. One LSO told us that he had not attended a refresher course since transferring to Ford in 1998. We were told that such refresher training was not available at the time of this inspection.

Further recommendation 2.37 The Prison Service should ensure that appropriate refresher courses are available to Legal Services Officers.

2.38 Entries made in Legal Aid files should be copied onto history sheets kept in wing files. (2.41) Not achieved. Despite the Action Plan statement dated December 2001, this practice was not being carried out. We repeat the recommendation.

2.39 Prison staff should deliver Legal Aid information during the Induction programme. (2.43) Achieved.

Accommodation 2.40 The local council should be approached to deal with speeding vehicles on the road outside the prison and to install a pedestrian crossing. (3.01) Partially achieved. Although a speed limit of 40 mph had been applied, the council was unwilling to install a pedestrian crossing. Large numbers of prisoners crossed the road every day, moving between the two prison sites, in what appeared to be a hazardous venture.

Further recommendation 2.41 We recommend that the establishment meet again with the council to discuss opportunities for safer use of this stretch of road.

2.42 Identical rooms in B Wing huts should only be used for single occupancy. (3.04) Not achieved. The rooms noted in the original report still contained bunk beds and continued to be shared. We repeat the recommendation.

Other information 2.43 We found a number of examples of unsuitable accommodation within the establishment:

· Three bunk beds had been installed in the dining area of G hut, while some disabled prisoners attempted to dine here. Six other prisoners were housed here in unfavourable and cramped conditions. Additional space had also been created in this unit by putting a bed in a large walk-in cupboard previously used for storing cleaning materials. This accommodation was intended for prisoners with limited mobility but was not used exclusively for this purpose. · Preparations were underway during the inspection to install three bunk beds in a room next to the staff training room. We do not consider that it is sensible practice to have prisoner accommodation adjacent to staff training facilities. · The waiting room in the Health Care Centre was being used to house seven prisoners. This meant that prisoners waiting to see health care staff were forced to queue in the corridor.

Further recommendation 2.44 Prisoners should be given suitable, safe and decent single accommodation appropriate to their identified needs.

2.45 Window curtains should be provided in the dormitories. (3.05) Not achieved. The Action Plan stated that since this was ‘not a privacy issue, merely an aesthetic one’, curtains would not be provided at public expense. However, the facilities list was amended in June 2001 to include curtains. A number of prisoners were housed in overcrowded and unsuitable shared accommodation. This consisted of one large room housing 18 individuals and a number of living units containing 16 cubicles without ceilings or doors that were insecure and poorly maintained. Curtains would provide at least a modicum of privacy, decency and normality. We repeat the recommendation.

2.46 The offensive displays policy should be properly enforced. (3.06) Partially achieved. While most displays on notice-boards were decent, some clearly were not. We repeat the recommendation.

2.47 Overnight radio noise pollution should be monitored and dealt with accordingly. (3.08)

Not achieved. Prisoners complained that the dormitories could be noisy. Minutes from a meeting of the Inmate Liaison Committee, which stated that ‘the radio and television noise regulations are not always being enforced’, showed that the establishment was aware of the complaints. Prison managers should ensure that the necessary procedures are followed. We repeat the recommendation.

2.48 Individual mini-kettles should be provided in each prisoner’s room. (3.09) Not achieved. We repeat the recommendation.

Hygiene, clothing and kit exchange 2.49 Staff supervision of the eight and 16-bedded dormitories should be improved. (3.12) Not achieved. Contrary to the declaration in the Action Plan, there were no additional patrols available at the time of our inspection. Apart from roll checks, staff were not present during the workday. There were insufficient lockers to provide prisoners with adequate, secure storage for personal, everyday items and the position described by us two years ago remained unchanged. At the time of this inspection, the unsatisfactory situation in the dormitories was exacerbated by overcrowding. We repeat the recommendation.

2.50 The establishment should carry out a population needs analysis and local information handouts should be available in all languages to meet the prisoner population profile. (3.16) Not achieved. We repeat the recommendation.

2.51 Dirty, stained, thin or damaged mattresses should be replaced and all prisoners should be issued with removable mattress covers in an attempt to keep their mattresses clean. (3.17) Achieved. New stocks were acquired in 2001 and replaced at the rate of 20 per month. These were now provided on a rolling programme as required. Even so, we observed damaged, unclean beds and some mattresses had no covers. This underlined the importance of staff vigilance.

2.52 Prisoners should be issued with at least two pairs of green work trousers so that they always have clean and dry trousers to wear every weekday. (3.18) Not achieved. Despite the Action Plan statement that this had been addressed, prisoners were issued with only one pair of green work trousers per week. This was particularly unsatisfactory for some manual workers on the farm and especially so in wet weather. We repeat the recommendation.

2.53 Prisoners should be issued with washing powder to wash their own clothing and some of their prison issue kit if they wish. (3.19) Not achieved. This recommendation was rejected and a prisoner laundry facility proposed as an alternative. However, this facility had not materialised due to changed financial priorities. We repeat this recommendation.

Further recommendation 2.54 The personal laundry facility should be introduced.

2.55 Procedures for dealing with prisoners’ possessions should be more efficient. (3.22) Achieved. Personal property was now issued on a daily basis from Monday to Friday.

2.56 Reception staff should conduct prisoner surveys to identify weaknesses in Reception procedures. (3.22) Achieved. As a result of the survey, arrangements were in place to hand out property on each of the days when visits took place: Monday, Wednesday, Friday, Saturday and Sunday.

2.57 Shower curtains should be fitted. Cleaning cupboards and equipment should be clean and tidy at all times. (3.26) Partially achieved. We were told that, while showers ‘were meant to be communal’, some shower curtains had been installed in areas of B Wing. These areas were particularly those where shower curtains had been ‘abused’ by prisoners, who

removed them to use as normal curtains. The provision of so-called ‘normal’ curtains remained appropriate, as indicated in paragraph 2.44.

2.58 Prisoners expected to do wing cleaning should be trained and staff should check that they use safe systems. (3.27) Achieved. Cleaning officers had attended training. They were now able to ‘instruct’ (rather than train) prisoners in a range of cleaning duties and safe systems of work. Prisoners signed their work training record to this effect.

2.59 Wing inspections should be re-introduced to improve the quality of cleanliness and tidiness throughout residential areas. (3.27) Partially achieved. We were told that Senior Officers took responsibility for inspections. However, from the evidence in some parts of the residential units, there was little sign that these were effective. In addition, although the Action Plan indicated that Personal Officers were involved in this process, we saw no written evidence to back this up.

2.60 Adequate clothes drying facilities should be provided especially during inclement weather conditions. (3.28) Not achieved. Drying facilities were planned as part of a new prisoner laundry facility, the progress of which was halted due to changed financial priorities (see paragraph 2.52).

2.61 Suitably trained prisoners should be given paint and health and safety instructions in order that they can paint their rooms. (3.29) Not achieved. Although this had been planned under the Purposeful Activities Expansion Scheme (PAES), which had recently been abandoned in favour of new plans to meet the Resettlement aims of PSO 2300. However, decoration and maintenance had been boosted by new recruitment to the Works staff.

Time out-of-cell, exercise and association 2.62 Lunchtime jogging should be allowed to continue. (3.31)

Not achieved. This recommendation was rejected by the establishment on the basis that: · Lunchtime jogging would conflict with the principles of the core working day · Prisoners were able to follow sporting activities during evenings and weekends

2.63 As these objections were consistent with the reality of life in the outside community on release, we felt them to be reasonable. Since our last visit, a grassed running track had been provided. Floodlighting also ensured that jogging could also take place during winter evenings.

2.64 More Asian and other foreign language video films should be provided. (3.35) Achieved. This recommendation had been considered and actioned by the Race Relations Management Team since our last inspection. There had been problems with providing these videos and, once provided, keeping records of availability. There appeared to be some confusion about the use of the video fund. At the time of our inspection, great efforts were being made by the library and other areas to provide more Asian and foreign language video films.

2.65 Prisoner attendance at activities should be monitored to ensure fair access, and activity surveys should be arranged to identify where improvements can be made. (3.35) Achieved. These were now monitored and reviewed regularly by the Governor and the Race Relations Management Team. We found the records of the race relations monitoring to be clear and the Governor had followed through any related concerns.

2.66 Funds should be provided to maintain appropriate General Purpose activities and to repair the snooker tables. (3.36) There was no longer a GP fund, following the contracting out of the prison shop. Activities were funded from the Governor’s budget and, as with other areas, their benefit had to be weighed against many other demands. This pressure could only increase with the rising prison population and decreasing resources.

Anti-bullying 2.67 Reception staff should ensure that all prisoners being released from Ford are offered the chance to complete Discharge Safety questionnaires. (4.09) Achieved. This questionnaire was included with the discharge paperwork. A box for completed forms was available in the Reception area.

2.68 We were concerned that the insecurity of some of the prisoner accommodation left residents vulnerable to bullying incidents.

Further recommendation 2.69 Accommodation, particularly on B Wing, should be re-designed appropriately.

2.70 The increasing numbers of short-term prisoners being allocated to Ford was noted at the last inspection and it was clear that this practice was escalating. Prisoners were moved to the establishment with inadequate risk assessments and unidentified needs such as substance misuse problems. The situation was having a destabilising effect across the prison and increased the risk of bullying and intimidation. Prisoners told us that bullying took place in the meal queues.

2.71 We were also told that some staff members acted in a bullying way and we observed a small minority of staff responding to prisoners disrespectfully and inappropriately. It was clear that some prisoners did not feel confident to report such treatment.

Further recommendation 2.72 The establishment should develop a strategy in which both prisoners and staff have confidence. All investigations should be fully recorded, rigorously investigated and discussed at Anti-Bullying Committee meetings.

2.73 It was clear from minutes of the Anti-Bullying Committee that members were aware that a great deal of work needed to be done in this area. According to minutes

dated 16 April 2002, a draft strategy document was to be produced. These same minutes highlighted the fact that racial bullying was on the increase.

Further recommendation 2.74 The establishment should monitor, evaluate and review its delivery of race relations, anti-bullying, equal opportunity and diversity training to both staff and prisoners. The development of a supportive and integrated Personal Officer Scheme would benefit this area substantially.

Other information 2.75 We learned that the results of a survey on bullying provided important indicators about sources of prisoner concern. The Anti-Bullying Committee minutes noted that the relevant documents were stolen and were therefore not available. Senior managers rightly expressed grave concern about this situation. Steps have been taken to hold future survey information in more secure conditions.

Substance use 2.76 Clear protocols for working across different departments should be developed as soon as possible. (4.20) Not achieved. Although a Drug Reduction Strategy was published one month before our last inspection, we were disappointed not to see any real change to date. However, the substance misuse services were being developed. The Counselling, Assessment, Referral, Advice and Throughcare (CARAT) scheme contract had changed hands very recently and its new manager had only been in post for about four weeks. He was currently the only CARAT team member, although a temporary worker was due to join in a matter of weeks and a full-time colleague in July.

2.77 A comprehensive new Drug Strategy document had been produced recently but the Implementation Plan had yet to be fulfilled. It was clear that substance misuse services had suffered through lack of ownership and direction, so we were pleased to learn that the prison planned to advertise the post of a Drug Strategy Co-ordinator. It was hoped that this development would provide much needed focus and lead the

establishment in the delivery of the expectations planned in the strategy document. We repeat the recommendation.

2.78 If a drug strategy is to be successful it must be clearly understood and up-held by all staff across all grades.

Further recommendation 2.79 Drug strategy training should be given to all those staff who have contact with prisoners.

2.80 The Strategy should also address the needs of short-term prisoners (those serving less than 12 months). (4.22) Not achieved. As noted in the last inspection report, the provision of aftercare services for prisoners who have completed substance misuse rehabilitation and/or detoxification programmes at previous establishments is urgently needed. Such services were planned in the strategy document but were not being delivered yet. We repeat the recommendation.

2.81 The Drug Strategy Group should meet more regularly during the developmental phase to ensure that the strategy is integrated within the throughcare and resettlement work of the establishment. (4.29) Achieved. The group met monthly. However, much work remains to be done and the group must maintain clarity and direction as well as guard against complacency.

2.82 Information provided to prisoners applying to come to Ford should be reviewed to clarify both the Voluntary Drug Testing and Alcohol Breathalysing Compact requirements. (4.30) Achieved.

2.83 A strategy should be developed in relation to alcohol use. (4.31) Not achieved. Although the education department ran a drugs and alcohol course and visits from Alcoholics Anonymous were arranged, no overall strategy had been developed. The last report stated that: ‘in a Category D establishment where prisoners

worked out, operated machinery, had community visits and resettlement leave, alcohol-related work should not be left to AA’. While the course run by the education department was informative and valuable, it could not provide the necessary in-depth support and treatment options to prisoners for whom alcohol was a drug of choice. We repeat the recommendation.

2.84 Consideration should be given to obtaining resources to enable work with alcohol use to take place as an integral part of preparation for release on temporary licence. (4.33) Not achieved. We refer to our recommendation at paragraph 2.11.

2.85 The voluntary testing programme should be comprehensive enough to effectively support the target of 95% of the population signing the compact. (4.39) Achieved.

2.86 The CARAT function should be integrated into sentence planning and throughcare more coherently. (4.49) Partially achieved. Although no clear protocols had been written, a contribution form was automatically forwarded to CARATs from the sentence planning/parole clerks. Staff involved in the substance misuse services were aware that an integrated approach had to be developed and this was planned for in the Drug Strategy document. We repeat the recommendation.

2.87 The physical education (PE) department should be properly integrated into the Drug Reduction Strategy. (4.53) Not achieved. The substance misuse area is under development across the establishment as a whole. We repeat the recommendation.

2.88 The health care service should be an important part of the multidisciplinary CARAT process and is essential in ensuring fast track referrals to CARATs. (4.56) Not achieved. At the time of the last inspection, the health care department had not referred any prisoners into the CARAT scheme. This situation was unchanged. We repeat the recommendation.

2.89 The non-smoking intervention should be properly monitored and evaluated. (4.62) We were unable to ascertain how successful this intervention had been since the last inspection. However, the health care department offered a four-month anti-smoking course using Zyban, an anti-crave drug, and nicotine ‘patches’. This was a popular course with a waiting list.

2.90 A formal procedure for referral to CARATs should be in place for all those proved positive. (4.65) Achieved.

Equal opportunities 2.91 A comprehensive equal opportunities document aimed at prisoners should be formalised. (4.72) Achieved.

2.92 The disabilities officer should be provided with an office. (4.76) Achieved.

Foreign nationals 2.93 A foreign nationals group should be formed. (4.77) Partially Achieved. A recently appointed chaplain was in the process of arranging a foreign nationals group. A Cultural Awareness Day had been planned and was due to take place a month after our visit.

Further recommendation 2.94 A foreign nationals liaison officer should be appointed.

2.95 African, Asian and West Indian prisoners working in the kitchen should be utilised to provide a wider range of dishes. (4.77) Achieved. Those minority ethnic prisoners who were willing to cook and work in the kitchen were given the opportunity to do so. There had been excellent examples of

this working very well. All senior management were quite correctly aware that this needed to be on a voluntary basis.

2.96 Foreign nationals should be informed of any special privileges they may be entitled to. (4.77) Not achieved. We found a marked difference between the information available and that actually given to the men at Ford. Foreign nationals were not aware of or confident about those privileges to which they were entitled.

Further recommendation 2.97 Privileges for foreign nationals need to be clarified and included in the Induction process.

2.98 All foreign nationals should be allowed to purchase extra phone cards from private cash. (4.77) Achieved. We understood that this system was now in place and that notices had been issued explaining it. However, many of the foreign national men we talked to were unaware of it.

Further recommendation 2.99 The provision of phone cards to foreign nationals needs to be clarified urgently and a clear system put in place.

2.100 Foreign nationals should have airmail letters issued in lieu of ordinary letters at a suggested rate of one airmail letter in lieu of two ordinary letters. (4.77) Partially achieved. A system had been established where two ordinary letters could be exchanged for one airmail letter. We were told that a Notice to Staff had been published but, as in our earlier comments, we found that men at Ford were unaware of this.

Further recommendation 2.101 The system allowing foreign nationals to have airmail letters should be included in Induction information.

2.102 Free phone cards or calls should be offered in lieu of visits to prisoners who cannot receive visits from their families. (4.77) Partially achieved. For the past year a system had been in place allowing foreign national prisoners to exchange visiting orders for 10 minute phone cards where it could be proved that they were calling immediate family. However, budgetary constraints had led to some discussion about whether this could continue.

2.103 Local information should be provided in a wide range of different languages. (4.78) Not achieved. (See paragraph 2.30). We found no evidence that information was being provided in different languages. Contact had been made recently with local police and immigration services with the aim of getting the information translated.

2.104 We find too many examples of individual prisons working hard to source translated information. This support should be provided at national level.

Further recommendation to the Director General 2.105 Standard Prison Service information should be translated into relevant languages at national level.

Race relations 2.106 There was a need for ongoing training in race relations for staff. (4.80) Not achieved. We were told that there had been no staff training at Ford during the year immediately preceding our visit due to staffing problems. The new Prison Service diversity training, which would include race relations training, was expected to meet this need. However, this training had been expected to start four months previously but had not yet been put in place. In the meantime, race relations training was on hold.

Further recommendation 2.107 Diversity training at Ford should be initiated as soon as possible.

2.108 Monitoring of prisoners’ access to leisure facilities should be arranged. (4.84) Not achieved. As at paragraph 2.64, we found greater awareness of the need for regime monitoring during this inspection and appropriate monitoring and analysis was in place. However, there had been problems with monitoring of the gym while physical education instructors had been on sick leave. We found no evidence that monitoring of use of the gym was taking place. We repeat the recommendation.

2.109 The RRLO should be allowed four hours a week facility time and conduct a weekly evening surgery and provide a weekly contribution to the prisoners’ Induction programme. (4.85) Partially achieved. The RRLO was now allowed eight hours a week facility time. An evening surgery was not considered necessary, as there was good contact and awareness of the role of the RRL team. We observed many instances where men were able to raise concerns with members of the RRL team and, in these circumstances, believe this informal system to be preferable and more discreet than formal evening surgeries.

Good practice 2.110 The RRL team members were outstanding in their tact and discretion. We heard this from many ethnic minority prisoners at Ford and observed the RRL team’s excellent interaction with many of these men. This was in spite of considerable difficulties and staff changes within the team.

2.111 A selection of current newspapers from the ethnic minority press should be offered in the Library. (4.88) Achieved. The Library was open for one hour during the middle of the day and during evenings and weekends. The Librarian had obtained many newspapers from the ethnic minority press and was praised for this by prisoners and staff alike.

Suicide prevention 2.112 Listeners should be allowed to contribute to staff training particularly to describe the role of Listeners. (4.96)

Not achieved. There had been resistance from staff, particularly the Prison Officers’ Association, to this recommendation. Rather than seeing Listeners as a positive source of information, we found that some officers objected to the idea of prisoners having any input in staff training. Many other officers told us how much they regretted this attitude when the subject was so important. We repeat the recommendation.

2.113 Consideration should be given to providing a ‘crisis suite’ to allow overnight counselling by Listeners and to provide a private area for prisoners. (4.97) Not achieved. The Senior Management Team had rejected this recommendation on the basis that all Listeners had single rooms and freedom of movement day and night if required. We felt it was inappropriate for a Listener to carry out this important and stressful role in his own room, which should be a place of calm and privacy.

2.114 However, we were also told that, despite the recommendation being rejected, a location for a ‘Tranquillity Suite’ had been identified and agreed. It had apparently been awaiting preparation by the works department and this had not been achieved in the 18 months since our last inspection.

2.115 The reality was that every nook, cranny and cupboard was being used to meet the accommodation demands of increased numbers throughout the Prison Service. Within one hour of our visit, the location identified for this ‘Tranquillity Suite’ changed from a waiting room for the Health Care Centre to a cramped room with seven iron beds set two feet apart. Not only was this totally inappropriate for adult men, it also demonstrated that the concept of a ‘Tranquillity Suite’ was very far down the list of priorities. We repeat the recommendation.

Complaints procedures 2.116 Staff or representative prisoners should be available to explain grievance procedures to prisoners. (4.100) We attended an excellent consultative and multidisciplinary committee meeting. Chaired when possible by the Governor, it was clear that these meetings were

attended by a sensible cross-section of prisoners who felt able to raise grievances and problems for themselves and on behalf of other prisoners.

2.117 The prisoners on this committee were also responsible for explaining grievance procedures to prisoners arriving at Ford. This was particularly relevant given the increasing numbers of prisoners arriving at Ford after spending just a few days at local prisons. As a result, they had often received no Induction at their first prison, making the role of prisoners on the consultative committee – the Inmate Liaison Committee – important and relevant.

Good practice 2.118 Although the Personal Officer scheme did not appear to be working, officers were available and the Wing Centres were staffed permanently. Generally, therefore, officers were very accessible, which meant that men could informally make Request and Complaints.

2.119 The Request and Complaints clerk should ensure that prisoners receive completed Request and Complaint forms or interim replies. (4.104) Partially achieved. It was disappointing to note that interim replies were not always given. At the same time, replies from Governors were inconsistent: some were hand- written and others were typed. The illegibility of some signatures and lack of title meant that it was not always clear who had sent the reply. We understood that this was because some Governors had clerical help and others did not. Quite correctly, those Governors without this help preferred to reply to prisoners as soon as possible, even if this meant writing the answer by hand.

Further recommendation 2.120 Clerical help should be available to ensure that prisoners have typed replies from all Governors.

2.121 Confidential BOV application boxes should be available throughout the establishment. (4.105)

Not achieved. This recommendation had been rejected on the grounds that prisoners were able to gain confidential access to the Board of Visitors (BOV) via officers. Under the current system, BOV members were unable to assess how many applications actually reached them. Even though all the applications may have got through, prisoners were not sure that this was always the case. BOV members at Ford were hard working and much in evidence. We believe that, to maintain credibility, it is important that prisoners see their applications going directly to BOV members without having to give reasons for them. We repeat the recommendation.

2.122 The reasons for each withdrawn Request and Complaint should be investigated to ensure that prisoners have not been discouraged from making complaints. (4.105) Not achieved. We were not confident that prisoners were encouraged to make legitimate complaints. We were told by prisoners, both individually and in groups, that they were often discouraged from following through the Request and Complaints procedure.

2.123 We found that reasons for withdrawal of Request and Complaints were not always stated. When reasons were recorded, they were vague and did not indicate whether the prisoner had genuinely wanted to withdraw his Request and Complaint form.

2.124 The new Request and Complaints system was due to be established at Ford within five months of our visit. This will solve many of the problems, although we also believe that the hard working BOV team will continue to ensure that proper attention is given to all grievance procedures.

Good practice 2.125 During our visit, the new Request and Complaints system arrived on a CD- ROM ready for its eventual installation. The information was also in Dutch, French, German, Italian, Spanish, Portuguese, Welsh, Greek, Turkish, Polish, Russian, Punjabi, Bengali, Gujerati, Hindi, Urdu, Vietnamese, Chinese, Tamil and Arabic.

This was an excellent example of a system, appropriately translated, being made available on a national and consistent basis to prisons at a local level.

Incentives and earned privileges 2.126 When transferring to Ford prisoners should retain the privilege level they attained in their last establishment. (5.02) Partially achieved. All prisoners transferred into Ford were allocated standard level, regardless of which level they had achieved at the sending prison. Records showed that it then took between one and three weeks before such previous attainments could be confirmed and, where relevant, a prisoner restored to enhanced status. Given that new arrivals were housed in the most unsatisfactory conditions, it was entirely unacceptable that previously achieving prisoners were disadvantaged in this way. Such practice was contrary to the principles of progressive transfer. In many cases, we found that the onus to provide proof of previous status was on the individual prisoner. The Action Plan gave a misleading impression of the position.

Further recommendation 2.127 The sending prison should ensure that appropriate documentary evidence of IEP status is despatched to the receiving prison as a matter of standard practice in all cases.

2.128 The minimum periods that prisoners must serve before progressing between incentive levels should be reduced. (5.03) Achieved. A recent review determined that, with effect from 20 May 2002, the minimum period would reduce from 10 to eight weeks. The minimum period required to progress to super-enhanced level had reduced from 13 to 12 weeks.

2.129 Prisoners’ status within the IEPS should reflect their behaviour and not their closeness to release. (5.05) Achieved. Progression was now entirely based on merit.

Health care 2.130 Consideration should be given to introducing an appointment system. (6.03)

Partially achieved. This had been considered as part of the Health Care Centre needs assessment and we were told that improvements had been made. Despite this, we observed very long queues to see health care staff.

2.131 As the waiting room had been turned into inappropriate and cramped accommodation for seven men, the problems of men waiting and queuing were intensified. Men had to stand in a queue, often for more than 45 minutes, in the very narrow corridor that now served as an inappropriate waiting area. During one morning of our inspection, we counted 36 men in the queue. The system of waiting and queuing in such cramped conditions did not demonstrate respect. We repeat the recommendation.

Further recommendation 2.132 An appropriate waiting room should be provided with relevant medical information displayed on walls and available for men to take away if required.

2.133 The clinical activity of the Health Care Centre should be reviewed in line with the identified health needs of the prison population. (6.08) Partially achieved. The West Sussex Health Authority had carried out a needs assessment. They had been working with a team from Cambridge University for a year and had produced a Health Improvement Plan to link NHS and prison nursing staff. At the time of our inspection, the possibility of the local surgery taking over health care services was being discussed.

Good practice 2.134 Since our last inspection, we found that Well Men clinics had been established as part of the Reception procedure for all men arriving at Ford. This demonstrated respect for men at Ford and prisoners told us how much they appreciated the service.

2.135 The Department of Sexual Health (DOSH) had also changed its procedures and now went to Ford every fortnight to treat HIV, hepatitis and sexually transmitted diseases. Pre- and post-test counselling was also available through the DOSH.

2.136 Medical problems such as asthma and diabetes were picked up by the doctor during the Reception process and referred to the local appropriate outside agency.

2.137 The need for an audit of nursing activity and the resultant clerical support should be considered as soon as possible. (6.09) Achieved. This had been carried out as part of the Health Care Centre needs assessment. A clerical assistant had been employed for the six weeks before and during our visit, usually for between one and three hours a week. The post was part of a job share with two other departments. The clerical assistant was able to organise the majority of outside hospital appointments, freeing nurses to carry out the Well Man screening and other medical procedures.

2.138 A separate room in the Health Care Centre should be identified for medical and nursing consultations to be carried out in privacy and with dignity. (6.10) Not achieved. This was considered and investigated by the Medical Officer. A separate room, which we were shown, had been identified. We agreed with the health care manager that it was too small and impractical for medical and nursing examinations and consultations. Once an examination couch was in place, there would be no room for prisoners’ medical records. We repeat the recommendation.

2.139 A training needs analysis should be conducted in conjunction with the Practice Nurse Specialist in the GP practice providing health care and consideration given to providing training for those bank nurses who were employed on a regular basis. (6.13) Bank nurses were no longer available. Agency nurses were assisting the full-time staff when needed. The full-time nurses had clinical supervision from the Practice Nurse at the local surgery and she was able to identify any training needs.

2.140 Consideration should be given to whether there would be benefits from the doctor attending senior management meetings. (6.15) This had been considered but proved impractical, as the prison would have to pay the cost of a locum while the doctor attended these meetings. The doctor did attend

meetings on an ad hoc basis if he or the Governor felt they needed to bring any particular matters to each other’s or the Senior Management Team’s notice.

2.141 An analysis of the health care needs of the prisoners being sent to Ford should be conducted to take account of the changing population of the prison. (6.17) Achieved. This had been carried out as part of the health care needs assessment at Ford. However, at the time of our inspection, it was clear that the population was changing again with the marked increase in the national prison population. This was affecting the type, age and number of men arriving at Ford.

2.142 Consideration should be given to conducting an audit of the use of opiate- based medication. (6.18) Achieved. The Medical Officer had completed an audit and, as a result, relevant changes had been made to prescribing procedures.

2.143 The system for self-certification and attendance at the Health Care Centre should be audited to demonstrate its effectiveness. (6.19) Achieved. This system was audited and self-certification stopped. This resulted in a far higher number of prisoners attending the Health Care Centre to obtain certification. Health care staff believed that the reinstatement of self-certification in line with outside procedures would reduce the high number of men needing appointments.

Further recommendation 2.144 The self-certification policy should be reconsidered.

Pharmacy 2.145 All keys to the treatment room/pharmacy should be accounted for and controlled. (6.25) Partially achieved. The Security Manager had reviewed the system for controlling keys. Specific key bunches had been created and non-allocated sets were now signed for. However, we found that the night orderly officer would still be able to take the

keys from the safe. Various systems, such as sealed packets, had been considered but the current system had proved the more practical.

Further recommendation 2.146 The system of key control for the treatment/pharmacy room should be reviewed at regular intervals.

2.147 A maximum/minimum thermometer should be obtained and the range of temperatures should be monitored and recorded on a daily basis. (6.26) Achieved. A maximum/minimum thermometer had been obtained. This was in the fridge and temperatures were monitored and recorded on a daily basis.

2.148 Stock should be rotated properly and date checked regularly to remove date expired stock. (6.32) Achieved. The health care manager regularly checked and rotated stock.

2.149 Proper usage of the ‘In Possession’ and ‘Not In Possession’ sections of the prescription chart should be adhered to. (6.37) Achieved. There had been practical problems with filling in the prescription charts clearly. A Local Policy Statement summarising local procedures had now been issued and all staff were clear about the proper procedures for completion of both the ‘In Possession’ and ‘Not in Possession’ sections of prescription charts.

2.150 Alternative arrangements should be made to avoid secondary dispensing. (6.38) Achieved. However, health care staff had been unable to find any way to avoid the problem of prescribing all drugs needed for 10 days or those needed on a daily basis. The Prison Service had a national working party looking at out of hours dispensing. A written instruction leaflet was now given with part-prescriptions.

Further recommendation 2.151 Dispensing arrangements should be reviewed by the supervising pharmacist.

2.152 Steps should be taken to provide access to remedies for headaches and indigestion out of hours including recording and monitoring of such supplies on prisoners’ medication record charts. (6.43) Not achieved. The Medical Officer had reviewed this and the Health Care Centre manager had considered various ways to allow access to these supplies out of hours. Vending machines was one option, as was the possibility of the night orderly officer carrying stock. If this procedure was put into place, prisoners would need to sign a compact to say that they had taken the medication of their own volition and that they had no allergies. As in the outside community, the concerns of any institution or organisation issuing these supplies are complex. At the time of our visit, clarification was awaited from Prison Service Headquarters to solve this national problem for those prisons without medical cover at night.

Dental care 2.153 The medical emergency procedures together with emergency drug kit should be reviewed. (6.48) Achieved. A multidisciplinary drug and therapeutic committee had been set up to consider these procedures on a regular basis. The committee met at least twice a year and these meetings were minuted.

2.154 A mercury spillage kit and tray should be provided. (6.49) Achieved. These had been purchased and were in use.

2.155 Consideration should be given to the provision of personal alarms for the surgery staff. (6.51) This recommendation had been rejected by the establishment on the basis that it was deemed unnecessary given the security category of the prison. However, a general alarm was now in place. This did not ring when we tested it, although the problem was corrected while we were there.

2.156 In summary, the health care manager at Ford worked very hard at managing all aspects of health care and co-ordinating all the various outside specialists. All the

procedures and health care services were struggling to cope with the extra numbers of prisoners and no additional resources.

Education 2.157 The planned new full time appointment should be implemented at the earliest possible opportunity. (7.03) Achieved.

2.158 The General Purpose Fund should not be used to supply equipment that the prison is itself funded to supply. (7.07) The General Purpose Fund no longer exists.

2.159 The availability of teaching aids should be reviewed with a view to making more appropriate provision. (7.08) Not achieved. The Action Plan stated that the establishment did not have the appropriate funding. Resources should be available for educational purposes from the prison budget. We repeat the recommendation.

2.160 The Education orderlies should not mark the test results of initial assessments. (7.13) Achieved.

Farm 2.161 Consideration should be given to eliminating unnecessary interruptions during working hours and creating a more realistic working atmosphere. (7.32) Not achieved. Although this had been considered, there was no obvious change apart from the fact that the farm party numbers had virtually doubled (from 55 to 105) since the last report and, as a result, the manager found it easier to cover absences. Individual prisoners were still not experiencing a ‘normal’ uninterrupted working day. The various demands or opportunities offered by the regime made this an unavoidable fact of life if prisoners working on the farm were to benefit from, for example, half- time education or prisoner programmes.

2.162 Consideration should be given to increasing the number of prisoners obtaining NVQs as this would increase their chances of getting work after release. (7.33) Not achieved. We were told that the primary considerations were: · Production to meet revenue targets · Grounds maintenance across a substantial estate

2.163 It appeared that qualifying courses and certificated training took second place. Since October 2001 to the time of this inspection, a total of 16 prisoners had embarked on some form of recognised job training but we were also told that the introduction of half-time education disqualified any affected farm workers from NVQ work as there were not enough hours available. We were told that the disbanding of the Purposeful Activity Expansion Scheme (PAES) group would mean that employment training would be considered in greater detail by the Regime Review Committee.

Further recommendation 2.164 Employment and Skills Training should be available to an increased number of prisoners and monitored by the Head of Resettlement.

2.165 The purpose and priorities of this prison farm should be clearly established and more closely associated with the outcome for prisoners. (7.37) Achieved. Prison Service Enterprise Services had carried out an appraisal. This had yet to be progressed by the Head of Regimes.

Further recommendation 2.166 Farm management at all levels should be mindful of the need to generate relevant outcomes that support the resettlement of prisoners.

2.167 Realistic targets for the income that the farm can generate from outside sales should be agreed and full support given by senior management. (7.37) Achieved. However, there appeared some debate about what constituted ‘realistic’ in this context. This must remain a matter for prison management, bearing in mind the

recommendations we make about the prison’s overall responsibility to provide quality outcomes that enhance the reintegration and resettlement of prisoners.

2.168 A capital sum should be agreed on an annual basis to cover the cost of regular machinery replacement. (7.37) Achieved.

Employment and training for prisoners 2.169 The range of vocational qualifications should be extended. (7.45) Partially achieved. We were told that local disruption in Industrial Management had delayed progress in some areas and that only limited developments had taken place under the now abandoned PAES group. There had been some difficulties in achieving realistic work places or site experience in, for example, the building trades. We repeat the recommendation.

Other information 2.170 We visited the Job Club, which was provided by a private contractor and supported by the Employment Service. This was effectively a one-woman operation, delivered with a combination of energy, commitment and personal enthusiasm in very cramped conditions in one of the residential units. The outcomes were impressive. The range of external contacts was wide and we saw statistics to show that 50% of prisoners discharged from Ford went immediately into paid employment. We observed a group discussion in progress, which covered a wide range of important topics including the challenging issue of disclosure of convictions. We were pleased to hear that the Job Club leader had been included on the Resettlement Policy Committee and that she was accountable to the Head of Resettlement for the operational outcomes of the Job Club. We suspect that the outcomes of this initiative represented very good value for a relatively small cost.

Good practice 2.171 Documents that explained Prison Service regulations in readable, convenient booklets for both prisoners and external employers had been produced.

Vocational training provisions 2.172 The education department should consider redesigning the appraisal documentation in order that a full description of how trainees had achieved the appropriate level of occupational competence is written. (7.51) Achieved.

2.173 The education department should review arrangements for internal verification. (7.52) Achieved. The awarding body had changed since the last inspection.

2.174 There should be a formal link between education and training with one co- ordinator of the NVQ provision across the prison. (7.57) Achieved.

2.175 A link with the education department should be developed to alleviate problems caused by Instructor absences. (7.58) No such link could be achieved practically as the education department was working to a specific contract.

2.176 Protective equipment provided for trainees should include wet-weather clothing and/or additional changes of clothing for those working outside. (7.60) Achieved.

2.177 Trainee numbers should be increased to compensate for trainee absences and to reduce waiting lists, although additional tool kits would need to be provided. (7.62) Not achieved. Since the selection of trainees was dependent on a set of agreed criteria including length of sentence and aptitude, it was not possible to operate a general waiting list or to allow for the interchange of trainees.

2.178 The prison should develop a clear policy on the future of training. (7.64)

Not achieved. A review of all the prison regimes, including education, was underway. A bid had recently been made for European Social Fund monies that, if granted, would increase both the training and educational opportunities.

Community activities 2.179 Prisoners should attend selection boards for community work. (7.68) The Governor rejected this. However, we were satisfied that individual prisoners were properly served by sentence planning and other arrangements that provided appropriate risk assessment and prisoner involvement. The Community Service scheme (CommServe) was impressive and, at the time of this inspection, some 50 men were involved in community work with a further 18 engaged in paid work.

Good practice 2.180 We particularly commend the practice of holding an annual meeting and briefing for all external employment providers. This is an example of excellence that supports and promotes community involvement and employment training for prisoners. It is also a practical expression of good public relations for the wider Prison Service.

Physical education 2.181 PE at Ford should be reviewed with a view to enhancing its role for the benefit of prisoners in preparation for release. (7.86) Not achieved. Due to a range of local circumstances, including the long-term sickness of a PEI, this had not been progressed and no thorough review had been undertaken. At the time of this inspection, the physical education department had enjoyed the benefits of an enthusiastic PEI on detached duty who had started to develop some certificated Weight Lifting and Leadership Courses. The sports facilities were very limited and amounted to two weight lifting rooms, a cricket pitch and a poor quality, dangerous tarmac area. There was considerable potential to link physical education to the wider Resettlement agenda.

Further recommendation 2.182 A sports hall should be provided and an all weather surface should replace the existing tarmac area.

Mail 2.183 In-coming post should be issued at least twice daily. (7.90) Not achieved. There were many practical reasons for this. Shift patterns for Officer Support Grades had been reviewed and it had been hoped that re-profiling would make this possible. However, the sharp increase in numbers at the time of our inspection made this unlikely. As many prisoners had not received post twice a day when in the outside community, they did not appear to find this a problem.

2.184 Prisoners’ postal arrangements should be improved. (7.93) Achieved. Postal arrangements had been improved and we found no evidence, either from the Request and Complaints forms or from talking to prisoners, that any problems remained.

2.185 Telephone charges should be clarified. (7.97) Achieved. A Notice to Prisoners had been issued. This recommendation related to the frustrations that all prisoners across the country experience with the high cost of making telephone calls from prison telephones.

Further recommendation to the Director General 2.186 Clarification about the comparative costs of telephone charges should be given to prisoners.

2.187 Public expense telephone call arrangements should be revised; in-coming telephone calls for appropriate prisoners should be considered. (7.102) The establishment had rejected this recommendation on the basis that the existing system provided prisoners with opportunities to use the telephones. In cases of emergency or compassionate need, we were told that staff could allow prisoners to make calls from office telephones. We found that this had happened on numerous occasions when required.

Visits 2.188 Consideration should be given to arranging transport, at least during popular visiting hours. (7.104) The establishment had rejected this recommendation on the basis that visitors can apply for assistance and posters displaying information about the Assistance for Prison Visits scheme were displayed in the Visits area. We were told that Ford was well serviced by local stations and taxi services. We found this was the case, with one station located half a mile away and another two miles away.

2.189 The requirement that prisoners should be collected by their visitors for town visits should be reconsidered. (7.116) The establishment had rejected this recommendation on the basis that it was not consistent with Prison Service Policy.

2.190 Strip searches should be authorised only in circumstances where security intelligence reliably indicates a significant possibility of involvement in trafficking through visits. (7.121) The establishment had rejected this recommendation on the basis that searching was a component of their Key Performance Targets, as agreed with the Area Manager. We believe that strip searching without adequate evidence of a threat to security is improper. We repeat the recommendation.

Further recommendation to the Director General 2.191 The Prison Service should provide sufficient clarification of strip searching policy to ensure consistency of practice across the estate.

Religious activities 2.192 A LIDS terminal should be installed in the Chaplaincy. (7.128) Achieved.

2.193 The Chaplaincy should contribute towards sentence planning and temporary release applications. (7.130)

Not achieved. The Chaplain contributed only to reviews concerning prisoners serving life sentences. The Action Plan stated that sentence planning and temporary release forms would be forwarded to the Chaplain for her input. It also stated that the Chaplain would be included in sentence planning from January 2002. The establishment should review this. We repeat the recommendation.

2.194 A protocol should be devised so that Chaplains are informed when prisoners are given news of a serious nature. (7.131) Not achieved. The Action Plan stated that such a protocol would be effective from January 2002. We repeat the recommendation.

2.195 Arrangements should be in place to monitor and evaluate the work of counsellors. (7.133) Not achieved. Informal comment and information volunteered by prisoners was used to evaluate the counselling service. There were no formal systems in place to monitor the quality of service provision. We repeat the recommendation.

2.196 There should be a forum where managers in the activities group can meet regularly. (7.134) Achieved.

Provisions for life and long-sentenced prisoners 2.197 A Lifer group should be developed. (8.02) Achieved.

2.198 The paid working out scheme should be extended to allow for participation by more life sentenced prisoners. (8.04) Achieved. Fifty spaces were available for paid work in the community. In the event of limited vacancies, life sentenced prisoners had priority. At the time of this inspection, there were 32 vacancies.

2.199 The establishment should consider reinstating the provision of unescorted familiarisation days for appropriate prisoners. (8.07)

This was considered by the establishment with the result that all newly arrived lifers undertook familiarisation days with their Personal Officers. Those prisoners to whom we spoke found this arrangement entirely satisfactory. Those on determinate sentences were allowed town visits subject to normal criteria. Ford still allowed town visits to lifers but we were told that this was currently subject to national review along with Temporary Release provisions.

Release on temporary licence (ROTL) 2.200 Prisoners should have a written pre-familiarisation day plan, identifying their specific training needs for the day prior to release. (8.11) Not achieved. A detailed plan for each and every familiarisation day was considered impractical. Prisoners currently operate within a compact and this was working satisfactorily.

Home detention curfew (HDC) 2.201 Senior managers should discuss with their Area Office and Population Management Unit in Prison Service Headquarters a strategy to avoid inappropriate late transfers. (8.16) Achieved. Although managers had taken all possible steps to deal with this matter, late transfers were still occurring. This situation resulted in disproportionately heavy demands on local staff to the detriment of other duties, and avoidable stress and anxiety to prisoners and their families.

Further recommendation to the Director General 2.202 The Prison Service should issue a directive to end the unprofessional and disruptive practice of transferring those prisoners who are imminently eligible for early release under home detention curfew.

Good practice 2.203 A seconded Probation Officer acted as home detention curfew (HDC) manager and held regular surgeries to increase prisoner access to HDC information and progress reports. Some 65% of all HDC applications were successful.

Sentence planning 2.204 The Senior Officer should not chair sentence planning boards. (8.18) Achieved. These boards were now chaired by the Head of Resettlement or one of his two appointed deputies.

2.205 Sentence planning management should investigate offending behaviour targets. (8.21) Achieved. These were monitored by the seconded Senior Probation Officer.

Prisoner programmes 2.206 The suitability of alternative accredited programmes should be examined. (8.26) Achieved. While the education department provided a course in ‘Assertiveness and Decision Making’, this was not accredited. However, the Enhanced Thinking Skills Booster course had been piloted elsewhere and Ford was poised to deliver this once approval had been given.

Other information 2.207 In the past year, the ETS delivery team had achieved a 100% rating in the quality audit and the Key Performance Indicators target of 32 completions was exceeded. This was a creditable performance against a background of serious understaffing in the psychology department. No expansion of programmes could realistically be contemplated without a significant increase in appropriate staff. The seconded Probation Officer Tutor, who had a range of other required duties, was also seriously overworked. We were told that the ETS course scheduled for June 2002 had been cancelled due to the non-availability of officer tutors. This had become a familiar pattern, which, from our observation, caused stress, anxiety and loss of satisfaction to a group of staff who, by definition, were amongst the more creative in the prison workforce.

Further recommendation 2.208 Given the clear under-resourcing in psychology and probation, there should be a review of staffing in both departments in order to support proposed developments in both programmes and resettlement.

Personal Officer scheme 2.209 Individual Personal Officers should not have more than 10 prisoners each on their caseload. (8.27) Not achieved. The establishment rejected the recommendation because staffing levels could not support such an arrangement. We did not find a structured Personal Officer scheme in operation and none of the prisoners asked could name their key officer. However, we were aware that many staff did assist individual prisoners.

Further recommendation 2.210 We believe that a well-organised and supported Personal Officer scheme is of great benefit to prisoners and recommend that the prison develops this.

2.211 Personal Officers should have a much bigger input into prisoners' Sentence Plans including setting objectives and should be given facility time to complete them. (8.29) Not achieved. We were told that the sentence planning and parole clerks automatically sent a contribution form to the Senior Officer who then allocated this to an individual officer. We understood that there was no set expectation about how quickly an officer should make entries in a prisoner’s file. However, officers were encouraged to record their ‘observations’, both ‘good and bad’. We looked at a number of unit files, the majority of which showed entries of poor quality with little evidence to show any depth of understanding or empathy and little identification of prisoners’ needs or aspirations.

Further recommendation 2.212 Senior managers should monitor the Personal Officer scheme in order to satisfy themselves that it benefits those it is designed to assist.

2.213 Personal Officers should attend boards concerning their prisoners where possible. (8.30) Partially achieved. Officers found it difficult to attend boards routinely because of their shift patterns of work. We were told that attendance could be organised at ETS or Lifer Reviews if adequate notice was given. We repeat the recommendation.

2.214 All Personal Officers should receive Personal Officer training. (8.32) Not achieved. Although the Action Plan stated that this was expected as part of the establishment’s core training starting in January 2002, no such training was offered in the prison’s Training Plan for 2002-03. If such a scheme is to be fully integrated into the establishment we believe that training is a priority. We repeat the recommendation.

Probation and throughcare 2.215 The probation department should not have a system of giving access to prisoners which is solely reliant on another procedure (applications) when it has little confidence in its effectiveness. (8.38) Achieved. The probation department had an effective link with wing Senior Officers that ensured the appropriate processing of applications. All new arrivals were seen individually by probation staff who explained access to their services.

2.216 Consideration should be given to providing a surgery each day for prisoners. (8.38) Achieved. Two sentence planning surgeries and two HDC surgeries were provided each week.

2.217 The Senior Probation Officer should be used for deputising for the Head of Throughcare in his absence. (8.39) Achieved.

Catering 2.218 All prisoners working in the kitchen should receive health and hygiene training. (9.01) Not inspected.

2.219 Food temperatures should be taken to ensure that food temperatures are maintained at the correct temperatures throughout its serving. (9.05) Not inspected.

2.220 More attention needs to be paid to the views of minority prisoners. (9.08) Not inspected.

Prison shop (Canteen) 2.221 Prisoners should be given the opportunity to decide/revise the product range offered in the Prison Shop through regular surveys or through the development of Canteen and Catering committees. (9.13) Achieved. A multidisciplinary Inmate Liaison Committee had been set up. We attended one of their meetings, at which both the Manager responsible for the Prison Shop contract and the Contract Manager were present. These meetings allowed them to take suggestions from prisoners and we noted various items that had been included in the Prison Shop lists as a direct result.

Maintenance of the establishment 2.222 The Engineering Workshop should be re-roofed as a matter of some urgency. (9.19) Not inspected.

2.223 Cleaning should be improved to a uniformly good level and consideration given to starting a VTC Industrial Cleaning course. (9.24) Not inspected.

2.224 Painting and decorating should be speeded up. (9.25) Not inspected.

2.225 Simple heated clothes drying facilities should be provided in each building for both prisoners and staff. (9.29) Not inspected.

2.226 Small Repair reporting should be improved. (9.31) Not inspected.

Fire precautions 2.227 Fire Officer facility time must be sufficient to carry out the duties effectively. (9.33) Not inspected.

2.228 Fire Awareness training as required by statute should be carried out. (9.34) Not inspected.

2.229 There should be at least one joint exercise with the brigade each year. (9.35) Not inspected.

2.230 The Fire Officer should produce a short written appraisal of all evacuation exercises for the prison management. (9.37) Not inspected.

2.231 Facilities for disabled persons should be identified. Arrangements should be made to help disabled persons in an emergency. (9.38) Not inspected.

2.232 Management systems should be established to ensure that testing is carried out according to legislation. (9.39) Not inspected.

Health and safety 2.233 Safety Audits should be completed to programme. (9.44) Not inspected.

2.234 The management of prisoner training records should be improved. (9.45) Not inspected.

2.235 The prison should relax the conditions for employers and establish its own management system for supervision of prisoners working outside the prison. (9.46) Not inspected.

2.236 The Catering Officer should have clear, written advice from the Medical Officer certifying prisoners’ fitness to work in food preparation and service. (9.47) Not inspected.

2.237 Ear defenders should always be used when using angle grinders. (9.51) Not inspected.

2.238 All hazardous substances should be secured in a locked cupboard. (9.53) Not inspected.

CHAPTER THREE SUMMARY OF RECOMMENDATIONS

To the Director General 3.01 Ford’s role as a resettlement prison should be fully exploited by the transfer in of more prisoners from closed establishments whose needs could be addressed in open conditions, with the facilities that Ford can offer. (1.27)

3.02 The Prison Service should monitor the levels of HDC release among foreign nationals and analyse reasons for refusal. (2.06)

3.03 Targeted interventions to address alcohol problems should be established as quickly as possible by the Prison Service. (2.11)

3.04 Standard Prison Service information should be translated into relevant languages at national level. (2.105)

3.05 Clarification about the comparative costs of telephone charges should be given to prisoners. (2.186)

3.06 The Prison Service should provide sufficient clarification of strip searching policy to ensure consistency of practice across the estate. (2.191)

3.07 The Prison Service should issue a directive to end the unprofessional and disruptive practice of transferring those prisoners who are imminently eligible for early release under home detention curfew. (2.202)

To the Area Manager 3.08 The standard of residential accommodation should be urgently improved to provide decent living conditions for all prisoners. (1.26)

3.09 The prison should be able to offer offending behaviour programmes, purposeful activity and work-related skills and qualifications to meet the resettlement needs of its prisoners. (1.28)

3.10 All enhanced prisoners should be provided with in-cell televisions. (2.15)

To the Governor 3.11 The work of the good Race Relations Officer and team needs to be supported by more staff time and training and by action to deal with racial and other forms of bullying. (1.29)

3.12 Prisoners should be provided with the means to store their personal belongings safely and appropriate individual accommodation should be made available. (2.21)

3.13 Information on Race Relations, Anti-Bullying and Substance Abuse in a range of required languages should be made a core part of the Induction programme using the written word and other media. (2.25)

3.14 Different types of fire extinguisher should be clearly marked to indicate the difference between their contents and uses. (2.28)

3.15 We repeat the recommendation that Offending Behaviour programmes should be included in Induction. (2.30)

3.16 Local information should be available in a wide range of languages. (2.31)

3.17 The compact should be explained by a member of staff, who should ask the prisoner to sign it once explained. (2.33)

3.18 Prison staff should guard against over-reliance on the Induction orderly. (2.34)

3.19 Staff detailed to the Legal Aid office should not routinely be re-deployed elsewhere in the establishment because of staff shortages in those areas. (2.35)

3.20 The Prison Service should ensure that appropriate refresher courses are available to Legal Services Officers. (2.37)

3.21 Entries made in Legal Aid files should be copied on to history sheets kept in wing files. (2.38)

3.22 We recommend that the establishment meet again with the council to discuss opportunities for safer use of this stretch of road. (2.41)

3.23 Identical rooms in B Wing huts should only be used for single occupancy. (2.42)

3.24 Prisoners should be given suitable, safe and decent single accommodation appropriate to their identified needs. (2.44)

3.25 Window curtains should be provided in the dormitories. (2.45)

3.26 The offensive displays policy should be properly enforced. (2.46)

3.27 Overnight radio noise pollution should be monitored and dealt with accordingly. (2.47)

3.28 Individual mini-kettles should be provided in each prisoner’s room. (2.48)

3.29 Staff supervision of the eight and 16-bedded dormitories should be improved. (2.49)

3.30 The establishment should carry out a population needs analysis and local information handouts should be available in all languages to meet the prisoner population profile. (2.50)

3.31 The personal laundry facility should be introduced. (2.54)

3.32 Accommodation, particularly on B Wing, should be re-designed appropriately. (2.69)

3.33 The establishment should develop a strategy in which both prisoners and staff have confidence. All investigations should be fully recorded, rigorously investigated and discussed at Anti-Bullying Team meetings. (2.72)

3.34 The establishment should monitor, evaluate and review its delivery of race relations, anti-bullying, equal opportunity and diversity training to both staff and prisoners. (2.74)

3.35 Clear protocols for working across different departments should be developed as soon as possible. (2.77)

3.36 Drug strategy training should be given to all those staff who have contact with prisoners. (2.79)

3.37 The Strategy should also address the needs of short-term prisoners (those serving less than 12 months). (2.80)

3.38 A strategy should be developed in relation to alcohol use. (2.83)

3.39 The CARAT function should be integrated into sentence planning and throughcare more coherently. (2.86)

3.40 The physical education (PE) department should be properly integrated into the Drug Reduction Strategy. (2.87)

3.41 The health care service should be an important part of the multidisciplinary CARAT process and is essential in ensuring fast track referrals to CARATs. (2.88)

3.42 A foreign nationals liaison officer should be appointed. (2.94)

3.43 Privileges for foreign nationals need to be clarified and included in the Induction process. (2.97)

3.44 The provision of phone cards to foreign nationals needs to be clarified urgently and a clear system put in place. (2.99)

3.45 The system allowing foreign nationals to have airmail letters should be included in Induction information. (2.101)

3.46 Diversity training at Ford should be initiated as soon as possible. (2.107)

3.47 Monitoring of prisoners’ access to leisure facilities should be arranged. (2.108)

3.48 Listeners should be allowed to contribute to staff training particularly to describe the role of Listeners. (2.112)

3.49 Consideration should be given to providing a ‘crisis suite’ to allow overnight counselling by Listeners and to provide a private area for prisoners. (2.113)

3.50 Clerical help should be available to ensure that prisoners have typed replies from all Governors. (2.120)

3.51 Confidential BOV application boxes should be available throughout the establishment. (2.121)

3.52 The sending prison should ensure that appropriate documentary evidence of IEP status is despatched to the receiving prison as a matter of standard practice in all cases. (2.127)

3.53 Consideration should be given to introducing an appointment system. (2.130)

3.54 An appropriate waiting room should be provided with relevant medical information displayed on walls and available for men to take away if required. (2.132)

3.55 A separate room in the Health Care Centre should be identified for medical and nursing consultations to be carried out in privacy and with dignity. (2.138)

3.56 The self-certification policy should be reconsidered. (2.144)

3.57 The system of key control for the treatment/pharmacy room should be reviewed at regular intervals. (2.146)

3.58 Dispensing arrangements should be reviewed by the supervising pharmacist. (2.151)

3.59 The availability of teaching aids should be reviewed with a view to making more appropriate provision. (2.159)

3.60 Employment and Skills Training should be available to an increased number of prisoners and monitored by the Head of Resettlement. (2.164)

3.61 Farm management at all levels should be mindful of the need to generate relevant outcomes that support the resettlement of prisoners. (2.166)

3.62 The range of vocational qualifications should be extended. (2.169)

3.63 A sports hall should be provided and an all weather surface should replace the existing tarmac area. (2.182)

3.64 Strip searches should be authorised only in circumstances where security intelligence reliably indicates a significant possibility of involvement in trafficking through visits. (2.190)

3.65 The Chaplaincy should contribute towards sentence planning and temporary release applications. (2.193)

3.66 A protocol should be devised so that Chaplains are informed when prisoners are given news of a serious nature. (2.194)

3.67 Arrangements should be in place to monitor and evaluate the work of counsellors. (2.195)

3.68 Given the clear under-resourcing in psychology and probation, there should be a review of staffing in both departments in order to support proposed developments in both programmes and resettlement. (2.208)

3.69 We believe that a well-organised and supported Personal Officer scheme is of great benefit to prisoners and recommend that the prison develops this. (2.210)

3.70 Senior managers should monitor the Personal Officer scheme in order to satisfy themselves that it benefits those it is designed to assist. (2.212)

3.71 Personal Officers should attend boards concerning their prisoners where possible. (2.213)

3.72 All Personal Officers should receive Personal Officer training. (2.214)

EXAMPLES OF GOOD PRACTICE

3.73 The RRL team members were outstanding in their tact and discretion. We heard this from many ethnic minority prisoners at Ford and observed the RRL team’s excellent interaction with many of these men. This was in spite of considerable difficulties and staff changes within the team. (2.110)

3.74 Although the Personal Officer scheme did not appear to be working, officers were available and the Wing Centres were staffed permanently. Generally, therefore, officers were very accessible, which meant that men could informally make Request and Complaints. (2.118)

3.75 During our visit, the new Request and Complaints system arrived on a CD- ROM ready for its eventual installation. The information was also in Dutch, French, German, Italian, Spanish, Portuguese, Welsh, Greek, Turkish, Polish, Russian, Punjabi, Bengali, Gujerati, Hindi, Urdu, Vietnamese, Chinese, Tamil and Arabic. This was an excellent example of a system, appropriately translated, being made available on a national and consistent basis to prisons at a local level. (2.125)

3.76 Since our last inspection, we found that Well Men clinics had been established as part of the Reception procedure for all men arriving at Ford. This demonstrated respect for men at Ford and prisoners told us how much they appreciated the service. (2.134)

3.77 Documents that explained Prison Service regulations in readable, convenient booklets for both prisoners and external employers had been produced. (2.171)

3.78 We particularly commend the practice of holding an annual meeting and briefing for all external employment providers. This is an example of excellence that supports and promotes community involvement and employment training for prisoners. It is also a practical expression of good public relations for the wider Prison Service. (2.180) 68

3.79 A seconded Probation Officer acted as home detention curfew (HDC) manager and held regular surgeries to increase prisoner access to HDC information and progress reports. Some 65% of all HDC applications were successful. (2.203)

APPENDIX I

HMP FORD INSPECTION TEAM

Peter Titley Team leader Joss Crosbie Inspector Marjorie Simonds-Gooding Inspector