Hm Prison Liverpool

REPORT ON

AN UNANNOUNCED INSPECTION

10 – 14 JUNE 2002

HM CHIEF INSPECTOR OF PRISONS

INTRODUCTION

Liverpool is one of the largest and oldest prisons in the country. Its largely Victorian buildings hold nearly 1500 prisoners. Like all local prisons, it suffers severely from the problems of overcrowding. Many single cells hold two prisoners with an unscreened toilet, and there is considerable difficulty in safely managing and assessing the large number of prisoners coming through reception every day.

Liverpool sees itself, and has been seen by the Prison Service, as the workhorse of the prison system in the north-west. It regularly takes overcrowding drafts from other prisons, often at some distance, and has no specific quota of allocations to training prisons. It has therefore been difficult for the prison to have a clear vision of its role, or a positive sense of purpose.

The prison has also suffered historically from poor industrial relations, which continued up to the time of our inspection. There had been an attempt to negotiate revised staffing levels and profiles, but this had been challenged by the Prison Officers’ Association (a challenge which failed shortly after our inspection). This gap between agreed work patterns and regime requirements was one through which prisoners’ needs fell.

At the time of the inspection, Liverpool was not delivering an acceptable regime, or standards of hygiene and cleanliness, for the prisoners in its care. The availability of showers, association and exercise was far below the average for other local prisons. Some prisoners were reduced to one shower and one change of clothing per week. Prisoners were out of their cells for an hour less a day than at our last inspection, and far less than prisoners in other local prisons would expect. Association was also limited, and liable to cancellation. We expect prisoners in local prisons to have association at least five times a week, and on average we find that this happens around a third of the time. In Liverpool, it happened only 1% of the time. Most prisoners had association on only one day during the week, and there was a 25% chance on one wing that even this would be cancelled. We describe this situation as ‘no better than regimes for prisoners who are being punished’.

The standard of cleanliness on the induction wing, where prisoners spent their first night in custody was unacceptable: we describe it as some of the worst accommodation we have seen, with cockroach infestation, broken windows and unclean toilet facilities. We found prisoners who lacked towels, razors, toothpaste, adequate mattresses or pillows. Standards of hygiene and cleanliness in the healthcare centre were also unacceptable.

Opportunities for work and education, which we had criticised in our 1999 report, were in fact fewer by 2002. Though the education provision was of good quality, only 18% of prisoners had access to it, and that only part-time, in spite of the prison’s own findings that 95% of them had literacy and numeracy levels below the employability level. There were education places for only 10 remand prisoners, and no work spaces for them. No national vocational qualifications were being offered in any workshop, and prisoners’ wages were well below the national average.

Resettlement work was still in its infancy, though it was something that the Governor and senior staff were keen to develop. There were a number of projects operating, but they did not reach the majority of prisoners, and relied on prisoners to know about and to apply for them. This was largely the result of the lack of personal officer and sentence planning work. Sentence planning was so far behind that it was accepted that many prisoners would leave Liverpool without a plan having been prepared. Use of release on temporary licence (ROTL) and home detention curfew (HDC) was the lowest we have seen: ROTL had been used only ten times in three years and only 18% of eligible prisoners were released on HDC, compared with 64% at Manchester.

We were assured that many of these problems would be overcome if and when the new staffing levels were agreed (as has since happened). We were dubious about this. The new plans did not seem to envisage dramatic changes in the regime. Nor were we convinced that staff, without very active management on the wings and from Governors, would readily move towards a more proactive and flexible approach.

Despite these severe criticisms, we did not find evidence of a negative culture at Liverpool nor evidence of overt disrespect between staff and prisoners. Indeed, we note a 'marked

improvement in culture' since our last inspection and record considerable evidence of camaraderie between staff and prisoners, many of whom had been in the prison several times before. Similarly, we do acknowledge that some improvements had been made since the past inspection, particularly in relation to suicide and self-harm procedures, and there were pockets of excellent work in the new resettlement unit, PE and education. There was also some very sound work with vulnerable prisoners. Many staff and managers expressed a desire to do more, and to move the prison on. What appeared to be lacking was sufficient vision and drive to make the most effective use of resources and to set clear positive objectives, even given the difficult circumstances of the prison.

Liverpool was a prison that was seriously underperforming in terms of providing a decent and positive environment for the many men who passed through it. We believe it urgently needs to acquire a new momentum. This has to come from both inside and outside the prison. The Prison Service needs to be clear about the role it wants Liverpool to perform, rather than simply using it as the overflow for the considerable overcrowding difficulties of other prisons. Staffing levels and profiles need to be agreed, and used to deliver a decent, respectful and consistent regime. Education and training urgently need to be increased, to meet the considerable identified needs of the prisoners, without which employment will remain a forlorn hope for many. And the prison’s emerging resettlement strategy has to ensure that there are effective sentence plans that meet the needs of all prisoners, over a quarter of whom, on its own analysis, leave without homes to go to.

This agenda is a hugely demanding one, particularly in the face of current and deteriorating overcrowding problems, which can only add further to the establishment's burdens. But it is an agenda that must be addressed, if the north of England’s largest local prison is to do more than simply contain and recycle its 1500 prisoners.

Anne Owers HM Chief Inspector of Prisons January 2003

CONTENTS

Paragraph Page

INTRODUCTION 3-5 PRE-AMBLE 7 FACT PAGE 8-9

1 HEALTHY PRISON SUMMARY 1.01 - 1.104 10-30

2. PROGRESS SINCE THE LAST INSPECTION 2.01 - 2.307 31-86

3. SUMMARY OF RECOMMENDATIONS 3.01 - 3.114 87-101

APPENDICES I Inspection team II Summary of Prisoner Questionnaires

PRE-AMBLE

Eight inspectors, John Podmore, Tish Laing-Morton, Fay Deadman, Ruth Whitehead, Guy Baulf, Pat Mosley, Paul Fenning and Eddie Killoran, carried out a full unannounced inspection of HMP Liverpool from 10 to 14 June 2002. The main purpose was to review progress on recommendations made following the last full inspection in January 1999. The team also monitored the treatment of prisoners using the model of the healthy prison introduced in the thematic review Suicide is everyone’s concern, published by the Inspectorate in1999. The inspection included meetings with prisoners and staff as well as discussions with the Governor. The main findings were discussed with the Governor at the end of the visit.

FACT PAGE

Task of the establishment: A local prison serving the Merseyside Courts holding adult prisoners. The prison is also designated as an initial life sentence assessment centre, holding up to 100 life sentenced prisoners. As a local prison, prisoners are classified by security category and allocated to appropriate training prisons. The Prison Service serves to deliver the statement of purpose to keep in custody those committed by the courts, to look after prisoners with humanity and help them lead law abiding lives in custody and on release. A range of educational, resettlement and offending behaviour courses are offered to a proportion of prisoners. The prison plays an important, practical role in the management of overcrowding in the estate.

Brief history HMP Liverpool was constructed in 1855 to replace a much older and cramped establishment. The prison covers some 22 acres and has a single capped security wall. There are 8 wings and a Health Care Centre. It is a Category B male, local prison.

Prison Service Operational Area: The prison serves the whole Merseyside area.

Number held 1466

Cost £21,299

Certified normal accommodation 1216 (now 1202)

Operational capacity 1498

Last full inspection 18 to 27 January 1999

Description of residential units Max nos Wing Description 114 A VP Wing 184 B Voluntary Drug Testing 170 F Lifer Wing – Maximum 100 places for lifers – 58 lifers held in June 241 G Generic Sentenced 206 H Detox Unit 261 I Generic – Convicted remand 194 K Reception Wing and Unconvicted 70 J Resettlement and Drug Treatment 58 HCC Health Care Unit

CHAPTER ONE

HEALTHY PRISON SUMMARY

Introduction 1.01 All inspection reports carry a summary of the conditions and treatment of prisoners, based on the four tests of a healthy prison that were first introduced in this Inspectorate’s thematic review Suicide is everyone’s concern, published in 1999. The criteria 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 re-offending.

Safety

Reception 1.02 We were told that there were between 80 and 120 prisoner movements through reception each day. A video link to courts had recently been introduced, but this had yet to make any significant impact on the number of prisoners going through reception.

1.03 The escorting of prisoners to and from court was contracted to Group 4 and the relationship with the contractor was described by reception staff as good. There were few complaints from prisoners about the escort arrangements and, given the number of movements through reception, the processes appeared very efficient. That prisoners were not held on vans for unnecessary periods of time was a credit to the co-operation between Group 4 and reception staff. However, many prisoners spent several hours in local courts waiting to be taken to prison.

1.04 Prisoners were also kept for too long in reception. On average, 43% of prisoners in local prisons tell us that they complete the reception process within 2 hours; in Liverpool, only 15% said that this was the case. During this time, there was no opportunity for prisoners to raise matters in confidence; and yet compacts were signed there rather than more appropriately during a first night procedure on the wing.

1.05 The reception was dirty, bare and needed decorating. The overall impression was one of neglect. We saw half-eaten meals left over from the previous day, a blocked urinal, no toilet paper, soap or functioning hand dryers and damaged fittings. Such surroundings are not conducive to enhancing safety and decreasing anxiety.

1.06 However, all new prisoners were able to have a shower and those who had been convicted were given clean, if a little ill-fitting, prison clothes. There was also generally good observation of prisoners throughout the reception area, except for the holding room where prisoners were kept prior to being returned to their wing. Consideration should be given to installing an additional closed circuit camera here.

1.07 Most prisoners, both new and transferred, were given the opportunity to make a telephone call in reception at the prison’s expense. In our survey, 81% said that this had been offered. This was an excellent example of good practice, considering that on average in local prisons only 44% of prisoners get this opportunity.

1.08 Two simple reception information leaflets had been produced that addressed some of the basic questions new prisoners might ask; though not all prisoners were provided with this. 70% of prisoners in our survey said that they had not been given any written or spoken information about what was going to happen to them in the first 24 hours. Nor was there any information, other than about immigration issues, in languages other than English.

First night 1.09 Sixty-six per cent of prisoners said that they felt confident about what was going to happen to them on their first night. This figure may reflect the fact that nearly three- quarters of them had been in the prison before. Some processes that can contribute to prisoners feeling safe in the early days of custody were in an embryonic stage or being considered. A drug detoxification unit had been set up and a bid had been submitted to develop a first night centre. Other small, but important developments had been introduced, including the use of ‘goody bags’. Issued to smokers, these contained matches, tobacco and cigarette papers, and were intended to ensure that new prisoners did not immediately get into debt by borrowing tobacco. However, there was no alternative for non-smokers and, unlike in many other establishments, the ‘goody bag’ did not contain a phone card. Equally, those entitled to a pack did not always receive one, particularly if they had been located to the health care centre or A Wing.

1.10 Prisoners could spend their first night on one of several locations, including health care, the vulnerable prisoner unit, the detoxification or segregation units. Most, however, would arrive on K wing. This contained some of the worst accommodation that we have seen for prisoners newly arrived in custody. It was infested with cockroaches; many cells required replacement windows, toilets to be descaled and cells to be cleaned of graffiti; some cells had inadequate modesty boards installed at the foot of the bed; some mattresses were in poor condition; and some prisoners were without pillows on their first night.

1.11 There were no first night interviews with new prisoners, and no opportunity to pass on basic information. We found prisoners without a towel, a razor or toothpaste and not knowing how to get them.

Induction 1.12 Reception boards did not take place on all the wings where prisoners might be located. A number of prisoners to whom we spoke had received no induction: in our survey, 61% said that they had not been on an induction course and, of those who had,

less than half believed that it had been helpful. For those who did get it, an induction talk was not provided until the second working day in custody, so that prisoners arriving on Friday would have to wait until the following Tuesday.

1.13 Detoxification had been recognised as an important safety issue, related to self- inflicted deaths at Liverpool. A specialist detox nurse was to be provided through a partnership with the local health trust, and we welcome this development.

Suicide and self-harm 1.14 Liverpool had benefited from the centrally-funded post of suicide prevention co- ordinator (SPC) – one of 30 such posts funded in high-risk prisons throughout the country. The SPC had worked hard to produce a description of the problems but felt that, as a senior officer, he lacked the immediate day-to-day authority to challenge some unsatisfactory practices.

1.15 Despite this, the SPC was making a significant contribution to developing safer custody issues. He conducted regular, often weekly, audits of F2052SH forms and highlighted where these were below standard. However, we found that F2052SH reviews did not always take place at the required time, and the care plans that we examined were poor, and needed to identify who was responsible for the various elements. Only 42% of staff were known to have had suicide prevention training, and only 8% had been trained in the last year: in spite of the fact that these deficiencies had been highlighted by the local coroner at recent inquests.

1.16 The SPC also produced a six-monthly report on incidents of self-harm in which there was some attempt to understand a prisoner’s experience of Liverpool. He supported the Listeners and had recently appointed a Listener representative to the suicide prevention team. Serious incidents of self-harm were investigated and the SPC was working to introduce a system for interviewing prisoners following closure of a F2052SH. Suicide prevention policy statements were displayed around the prison.

1.17 Twenty-five Listeners were in place and a protocol for their work had been drawn up. There was a proposal for the development of a ‘comfort suite’ on G Wing that, if successful, could provide an alternative to the current dependency on the health care centre. However, there was currently no telephone line to Listeners available during the night, and no private facilities for Listeners to see callers during the day: there were reports of Listeners having to listen on the landings or having to remove a cell-mate to allow privacy.

1.18 A service level agreement had been drawn up with the Samaritans. Listener liaison officers were in place on each wing and we were told that this work formed part of their appraisal review. Some links were being established with the police to improve the flow and quality of information from the point of arrest. A self-harm handbook had been developed by the education department. There was some provision, too, for prisoners who had been victims of abuse and health care staff were detailed to attend all F2052SH reviews in the main prison.

1.19 Although a considerable amount of information was being generated, more could be done to analyse it and understand how it could be used to influence policy and practice. We commented on the post self-harm interviews, for example, in our last report and in our thematic review on suicide. These interviews, conducted by the probation department, provided an opportunity to gain qualitative information about why prisoners self-harm at Liverpool.

1.20 Some prisoners at risk were placed in the healthcare centre. However, the current ward was small, dirty and in a poor state of repair. The prisoners, half of whom had mobility problems, were unable to open the windows due to the smell of blocked drains. There was alternative and more suitable accommodation on another ward (M3), but this was currently occupied by cleaners.

1.21 There was some evidence that the requirements of Prison Service Order 27/2000, eliminating the use of strip cells in the care of those at risk of suicide or self-harm, were

not being followed. One prisoner who had attempted to hang himself the previous day was in the strip cell, though there was no record of him having been violent or unruly.

1.22 Some thought was being given to the management of the vulnerable prisoner population. It was felt that prisoners transferred from outside the area could become targets of others. One suggestion was to conduct an exit poll of prisoners who were not from the Liverpool area to see if, as suspected, the figure was reflected in the number of these prisoners requesting vulnerable prisoner status. This type of work is good practice and outcomes should be used to inform practice.

Respect 1.23 The atmosphere of the prison was generally calm and there was little noise, shouting or unnecessary aggression from either prisoners or staff. While there was no sense of direct oppression, it was clear that staff retained control and that this was respected by prisoners. This was a marked improvement on our previous inspection and demonstrated a developing change in the culture of the prison.

1.24 In general, relationships between staff and prisoners were good, although some of the language used by individual staff infringed accepted norms for respect. Prisoners were not reluctant to approach staff if they had any problems or questions. Staff were receptive, in varying degrees, to approaches from prisoners; those on the detoxification unit, the lifer wing and in health care were particularly approachable. A key factor was undoubtedly the fact that many prisoners were familiar with both the establishment and its staff.

Regime 1.25 Our main concerns centred on the very poor regime and the fact that the establishment was failing to provide prisoners with the basic hygiene: either a daily shower or change of underwear. Of even greater concern was the fact that the establishment had no plans within its proposed new regime to provide what we regard as this basic need.

1.26 Time out-of-cell for prisoners was very poor. They were spending one hour less out of their cells, both on weekdays and at weekends, than they had been at our last inspection and far short of our expectation of 10 hours each day. Prisoners in employment were out for six hours. Results from our survey showed that just 16% of prisoners had six or more hours out of their cells, compared to an average for other local prisons, based on our research, of 33%. The weekend figures were no better, with just 17% of prisoners out of their cells for four or more hours, compared to an average of 46%.

1.27 The comparison in terms of association was even starker. Liverpool managed to provide association 5 times a week only 1% of the time, when the average from our research was 32%. This disappointing figure was compounded by the number of times association was cancelled. Taking a nine-week period from 7 April to 9 June 2002, association was cancelled on all wings due to insufficient staffing but, as the table below shows, prisoners on A and I Wings were even more disadvantaged.

WING MAX NO NO OF % OF SESSIONS CANCELLED SESSIONS

A 63 16 25%

B 72 8 11%

F 72 7 10%

G 72 4 5.5%

H 72 6 8%

I 99 24 24%

J 45 1 2%

K 63 2 3%

1.28 Given that most prisoners received association on only one day during the week and on half a day at weekends, the cancellation of association was in segregation units or on the basic level of the incentives and earned privileges scheme ‘no better than regimes for prisoners who are being punished’.

1.29 Records for in-patients in the health care centre were so poorly kept that it was difficult to tell when they received the equivalent of association since this was not a specific task listed in local agreements. Using the norm for potential association periods on residential units and the actual information contained in the hospital’s record books, it appeared that patients received only three association periods over a nine-week period.

1.30 The Inspectorate has an expectation that all prisoners will have access to a daily shower and change of kit. This was not the case at Liverpool where prisoners averaged two showers and kit change each week. Staff said that there were opportunities for extra showers but that this was totally reliant on the good nature of staff. Our prisoner survey showed that only 10% of prisoners had access to a shower and kit change every day, compared with an average of 64% for local prisons.

1.31 For many prisoners, the level of cleanliness of the environment will be indicative of the level of care they may expect. We have already referred to the conditions we found in reception and on K Wing (see paragraph 1.10) and these findings have an equal impact on respect.

1.32 We were concerned that there was regular cancellation of showers, association, telephone time, library and other work and education activities. Daily slippage of 10 to 15 minutes both in the morning and afternoon was not uncommon.

Healthcare 1.33 The lack of daily showers, shaving facilities and regular changes of underwear (not even weekly in some cases) for prisoners even in health care was particularly unacceptable. So too was the state of the ablution areas with non-functioning showers. While recognising that many of the environmental deficiencies should be rectified when the proposed refurbishment takes place, this is still some way off and the current situation is not acceptable.

1.34 The lack of even the most basic adaptations in any toilet or shower area for physically disabled patients in health care was unacceptable.

1.35 We were also very concerned at the absence of any purposeful or therapeutic activity for those in-patients who were not cleaners, other than limited education and minimal exercise opportunities.

1.36 The reduced numbers of senior officer level middle managers (from 7 to 4) in healthcare and their current inability to perform adequately at that level was of concern (resulting, for example, in cancelled clinics and double dental waiting lists). Management capacity was further reduced by the absence of a group manager to support the head of health care in the supervision and training of senior officers. This post should be filled as a matter of urgency.

Purposeful activity 1.37 Since the last full inspection in 1999, there had been no improvement in the levels and range of purposeful activity.

1.38 The overall provision for prisoners to attend education, training and workshops was generally poor and did not meet their needs. On one particular day during the inspection, we calculated that 18% of prisoners had access to part-time education. We could not, however, establish exactly what percentage of prisoners had access to the workshop and training areas because the split shift initiative was being ignored. Most instructors told us that, although the prison claimed that it was maximising prisoner places by having a part-time scheme, in reality this was only operating in education as instructors did not want the problem of training so many prisoners and managing the lack of continuity throughout the core day. Most workshops appeared to have adopted their own system for their own convenience.

Education 1.39 The quality and standard of education provision remained high. A recent needs analysis by the department revealed that 95% of prisoners were at or below level one for basic skills. Given that this low achievement level had been identified in 2000, nothing had been done to increase the education provision or provide help to prisoners who needed it. On one day during this inspection, 18% (238) of prisoners had access to part- time education, of which only 10 places had been set aside for unconvicted prisoners.

1.40 Given the high number of prisoners at or below level one in numeracy and literacy, education was targeted at level two and under. Basic and key skills formed the main elements of this and it was therefore meeting the needs of those prisoners who could access it.

1.41 The quality of teaching appeared good. We observed control and order in classrooms and those prisoners to whom we spoke told us that they were enjoying the experience. Good relations existed in the classrooms, which encouraged prisoner development. Awards given to prisoners in the class were celebrated by everyone.

1.42 Good systems were in place to ensure that the basic skills assessment was carried out on induction in the first 24 hours. Prisoners who had already taken this test were not

arbitrarily forced to re-take it unless it was felt necessary. Prisoners were grateful for this moderate approach, particularly as in some cases they had already taken the assessment six to eight times before. Prisoners who were struggling to come off substance use were allowed to do so before completing the test. We felt that, while not meeting current Prison Service standards, this approach was sensible and should be commended.

Library 1.43 The quality and variety of books in the library was good and allowed prisoners to use the provision both for their enjoyment and as a learning resource. We were pleased to see that Prison Service information was available to prisoners, as was a photocopying facility. However, access to the library remained poor. Prisoners complained vociferously that, with the lack of purposeful activities and long periods locked in their cells, they needed more than just one visit to the library in a two week period.

PE 1.44 The excellent resources of the physical education department were being used well by those who were able to gain access. Various qualifications could be gained through this department, including national vocational qualifications, the community sport leader award, the British Weightlifting Association award and referee courses. A variety of gymnasium programmes were available to meet the needs of prisoners. However, the department was not providing a full education programme throughout the weekend period. The reason for this decline in this highly sought-after activity was the apparent shortfalls in the staffing of the main prison. Therefore, those prisoners in full- time employment were not getting access to any physical education.

1.45 While we felt that the gymnasium facilities were good, we saw a condemned storage facility for equipment that, if used, would be highly dangerous. A new store needs to be provided if the facilities and programmes are to continue. We were surprised to see physical education staff only being allowed to work in pairs to deliver activities and courses. With proper risk assessments, opportunities for prisoners could be greatly increased.

Work and training 1.46 Levels of employment in workshops had reduced since 1999 and there was still no employment available for unconvicted prisoners who wished to work.

1.47 The industrial work areas of the prison were missing huge opportunities to provide support to prisoners who needed basic and key skills training. No national vocational qualifications were being offered. More significantly, the staff saw no need even to attempt to provide this level of support to prisoners, apart from the leather workshop where one instructor was providing key skills support.

1.48 A number of workshops were providing very few skills to prisoners that would be likely to help them find employment on release and prisoners were clearly frustrated about this. We recommend that a thorough review of the workshop provision be undertaken along with a prisoner needs analysis that will bring about better opportunities for prisoners to achieve employment on discharge.

1.49 Prison wages had been neglected for many years with the result that Liverpool was now massively out of step with average prisoner pay across the estate. This was a big issue with prisoners who felt that they were being exploited unfairly, especially in the production workshops where the prison and the private companies were profiting at their expense. We believe that the prison should carry out a full and thorough review of prisoners’ pay to raise the levels to the national average of approximately £8.50.

Resettlement

Strategy and policy 1.50 Liverpool was beginning to recognise resettlement as an important part of work with prisoners. Although there was not yet a clearly defined resettlement policy based on a recent resettlement needs analysis, the resettlement policy committee had set out a framework from which the establishment had begun to prioritise how resettlement would develop.

1.51 We learned of some interesting resettlement initiatives that were beginning to develop and gain momentum. These, however, needed to be better co-ordinated and supported by systems within the establishment overall.

1.52 A number of voluntary and statutory community agencies were established within the prison, some offering a discreet service and others, such as the YMCA, delivering innovative courses jointly with officers. Representatives from voluntary and statutory community organisations were included on the resettlement policy committee. Some of the voluntary organisations had delivered training for prison officers, sharing expertise in their field and promoting working in partnership. A community development co- ordinator, synchronised the activity of the voluntary organisations.

1.53 The newly-refurbished resettlement unit offered high quality accommodation and resources to prisoners. Generally, we were impressed by the enthusiasm of officers from the resettlement group to develop and deliver pre-release courses.

1.54 Research conducted by the psychology department had resulted in two reports outlining a needs analysis of long-term prisoners and a separate needs analysis for prisoners serving less than 12 months. It is important that the findings of these reports continue to be used to inform the development of resettlement services.

1.55 Overall, there were some pockets of good practice, including innovative group- work, pilot schemes and joint working with external agencies. These were beginning to increase the range of resettlement services available to prisoners at Liverpool.

1.56 However, there was a need to examine prisoner access to those services. Too few prisoners were able to access the resettlement initiatives and they were not targeted at the prisoners who had the most need. Due to weaknesses in sentence planning, induction and the lack of a personal officer scheme, resettlement provision was mainly reliant on self- referral by prisoner application, and shortcomings within the application system made this route unreliable. We heard all too frequently that prisoners learned about the

availability of courses through ‘word of mouth’. This did not ensure that prisoners with the greatest need would benefit from what was available.

1.57 The establishment’s own research revealed that prisoners at Liverpool were not motivated to seek help with their problems and, consequently, they would be less likely to self-refer appropriately. Motivating prisoners in respect of their own rehabilitation is a significant task of any prison and the introduction of a personal officer scheme, which we have mentioned throughout this report, should underpin this important work.

1.58 There were waiting lists for almost all courses and it was clear that demand exceeded supply. For example, Connexions (careers service) had seen less than 20% of prisoners discharged during the previous 11 months; only 8% of prisoners discharged during the previous 12 months had accessed the Job Club and only 15% had accessed the pre-release course.

1.59 There was limited access to resettlement services for vulnerable prisoners. On average, two courses each year were available to vulnerable prisoners and this was unlikely to ensure that all of them had sufficient access to meet their level of need.

1.60 Problems experienced in delivering the normal regime impacted on resettlement programmes. For example, during the week of the inspection, a pre-release course was cut short because association was being cancelled. Prisoners taking part in the course had had to be returned to their wings early in order to make their telephone calls. There were also occasions when prisoners had simply not been brought across to attend their programme and staff within the resettlement group were not always given explanations.

1.61 We were disappointed to learn that prisoners who were demoted to the basic level of the incentives and earned privileges scheme would not be allowed to continue a pre- release course if they had started one.

1.62 Some good resources were under-utilised. For example, the worker who attended from the Employment Service to deliver Job Centre Plus did not always get accurate data regarding prisoners to target. This service was a valuable resource, providing pre-release and post-release support to prisoners seeking work and, in the interim, jobseekers allowance. The level of prisoner responses to the offer of this service was low, at approximately 15%. We believed that this could well have been linked to the fact that 95% of the prisoner population was at basic skills level one or below; consequently, the written material provided to them was of no value. More worryingly, we were informed of the frustrations of this worker resulting from occasions when she could not get into the prison to do her work because no member of staff had been available to collect her from the gate.

Sentence planning 1.63 Sentence planning procedures did not include boards and the very few prisoners to whom we spoke who had a sentence plan (with the exception of lifers) did not feel that it was an inclusive process that addressed their needs.

1.64 There were weak systems in place to monitor sentence planning procedures and insufficient management oversight. The resettlement policy committee should introduce a system of monitoring, to include quality assurance for sentence planning.

1.65 We examined sentence planning targets and found that they were frequently vague and were directed at routine prison activity rather than specifically aimed at addressing the individual’s offending behaviour and related assessed needs.

1.66 There were a considerable number of prisoners awaiting preparation of their initial sentence plan and the situation for reviewing these was worse, with an eight month delay in some cases. We were informed that the establishment had now reached a point where prisoners were being discharged without ever having had a sentence plan during their time in custody at Liverpool.

1.67 Although we were assured that the new staffing detail would address this, we had reservations about this optimism. Essentially we felt that sentence planning would not be improved until such time as it was fully integrated within a clear resettlement strategy that linked assessed need with appropriate resettlement activity.

Offending behaviour programmes 1.68 Only 10% of the prisoners in our survey said that they had done anything to address their offending behaviour while at Liverpool.

1.69 With all resettlement resources, there was a lack of appropriate referral systems, notably for enhanced thinking skills (ETS).

1.70 Recent experiences of disruption to the ETS programme, and the potential for further disruption associated with movement of prisoners, suggested that a robust strategy would be needed to ensure the delivery of the target number of courses.

1.71 Progressive transfers were affected by the considerable backlog in sentence planning. The sex offender population had risen and transfers to establishments able to deliver sex offender treatment programmes should be a priority.

ROTL and HDC 1.72 The situation with regard to release on temporary licence (ROTL) was unacceptable. Only ten prisoners had been released on ROTL in the previous three years. Few prisoners applied for any form of resettlement temporary release and too many of the few that did apply were rejected. Similarly, Liverpool had the lowest figures in the North West region for home detention curfew (HDC) and the highest opt out rate. Only 18% of eligible prisoners were released on HDC, compared with 64% of prisoners at Manchester.

Employment and housing 1.73 There was no evaluation/follow up of any of the initiatives aimed at increasing the employability of prisoners (in other words, to find out how many actually got jobs), to test the effectiveness of the work.

1.74 Housing assistance and advice suffered from lack of information provided on induction, reliance on an application system and no personal officer support.

1.75 The Housing Advice Unit was potentially a good resource but it was accessible to less than 20% of the prisoner population (those serving less than 12 months). Housing advice and support for prisoners serving over 12 months was the responsibility of the probation department. Many prisoners complained that they received no such help from the probation department, other than advice to contact their home probation office.

1.76 We doubted whether the outputs of the Housing Advice Unit resulted in many prisoners securing accommodation on release. It was locating an increasing pool of potential housing providers but its main activity was to issue detailed information packs rather than to provide advice and advocacy. This was unlikely to be effective, as it was known that literacy levels were 95% at level one or below. Two officers staffed the housing advice unit without any administrative support.

1.77 In our view, the most important objective set out by the Housing Advice Unit – ‘to liaise with induction staff to ensure that all new prisoners obtain an immediate appointment so that any housing issues are immediately identified and addressed’ – was not being met. In 2001, only 10 prisoners were helped to secure accommodation by the unit, whereas 182 self-help packs were issued.

1.78 Some information in the packs, and provided to prisoners by staff, was substantially out of date. The establishment had now secured the assistance of Liverpool Council in the secondment of a member of housing staff. Part of the remit was to assist

the housing advice unit to bring their material up-to-date and further develop their housing provider contacts.

Main recommendations 1.79 There should be greater efforts made to ensure that prisoners are transferred to prison as soon as possible following their appearance in court.

1.80 Prisoners should be moved through reception as quickly as safety permits to a first night location where more time should be spent conducting risk assessments and alleviating any anxieties prisoners may have.

1.81 The induction process should be reviewed and delivered in an acceptable environment. There should be a greater multi-disciplinary involvement and separate arrangements should be made for those received on to the health care centre and A Wing.

1.82 Prisoners should have a predictable regime that offers daily showers, frequent changes of clothing, telephone access, association and weekly access to the library.

1.83 The recommendations in the health care review should be separated from the prison review and implemented as soon as possible. Immediate action should be taken to improve the cleanliness of the health care centre and to ensure that equipment is functional.

1.84 The number of work-based activity places should be increased to provide all prisoners with the opportunity for employment. National vocational qualifications, basic and key skills should be provided in work-based activities.

1.85 The resettlement policy committee should carry out a needs analysis and use this to develop a resettlement strategy for all Liverpool’s prisoners; it should then oversee the implementation of the strategy, ensuring that it is promoted by staff and accessible to prisoners. The strategy should include developing, monitoring and quality assurance of sentence planning, release on temporary licence, home detention curfew and offending behaviour programmes.

Additional recommendations

Safety 1.86 One reception information sheet should be produced and the information updated regularly.

1.87 Arrangements should be made to ensure that all prisoners, particularly those new to prison, receive the information leaflet. These could be made available to prisoners in court. The production of a video covering the reception process and the first 24 hours should be considered.

1.88 All new prisoners should be offered either a smoker’s or non-smoker’s reception pack and a telephone card. They should be told how long the pack is expected to last, its cost and the system for repaying this from their prison wages or private monies.

1.89 Local information gathered from the post self-harm interviews and other sources should be used to inform local policy and develop practice.

1.90 Staff who chair F2052SH reviews should receive specific training for this role.

1.91 A private suite should be developed to enable Listeners to do their work. Facilities should be provided to enable this work to continue throughout the night when two Listeners could work together to help a prisoner in crisis.

1.92 F2052SH reviews should take place in a quiet environment and be uninterrupted. They should be chaired by trained staff.

1.93 A senior manager from health care should attend all suicide prevention team meetings.

1.94 Attention needs to be given to the discharge of prisoners who have been on a F2052SH form prior to their release.

Respect 1.95 Managers should ensure prompt delivery of all elements of the regime.

1.96 The planned refurbishment and rebuild of health care should go ahead as a matter of urgency, ensuring that the revised in-patient bed numbers (36) are excluded from the certified normal accommodation and that effective nurse triage and adherence to protocols minimises the use of health care beds to accommodate inappropriate admissions.

Purposeful activity 1.97 A full review of the workshops should be carried out to offer more opportunities for prisoners to gain skills and qualifications that can help them gain employment on release.

1.98 A full and thorough wages review should be undertaken to improve prisoner wages and align them to the national average of approximately £8.50.

1.99 A full review of supervising staffing levels in the workshops, education, library and physical education should be carried out.

1.100 The storeroom in the gymnasium should be replaced immediately.

Resettlement 1.101 Vulnerable prisoners should have equality of access to resettlement activity within the establishment.

1.102 All disciplines within the establishment should have equality of access to much coveted resources within the new resettlement unit, not for the benefit of staff but so that prisoners are able to gain maximum benefit.

1.103 The probation team should be proactive in assisting prisoners to make contact with their home probation office while they are in custody and offer an advocacy service where there is a need.

1.104 There should be an urgent review of the work of the housing advice unit.

CHAPTER TWO

PROGRESS SINCE THE LAST REPORT

Introduction 2.01 We have used the recommendations from our inspection of January 1999 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 A new visits complex, a visitors’ centre and children’s play area should be provided. (2.71) Achieved. A good quality facility had been provided.

2.04 There should be better arrangements to prevent the need for prisoners to have to transfer long distances. (4.47). Not achieved. Liverpool continued to operate in part as a local prison facility. Unlike other local prisons, however, it had no legitimate allocation quotas to training prisons: instead it was continuing to accept overcrowding drafts from across England and Wales.

2.05 40% of the current population were from outside the local area and this led to frequent complaints from prisoners. Although the prison was managing this situation as best it could, the reality was that prisoners could not maintain regular contact with their families and friends. We repeat the recommendation.

2.06 The fact that prisoners were arriving from other local prisons and, more recently, directly from courts that had little background information about them was putting prisoners at risk. Given the circumstances, reception staff could not undertake comprehensive risk assessments for cell sharing on prisoners’ first night in custody. Days later, staff were still searching for past history and other essential information.

2.07 The composition of the prison population at the time of the inspection was as follows: 1,068 category C prisoners 99 category B prisoners 226 uncategorised prisoners 47 lifers 10 category D prisoners awaiting transfer

Further recommendation 2.08 The Prison Service should define the role of Liverpool and provide it with the appropriate resources, including allocation quotas to training prisons.

2.09 Long-term sick leave should not be allowed to impose a prolonged burden on remaining staff. (5.6) Not achieved. There remained a significant amount of long-term sick leave, which had clear implications for the delivery of services and meant that available staff were working a significant number of additional hours. The problem was also compounded by inefficient working practices, although these were being addressed as part of the industrial relations dispute that had been referred to ACAS for arbitration.

2.10 A decision on the use of dog handlers should be made without further delay. (6.18) Achieved. The dog section had been withdrawn.

To the Area Manager 2.11 The certified normal accommodation (CNA) certificate should be corrected. (2.1) Achieved.

2.12 Sufficient resources should be allocated to deal with the needs of Liverpool’s more stable, settled prisoner population. (4.52) Not achieved. Liverpool was facing additional cost savings and we saw no evidence of the impoverished regime being addressed as part of this exercise. We repeat the recommendation.

2.13 Documentation and property records received with prisoners from court and other establishments should be improved. (4.3; 4.45) Not achieved. Important information that could contribute to risk assessments in the early hours of custody, such as copies of previous convictions or pre-sentence reports, did not always arrive with the prisoner. We were also made aware of a serious failure of security procedures in which information about a prisoner who had been transferred to the prison from another establishment had not been passed on. Had this information been received, a subsequent hostage situation might have been avoided. We repeat the recommendation.

To the Governor

Accommodation and facilities 2.14 Wing-specific induction programmes should be introduced throughout the establishment. (2.2) Not achieved.

2.15 The discipline code should be clarified; prisoner punishments should not be authorised solely by prison officers. (2.3) Achieved. We found no evidence that unofficial punishments were being authorised. Management was clear that this practice did not take place at Liverpool.

2.16 A drug-free wing should be introduced. (2.4) Achieved. Voluntary testing units had been introduced and we were content with the level of provision.

2.17 The Job Club should be extended to provide an establishment resource to all prisoners with post-release employment needs. (2.9) Achieved. At the time of the previous inspection, the Job Club was held in a group room on H Wing and access to it was mainly restricted to prisoners from that wing. It had now been relocated to the newly-refurbished resettlement unit.

2.18 However, the Job Club and other initiatives that were delivered in the resettlement unit remained inaccessible to some prisoners who had post-release employment needs. This was due to several factors, including a lack of appropriate referral systems, weaknesses identified in the application system and security issues, which meant that numbers in the unit were restricted until additional caged fencing could be erected. (See also the resettlement section in the Healthy Prison Summary).

2.19 In the six months prior to our inspection, 64 prisoners had attended the Job Club. Given that some 100 prisoners were being discharged into the community each week, this meant that a considerable number of prisoners who would have benefited from attending had been unable to do so.

2.20 Class two locks should be locked back when they are not in use; all locks should be turned at regular intervals to ensure that they work properly. (2.11) Achieved. We found no evidence of class two locks routinely being left unsecure. Lock maintenance was not inspected.

2.21 The opportunity to rent wind-up radios should be extended to all prisoners. (2.11) Not achieved. There was no such provision. We repeat the recommendation.

2.22 K Wing dormitories should be improved. (2.12) Achieved. Improvements had been made.

2.23 The use of the central bathhouse should cease; clothing exchange arrangements should be improved, wing showers should be used and prisoners should be able to shower more than once a week. (2.13) Partially achieved. Prisoners now used the showers on residential wings. However, according to the regime of their wing, they were restricted to a maximum of one or two showers per week.

Further recommendation 2.24 All prisoners should be offered daily showers.

2.25 All prisoners should be properly assessed before allocation to the enhanced regime level. (2.14) Achieved. There had been a review of the incentives and earned privileges scheme and an updated policy was in place. When a prisoner was being considered for the enhanced regime, reports were required from the wing officer and the work party officer before being considered by the wing principal officer.

2.26 Evening meals should be served later. (2.15) Not achieved. The evening meal was still served too early. We repeat the recommendation.

2.27 Food choice should not form part of an incentives and earned privileges scheme. (2.15; 2.31)

Achieved. Landings took it in turn to go to the servery first at meal times. When observing meals being served, inspectors found no evidence that meals were being held back for enhanced prisoners.

2.28 Food comments books should be made available on all wings. (2.15) Achieved. Comments books were available although, as their availability and purpose was not broadcast, prisoners made little use of them.

2.29 The range of education, work and training should be available to all prisoners. (2.16) Not achieved. Employment continued to be wing-based. This meant that prisoners were less likely to apply for work, education or training because they did not want to transfer to an unfamiliar wing away from their friends.

Further recommendation 2.30 The wing-based system of accessing education, work and training should end. Prisoners should be able to access all activities regardless of which part of the prison they are in.

2.31 The establishment should devise and implement an offensive display policy. (2.17) Achieved. Cells and other wing areas were generally clear of inappropriate posters.

2.32 The no smoking policy should be properly applied. (2.17) Not achieved. Both staff and prisoners were smoking in residential areas. We repeat the recommendation.

2.33 Prison officers and managers should be trained to identify and deal with prisoners’ problems; adequate support and counselling for staff should be available. (2.18) Not achieved. There was no evidence of any such training. We repeat the recommendation.

2.34 Prisoners should be able to make applications seven days each week including bank holidays; these should be dealt with by wing staff or referred to a governor grade if necessary. All applications should be consistently recorded. (2.19) Not achieved. Applications were not allowed between Friday evening and Sunday morning. General applications were still not being recorded; only those requesting goods from stored property were recorded. We repeat the recommendation.

2.35 Torn and unsigned notices should be replaced; adhesive should be used by prisoners to display pictures and photographs in their cells. (2.20) Partially achieved. Prisoners were still using toothpaste and other substitute adhesive to display pictures and photographs in their cells. We repeat the recommendation.

2.36 The local Samaritans helpline number should be on display on all prisoner telephones. (2.21) Achieved. Samaritan posters with a contact telephone number were displayed around prisoner telephones. Some of these had been damaged and should be replaced.

2.37 Locker keys should be provided for all cell lockers. Inventories and furniture plans should be on display in cells; new receptions should be made aware of the facilities available and should sign responsibility for their room contents during the cell allocation process. Toilet descaling fluid should be provided and a regular supervised cleaning programme arranged. (2.22). Partially achieved. Many lockers either had no lock or, in the case of the older style lockable lockers, had no keys. No arrangements were in place for prisoners to sign for the contents of their rooms before they occupied them. Generally, cells were clean and prisoners did not appear to have any problems in securing cleaning materials. The exception to this was K Wing where cell conditions and cleanliness were very poor.

2.38 The washing of cutlery in cell sinks should cease and better arrangements introduced. (2.22)

Not achieved. Prisoners were still washing cutlery and plastic crockery in their cell sinks. Soap and shampoo were being used in place of washing up liquid. We repeat the recommendation.

2.39 A cell furniture and equipment audit should be carried out; prisoners’ mattresses should be exchanged when they become worn or soiled. (2.22) Partially achieved. Mattresses seemed to be readily supplied and, although no audit had been carried out, adequate furniture was available in many cells.

Catering 2.40 The security criteria for prisoners working in the kitchen should be revised. (2.24) Achieved. This had been revised and the kitchen was now able to recruit enough prisoners to undertake the required work.

2.41 Facilities for prisoners working in the kitchen should be improved. (2.25) Not achieved. There had been no improvements to the prisoners’ facilities. Up to 40 prisoners were expected to eat, smoke and relax in a cramped room that was unhealthy and totally inadequate for this purpose. We repeat the recommendation.

Further recommendation 2.42 Management should develop the existing kitchen area to its full potential.

2.43 Building work in the kitchen training room should be completed. (2.25) Achieved. The building of the training room had been completed and it was being well utilised.

2.44 The wash-up area in the kitchen should be modernised. (2.26) Partially achieved. Although the wash-up area had been refurbished, the washing equipment had not been plumbed in and the work was still being done by hand.

2.45 A comprehensive review of the arrangements for the distribution and serving of meals should be carried out. (2.27) Achieved. The prison now had hot plates on the wings from which the food was served.

2.46 The serving times of meals should be in accordance with Prison Service Standards with the lunchtime meal served not before 12 noon and the tea meal not before 5pm. (2.29) Not achieved. The evening meal was still being served at 4pm during the week and earlier at weekends.

Further recommendation 2.47 The daily routine should ensure that meal serving times meet the standards laid out in the Catering Prison Service Order 5000.

2.48 A pre-ordering system for prisoners’ meals should be considered. (2.30) Achieved. Pre-ordering had been introduced onto all but one of the wings.

2.49 Wing rotas should be properly managed. (2.31) Achieved. The introduction of pre-ordering meant that prisoners were able to get their choice of food and there was no need for rotas.

Clothing and kit exchanges 2.50 The establishment should meet the national minimum standards for clothing issues. (2.33) Not achieved. We repeat the recommendation.

2.51 An effective manager of the clothing exchange system should be appointed. (2.35) Not achieved. Line management of the storemen had been moved to the services function but staff in this department stated that their responsibility was simply to complete annual appraisals and not to give management oversight of the work. We repeat the recommendation.

2.52 Better use of IT systems should be introduced. (2.35) Not achieved. We repeat the recommendation.

2.53 Assistance from the Prison Service supply and transport division should be sought to implement effective exchange systems. (2.35) Not achieved. However, work was in hand to introduce effective systems.

2.54 Kit losses should be reduced. (2.35) Not achieved. However, there were plans to introduce a recycling scheme to help reduce kit losses. We repeat the recommendation.

2.55 Consideration should be given to making kit losses subject to the incentives and earned privileges scheme. (2.35) Recommendation withdrawn. We agreed with the view of managers and staff that this recommendation would be difficult to police and that it could also lead to bullying.

2.56 Prisoners should be allowed to shower on the wings during association times. (2.35) Partially achieved. Only those prisoners on F Wing were allowed to shower during association. We repeat the recommendation.

2.57 Records of kit losses should be maintained with details of where losses occur; this information should be made available to the SMG (senior management group). Details of losses should be costed so that managers are able to understand the scale of the problem. (2.35) Not achieved. We repeat the recommendation.

Education 2.58 Management should look at increasing the availability of education and training to a greater proportion of the population. (2.37)

Not achieved. The education department was sandwiched between A and G Wings, and was part of the main corridor to all parts of the prison. It was located on two levels, offered a small number of classrooms and there was little scope to develop it or indeed increase its provision. We were told that a plan had been submitted to create another classroom, although this would only provide an additional 16 part-time spaces.

2.59 We were very disappointed to note that the provision had not changed since our last inspection, which meant that just 15% of the population were getting part-time education. A recent needs analysis had also established that 95% of the population were at or below level one, highlighting a huge failing on the part of the prison to deliver appropriate provision for educational placements. Despite this, the quality of teaching appeared good and prisoners told us that they were enjoying the experience.

2.60 Although we were impressed that a mapping exercise had incorporated key and basic skills, we were disappointed to find that the opportunities to offer education in the workshops and offending behaviour areas had not been taken up.

2.61 A great many staff had been allocated to the workshop areas. However, we were shocked and disappointed to find not only that there was no education linked to training or work-based activities but also that, apart from one instructor delivering key and basic skills, staff showed no desire to embrace the initiative. We could not believe that no qualifications whatsoever were being delivered in any of the current workshop areas.

2.62 Plans were being developed to use a prisoners’ peer group system to conduct in- cell learning. However, this was not yet in place and the peer group prisoners had not been identified or trained.

Further recommendation 2.63 Educational support should be increased for prisoners. The use of the workshop areas should be developed and opportunities provided for prisoners to achieve other qualifications.

2.64 The conditions in the classrooms should be improved. (2.42) Not achieved. While reasonably clean and tidy, the overall condition of all classrooms was shabby. The décor was stained and patchy, with paint flaking and worn off walls and doors. The tables and chairs were old and decrepit and the general environment unlikely to be conducive to learning. The educational staff tried extremely hard to brighten the rooms by displaying pictures and prisoners’ work but this could not disguise the fact that the whole department needed a thorough refurbish. We repeat the recommendation.

2.65 The curriculum should be reviewed. (2.43) Achieved. Following a needs analysis and regular assessments, the curriculum had been altered to match the needs of the population.

2.66 Prison managers, together with the education manager, should ensure that education staff interview all prisoners and that their educational needs are assessed and addressed. (2.45; 4.21) Achieved. The education department was now an integral part of the induction process and all new receptions were visited by a teacher within 24 hours of arrival. This teacher provided a general introduction and, where appropriate, asked the prisoner to complete a basic skills assessment (BSA). Any prisoner who had already completed this assessment in the recent past was not asked to do it again. We were pleased to note that those prisoners suffering from substance abuse problems were not required to complete a BSA until they were medically capable.

2.67 Following the BSA, each prisoner was given an individual appraisal and the various options open to him to meet his educational needs were explained. When a placement was offered, the prisoner would be put on a waiting list with various priority statuses. A security risk assessment would be completed once a position became available. Most prisoners attended education on a part-time basis, although full-time support was possible in some circumstances where more intensive work was required.

2.68 A performance indicator should be agreed to ensure that assessment takes place within an acceptable time scale. (2.45) Achieved. A nationally-agreed performance indicator, requiring assessments to be completed within 24 hours of arrival in custody, was in place. As described in paragraph 2.66, this was sensibly managed by staff at Liverpool.

2.69 Strategies, such as more cell-based study, basic skills tuition in the workplace, or a change of emphasis within the existing education programme, should be considered. (2.45) Partially achieved. As previously reported, no basic or key skills were being delivered in the workshop areas of the prison. However, a recent review had concluded that in-cell tutoring could be provided by a prisoners’ peer group system supported by the education department. While we saw no evidence to suggest this was going to happen soon, it was being discussed with the college.

Further recommendation 2.70 Strategies, such as more cell-based study and basic and key skills tuition in the workplace, should be urgently implemented.

2.71 A needs analysis by the college provider should be carried out. (2.46) Achieved. A very good needs analysis had been carried out and was regularly updated by the education staff. This ongoing process highlighted the significant gaps in prisoners’ basic and key skills. One disturbing finding was that, although 95% of the population were at or below level one in numeracy and literacy, only 15% had access to part-time learning. The order had been changed to meet the needs of the prisoners and was focussed on curriculum-based activities at levels one and two.

2.72 Joint working should be improved. (2.48) Achieved. The education managers and staff were now treated as part of the prison insofar as they were expected to attend many of the strategic meetings that centred on prisoner development. The contract had been revised and now made provision for

education staff to contribute to sentence planning, security meetings, suicide prevention, race relations and so on.

2.73 Three prison officers were detailed to the education department. We were told that, although these staff were never redeployed, the number of available classes would have to be cut or education cancelled if this did happen. We considered this to be an extraordinary waste of staff resources. Teachers are experienced supervisors and successfully manage difficult and potentially more volatile situations in external schools and colleges. Moreover, prisons such as Liverpool have controlled environments that lead to higher expectations of prisoner behaviour. Given the location of the education department, in our view having just one officer to book prisoners in and out and to raise the alarm if necessary would be sufficient. This would release the other two officers, who could be more gainfully employed elsewhere in the prison.

Further recommendation 2.74 A proper risk assessment should be carried out in the education department to ensure proper use of staff resources.

Library 2.75 Prison managers should look to improve prisoner access to the library. (2.50) Not achieved. Access to the prison library was more or less unchanged since we last inspected. We received many complaints about this system, which dictated that prisoners had only 20 minutes’ library time per fortnight. Recent changes to canteen arrangements did mean that access times could be improved but this opportunity had not been grasped. We repeat the recommendation.

Employment 2.76 More work opportunities should be provided, with more work to include formal accreditation including GNVQs. (2.53; 2.55) Not achieved. The provision of constructive work placements for prisoners was little changed since our last inspection. We were very surprised to find that not only were no

qualifications being offered to prisoners but also that many staff saw no need to provide this kind of opportunity. It was apparently sufficient that prisoners should get out of bed and adopt a work ethic, which many had not previously had. In our view opportunities to achieve creditable qualifications are equally important. Their provision increases the potential for successful rehabilitation by improving opportunities for ex prisoners to gain employment.

2.77 We were shown evidence that opportunities for prisoners to work had been significantly improved by offering part-time work arrangements. However, in reality, the part-time scheme only really operated in education as apparently workshop instructors did not want to train additional prisoners or manage the lack of continuity that part time working involved. While we accept the need for some full-time placements, most workshops had adopted their own system for their own convenience. We repeat the recommendation.

Physical education 2.78 The bid for two additional physical education officers should be approved. (2.58) Achieved. The bid had been approved and two additional physical education officers were now in post. Despite this, however, the benefit of having these extra staff was being undermined by poor practice. The fact that physical education staff were only allowed to work in pairs was surprising. This is not normal practice in similar establishments if proper risk assessments are carried out. Liverpool could double its PE service to the prison and markedly improve outcomes for prisoners.

2.79 It was equally disheartening to note that these additional staff were only available on weekdays, as they were redeployed to discipline duties at weekends. As a result, all weekend physical education programmes were cancelled. Prisoners in full-time employment, therefore, were missing out and in some cases could not access any physical education at all.

Further recommendation 2.80 The redeployment of the additional physical education staff at weekends should stop.

2.81 Proper risk assessments should determine the level of PE supervision required.

2.82 Shower facilities in the physical education department should be improved. (2.59) Achieved. Although not divided into cubicles, the shower facilities were serviceable, clean and fit for their purpose. Given the few opportunities to have showers on the residential units, prisoners used these facilities and were grateful for them. We saw the showers in operation and observed good supervision by the staff.

2.83 Funding should be made available for CSLA and NVQs in the physical education programme. (2.62) Achieved. Funding had been made available for accreditations and various qualifications. However, while qualifications were being offered, staff were more concerned about delivery of the basic programmes for recreational activities. Again, we make the point that, by insisting on having two members of physical education staff for every activity, the benefits of increasing this provision were being restricted. We observed excellent prisoner-staff relationships, which made the need to change this procedure even more urgent.

2.84 The requirement for a health care officer to attend when patients attend physical education classes should be reviewed. (2.63) Achieved. The requirement had been relaxed and the attendance of a health care officer was now based on a risk assessment procedure.

Requests and complaints 2.85 Prisoners should be able to make applications every day. (2.65) Achieved. However, prisoners had no faith in the system and tended to avoid using it.

2.86 Staff training should be considered for those making replies to request/complaints from prisoners. (2.67) Not achieved. We were not made aware that any specific training had been provided. We repeat the recommendation.

Prison shop 2.87 Operational support staff should be given the task of managing the prison shop. (2.69) Achieved. The supply of goods through the prison shop was now the responsibility of a contractor who had an employee based at the prison. The sale and distribution of goods was undertaken by operational staff who were supervised by officer grades.

2.88 Suitable IT systems to improve management should be introduced. (2.69) Achieved. This was now the responsibility of the contractor.

2.89 Staff facilities should be improved. (2.69) Not achieved. Staff facilities were still poor. We repeat the recommendation.

Visits 2.90 Responsibility for booking visits should be changed from the visitor to the prisoner. (2.72) Achieved. All visits were pre-booked and required the prisoner to send a visiting order to their visitor who then phoned the prison to arrange their visit. Problems with getting through to the prison on the telephone were still being experienced.

Further recommendation 2.91 The telephone booking system should provide a more efficient service for visitors.

2.92 Arrangements should be made to re-introduce lockers outside the visiting rooms for loose items of visitors' personal property. (2.73) Achieved. Lockers were provided in the new visitors’ centre.

2.93 Arrangements for changing and processing civilian clothing exchanges for remand prisoners should be revised. (2.73) Achieved. Clothing exchange took place in the visits room and appeared to be working effectively.

2.94 A help desk should be provided. The checking of property being handed in and the receiving of visit passes should be reviewed. (2.74) Achieved. A help desk was based in the new visitors’ centre and the process of entering the prison had been made much easier.

2.95 The current waiting arrangements in the visitors’ centre should be improved. (2.75) Achieved. The prison had built a new visits complex since our last inspection. This included a new visitors’ centre with excellent facilities for visitors.

2.96 A strategy should be developed for the creation and delivery of a secure quality visit service which enhances all aspects of human contact between prisoners and their families. A dedicated visit group should be created with the senior officer in charge being tasked with responsibility to a designated senior manager for all aspects of service delivery. A 'Customer Service' related training programme for all officers working in visits should be introduced. (2.76) Not achieved. There was still no dedicated visit group and staff were allocated to supervise visits on the basis of expediency rather than experience or suitability. In

response to our prisoner questionnaire, only 31% thought that visits staff treated their family or friends ‘very well’ or ‘well’. We repeat the recommendation.

2.97 The large podium in visits should be removed. (2.77) Recommendation withdrawn. This recommendation was no longer relevant as a new visits complex had been developed with sufficient space for all visits.

2.98 A rigorous and co-ordinated daily cleaning programme should be introduced for all visits related areas with appropriate systems of monitoring being introduced and maintained. A review of the standard and adequacy of the furniture in the visits areas should also be undertaken. (2.79) Achieved. The new visits complex had been re-furbished to a high standard, and was well decorated and very clean. New furniture, which was of a good standard and suitable for its purpose, had also been installed.

2.99 Consistent and appropriate refreshment facilities should be provided in all visits areas with responsibility for service provision lying with staff in a dedicated visits group. Consideration should be given to allowing the profits generated from such a refreshment service to be invested in further developing the visits service. (2.81) Partially achieved. The two main visit rooms had a staffed tea bar where refreshments could be purchased. In the vulnerable prisoners’ visit room, refreshments could be purchased from machines.

2.100 Strip-searching of prisoners should be more frequent. (2.82) Achieved. The prison had a target of strip-searching 5% of all prisoners returning from visits.

2.101 Improved security systems should be introduced including extending existing CCTV provision, and providing secure lockers for visitors’ loose clothing and baggage. (2.82)

Achieved. A new CCTV system had been installed covering all the visit areas and lockers were available in the visits centre for visitors’ belongings. A blind spot in the corridor used by visitors could be covered by the installation of an extra camera.

2.102 The use of the blue over jackets by prisoners during visits should be reviewed. (2.83) Achieved. Prisoners were now required to wear tabards, which were clean and in good condition.

Letters and telephones 2.103 The task of processing mail should be delegated to operational support grades. (2.87) Achieved. The correspondence office was staffed by operational support grades with line management provided by a senior officer.

Chaplaincy 2.104 The heating and lighting in the Roman Catholic chapel should be upgraded. (2.89) Partially achieved. Although an extra boiler had been provided, there had been no improvements to the lighting levels.

2.105 A standard method for prisoners to book attendance at religious services should be used in all residential units. (2.90) Achieved. A standard form was available to all prisoners. These were placed in a dedicated box for daily collection by the chaplains.

2.106 For the future, the chaplaincy team should look at how they can improve links with churches in the local community. Objectives for the chaplaincy team in their work for prisoners and staff should be included in the business plan 1999/2000. In addition, a bereavement counselling service should be provided. (2.92)

Achieved. Links with the community had been improved and a bereavement counselling service was now available through an external organisation. The business plan also took account of developments in the chaplaincy.

Segregation unit 2.107 The exercise area for prisoners should be improved. (3.2) Not achieved. We repeat the recommendation.

2.108 More than one shower per week should be allowed. (3.5) Achieved. Prisoners were given two showers a week as part of the regime. This was the same as in the rest of the prison.

2.109 Additional recommendation Prisoners in segregation should have a daily shower.

2.110 Procedural documents for staff working in the unit should be introduced. (3.5) Achieved. All elements of the work in the segregation unit had been listed and placed on laminated crib sheets. These were published prominently in the unit.

2.111 A more detailed analysis of adjudication and charge trends should be introduced. (3.6) Achieved. The Governor chaired a quarterly adjudications review committee.

Good practice 2.112 At our last inspection, we noted the professionalism of the staff in the segregation unit. This had been maintained.

Incentives and earned privileges 2.113 The incentives and earned privileges scheme should be consolidated and applied consistently throughout the prison. (3.9) Achieved. A review of the incentives and earned privileges scheme had taken place and the revised policy document clearly stated the need for consistency across the prison. A principal officer monitored the scheme on a monthly basis.

2.114 Prisoners should retain their enhanced status when transferred. (3.10) Achieved. Prisoners transferred to Liverpool on enhanced level were allowed to retain that status. This was confirmed by those prisoners spoken to by inspectors.

2.115 Greater differentials should be introduced between the levels of the incentives and earned privileges scheme. (3.11) Achieved. The meaningful differences between each level provided real incentives to progress and to attain enhanced status.

Control and restraint (C&R) 2.116 The use of force forms content should be improved to include more specific information. (3.13) Achieved. We examined last year’s forms. All were completed properly and thoroughly. All the forms contained full details of what had taken place, why and how the prisoner had been removed.

2.117 If staff and managers are to practice safe control and restraint techniques they should be appropriately and regularly trained. (3.17) Achieved. Training had taken place and was carefully monitored.

Vulnerable prisoners 2.118 The absence of records on the wing indicating why prisoners had sought vulnerable prisoner status should be reviewed. (3.19)

Not achieved. Looking through the records, it was not possible to establish why a prisoner had sought vulnerable prisoner status in every case. We repeat the recommendation.

2.119 Education should be increased on the wing. (3.20) Not achieved. There were still only 12 places for education and now no in-cell work was offered. We repeat the recommendation.

2.120 The staff redeployment policy for A Wing should be reconsidered. (3.21) Not achieved. We repeat the recommendation.

Encounter group 2.121 Young people concerned in the video of the session should be informed of this requirement and made aware of who would view the tape. (3.24) Partially achieved. The prison now sent out an information pack, including a consent form for the parent/guardian, to any agency wishing to bring a young person along to the encounter group. This advised the agency and the parent/guardian that the session would be videoed and indicated that the recording would only be available to staff involved. There was an assumption that this information would be passed on to the young person and in most cases it probably was.

Further recommendation 2.122 A simple form should be introduced for the young person to sign confirming that he had been informed that the encounter will be videoed, that the tape will be retained for a stated period and that staff will have access to it.

2.123 The prisoners involved in the scheme should receive a more comprehensive debrief than was currently offered. (3.25) Achieved. Although we were unable to observe an encounter group, we were told that this had been modified and was now less confrontational than before. Prisoners who were asked to play certain roles were now given more comprehensive debriefs following

an encounter and we were told that their participation in this project could contribute to a key skills award in communication.

Drug strategy 2.124 Throughout their stay prisoners should be given the opportunity to access drugs services. (3.27) Achieved. There had been a major development of drug services within the prison since our last inspection. This included a counselling, assessment, referral, advice and throughcare service (CARATs), which prisoners were able to access at any point in their sentence.

2.125 Thought should be given as to how prisoners who do not want their drug use to be officially known can receive confidential advice and support. (3.27) Not achieved. This was still an issue as any prisoner seeking help for their drug use was expected to give extensive information about themselves, which was then recorded on a CARAT form.

Further recommendation 2.126 The drug strategy team should consider how best to address the issue of confidentiality.

2.127 An alternative method of dispensing sleeping pills should be introduced. (3.28) Achieved. Prisoners were no longer prescribed several days’ sleeping pills in advance.

2.128 External training and support should be provided for the GP post. (3.28) Recommendation withdrawn. This recommendation was no longer relevant as the prison was employing specialist staff from the local health care trust to provide this service.

2.129 Additional staff and a greater budget for health interventions should be seen as a priority. (3.28)

Partially achieved. Additional staff and funding had been provided to support health interventions. There had been concerns, however, about the management and efficacy of the resources and there were a number of developments that were due to be considered as part of the imminent staffing review. The prison had made a positive move in employing a clinical nurse specialist from the local health care trust to advise on issues related to substance use.

2.130 The strategy concerning Hepatitis B vaccinations to prisoners should be corrected. (3.28) Not achieved. We were told that, while there was an agreed protocol for providing Hepatitis B vaccinations to prisoners, a shortage of staff had limited the number that could be done. We did not accept this and were clear that all prisoners for whom it was appropriate should be offered the Hepatitis B vaccinations.

2.131 The prison drug strategy group should clarify the specification for assessment and referral with built-in performance indicators and outcome evaluation. (3.29) Recommendation withdrawn. This recommendation had been superseded by the introduction of the CARAT scheme and its monitoring requirements.

2.132 Future funding of the service should be referred to the local drug action teams and include the drug throughcare team as part of their local strategy. (3.29) Partially achieved. The external funding of the throughcare team had been lost and it was now funded purely by the prison. This had meant a decrease in staffing and the prison was in the process of tendering out the service with a new specification aimed at providing support services to those undertaking detoxification. The externally-funded post of the criminal justice liaison officer did provide a service between custody and the immediate post-release period in the community.

Further recommendation 2.133 The post of criminal justice liaison officer was innovative and discussions should take place with the local drug action teams to extend the scheme.

2.134 Consideration should be given to adjusting the drug testing system to increase targeting. (3.30) Achieved. The prison was now randomly testing 5% of the population and was able to respond to ‘on suspicion’ and other targeted testing as required.

2.135 The drug strategy group should take a more active role in ensuring that the drug strategy is co-ordinated, complementary and evidence based. (3.32) Partially achieved. The drug strategy group was meeting regularly and it was clear that there was greater co-operation and co-working among most of the initiatives in the prison. However, there was still a lot of work required to ensure that all departments were complementing each other and open to monitoring and evaluation.

Further recommendation 2.136 The prison should consider the creation of a full-time post at principal officer level to co-ordinate the drug strategy.

2.137 The drug strategy group should take a more direct role in agreeing the development and the managing of resources as well as providing a forum for interaction and debate. (3.33) Not achieved. The prison’s current drug strategy was out of date. The drug strategy co- ordinator was awaiting the results of the full staffing review before developing a new one.

Further recommendation 2.138 The development of the new drug strategy should include a comprehensive review of existing resources and be based on the identified needs of prisoners rather than on existing staffing and structures. The drug strategy group should be fully involved in the review.

2.139 Drug related issues should be reviewed by the drug strategy group. (3.33) Achieved. The drug strategy group had regular meetings at which all drug-related issues were reviewed.

2.140 A voluntary testing unit should be established with appropriate support on relapse prevention built into the regime. (3.33) Partially achieved. The prison had developed a designated voluntary drug testing unit based on B Wing. However, there was little on offer in terms of relapse prevention and the provision of this support should be included in the new drug strategy.

2.141 Areas of unmet need should be reviewed by the Area Drugs Co-ordinator to ensure that the Area Strategy provides as much support to Liverpool Prison as possible and that the Prison Service is advised of the level of resources required to meet the standards suggested in its "Tackling Drugs In Prison" strategy. (3.34) Partially achieved. There had been a major injection of resources for drug dependency work since our last visit, although it was difficult to determine how efficiently or appropriately these were being used. It was clear that this concern was shared with the Area Drugs Co-ordinators and that both they and the prison would welcome a re- organisation of services to ensure best value.

Further recommendation 2.142 The organisation of services and how they are delivered should be reviewed as part of the development of the new drug strategy.

Suicide awareness 2.143 Listeners should be represented on the suicide awareness team. (3.36) Achieved. A Listener had attended the last three monthly meetings.

2.144 Targets should be set to complete staff training in suicide awareness. (3.36) Not achieved. We repeat the recommendation.

2.145 The suicide awareness team should review their work to date, take stock of progress made and prepare an action plan for the future. (3.37) Achieved.

2.146 The work of the Listeners should be supported by the Chairman of the suicide awareness team, meeting regularly with them to resolve problems requiring a management or administrative input. (3.38) Partially achieved. This role was carried out primarily by the suicide prevention co- ordinator. The chair of the suicide prevention team or another representative from the senior management team presented certificates to new Listeners. However, the Listeners’ contribution to the suicide prevention effort within the prison should be acknowledged by the presence of a member of the senior management at the Listeners’ monthly support meeting.

Further recommendation 2.147 A member of the senior management team should be present at the Listeners’ monthly support meeting.

2.148 Arrangements should be made to provide a 24-hour Listener scheme. Listeners should be involved in prisoners’ induction programmes. The number of Listeners in reception should be increased. (3.38) Partially achieved. Prisoners did not have access to Listeners or the Samaritans during the night. If a prisoner indicated any vulnerability during this time, he was moved to the health care centre. Listeners were available on K Wing but were not directly involved in the induction presentation. The number of Listeners had increased. We repeat the recommendation.

2.149 An urgent review of practices in the health care centre, in relation to the prevention of suicide and self-harm, should be undertaken and all health care staff should have suicide awareness training and refresher training as appropriate. (3.40) Partially achieved. Some action had been taken in recent months to address this issue. The issue of training had been raised by the local coroner. Twelve of the 43 health care staff had received a half-day training this year and new staff were receiving this as part of their induction. A programme was in place for other health care staff to undergo this training and we support this approach.

2.150 F2052SH files should be opened on all patients at risk of self-harm in the health care centre. (3.40) Achieved.

2.151 Patients in the health care centre should be told, on admission, of the availability of wing Listeners. (3.40) Partially achieved. There was no formal reception board or induction process for those prisoners admitted directly to the heath care centre. Although most staff would probably mention Listeners when completing initial nursing records, some patients may find it difficult to absorb this information. Therefore, a more formal approach to reception should be adopted whereby useful information can be imparted and the patient given the opportunity to ask questions about his time in prison.

Further recommendation 2.152 A reception board appropriate to the needs of patients should be developed in the health care centre.

2.153 The suicide awareness team should carry out a monthly audit of practice in the health care centre. (3.41) Partially achieved. While the health care centre was audited by the suicide prevention team as part of its programme of audits throughout the prison, this did not take place monthly. We repeat the recommendation.

2.154 The suicide awareness team should review the use of the ‘strip’ room each month. (3.41) Not achieved. We repeat the recommendation.

Further recommendation 2.155 The use of the ‘strip’ room should be in line with the requirements of Prison Service Instruction 27/2000: ‘The elimination of strip cells in the care of the suicidal’.

2.156 F2052SH files should be monitored by the suicide awareness team monthly by location, time of day, and day of the week to ascertain trends and evaluate services provided. (3.41) Achieved. This work was being done by the suicide prevention co-ordinator.

2.157 The conclusions and findings of the post self-harm interviews study should be integrated with the work of the suicide awareness team and this information used to improve intervention. (3.42) Partially achieved. This work was considered as part of the suicide prevention co- ordinator’s regular reports. However, there was little evidence that the findings had been used to improve intervention. We repeat the recommendation.

Further recommendation 2.158 A more robust system should be introduced to ensure that the probation department is informed of all incidents of self-harm, thus allowing them to conduct post self-harm interviews. More effort needs to be made to analyse the information gathered at these interviews.

Race relations 2.159 The race relations management team should complete the Prison Service training in race relations. (3.43) Partially achieved. The emphasis was now on diversity training and this formed part of the overall training plans.

2.160 The race relations trainers should have their training updated. (3.44) Achieved. The three trainers had all received training in diversity.

2.161 Target dates should be set by which all staff will receive training in race relations awareness. (3.44) Partially achieved. This was being organised as part of training plans in diversity.

2.162 Guidance for the conduct of the race relations audit should be prepared. Responsibility for carrying out the race relations audit should be a joint exercise shared with landing officers appointed to liaise with the race relations liaison officer. In non- residential areas a member of staff should be appointed and the audit should include all parts of the prison. (3.45) Not inspected. The key staff with access to this information were away during the inspection. We were unable to secure details of the audit or its findings.

2.163 The senior management team should receive regular reports on race relations progress and the race relations climate. (3.45) Achieved. Monitoring statistics were available for meetings of the race relations management team.

Equal opportunities 2.164 Targets to increase the numbers of female staff should be set. (3.46) Not achieved. While targets may have been set, the results showed no improvement in the disparity between male and female staff. Of the 630 unified grades, 58 (9%) were female. This figure was virtually unchanged from that found in 1999.

2.165 Training in equal opportunities for all managers and staff should be provided. (3.47) Achieved. This had now been overtaken by the new training in diversity.

2.166 The senior management team for the development of its Fair Management policy should set achievable target dates. The senior management team should receive regular reports on equal opportunities progress. The equal opportunities committee with revised membership should make time to review the nature and quality of its work to date and set achievable targets for 1999/2000. (3.48) Achieved. An equal opportunities action plan had been drawn up and targets set.

Anti-bullying strategy 2.167 Measures should be introduced to ascertain the levels of bullying in order to develop an effective strategy. (3.50) Achieved. A comprehensive survey of prisoners had been carried out and the results analysed by the psychology department. This had revealed the types of bullying and intimidation that had been taking place, along with the most likely areas for bullying. These results had been used to inform the anti-bullying policy.

2.168 There should be re-learning opportunities in place for both the perpetrators of bullying, the victims and prisoners who are both bullies and victims in different situations. The anti-bullying strategy should be multi-faceted, prison-wide and integrated with other throughcare initiatives. (3.51) Partially achieved. Although we concluded that bullying in the prison was relatively low and that the environment was safe, this was almost certainly due to the fact that prisoners had few opportunities to engage with each other because the regime was so impoverished. Equally, while we were confident that staff would not stand by and allow bullying to take place, most were unaware of what procedure to follow if it did occur beyond reporting the incident to the senior officer. At the time of our inspection, only three current bullying cases were being managed on the wings; with over 1,400 prisoners, this seemed quite low. There were no programmes to challenge this behaviour or to support victims by providing assertiveness training. However, a multi-faceted approach to the managing of bullying was being co-ordinated through an anti-bullying committee.

Further recommendation 2.169 There should be re-learning opportunities in place for both the perpetrators of bullying, the victims, and prisoners who are both bullies and victims in different situations.

2.170 The anti-bullying strategy should be thoroughly overhauled and rendered effective. (3.54)

Partially achieved. The anti-bullying strategy had been thoroughly overhauled in line with the results of the survey referred to in paragraph 2.165. Despite this, most staff had not had any training on its application and did not know what to do. We concluded, therefore, that the strategy was not fully implemented or effective.

Further recommendation 2.171 The anti-bullying strategy should be implemented and its effectiveness reviewed.

Reception and discharge 2.172 Women prison officers should be considered for work in Services 1, the Internal Operations group. (4.1) Achieved. Two female officers had joined the group.

2.173 Repairs and redecoration in reception should be completed and graffiti should be removed. A heater should be provided behind the main desk area. (4.2) Achieved.

2.174 Adequate time should be provided to deal with illiterate prisoners and those with language difficulties to ensure that they understand important local information on arrival at reception. Prisoner Listeners should be made available for this purpose and wing reception staff should continue the process. (4.4) Partially achieved. Local information was not being translated into a range of languages nor was there any looped video to provide such information to illiterate prisoners arriving in reception. There were no records of how often Language Line was used. We were told that it was used rarely and that, in the main, staff got by with ‘pigeon English’. Given that, in the previous months, the prison had held a considerable number of immigration detainees, this was surprising. An information booklet published by the Prison Reform Trust was available in a number of languages. Three Listeners worked in reception. Officers responsible for opening core records and issuing identity cards were

able to take the time to explain to prisoners what would happen to them, although this was more difficult at busy times.

Further recommendation 2.175 A sheet of basic information about the reception process and sources of help available should be translated into a range of languages. A looped video explaining the reception procedure and what would happen in the first 24 hours should also be produced to help inform prisoners who cannot read.

2.176 Escort contract staff and reception officers should do everything necessary to integrate all new prisoners into normal location. (4.5) Not achieved. Decisions to separate potentially vulnerable prisoners were being made before they had the chance to discuss their status with the duty Governor. We were told that these prisoners had been advised by custody officers to request vulnerable prisoner status. That they were taken off the escort van separately compromised the decision of the duty Governor. We repeat the recommendation.

2.177 Conditions in the admissions side vulnerable prisoner holding room should be improved; damaged chairs in the main prisoner holding rooms should be replaced. (4.6) Not achieved. The condition of the room was little changed since our last inspection: we found half-eaten meals from the previous day; the toilet areas needed cleaning; hand dryers were not working; and there were not enough toilet rolls. We repeat the recommendation.

2.178 A closed circuit television system should be introduced to improve staff supervision throughout reception prisoner areas. (4.7) Achieved. We were told that extra cameras had been installed. Consideration should be given to putting an additional camera in the room holding prisoners waiting to be moved to the residential units where there was less direct staff supervision.

2.179 Convicted prisoners should be allowed to wear their own underwear. (4.8) Not achieved. We repeat the recommendation.

2.180 Management checks of stored property should be introduced. (4.9) Achieved. We were told that 10 property cards were selected at random each month and checked against the appropriate property boxes. However, no records of these checks were kept; this practice should be introduced.

2.181 The escort monitor should visit reception regularly. (4.9) Not achieved. We repeat this recommendation.

2.182 Frozen or blast chilled food should be provided in reception. (4.11) Not achieved. Our original concern was that food provided for prisoners arriving in reception late was dried up. However, although frozen or blast chilled food was not being provided, a second delivery of food was now being made to reception later in the evening.

2.183 The reception strip search area should be redesigned, more cubicle space should be provided. (4.13) Achieved.

2.184 Principal officers should routinely discharge prisoners. Plain plastic carrier bags should be provided for prisoners to take their belongings out of the establishment on discharge. (4.14) Partially achieved. Principal officers were routinely discharging prisoners. We were told that, while prisoners being discharged had previously used carrier bags to carry their possessions, they were now issued with a black bin liner. We repeat the recommendation.

2.185 Discharge clothing boards should be arranged in time to ensure that all discharged prisoners receive their entitlements and are suitably clothed for release back into the community. (4.15) Not achieved. We repeat the recommendation.

Induction 2.186 Wing staff should make time available to see each new reception on the day of arrival to deal with any immediate needs or queries. Night staff should know the locations of new receptions and be required to pay them special attention overnight. (4.16) Not achieved. We repeat the recommendation.

2.187 Prisoners should be formally interviewed, in private, by landing staff on the morning following reception to check for any cell sharing problems. (4.17) Not achieved. We repeat the recommendation.

2.188 Formal reception boards should be held seven days each week and on Bank Holidays as necessary. (4.18) Not achieved. We repeat the recommendation.

2.189 Reception and wing staff should identify prisoners with reading difficulties to ensure that adequate time is spent with them. (4.19) Not achieved. However, the education department did conduct assessment tests as part of induction.

2.190 The induction video should be updated and made more interesting. (4.20) Not achieved. We repeat the recommendation.

2.191 Prisoner Listeners should be available on K1 daily to deal with queries from new receptions. (4.20)

Not achieved. Although a Listener was available on K Wing, he was tasked with other jobs.

Further recommendation 2.192 A Listener should be on hand on K Wing when reception boards are taking place. This would make him accessible to those waiting to attend the board and allow the Listener to look out for any signs of distress among newly-received prisoners.

2.193 Staff who deal with prisoners during the induction process should set an appropriate establishment tone by addressing new receptions with their title (Mister etc.) or by their first and surnames. (4.22) Not achieved. This is a matter of respect and can help to make prisoners feel safe. We repeat the recommendation.

2.194 Checks should be conducted to ensure all new receptions receive all necessary information. (4.23) Not achieved. We repeat the recommendation.

2.195 All prisoners received into the establishment should be seen on a formal wing reception board to ascertain if they have any problems, to confirm status and to check documentation received. (4.25) Not achieved. We repeat the recommendation.

2.196 Time should be spent with all new receptions to explain bullying, how they could report it and what help was available. (4.26) Achieved. This was included in the induction talk from staff.

Sentence planning 2.197 A needs analysis should be carried out to identify offending behaviour needs. (4.27)

Achieved. The psychology department had carried out research, including prisoner questionnaires, and submitted two reports.

2.198 Although the establishment had not drawn up a resettlement policy based on the needs analysis, it had produced a draft template setting out priorities for developing resettlement initiatives at Liverpool.

Good practice 2.199 One of the reports on offending behaviour needs produced by the psychology department was aimed specifically at addressing the needs of prisoners serving less than 12 months. We commend this initiative.

2.200 A reliable system for updating and reviewing sentence plans should be established. (4.28) Not achieved. There was a considerable backlog in all aspects of sentence planning work at the time of the inspection.

2.201 The observation, classification and allocation (OCA) work was located within the sentence planning unit. Staff had estimated that there was approximately a 13 week delay in completing initial classification and allocations. This meant that initial risk assessments were not being completed, which had serious implications for safety.

2.202 There was a backlog of 37 weeks for initial sentence plans for prisoners subject to automatic conditional release (those serving less than four years), with reviews delayed by over eight months. The backlog for initial sentence plans for prisoners subject to discretionary conditional release (serving over four years) was 27 weeks, with reviews delayed by over six months. Prisoners were being discharged from the prison without ever having had a sentence plan.

2.203 The systems in place to monitor sentence planning procedures were not sufficiently robust to tackle the inordinate delays. There was a need to incorporate a

monitoring and quality assurance function relating to sentence planning within the terms of reference of the resettlement policy committee. We repeat the recommendation. (See also paragraph 2.275).

Throughcare 2.204 A throughcare manager should be appointed; the membership and terms of reference of the throughcare committee should be reviewed. All providers should be represented including, where appropriate, community agencies. (4.29) Partially achieved. The throughcare committee had been relaunched as the resettlement policy committee (RPC) in line with the Resettlement Prison Service Order 2300. The RPC met quarterly and was chaired by the head of inmate activities. Representatives from a number of community agencies involved in resettlement within the prison were included on this committee.

2.205 Without a comprehensive resettlement policy, the strategic vision and direction of the RPC was unclear. This needed to be developed along with terms of reference that would demonstrate transparent lines of accountability for the co-ordination and delivery of all resettlement activity at Liverpool.

2.206 There should be selection for the staff who are allocated to this work and training in group work skills. (4.32) Achieved. The work referred to in the previous report related to wing-based group work activities covering a variety of officer-led information sessions. Group work in this format generally no longer took place on the wings, with the exception of some non- structured induction group working on K Wing. Additionally, Connexions (careers service) was operating a pilot scheme on J Wing for groups of 10-15 prisoners. Connexions staff were trained in group work skills.

2.207 In the main, group work activity now took place within the newly refurbished resettlement unit. This was conducted by the community agencies coming into the prison (see paragraph 2.217) and the five officers detailed to the resettlement group.

2.208 The fact that probation staff skilled in group work were not being involved in the work of the resettlement unit, other than for the delivery of enhanced thinking skills, seemed to be a wasted opportunity.

2.209 Delivery of the accredited offending behaviour programme, enhanced thinking skills, involved staff who had been selected and specifically trained.

Good practice 2.210 Some of the pre-release courses were delivered jointly by the community agencies and officers. Some of these organisations had provided training to officers in programme delivery and group work skills, sharing expertise within their specialist area and promoting working in partnership.

2.211 Offending behaviour courses should be evaluated. (4.34) Achieved. The establishment was delivering the accredited enhanced thinking skills course. The majority of prisoners who had accessed this course had made an application having heard about it through word of mouth. Some referrals for this programme had come through sentence planning, although it was disappointing that these were not being targeted at prisoners who had been assessed as being in most need through a sentence planning process.

2.212 Although the enhanced thinking skills programme was intended to be delivered by a multi-disciplinary team of prison officers, psychology staff and probation officers, there was only one trained prison officer. The multi-disciplinary delivery of offending behaviour programmes is beneficial to both staff and prisoners, and more officer training should be encouraged.

2.213 Five sessions of enhanced thinking skills had been cancelled because staff were not getting prisoners to the right place at the right time. This raised a question concerning the establishment’s commitment to delivering accredited programmes.

2.214 The probation department had previously delivered group work covering: drug and alcohol misuse domestic violence and anger violence Probation staff believed that lack of space and difficulties in getting prisoners to activities meant that they were unable to continue delivering these courses. However, we were informed that, in line with advice from the Offending Behaviour Programmes Unit at Prison Service Headquarters, the establishment had taken a decision not to deliver non- accredited courses. Strategic decisions with regard to offending behaviour programmes should be made at the resettlement policy committee and communicated throughout the establishment.

2.215 The Area principal psychologist for the North West should be approached to carry out a needs analysis of Liverpool prison and advise on future provision. (4.35) Achieved. The establishment had a psychology unit with four full-time psychologists and four full-time psychological assistants. In addition to their involvement in enhanced thinking skills, the psychology department held individual caseloads offering support to prisoners with anxiety, post-traumatic stress disorders and issues relating to self-harm or anger. They worked with the lifer population and had produced two reports from a needs analysis of the prisoner population. They also produced monthly management information reports for the senior management team. They were also involved with the resettlement policy group, the suicide awareness committee, the anti-bullying committee and the race relations committee. The establishment had clearly benefited from the introduction of a psychology department.

2.216 Attendance at pre-release courses by prisoners should form part of a resettlement package including post-release arrangements for accommodation, employment and aftercare. Staff allocated to pre-release training should be included in the minimum staffing levels of the prison. (4.38) Partially achieved. It could not be said that all prisoners at Liverpool were provided with a resettlement package that was relevant to their assessed needs or as a result of

effective sentence planning. Nor was there equality of access to the range of pre-release initiatives and post-release support in the areas of accommodation and employment.

2.217 However, a good range of resettlement/pre-release programmes and projects was beginning to emerge. These included services brought into the establishment by external agencies such as Connexions (careers service), the YMCA (personal development course) and Job Club Plus (benefits agency). A community development co-ordinator was responsible for overseeing all activities and involvement with a number of voluntary sector organisations.

2.218 The resettlement group also delivered a two-week pre-release course, including a Job Club, and a separate one-week course to meet the needs of short-term prisoners.

2.219 Access to all pre-release courses and in-house community resources was by prisoner application. Prisoners drew our attention to weaknesses in the application system. There were waiting lists for almost all courses and it was clear that demand exceeded supply. For example, Connexions staff had seen less than 20% of prisoners discharged during the previous 11 months; only 8% of prisoners discharged during the previous 12 months had accessed the Job Club and only 15% had accessed the pre-release course.

2.220 Five officers allocated to the resettlement unit had been included in the minimum staffing levels of the prison. Although this had been revised to eight, this proposal awaited acceptance or rejection by the arbitration services at the time of the inspection.

2.221 Each prisoner should have a pre-release case conference several weeks before his discharge date to ensure that an individual resettlement plan is in place. (4.39) Not achieved. The establishment maintained that the numbers of prisoners being released into the community each week (approximately 100) prevented them from undertaking individual resettlement work at the point of discharge.

2.222 However, at the very least, prisoners should be provided with assistance to ensure that they have somewhere to live, something to do and have access to financial support prior to their discharge in order to protect against further offending. We repeat the recommendation.

Release on temporary licence (ROTL) 2.223 ROTL information should be on display to prisoners throughout the establishment. (4.41) Not achieved. Staff and prisoners told us that Liverpool simply did not grant ROTL applications. This was clear from the insignificant number of prisoners, three in the last three years, who had been granted ROTL.

2.224 Prisoners were not encouraged to apply for ROTL as part of a staged preparation for release and no information about it was on display. There was no personal officer scheme and there were major weaknesses in the system of sentence planning. (See sentence planning section at paragraph 2.195). Consequently, the usual channels for prisoners to pursue ROTL applications were not available to prisoners at Liverpool. We repeat the recommendation.

Further recommendation 2.225 Systems should be in place to encourage and support prisoner applications for release on temporary licence.

2.226 Prison officers should be trained to recognise prisoners’ needs and be able to advise them how to prepare applications for the various forms of ROTL. (4.41) Not achieved. On average, there were about 40 ROTL applications per year, a figure that was not surprising given the establishment’s stance. Prison officers were not trained or encouraged to advise prisoners regarding any aspect of ROTL and, indeed, were more likely to advise prisoners not to apply for the reasons outlined above (paragraph 2.221). We repeat the recommendation.

2.227 The ROTL register should be clarified. (4.41) Not achieved. The few ROTL applications that were made were logged in a register. However, there was no monitoring of the register or any analysis of the reasons for refusal. Although it was apparent that there was a culture of non-acceptance of ROTL at Liverpool, there was an opportunity for this to be challenged through close monitoring and evaluation of the register. This should be overseen by the resettlement policy committee. We repeat the recommendation.

Further recommendation 2.228 The resettlement policy committee should monitor the establishment’s performance with regard to release on temporary licence and use this information to modify and improve its practice.

2.229 Formal reviews should be arranged when prisoners return from a period of ROTL. (4.42) Not achieved. There was no system in place to ensure that prisoners returning from a period of ROTL would be subject to a formal review. We repeat the recommendation.

2.230 Prisoners who return from ROTL should be considered for transfer to Open Prison. (4.42) Not achieved. As above. We repeat the recommendation.

2.231 The situation for allowing release on temporary licence should be reviewed. Escorted absences should be arranged for prisoners deemed unsuitable for release on their own. (4.43) Not achieved. The majority of prisoners who applied for ROTL were considered to be unsuitable for release. No further consideration was given to facilitating release by way of additional support of any kind. The establishment had not carried out any analysis of ROTL applications and we were unable to determine the most common reason given for refusal. We repeat the recommendation.

Observation, classification and allocation (OCA) 2.232 The decor in OCA should be improved. (4.44) Achieved. The observation, classification and allocation department had been re-located to the reception building. The room being used was appropriately decorated and large enough to carry out this work effectively.

Bail information and legal aid 2.233 IT provision for bail information should be considered. (4.55) Achieved. However, such provision was not envisaged as part of the Quantum project.

2.234 Bail information should be made available to senior managers. (4.56) Achieved.

2.235 Targeting of bail applications should be risk assessed, carefully planned and properly managed. (4.57) Not achieved. We repeat the recommendation.

2.236 Legal Aid information in foreign languages should be provided. (4.59) Partially achieved. Although this information was available, albeit in a limited range of languages, it was not widely publicised.

The health care service 2.237 The staff skill mix in the service should be adjusted to meet the assessed needs of the patients. (5.5) Partially achieved. The registered mental nurse and registered general nurse skill mix and workforce plan was in the process of being developed as part of the new workforce confederation structure.

2.238 The need for clerical and secretarial support should be reviewed. (5.8) Partially achieved. A review of administration in health care by the personnel department was underway.

2.239 Training requirements should be included in the annual PPRS review, necessary training should be funded and time made available for staff to attend courses. The operation of the system for continuing training should be reviewed annually. (5.9) Partially achieved. This was being developed as part of a training needs assessment. Regional funding of £4,000 had been obtained for staff training on the new developments and regimes.

2.240 Clinical supervision should be introduced. (5.10) Partially achieved. Work was underway on this initiative, as well as continuing professional development with the mental health trust, acute trust and primary care trust.

2.241 An audit programme involving all medical staff should be in place and the findings and responses to audit reviewed annually. (5.11) Not achieved. Structures for audit were in place but not activated due to the absence of full-time medical staff. We repeat the recommendation.

2.242 An assessment of need for health care in the prison should be extended to include assessment of the need for all types of health care. (5.13) Achieved. A multi-agency process was underway to look at the needs for mental health, primary care, disability and health promotion for the whole prison.

2.243 The solid central staircase on M1 should be slatted and grilled if the area is to continue in use for in-patients. (5.15) Not achieved. This was part of the proposed refurbishment plan.

2.244 Patients at highest risk should be located nearest the office. (5.15) Achieved. Patients at highest risk were located in the gated cell opposite the office. The cell also had a camera to aid observation.

2.245 Deficiencies in the health care centre should be corrected and the centre brought up to the standards required by the HCS. (5.18)

Not achieved. This was part of the proposed refurbishment programme.

2.246 Wing surgeries should meet the relevant HCSs. Only staff directly required for primary care should be present during consultations and patients should always have the option of seeing the doctor alone. (5.19) Achieved. This standard was included in the new regime and was an ongoing option for patients.

2.247 All primary care should be given by or supervised by certificated GPs. Those MOs who are not certificated should be given the opportunity to receive appropriate training. (5.21) Partially achieved. Only those locums who met the recommendations of the report of the Working Group on Doctors Working in Prison were employed.

2.248 There should be an immediate review of the way in which primary care surgeries are conducted and proper professional practice ensured. (5.22) Partially achieved. This had been undertaken through the introduction of the new regime.

2.249 The beds in the health care centre should be taken off the certified normal accommodation and placements in the health care centre on governor’s order should cease. (5.23) Not achieved. We repeat the recommendation.

2.250 In-patient care should meet the HCSs and therapeutic activity should be made available for all those who need it. (5.24) Partially achieved. A new regime in health care was being introduced with improvements on previous practice.

2.251 The accuracy of seclusion records should be reviewed and a central register maintained. (5.26)

Partially achieved. This was in the process of being developed. A new central filing system had been established.

2.252 There should be early discussions aimed at achieving a unified service for mentally disordered offenders between HMP Liverpool and the Scott Clinic. Mentally ill in-patients should be under the care of a fully trained psychiatrist. (5.28) Achieved. A service had been established. A working sub-group had been set up with Merseyside NHS Trust to develop a mental health strategy for the prison in line with the national service framework for mental health.

2.253 Wing officers should be encouraged to be more active in referring prisoners who cause them concern either to the HCC or to the CJLS. (5.29) Partially achieved. Work was underway to clarify referral routes, linking in with prison officers newly trained in mental health awareness and the mental health in-reach initiative.

2.254 The part-time doctor trained as a GP should receive the appropriate training and be encouraged to audit some of the questions about the programme. (5.30) No longer applicable.

2.255 Health care practice at reception should be improved. (5.32) Partially achieved. A new health screening pilot was in place.

2.256 So long as ‘fitting’ is required on adjudication forms it should be done correctly. (5.33) Partially achieved. This now took place. An induction pack had been developed to ensure that locum doctors were aware of the requirement.

Occupational health service 2.257 The occupational health service should have better leadership and direction with clear objectives set for the service. (5.34) Not inspected.

2.258 Sickness and cost reduction targets by location should be set annually in the business plan. A review of staff sickness levels by location and occupational group should be carried out. (5.37) Not inspected.

2.259 A comprehensive occupational health policy should be prepared as a basis for a service level agreement with a professional Occupational Health Service. (5.38) Not inspected.

2.260 The health and well-being of staff should be a top priority for the senior management team. The senior management team should develop the healthy prison concept which embraces everyone and all aspects of prison life. (5.39) Not inspected.

Pharmacy 2.261 Patient specific and stock items should be separated. (5.42; 5.48) Not inspected.

2.262 Maximum/minimum thermometers should be obtained and a daily written record kept of refrigerator temperatures. (5.43; 5.46; 5.47) Not inspected.

2.263 Consideration should be given to replacing the shelving in the storeroom. (5.44) Not inspected.

2.264 A written record should be kept on all occasions when medicines are transferred between surgeries or wings. (5.45) Not inspected.

2.265 Medicines should always be stored in properly labelled containers; prisoners should not enter areas where medicines are stored or prepared. Medicines should always be distributed through a hatchway. (5.47; 5.48) Not inspected.

2.266 A sink together with hot and cold water should be provided. (5.49) Not inspected.

2.267 The door to the ward should be kept locked at all times. (5.49) Not inspected.

2.268 Refrigerators should be properly defrosted and used only for storage of medicines. (5.47; 5.50; 5.51) Not inspected.

Supply of medicines 2.269 The stock list should be examined to see whether it can be reduced, and more prisoners supplied on a patient specific basis. (5.54) Not inspected.

2.270 A regular stock reconciliation should be undertaken with regard to Dihydrocodeine and all other items liable to abuse. (5.55) Not inspected.

2.271 Pharmacy labels should remain as issued by the pharmacy and not amended in any way. (5.56) Not inspected.

2.272 All staff should be aware of the location of first aid boxes. (5.59) Not inspected.

Dental 2.273 The following equipment should be provided: a mercury spillage tray and kit, an X-ray developer, a lockable instrument storage, and two straight handpieces and some hand instruments. (5.61) Achieved. New equipment had been supplied in January/February 2002 through joint prison/NHS funding.

Management structure and communications 2.274 The head of residential should be responsible for sentence planning. (6.1) Not achieved. At the time of the previous inspection, sentence planning came under the services group and responsibility rested with the head of security. Sentence planning was then described as ‘being in its infancy’. We did not detect any significant change or progress in sentence planning, which remained the responsibility of the head of security.

2.275 Sentence planning should be principally a residential function and meeting assessed prisoners’ needs through it should be a core part of reintegration planning and all resettlement work. Incorporating sentence planning within resettlement, therefore, was another important culture change that needed to take place at Liverpool. The resettlement policy committee had a central part to play in developing this culture and should begin to monitor the performance of the establishment with regard to completion and review of sentence plans as soon as possible. We repeat the recommendation.

Management services 2.276 The budget for prisoners’ earnings should be reviewed. (6.8) Partially achieved. A review had taken place but, in our view, wage relativities were inappropriate and overall levels very low in comparison with other establishments. We were particularly concerned about wage levels in workshops that managed outside contracts. These compared very unfavourably with similar ventures elsewhere.

2.277 Local management of sick leave should be more responsive and have greater consistency; there should be more use of IT in compiling information for the monitoring and management of sick leave. (6.13) Not inspected.

2.278 Use of IT systems should be reviewed and improved. (6.15) Not inspected.

Staff 2.279 The number of tasks performed by officers now normally performed by Operational Support Grades at other establishments should be examined. (6.18) Not inspected.

2.280 Regime enhancements and efficiencies should be improved and regime delivery should be taken forward. (6.18) Not achieved. The regime was one of the most impoverished that we have encountered in any establishment.

2.281 Care Team members should receive appropriate training. (6.22) Not inspected.

2.282More toilets and showers should be provided for male staff. (6.24) Not inspected.

The estate 2.283 The cell call system in the health care centre should be kept in working order at all times and the speed of response improved. (7.3) Achieved. A more effective system was now in place.

2.284 Consideration should be given to assessing current health care needs and building a new, smaller health care centre. (7.4)

Partially achieved. Two schemes had been drawn up. However, we still believe that a major refurbishment is necessary at the very least.

2.285 Alarms should be made more obtrusive and staff should respond more quickly. (7.5) Achieved. From what we observed, response times were satisfactory.

2.286 Windows should be cleaned on the outside; the Inner skin of glazing of I Wing should be replaced. (7.6) Not inspected.

2.287 The plenum ventilation should be replaced with a conventional heating/ventilation system. (7.7) Not inspected.

2.288 The remaining slate landings should be replaced. Use of the two unfurnished cells in the Segregation Unit should be reviewed. (7.8) Not inspected.

2.289 Adequate notice boards should be provided and all notices and posters confined to them. (7.9) Not inspected.

2.290 External paintwork should be renewed and flat roofs should be weathered by lightweight-pitched roofing. (7.10) Not inspected.

Health and safety 2.291 The management system for Health and Safety should be improved to ensure conformity with Health and Safety legislation. (7.11) Not inspected.

2.292 The Policy/Statement of Arrangements should be rewritten. Consideration should be given to writing one document for the entire prison. (7.12) Not inspected.

2.293 Safety audits should be carried out as required by the Law. (7.13) Not inspected.

2.294 A Safe System of Work should be written for dealing with dirty receptions, soiled clothing and also soiled linen, this should form part of training for staff. (7.14) Not inspected.

2.295 Managers should ensure that all foul and infected linen is placed in correct bags before dispatch to the laundry. (7.15) Not inspected.

2.296 The Prison Service instructions on protection from ionising radiations should be properly followed. (7.16) Not inspected.

2.297 All kitchen cold rooms should have working, easily audible "locked-in" alarms, working safety lights, and fully operative door release catches. Kitchen managers should ensure that these items are tested regularly and any defects in this safety equipment repaired promptly. (7.17) Not inspected.

2.298 All workshops should have walkway lines marked on the floor. The woodwork shops should be cleaner. (7.18) Not inspected.

2.299 There should be a formal structure to ensure that only qualified staff deliver health and safety training. (7.20) Not inspected.

2.300 CoSHH sheets, Risk Assessments and Prisoner Training Records should be improved. (7.21) Not inspected.

Fire precautions 2.301 The main stairwell in the health care centre should be protected by fire and smoke stop doors at first floor level. (7.22) Not inspected.

2.302 Chemicals should be separated from the finished work and finished work stored in a fire compartment. (7.23) Not inspected.

2.303 Fire evacuation drills should be initiated without warning, after dark and particularly with the double locks in place. (7.24) Not inspected.

2.304 An accurate record of numbers of people, in the various departments in the prison, should be maintained at all times. (7.25) Not inspected.

2.305 A joint fire exercise should be held with the local brigade each year. (7.26) Not inspected.

2.306 Responsibility for opening and closing the meter bypass valve should be clearly allocated and incorporated in the Contingency Plans. (7.27) Not inspected.

2.307 Fire stop doors should not be wedged open. (7.27) Not inspected.

CHAPTER THREE

SUMMARY OF RECOMMENDATIONS

The following is a listing of both repeated and further recommendations included in this report. The reference numbers in brackets refer to the paragraph location in the main report.

Main recommendations

To the Director General 3.01 There should be greater efforts made to ensure that prisoners are transferred to prison as soon as possible following their appearance in court. (1.79)

To the Governor 3.02 Prisoners should be moved through reception as quickly as safety permits to a first night location where more time should be spent conducting risk assessments and alleviating any anxieties prisoners may have. (1.80)

3.03 The induction process should be reviewed and delivered in an acceptable environment. There should be a greater multi-disciplinary involvement and separate arrangements should be made for those received on to the health care centre and A Wing. (1.81)

3.04 Prisoners should have a predictable regime that offers daily showers, frequent changes of clothing, telephone access, association and weekly access to the library. (1.82)

3.05 The recommendations in the health care review should be separated from the prison review and implemented as soon as possible. Immediate action should be taken to improve the cleanliness of the health care centre and to ensure that equipment is functional. (1.83)

3.06 The number of work-based activity places should be increased to provide all prisoners with the opportunity for employment. National vocational qualifications, basic and key skills should be provided in work-based activities. (1.84)

3.07 The resettlement policy committee should carry out a needs analysis and use this to develop a resettlement strategy for all Liverpool’s prisoners; it should then oversee the implementation of the strategy, ensuring that it is promoted by staff and accessible to prisoners. The strategy should include developing, monitoring and quality assurance of sentence planning, release on temporary licence, home detention curfew and offending behaviour programmes. (1.85)

Additional healthy prison recommendations

Safety 3.08 One reception information sheet should be produced and the information updated regularly. (1.86)

3.09 Arrangements should be made to ensure that all prisoners, particularly those new to prison, receive the information leaflet. These could be made available to prisoners in court. The production of a video covering the reception process and the first 24 hours should be considered. (1.87)

3.10 All new prisoners should be offered either a smoker’s or non-smoker’s reception pack and a telephone card. They should be told how long the pack

is expected to last, its cost and the system for repaying this from their prison wages or private monies. (1.88)

3.11 Local information gathered from the post self-harm interviews and other sources should be used to inform local policy and develop practice. (1.89)

3.12 Staff who chair F2052SH reviews should receive specific training for this role. (1.90)

3.13 A private suite should be developed to enable Listeners to do their work. Facilities should be provided to enable this work to continue throughout the night when two Listeners could work together to help a prisoner in crisis. (1.91)

3.14 F2052SH reviews should take place in a quiet environment and be uninterrupted. They should be chaired by trained staff. (1.92)

3.15 A senior manager from health care should attend all suicide prevention team meetings. (1.93)

3.16 Attention needs to be given to the discharge of prisoners who have been on a F2052SH form prior to their release. (1.94)

Respect 3.17 Managers should ensure prompt delivery of all elements of the regime. (1.95)

3.18 The planned refurbishment and rebuild of health care should go ahead as a matter of urgency, ensuring that the revised in-patient bed numbers (36) are excluded from the certified normal accommodation and that effective nurse triage and adherence to protocols minimises the use of health care beds to accommodate inappropriate admissions. (1.96)

Purposeful activity 3.19 A full review of the workshops should be carried out to offer more opportunities for prisoners to gain skills and qualifications that can help them gain employment on release. (1.97)

3.20 A full and thorough wages review should be undertaken to improve prisoner wages and align them to the national average of approximately £8.50. (1.98)

3.21 A full review of supervising staffing levels in the workshops, education, library and physical education should be carried out. (1.99)

3.22 The storeroom in the gymnasium should be replaced immediately. (1.100)

Resettlement 3.23 Vulnerable prisoners should have equality of access to resettlement activity within the establishment. (1.101)

3.24 All disciplines within the establishment should have equality of access to much coveted resources within the new resettlement unit, not for the benefit of staff but so that prisoners are able to gain maximum benefit. (1.102)

3.25 The probation team should be proactive in assisting prisoners to make contact with their home probation office while they are in custody and offer an advocacy service where there is a need. (1.103)

3.26 There should be an urgent review of the work of the housing advice unit. (1.104)

To the Director General 3.27 There should be better arrangements to prevent the need for prisoners to have to transfer long distances. (2.04).

3.28 The Prison Service should define the role of Liverpool and provide it with the appropriate resources, including allocation quotas to training prisons. (2.08)

To the Area Manager 3.29 Sufficient resources should be allocated to deal with the needs of Liverpool’s more stable, settled prisoner population. (2.12)

3.30 Documentation and property records received with prisoners from court and other establishments should be improved. (2.13)

To the Governor

Accommodation and facilities 3.31 The opportunity to rent wind-up radios should be extended to all prisoners. (2.21)

3.32 All prisoners should be offered daily showers. (2.24)

3.33 Evening meals should be served later. (2.26)

3.34 The wing-based system of accessing education, work and training should end. Prisoners should be able to access all activities regardless of which cell they are in. (2.30)

3.35 The no smoking policy should be properly applied. (2.32)

3.36 Prison officers and managers should be trained to identify and deal with prisoners’ problems; adequate support and counselling for staff should be available. (2.33)

3.37 Prisoners should be able to make applications seven days each week including bank holidays; these should be dealt with by wing staff or referred to a governor grade if necessary. All applications should be consistently recorded. (2.34)

3.38 Torn and unsigned notices should be replaced; adhesive should be used by prisoners to display pictures and photographs in their cells. (2.35)

3.39 The washing of cutlery in cell sinks should cease and better arrangements introduced. (2.38)

Catering 3.40 Facilities for prisoners working in the kitchen should be improved. (2.41)

3.41 Management should develop the existing kitchen area to its full potential. (2.42)

3.42 The daily routine should ensure that meal serving times meet the standards laid out in the Catering Prison Service Order 5000. (2.47)

Clothing and kit exchanges 3.43 The establishment should meet the national minimum standards for clothing issues. (2.50)

3.44 An effective manager of the clothing exchange system should be appointed. (2.51)

3.45 Better use of IT systems should be introduced. (2.52)

3.46 Kit losses should be reduced. (2.54)

3.47 Prisoners should be allowed to shower on the wings during association times. (2.56)

3.48 Records of kit losses should be maintained with details of where losses occur; this information should be made available to the SMG (senior management group). Details of losses should be costed so that managers are able to understand the scale of the problem. (2.57)

Education 3.49 The educational support should be increased for prisoners. The use of the workshop areas should be developed and opportunities provided for prisoners to achieve other qualifications. (2.63)

3.50 The conditions in the classrooms should be improved. (2.64)

3.51 Strategies, such as more cell-based study and basic and key skills tuition in the workplace, should be urgently implemented. (2.70)

3.52 A proper risk assessment should be carried out in the education department to ensure proper use of staff resources. (2.74)

3.53 Prison managers should look to improve prisoner access to the library. (2.75)

Employment 3.54 More work opportunities should be provided, with more work to include formal accreditation including GNVQs. (2.76)

Physical education 3.55 The redeployment of the additional physical education staff at weekends should stop. (2.80)

3.56 Proper risk assessments should determine the level of PE supervision. (2.81)

3.57 Staff training should be considered for those making replies to request/complaints from prisoners. (2.86)

Prison shop 3.58 Staff facilities should be improved. (2.89)

Visits 3.59 The telephone booking system should provide a more efficient service for visitors. (2.91)

3.60 A strategy should be developed for the creation and delivery of a secure quality visit service which enhances all aspects of human contact between prisoners and their families. A dedicated visit group should be created with the senior officer in charge being tasked with responsibility to a designated senior manager for all aspects of service delivery. A 'Customer Service' related training programme for all officers working in visits should be introduced. (2.96)

Segregation unit 3.61 The exercise area for prisoners should be improved. (2.107)

3.62 Prisoners in segregation should have a daily shower. (2.109)

Vulnerable prisoners 3.63 The absence of records on the wing indicating why prisoners had sought vulnerable prisoner status should be reviewed. (2.118)

3.64 Education should be increased on the wing. (2.119)

3.65 The staff redeployment policy for A Wing should be reconsidered. (2.120)

Encounter group 3.66 A simple form should be introduced for the young person to sign confirming that he had been informed that the encounter will be videoed, that the tape will be retained for a stated period and that staff will have access to it. (2.122)

Drug strategy 3.67 The drug strategy team should consider how best to address the issue of confidentiality. (2.126)

3.68 The post of criminal justice liaison officer was innovative and discussions should take place with the local drug action teams to extend the scheme. (2.133)

3.69 The prison should consider the creation of a full-time post at principal officer level to co-ordinate the drug strategy. (2.136)

3.70 The development of the new drug strategy should include a comprehensive review of existing resources and be based on the identified needs of prisoners rather than on existing staffing and structures. The drug strategy group should be fully involved in the review. (2.138)

3.71 The organisation of services and how they are delivered should be reviewed as part of the development of the new drug strategy. (2.142)

Suicide awareness 3.72 Targets should be set to complete staff training in suicide awareness. (2.144)

3.73 A member of the senior management team should be present at the Listeners’ monthly support meeting. (2.147)

3.74 Arrangements should be made to provide a 24-hour Listener scheme. Listeners should be involved in prisoners’ induction programmes. The number of Listeners in reception should be increased. (2.148)

3.75 A reception board appropriate to the needs of patients should be developed in the health care centre. (2.152)

3.76 The suicide awareness team should carry out a monthly audit of practice in the health care centre. (2.153)

3.77 The suicide awareness team should review the use of the ‘strip’ room each month. (2.154)

3.78 The use of the ‘strip’ room should be in line with the requirements of Prison Service Instruction 27/2000: ‘The elimination of strip cells in the care of the suicidal’. (2.155)

3.79 The conclusions and findings of the post self-harm interviews study should be integrated with the work of the suicide awareness team and this information used to improve intervention. (2.157)

3.80 A more robust system should be introduced to ensure that the probation department is informed of all incidents of self-harm, thus allowing them to conduct post self-harm interviews. More effort needs to be made to analyse the information gathered at these interviews. (2.158)

Anti-bullying strategy 3.81 There should be re-learning opportunities in place for both the perpetrators of bullying, the victims, and prisoners who are both bullies and victims in different situations. (2.169)

3.82 The anti-bullying strategy should be implemented and its effectiveness reviewed. (2.171)

Reception and discharge 3.83 A sheet of basic information about the reception process and sources of help available should be translated into a range of languages. A looped video explaining the reception procedure and what would happen in the first 24 hours should also be produced to help inform prisoners who cannot read. (2.175)

3.84 Escort contract staff and reception officers should do everything necessary to integrate all new prisoners into normal location. (2.176)

3.85 Conditions in the admissions side vulnerable prisoner holding room should be improved; damaged chairs in the main prisoner holding rooms should be replaced. (2.177)

3.86 Convicted prisoners should be allowed to wear their own underwear. (2.179)

3.87 The escort monitor should visit reception regularly. (2.181)

3.88 Principal officers should routinely discharge prisoners. Plain plastic carrier bags should be provided for prisoners to take their belongings out of the establishment on discharge. (2.184)

3.89 Discharge clothing boards should be arranged in time to ensure that all discharged prisoners receive their entitlements and are suitably clothed for release back into the community. (2.185)

Induction 3.90 Wing staff should make time available to see each new reception on the day of arrival to deal with any immediate needs or queries. Night staff should know the locations of new receptions and be required to pay them special attention overnight. (2.186)

3.91 Prisoners should be formally interviewed, in private, by landing staff on the morning following reception to check for any cell sharing problems. (2.187)

3.92 Formal reception boards should be held seven days each week and on Bank Holidays as necessary. (2.188)

3.93 The induction video should be updated and made more interesting. (2.190)

3.94 A Listener should be on hand on K Wing when reception boards are taking place. This would make him accessible to those waiting to attend the board and allow the Listener to look out for any signs of distress among newly-received prisoners. (2.192)

3.95 Staff who deal with prisoners during the induction process should set an appropriate establishment tone by addressing new receptions with their title (Mister etc.) or by their first and surnames. (2.193)

3.96 Checks should be conducted to ensure all new receptions receive all necessary information. (2.194)

3.97 All prisoners received into the establishment should be seen on a formal wing reception board to ascertain if they have any problems, to confirm status and to check documentation received. (2.195)

Sentence planning 3.98 A reliable system for updating and reviewing sentence plans should be established. (2.200)

3.99 Each prisoner should have a pre-release case conference several weeks before his discharge date to ensure than an individual resettlement plan is in place. (2.221)

Release on temporary licence (ROTL) 3.100 ROTL information should be on display to prisoners throughout the establishment. (2.223)

3.101 Systems should be in place to encourage and support prisoner applications for release on temporary licence. (2.225)

3.102 Prison officers should be trained to recognise prisoners’ needs and be able to advise them how to prepare applications for the various forms of ROTL. (2.226)

3.103 The ROTL register should be clarified. (2.227)

3.104 The resettlement policy committee should monitor the establishment’s performance with regard to release on temporary licence and use this information to modify and improve its practice. (2.228)

3.105 Formal reviews should be arranged when prisoners return from a period of ROTL. (2.229)

3.106 Prisoners who return from ROTL should be considered for transfer to Open Prison. (2.230)

3.107 The situation for allowing release on temporary licence should be reviewed. Escorted absences should be arranged for prisoners deemed unsuitable for release on their own. (2.231)

Bail information and legal aid 3.108 Targeting of bail applications should be risk assessed, carefully planned and properly managed. (2.235)

Health care 3.109 An audit programme involving all medical staff should be in place and the findings and responses to audit reviewed annually. (2.241)

3.110 The beds in the health care centre should be taken off the certified normal accommodation and placements in the health care centre on governor’s order should cease. (2.249)

Management structure and communications 3.111 The head of residential should be responsible for sentence planning. (2.274)

100

EXAMPLES OF GOOD PRACTICE

3.112 At our last inspection, we noted the professionalism of the staff in the segregation unit. This had been maintained. (2.112)

3.113 One of the reports on offending behaviour needs produced by the psychology department was aimed specifically at addressing the needs of prisoners serving less than 12 months. We commend this initiative. (2.199)

3.114 Some of the pre-release courses were delivered jointly by the community agencies and officers. Some of these organisations had provided training to officers in programme delivery and group work skills, sharing expertise within their specialist area and promoting working in partnership (2.210).

101

102