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SPS Annual Report Annual Report & Accounts 2004-05 committed to correctional excellence Scottish Prison Service Annual Report & Accounts 2004-05 Presented to the Scottish Parliament in pursuance of the Prisons (Scotland) Act 1989 Laid before the Scottish Parliament by the Scottish Ministers July 2005 SE/2005/137 PREVIOUS REPORTS 1970Cmnd 4809 1971 Cmnd 4999 1972 Cmnd 5349 1973 Cmnd 5735 1974 Cmnd 6350 1975 Cmnd 6546 1976 Cmnd 7162 1977 Cmnd 7391 1978 Cmnd 7749 1979 Cmnd 8037 1980Cmnd 8421 1981 Cmnd 8618 1982 Cmnd 8980 1983 Cmnd 9400 1984 Cmnd 9670 1985 Cm 1 1986 Cm 223 1987 Cm 551 1988 – 1989 Cm 998 1989 – 1990Cm 1499 1990– 1991 Cm 1663 1991 – 1992 Cm 2143 1992 – 1993 Cm 2323 1993 – 1994 HC 515 1994 – 1995 HC 593 1995 – 1996 HC 508 1996 – 1997 HC 18 1997 – 1998 HC 808 1998 – 1999 HC 638 1999 – 2000 HC 619 - SE/2000/1 2000 – 2001 SE/2001/280 2001 – 2002 SE/2002/178 2002 – 2003 SE/2003/190 2003 – 2004 SE/2004/131 CONTENTS SPS Vision 4 The Scottish Prison Service Board 5 Foreword 6 SPS Key Results 7 Leaders in Prison Correctional Work 10 Highest Standards of Service 18 Scottish Prisons’ Staff 20 Recognising Staff 23 An Estate Fit for Purpose 26 Custody and Order 28 Delivering the Business 29 SPS Establishments 30 A year in the Scottish Prison Service 38 APPENDICES 1. Location of Establishments 40 2. Establishments: Population, 2004-05 41 3. Average Daily Population in Establishments 42 4. Receptions to Establishments 42 5. Escapes, Assaults and Absconds from Custody 43 6. Prison Discipline: Offences and Punishments 44 7. Prison Industries 45 8. Staff Numbers and Recruitment 46 9. Staff Training 48 10. Parliamentary Accountability 48 11. Annual Accounts 2004-05 49 SPS VISION Correctional Excellence • Scottish prisons’ staff will be respected We will be recognised as the leader in prisons’ by the nation for their professionalism, correctional work which helps reduce recidivism their wide range of skills and the and thereby offers value for money for the difficult job they do on behalf of society; taxpayer. and • in the necessary pursuit of demonstrat- Mission ing value for money to the taxpayer, We will maintain secure custody and good order; public sector costs will be competitive. and we will care for prisoners with humanity and provide them with appropriate opportunities. Values The values of the Scottish Prison Service are: Action • integrity, frankness, and honesty in We will aim to ensure that: dealing with people; • Scotland’s prisons can fairly be viewed • fairness and justice, respecting the as the leaders in correctional services, needs and rights of prisoners and staff; delivering effective prisoner opportuni- • mutual support, encouraging ties which help reduce recidivism; teamwork and commitment; • the prison estate is fit for the 21st • caring for the safety and wellbeing of century; prisoners and staff; and • Scotland’s prisons are acknowledged • openness about our aspirations, our as providing the highest standards of successes and our failures, coupled service delivery across their full range with the willingness to learn. of activities; 4 Scottish Prison Service Annual Report & Accounts 2004-05 SCOTTISH PRISON SERVICE BOARD TONY CAMERON Chief Executive BARBARA ALLISON ALEC SPENCER WILLIE PRETSWELL PETER WITHERS Director of Director of Director of Finance & Director of Prison Human Resources Rehabilitation & Care Business Services Services MIKE DUFFY KEN THOMSON BILL CARR ELINOR SMITH Director of Director of Corporate Non-Executive Director Non-Executive Director Prisons Services May 2003 August 2003 he Chief Executive chairs an internal board, the (RMAC) supports the Chief Executive and the Board TSPS Executive Board, which comprises senior by advising on the effectiveness of SPS’s processes SPS staff who are accountable to the Chief Executive for risk, control and governance. The RMAC is for their areas of responsibility. The SPS Executive chaired by one of the two Non-Executive Board Board also includes Non-Executive Directors members (Bill Carr) and the other (Elinor Smith) is appointed by the Scottish Ministers. The role of the a member. There are two independent members, Executive Board is to support the Chief Executive in John Aldridge (previously Finance Director of the monitoring and improving the performance of SPS, Scottish Executive) and Tom Buncle (Managing reviewing and managing risks to SPS achieving its Director, Yellow Railroad). The Non-Executive and aims, and realising the SPS vision of correctional independent members of RMAC form a majority. excellence. During 2004-05 the Board met 12 times The remaining members during 2004-05 were Alec including in eight different prisons and SPS estab- Spencer, Director of Rehabilitation & Care, Peter lishments, taking the opportunity to meet staff, Withers, Director of Prison Services and Ian Gunn, answer their questions and tour the establishment. Governor in Charge, HMP Peterhead. The RMAC In addition, the Board held two planning workshops, met on four occasions during 2004-05 and again on in May and August. 8 June 2005 to consider SPS’s accounts and the The SPS Risk Monitoring and Audit Committee draft Auditor’s Report for 2004-05. 5 Scottish Prison Service Annual Report & Accounts 2004-05 FOREWORD am delighted to be able to report that, approved activities designed to help prisoners Idespite a record high prisoner population, with their offending behaviour, to become SPS delivered the best performance in its more employable and to increase their history as a result of the hard work and chances of leading law abiding lives following dedication of our staff and partners. release. Our unprecedented building The average daily prisoner population in programme continued, funded partially by 2004-05 was 6,784 reaching a peak of over increases in efficiencies we made in our 7,000 in April. While this put the available running costs, in addition to record levels of accommodation under some strain we investment made by the Scottish Executive so managed the prison population most that by the year end only one in 10 of prisoner effectively while at the same time translating places had no access to toilets at night. It is "The result is successfully unparalleled levels of capital the first year ever in which the Agency investment into a series of projects all of exceeded this target. that Scotland’s which were on or ahead of time and to Lastly, the SPS succeeded not only in prisons have budget. keeping the cost to the taxpayer of each We had only three escapes, not of high prisoner place below the target set but never been as risk. There was a marked improvement in actually reduced it in cash terms. This was safe as they are safety. The number of serious assaults on difficult to achieve but, as we agreed with our now." staff – at four - is the lowest ever recorded. Trade Union Partners, necessary to enhance Prisoner on prisoner assaults – the majority job security by enabling the Agency to TONY CAMERON connected, we believe, to drug feuds outwith become more competitive as a provider of Chief Executive the prison – were also lower than the prison services. previous year despite increased prisoner Perhaps the single highlight of the year numbers. The result is that Scotland’s was the ending of slopping out at Barlinnie prisons have never been as safe as they are after 122 years. now. May I thank my Board colleagues and all We delivered record volumes of prisoner SPS staff for their dedication and support for learning hours and of programmes and SPS over the year. 6 Scottish Prison Service Annual Report & Accounts 2004-05 SPS KEY RESULTS he Scottish Prison Service (SPS), as an introduced in response to Jim Wallace’s speech TAgency of the Scottish Executive Justice (as Deputy First Minister) on the outcome of the Department, is required to report performance Estates Review. In due course, in line with the against Ministerial targets under the terms of requirements of the Freedom of Information our Framework Document. These Key (Scotland) Act 2002, SPS will publish relevant Performance Indicator targets help to measure information relating to the performance of progress towards achieving our vision of Scotland’s prisons. Correctional Excellence. As mentioned above, record prisoner As a Public Service, we are committed to numbers have made this a particularly achieving progress on all four strands of our challenging year and this should be borne in Mission (Custody, Order, Care and Opportunity) mind when viewing the performance figures2 which supports the Scottish Executive’s wider shown on page nine, commentary on which is commitments on criminal justice. Through our shown below: Mission Statement, SPS is fully committed to delivering Correctional Excellence, working in an Escapes: During the reporting period, we had no integrated way with partner agencies to make Extreme Risk Escapes. The total number of Scotland a safer place. ‘Other’ escapes was three, against a target of Overall, Scotland’s Prisons have performed six. well throughout the year; we are pleased to report significant improvement on last year’s Assaults: The number of serious assaults on performance, despite the demands and staff has previously given cause for concern. challenges presented by increasing prisoner However, 2004-05 has seen a marked numbers. The average daily prisoner population improvement when compared to previous years. for 2004-05 reached 6,784; numbers climbed to The total number of serious assaults on staff a peak of 7,012 on 14 April 2004. Although many was four (against a target of 12). This is a Scottish Prisons have been stretched to testament to the professionalism and dedication accommodate these unprecedented prisoner shown by all SPS staff in managing record numbers, we have effectively managed the population levels. prison population during a period of unparal- The number of serious assaults on prisoners leled investment in our drive to modernise dropped slightly from last year.
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