Hm Prison Haverigg

REPORT ON

AN UNANNOUNCED FOLLOW-UP

INSPECTION OF

HM PRISON HAVERIGG

13 – 15 FEBRUARY 2001

HM CHIEF INSPECTOR OF PRISONS

CONTENTS

Paragraph Page

FACT PAGE 5

CHAPTER ONE INTRODUCTION 1.01-1.03 7

CHAPTER TWO PROGRESS SINCE THE LAST REPORT 2.01-2.169 8

CHAPTER THREE TESTS OF A HEALTHY PRISON & 3.01-3.20 47 CONCLUSION

CHAPTER FOUR RECOMMENDATIONS & EXAMPLES OF GOOD PRACTICE

Director General 4.01-4.02 52 Governor 4.03-4.51 52 Examples of Good Practice 4.52-4.60 58

APPENDICES I) Inspection Team II) Core Day III) Prisoner Population Profile

FACT PAGE

Task of the establishment Category C training prison

Brief history A former RAF camp built in the 1940’s and converted to a prison in 1967. The prison opened in 1967 on the site of a former RAF airfield, and many of the wartime buildings remain in use as workshops and office accommodation. It has had two major disturbances. The one in 1987 resulted in the zoning off of each unit. The one in 1999 resulted in a complete rebuild of the last of the former RAF type billets giving more secure accommodation. The last of the old billets was demolished in 1999 and new accommodation was being built to replace them. Between 1997 and 1999 a major renovation of the water mains and sewage system was completed and new gates installed. When all new accommodation is complete the operational capacity will rise to 556. Haverigg prison is the largest employer in the area and contributes heavily to the local economy. Although Haverigg is the only prison in Cumbria, it draws most of its prisoners from Greater Manchester, Merseyside, Lancashire and Cheshire.

Area organisation North West

Number held 452

Cost per place per annum £21,735

Certified Normal Accommodation 554

Operational Capacity 554

Last full inspection 16-20 June 1997

Description of residential units 1 x cell block, secure billets x 9 1 x billet (7), 2 x chalet type (en-suite) CRTU

CHAPTER ONE

INTRODUCTION

History 1.01 Haverigg prison is situated on the coast, approximately two miles north of Millom in West Cumbria. The prison is very exposed to the prevailing weather and is surrounded by open countryside and hills, except to the southwest where it is bounded by sand dunes and the sea. Originally the site was a Ministry of Defence aerodrome until 1966 when ownership was passed to the Prison Department which made repairs and converted the site for use as a Category C prison. The first prisoners were received in 1967. At the time of this inspection there was Certified Normal Accommodation (CNA) for 554 prisoners and this was also the Operational Capacity.

Prisoner population 1.02 The majority (71%) of prisoners were aged between 21 and 29 years and were serving sentences of between one and four years (63%). There were 16 life sentence prisoners. The most common offence was burglary/theft (30%). 16% of prisoners had been convicted of drugs offences. Ethnic minority groups comprised 4.8 % of the population. In terms of home area, most were from Lancashire, Mersey, Manchester and Cumbria (76%), although some individuals were from as far afield as Kent, Hertfordshire and Buckinghamshire.

1.03 Details of the population breakdown by age, sentence length, main offence, ethnic origin, home area, and religion, can be found in Appendix II (statistics were only available for 453 of the prisoners in custody).

CHAPTER TWO

PROGRESS SINCE THE LAST REPORT

2.01 In order to examine the progress that had been achieved following our last full inspection in 1997, we have used the recommendations from that report as a framework for our examination of the establishment.

2.02 We have commented where we have found significant improvements where we believe little or no progress has been made and work remains to be done. We have also highlighted additional information relating to work being undertaken and reported on new good practice examples. During this short inspection we concentrated on aspects that directly affected the treatment of and conditions for prisoners and therefore not all the recommendations from the last inspection were examined. The detailed references to particular recommendations are in brackets.

Recommendation to the Secretary of State

2.03 Governors should be accountable for commercial risks which they decide, based upon properly conducted analyses, to take, but the profits from financially successful commercial ventures should be retained within the prison contributing to the business. (3.29) This had been partially achieved by the more flexible use of appropriations in aid to the benefit of establishments. The full benefits of this flexibility had not however, been promulgated across the Prison Service to the extent that establishments are usually disadvantaged by partnerships with outside companies. Haverigg, as with many other establishments, did not appear to benefit in any way from innovation with public private partnerships; rather it was unnecessarily penalized. It was also clear that prisoners gained no advantage from such ventures where something approaching real wages can be realistically obtained.

To the Director General

The Estate 2.04 The estate needs should be planned and permanent construction provided so that it is ready for use when needed. (2.16) Partially achieved. Progress had been made and more permanent buildings have been provided, albeit slowly.

Farm 2.05 A clear directive should be given from Headquarters on how to measure and assess performance of the farming enterprise. (4.76) Achieved. A major review of farming enterprise was underway across the Prison Service and the economic viability, as well as the ability to provide worthwhile training for prisoners, was being examined.

Health Care 2.06 The Directorate of Health Care should enter discussion with the Royal College of General Practitioners with a view to ensuring that there is a system that allows trained GPs who have transferred to the Prison Service to maintain their certification. (7.12) Subsumed as part of the NHS partnership project.

2.07 The demand for Health Care accommodation in the North of England should be re-assessed, and in the light of that assessment, sufficient suitable accommodation should be provided to avoid inappropriate use of Segregation Units. (5.09) Subsumed as part of the NHS partnership project.

Life sentence prisoners 2.08 When a decision to refuse a prisoner progress to Category D status is made, full reasons for the decision should normally be made available to the prisoner and appropriate staff. (4.22)

Achieved. Decisions to refuse Life sentence prisoners progress to category D status had been made available to prisoners and to appropriate staff so that any subsequent needs could then be addressed. One Life sentence prisoner had been waiting a very long time to transfer as a Category C prisoner to Wymott Prison to attend a specific course. Lifer Management Unit should ensure that Life sentence prisoners are promptly transferred to attend appropriate offending behaviour courses.

Health and Safety 2.09 The standard Home Office form would be much improved by the addition of a column for the prisoner to sign against each item of training recorded as being achieved. (3.40) Not Inspected.

Religious Activities 2.10 The feasibility of introducing a short “Introduction to the Prison Service” course for part-time chaplains should be investigated. (4.109) Not Inspected.

Sentence calculations 2.11 Establishments transferring prisoners to Haverigg should ensure that all warrants are dispatched with each prisoner transferred. (4.131) Achieved. The situation was much improved with the use of private escort companies.

Accommodation and facilities

Residential 1 2.12 The buildings in Residential 2 should be demolished and replaced by purpose built units. (2.11, 3.22, and 4.14) Achieved. Residential 2 buildings had been replaced in two stages; first the office, D1 and D2 and then the remainder following an incident on 14th February 1999 when the remaining Residential 2 buildings had been all but demolished during a disturbance.

Residential 2 was cellular and therefore very much safer for prisoners to occupy, especially overnight. This left Residential 3 the most unsafe residential area in the prison where 16 – 18 prisoners per billet had access to each other overnight. We saw two cells for disabled prisoners in Residential 2, D3 – 17 and 18, which included en-suite showers, but there were no handrails around the shower cubicle nor was a plastic seat available if required. Handrails and plastic seats should be fitted in the cells for disabled prisoners on D3.

Residential 4 2.13 Drying rooms should be provided for prisoners’ clothing. (4.16) Not achieved. Funding has not been made available. Most prisoners still dried their clothing in their own rooms but hooks had been installed outside the cell doors on Residential 2 so that prisoners could hang up their outer coats to dry. We repeat the recommendation that drying rooms should be provided for prisoners’ clothing.

The Estate 2.14 The pump house system should be replaced as soon as possible. (2.04) Partially achieved. The pump house system had not been replaced but it had been repaired and overhauled to the required British Standard.

2.15 Lightning protection should be applied to the site in accordance with current British Standards. (2.06) Not achieved. We repeat our recommendation that lightning protection should be applied to the site in accordance with current British Standards.

2.16 An additional Governor V (Residential) should be appointed. (3.05) Achieved.

Segregation Unit 2.17 A new Segregation Unit, located nearer to the accommodation units and the main Gate, should be built. (5.07) Not achieved. The Segregation Unit remained in its original location. However, an extension had been built to provide additional cells to meet the needs of the expanding population. Although now part of, and nearer to Residential 2, prisoners still had to be taken (possibly under restraint) to the Segregation Unit using the prison mini-bus from distant locations in the establishment.

Accommodation and facilities

Residential 1 2.18 An observation point should be fitted into each shower cubicle door and the locks should be able to be easily opened from the outside should staff need to gain access. (4.04) Not achieved. The Governor was satisfied that no problems had been experienced with the existing design and prisoners could adequately be observed. Staff said they could open the shower cubicle door locks from outside, albeit with some difficulty, if the need ever arose. Some shower cubicle doors had been broken off and had been replaced with shower curtains.

2.19 We saw two Care Suites (two cells knocked into one) that had been created in Residential 1 for overnight supervision of potentially suicidal prisoners, which had not existed during the previous inspection. This was a positive development.

2.20 A formal period of exercise should be provided for Induction Unit prisoners, including cleaners who do not work off the wing site. (4.04 and 6.24) Achieved. A period of time in the fresh air was available immediately after lunch for those prisoners who did not work off the wing site in Residential 1, which was the Induction Unit.

Anti-Bullying Policy 2.21 An Offending Behaviour Programme should be developed that will enable the prisoner to address his bullying, and a compact system, detailing the behaviour expected of prisoners to enable them to progress, should be devised. (5.34) Not achieved. An Offending Behaviour Programme had not been developed. The ‘Stop, Think and Change’ (STAC) course had elements within it such as conflict resolution and use of power, which would be relevant to tackle bullying behaviour. However, only high- risk offenders, mainly those convicted of serious violent offences, were referred to STAC, a 100-hour programme. The possibility of modifying this course for prisoners who need to address their bullying should be considered as part of a broader review of the interventions used with victims and perpetrators of bullying.

2.22 A generic compact was used within the prison. Each prisoner was given a compact upon entry to the prison and was asked to sign that he agreed with it. The rules and regulations and code of conduct were listed on page 13 of the prisoner compact. The 17th rule was that prisoners would “not bully, intimidate or coerce any other person”. The anti-bullying statement of purpose was also included in the document. The compact did not include examples of what would be considered bullying behaviour, or what would happen to the perpetrator or victim. The anti-bullying section of the compact should be expanded.

2.23 The referral system for prisoners identified as a bully was not fully understood within the prison. The referral form included a section where the prisoner could be referred to Education, Probation or Programmes. However no prisoner had ever been referred to these departments, and residential staff did not know what, if anything, the departments had to offer. No residential staff attended the last anti-bullying meeting. A review of the anti-bullying procedures is needed; this should involve all relevant departments including representatives from residential, education, gymnasium, health care, programmes and probation.

2.24 There were some useful sources of information within the prison that would inform the recommended reviews. The number and locations of slips/trips/falls should be monitored and analysed as a central part of the anti-bullying strategy.

Catering 2.25 Additional drying racks should be brought into use. (4.25) Achieved. Funding had been acquired and additional drying racks purchased and installed. However, this had not resolved the problem highlighted during the previous inspection, and trays were still being dried by prisoners using paper towels. The Catering Manager told us, that the problem was attributable to the drying cabinets themselves and not the racking system. Thus, the unhygienic drying conditions prevailed. The source of the problem of drying food trays should be located and remedial work undertaken without delay.

2.26 We also noted that the seals on the combination ovens had perished, resulting in large amounts of water seepage. This represented a health and safety hazard and managers were advised to replace the seals immediately.

2.27 The provision of dry goods should be reviewed. (4.27) Achieved. The provision of dry goods was now better managed using available IT. There was still difficulty with regard to the delivery of small quantities of goods, due to the remoteness of the location of the establishment. However, use of the IT system enabled the catering managers to control the intake and flow of stock more efficiently using regular stock checks. The farm continued to supply fresh salad and vegetables to the kitchen daily, currently at no cost. This was good practice and should continue.

2.28 Arrangements should be made to train one of the caterers to substitute in the absence of one of the catering managers. (4.29) Achieved. There were now two Catering Managers within the staffing complement ensuring adequate coverage.

Clothing 2.29 Clothing and bedding were recovered from the on-site rubbish skips; details of the items should be recorded, with the value of the items recovered for further use noted. (4.34) Achieved. Details were made available to management weekly. Clothing that was still in decent condition was recycled. A supply of seven pairs of underpants and seven pairs of socks should be issued to each prisoner after reception.

2.30 A personal kit system should be in place. (4.35) Not achieved. The Governor had rejected that recommendation. A personal kit system had not been introduced because it was thought that the time and effort expended on such procedures far outweighed any gains.

2.31 Unit officers should take more responsibility for kit control. (4.35) Partially achieved. Billet officers were expected to check kit arrangements during daily cell and billet inspections. In the event of low returns at the Clothing Exchange Store, billet officers were asked to check for additional kit on wings. Amnesties had been introduced across the establishment to recoup additional kit.

2.32 Prisoners should be required to list items in possession and those for exchange with losses or damaged items recorded and this should be used as part of the Incentives and Earned Privileges Scheme. (4.35) Partially achieved. Damaged kit was noted during the weekly kit exchange. The condition of kit in prisoners’ possession was taken into account by staff in their assessments for the Incentives and Earned Privileges Scheme.

2.33 Health and Safety measures within the Clothing Exchange Store should be investigated. (4.36) Achieved. The Health and Safety advisor had investigated Health and Safety measures within the Clothing Exchange Stores. No fresh air could get into the stock room where

15 dirty kit was stored. An external unit or shed had been requested to store dirty kit separately from clean kit. Ventilation in the area where dirty kit was stored should be improved.

2.34 There should be a review to establish the minimum and maximum holdings in the store. (4.36) Achieved. Orders had been reduced to restrict the stock in the stores and staff donkey jackets had been made available for prisoners who needed external clothing.

Drugs Strategy and Mandatory Drug Testing 2.35 A scientifically rigorous evaluation of outcomes of the Drugs Strategy should be undertaken, and should involve comparisons with a properly selected control group. (5.47) Not achieved. There was regular and ongoing collection of specific information relating to all courses, by way of prisoner feedback, in the form of pre- and post course self- assessments. Post-course feedback was provided to Personal Officers. In addition, Principal Officers regularly observed sessions in order to assess the quality of delivery. Post course questionnaires were sent to fieldwork Probation Officers, with a view to longer term follow up of the offending behaviour of the course participants, although returns had been very low. Plans to evaluate the material collated had been reliant, in the main, upon the capacity of staff within the Psychology department to undertake the evaluation. Recent significant changes within this staff group had resulted in the postponement of the evaluation programme, and the long-term prospects of re-installing it were not promising. The Drug Strategy Management Team should reconsider the current proposals for evaluation in the light of current and predictable future staffing difficulties.

2.36 Course Managers and the Governor should structure and agree a contract for service delivery. (5.49) Achieved. However, whilst the structure and contract for service delivery had been agreed, it had not been possible to fully implement it. For example, the principle of

16 maintaining a dedicated staff group in order to preserve programme integrity had been accepted. However, it had not been possible to fully implement a dedicated Programmes Team due to current shift systems and general staff shortages. We saw clear evidence of a strong commitment by staff to the delivery of high quality programmes, as well as an appreciation of the need for overall evaluation.

2.37 We spoke to prisoners who had a high regard for the work of the Drugs Rehabilitation Unit. One prisoner told us “I’ve experienced many, and this is the best drugs rehab I’ve ever had. Ask anyone on the course and they’ll say the same”

2.38 The Programmes Coordinator had highlighted a need for generic training to assist him in his work, for example in areas such as selection, assessment, monitoring and evaluation. We support the proposal to provide the Programmes Coordinator with generic programme management training.

2.39 We were informed of a proposal to remove the Programme Coordinator from his current operational duties for up to 12 months to enable him to work through the process of accreditation for the Drug Rehabilitation Programme. We are aware of similar action being undertaken in other establishments nationally, in order to achieve accreditation for in-house programmes. We were concerned about the impact such a course of action would have upon the delivery of the programmes and would seriously question the viability of removing a key member of the programme staff in order to undertake the task of accreditation. The lead on accreditation should come from the Drugs Strategy Unit at headquarters.

2.40 The CARATs key worker scheme, which operated with volunteer key workers selected from core locations throughout the establishment, was appreciated by prisoners, and is commended as good practice.

2.41 The views of staff in Residential 2 should be considered when decisions about non-contact visits are made. (5.55) Partially achieved. The principle of consultation had been accepted. The views of specific Residential staff were not routinely canvassed prior to a decision being made regarding closed visits. However, the Residential Unit was represented by the Senior Officer at the Security Committee where such decisions were made. Consequently, decisions regarding closed visits would be better informed.

2.42 Non-contact visits booths furniture was of poor quality and should be replaced. (5.56) Not achieved. This recommendation had been rejected by the Governor. The furniture remained of poor quality and was inferior in comparison to furniture provided for other visits. Non-contact visits took place in a small, detached portacabin, which at the time of the inspection was extremely dirty and unkempt and the temperature exceptionally cold. We repeat that the overall provision of accommodation for non-contact visits should be renewed or upgraded.

2.43 A telephone and a LIDS terminal should be installed in the Mandatory Drug Testing (MDT) office. (5.57) Partially achieved. A telephone had been installed in the MDT office; a LIDS terminal had been installed but was not operational. The LIDS terminal should be made functional in the MDT office without further delay to enable the staff to perform their duties more efficiently.

2.44 Mandatory Drug Tests (MDT) and Voluntary Drug Tests (VDT) were being carried out in the same unit. The practice of carrying out MDTs and VDTs within the same unit should cease.

Education 2.45 There should be an increase in equipment provided for Woodwork and Art. (4.42) Achieved. The art course was well equipped with materials, computer and good CD- ROM. The woodwork course had been removed from the education programme.

2.46 Adjustable chairs should be provided for use with computers. (4.43) Achieved. A new computer room with twelve workstations was almost complete and was due to be in use by the week after our inspection. The room had been purposefully refurbished; it had a good carpet, lighting and new adjustable chairs.

2.47 Other areas within the Education department would benefit from similar refurbishment. The old woodworking room has much potential and should be renovated and put back into use as a classroom as soon as possible.

2.48 Teachers should receive regular in-service training, related to curriculum development. (4.45) Achieved. Staff development sessions took place once a month as part of the prison- wide training mornings.

2.49 A teacher should be properly trained in the diagnosis and treatment of prisoners with specific learning difficulties. (4.45) Not achieved. However, the Education Manager was well experienced in this area and had always worked with dyslexia and taught other teachers on the subject. The Education Manager screened all prisoners who completed the basic skills test. She provided one to one sessions for prisoners with learning difficulties.

2.50 Dual certification, BICCS and NVQ, should be provided in the Industrial Cleaning Course. (4.47) Achieved.

2.51 Evening classes should be provided on four evenings each week. (4.47) Not achieved. Since the introduction of in-cell television the attendance at evening classes had dropped considerably. This had led to the discontinuation of all but one of the evening classes. The one remaining class was held on Wednesday and taught information technology. A review of the demand for evening classes should be conducted at regular intervals.

2.52 A thorough education needs analysis should be undertaken in order to better target resources, and to ensure that individual needs are met. (4.49) Achieved. Before Christmas 2000 a student evaluation survey was distributed to all classes and wings. The education programme had been reviewed in the light of the survey findings and was due to change after Easter 2001. The changes would include the move to all part-time education, strong key skills focus and an increase in the number of prisoners able to attend education.

2.53 A policy of ‘no smoking’ inside the education building had been introduced during the week of the inspection. This proved to be very successful.

2.54 There was a need to provide certificated courses in Art and Cookery to meet the needs of prisoners attending evening classes, and for those with short lengths of stay. (4.50) Achieved. The Art GNVQ would become Open College Network or access to art. The progression course would become Open College Network as part of the education review.

2.55 Organization of the Induction programme should be improved to ensure that education staff see all inductees, and assessment procedures should be upgraded to ensure that the reading ability of all prisoners is thoroughly assessed. (4.52) Achieved. All prisoners were assessed on induction.

Employment 2.56 Workshop instructors were expected to take larger groups of prisoners than would normally be expected: the situation should be kept under review. (4.55) Partially achieved. At the time of the inspection there appeared to be more than sufficient instructors for the number of prisoners in the workshops. It was however, acknowledged that the overall prison roll was one hundred below capacity. We were informed that the ratios were flexible as this made best use of available resources.

2.57 More work opportunities should be provided, with more work leading to accreditation. (4.58) Partially achieved. There were many work opportunities but insufficient of them led to any form of realistic accreditation.

2.58 A statement of work opportunities should be available. (4.60) Achieved.

2.59 The practice of removing prisoners from work parties without consultation should be reviewed. Communications between the security staff and the work place supervisors should be more effective. (4.61) Not achieved. Sentence planning should reflect the context in which prisoners were moved off work parties. This was still not the case at Haverigg.

The Estate

Planning 2.60 The staff locker room should be located nearer the gate. (2.15) Not achieved. Staff locker rooms were located in the wings where it was considered to be more suitable given the size of the estate and the likelihood of inclement weather in the area.

Sewage Installation 2.61 The practice of maintaining the sewage systems serving the estate of former quarters should cease and responsibility for maintenance should be transferred to the river authority. (2.05) Not achieved. The North West Water Authority was not prepared to take transfer of the responsibility.

Battery maintained lighting 2.62 The buildings should be surveyed to identify the deficiencies in battery maintained lighting and the installations should be brought up to date promptly. (2.07) Achieved. This work was now 90% complete and there was a rolling programme for the remainder.

Boiler House 2.63 Plans should be prepared for the replacement of the oil-fired boiler with dispersed gas-fired equipment, phased over the next few years to spread the cost. The blown-down pit lid must be secured with bolts and the instrumentation in the boiler house panel brought back into working order. (2.08) Achieved.

2.64 Roof rainwater gutters should be kept clear to channel rainwater clear of the building fabric. (2.09) Achieved. This was now a specific task for the Works department although there remained a problem with nesting seagulls.

2.65 The Education department should be refurbished internally. (2.10) Partially achieved in that only one classroom so far had been completed. We repeat the need for the internal refurbishment of the Education department.

2.66 Building users should report small repairs more consistently. (2.12) Achieved. An answer-phone system was in place as part of a works cluster. Some staff training had taken place and the locks bolts and bars process was planned to incorporate an accommodation fabric check and the routine reporting of small repairs.

Works staffing 2.67 Principal Officer support for the Head of Works should be appointed and staffing levels carefully assessed against the workload arising from the prison. (2.14) Achieved. The Works department was clustered along with two other establishments as a pilot scheme under ROWD (Review of Works Departments Initiative).

Equal Opportunities and Race Relations 2.68 The profile of equal opportunities should be raised within the establishment through awareness training; all managers should be trained. (3.66) Partly achieved. The profile had been raised through the appointment and training of an Equal Opportunities Officer and the publication of an Equal Opportunities Policy document. An Equal Opportunities and Race Relations Committee met bi-monthly.

2.69 No equal opportunities training for managers had taken place; the first course was due to take place the month after the inspection. All managers should complete the Equal Opportunities for Managers training. There was a rolling programme of Race Relations Awareness, which targeted all members of staff. Currently course participants numbered approximately 10-15 each month. We were informed of a steady rise in the number of complaints relating to racial incidents as well as an increase in racist graffiti around the establishment. It was the perception of the Race Relations/Equal Opportunities Management Team that this increase had been brought about by the success of the programme aimed at raising awareness, which had encouraged and enabled increased reporting, by staff as well as prisoners. Had we been undertaking a full inspection, we would have investigated this further. This perception warrants further enquiry and we

23 recommend that the establishment undertakes an investigation to ascertain the reason(s) for the increase in the number of reported racial incidents.

2.70 The policy concerning the display of inappropriate material should be urgently reviewed. It should be ensured that this policy is enforced and managed. (3.68) Partially Achieved. Prisoners were generally aware of the establishment’s policy, which was written into the prison compact. The definition of “no sexually explicit material” had not been clarified and was therefore still open to interpretation. The information contained within the compact could not be described as a policy as such and should be further reviewed and subsequently incorporated into a policy document.

2.71 The prison shop should be allowed to purchase ethnic minority products from different supplier. (3.73) See Prison shop/canteen section.

2.72 Monitoring cultural differences between groups of prisoners should be based on more sources of information, which should be routinely collected. (3.74) Achieved. We were provided with current routinely collected statistical information indicating that the collation of information relating to prisoner ethnicity, race and culture had improved. Data was also readily to hand regarding prisoner complaints, related to racist incidents, involving both prisoners and staff. We were pleased to see that there had been some analysis of that data which had been fed into the Race Relations/Equal Opportunities Management Team.

Farm 2.73 Prisoner numbers should be reduced. (4.63) Not achieved. Prisoner numbers remained the same despite the fact that there was undoubtedly insufficient work for the forty prisoners in place.

2.74 There should be a Health and Safety statement for the farm and another information sheet especially prepared for the prisoners. (4.66) Achieved.

2.75 Performance, in terms of both output and food conversion rates, should be improved. (4.71) Achieved.

2.76 More baconers should be produced from the existing herd of pigs. (4.71) Achieved.

2.77 There should be a regular programme of replacement of farm machinery. (4.73) Not achieved.

2.78 The old RAF building should be re-assessed for safety. (4.73) Achieved.

2.79 The refurbished houses should be repainted externally. (4.74) Achieved.

Health Care

Needs assessment, budget setting and the purchasing of health care 2.80 A needs assessment exercise should be undertaken in co-operation with the local NHS health authority. (7.06) Achieved as part of the partnership project with the NHS.

2.81 A defined Health Care budget should be set in light of the needs assessed and of the plan developed to meet the assessed needs. (7.07) Not achieved but we were informed that this would be the next stage in the NHS partnership project.

The Health Care Centre 2.82 The rubbish must be cleared and the general tidiness of the Centre should be reviewed locally when adaptations are complete. (7.08) Achieved although overall the building remained one that can only be defined as temporary. We recommend that a capital bid be made for a purpose built Health Care Centre.

2.83 All notices and leaflets should be reviewed and, where necessary, rewritten. (7.09) Achieved.

2.84 Adequate soundproofing of the Senior Medical Officer’s room should be provided as a matter of urgency. (7.10) Partially achieved. Some improvements had been made, but given the temporary nature of the building it remained inappropriate for its needs.

Nursing staff 2.85 The prison has an obligation to ensure that appropriate training for nurses is available and is funded. (7.13) Partially achieved. There had been an absence of training when there was a shortage of nurses but the situation had improved within the past twelve months. Much of this issue was to be subsumed as part of the NHS partnership project.

2.86 A system of clinical supervision must be established. (7.14) Partially achieved. Some protocols had been drawn up but a significant element of clinical supervision remained ‘ad hoc’.

2.87 The provision of psychiatric services should be thoroughly examined. (7.17) Achieved. There were now two RMN’s, one of whom was the Health Care Manager.

2.88 The problems of escorts and bed watches should be reviewed and a system agreed so that patients’ interests are not jeopardized. (7.19) Achieved. We could find no incidents of patients’ interests being jeopardized, although it was clear that such activities depleted local staffing to the detriment of the overall regime.

2.89 The need for health promotion should be assessed in the course of the needs assessment exercise. (7.24) Achieved as part of the NHS partnership project.

Incentives and Earned Privileges Scheme 2.90 Allocation to work should be linked to the Incentives and Earned Privileges Scheme. (5.26) Not Achieved. The establishment had rejected this recommendation. Allocation of work at Haverigg was mainly linked to the abilities of the prisoner, and restricted by the limited capacity of the establishment to secure community contracts. Therefore, the concept of linking allocation of work with Incentives and Earned Privileges was considered to be impractical.

2.91 The Personal Officer of each prisoner whose position on the Incentives And Earned Privileges Scheme is to be reviewed should make a contribution to the decision either in person or in writing. (5.28) Achieved. There was evidence of Personal Officers not only contributing to reviews, but also proactively encouraging prisoners to make applications for their status to be reviewed. This reflected an approach in which the Incentives and Earned Privileges Scheme was operating as it should, without an over-emphasis on punishment.

2.92 Prisoners should be given target dates when they can be reconsidered for return to their previous higher regime level and this should be stated on the pro-forma. (5.30) Achieved. The pro-forma used to inform prisoners that they had been demoted and the reasons why, had been amended to incorporate a target date when they could be

27 considered for return to their previous higher regime level. Appeals in respect of Board decisions were made to Residential Governors. We were pleased to see evidence of the fairness and impartiality of this procedure by way of a decision being overturned upon appeal.

2.93 Consistency of practice through the establishment should be monitored, and there should be a standard warnings procedure. (5.32) Partially Achieved. All movements through the Incentives and Earned Privileges Scheme were processed by way of wing-based boards, which also took the place of a formal warning system. Prisoners were invited to attend the boards, or give their views in writing if they preferred. Although such a system offered a level of consistency, it had the potential to cause prisoners to have their status downgraded without having had the opportunity of a formal warning and consequently also deprive them of the opportunity to address the problem behaviour. We were assured that behaviour had to be “pretty serious” to result in demotion and that such an outcome was rare. The more likely outcome, we were informed, would be a formal warning. Nevertheless, demotion was possible at such a Board. Consideration should be given to defining the role and function of wing-based boards to include the issuing of formal warnings or to introduce a formal warning system prior to this procedure.

2.94 A Governor grade should monitor the progress of prisoners through the scheme; the scheme should be under constant review and be properly evaluated. (5.33) Achieved. The progress of prisoners through the scheme was reviewed and monitored by an Assessment Committee comprising of a Principal Officer, a Governor 5, a Senior Officer and a non-unified grade (e.g. Probation Officer). The Residential Governor heard appeals. Prisoners who had transferred to Haverigg from another establishment having achieved enhanced status were demoted to standard regime complained to us that this was unfair. Since transfers are part of a progressive move, we recommend that prisoners be allowed to retain their status, subject to close monitoring of their attitude and behaviour for a set period.

Induction 2.95 When A and B wings are redecorated they should be painted a variety of bright colours. (6.15) Not achieved. The wings would benefit greatly from being redecorated in bright colours. The overall impression of the wings was grey and cheerless. Some residential staff were under the impression that it was impossible to redecorate the area, as a special type of paint would be needed. However the Head of Works said it would be quite possible to paint the wing. Residential 1 should be redecorated throughout in a variety of brighter colours.

2.96 Better staff training should be provided to remind staff of the appropriate regime level entitlements and the correct terminology to be used. (6.16) Achieved.

2.97 The £4 advance of earnings should be re-instituted and special arrangements made for prisoners who are received on Fridays, who would otherwise have no access to the prison shop until Monday. (6.18) Not achieved. Prisoners were able to spend an advance of £2.50 if they were received Monday – Thursday. If a prisoner came into the prison on a Friday he would have to wait until the Monday evening before receiving any canteen. All prisoners should be given a smokers or non-smokers reception pack, including a phone card on the day they enter the prison and pay back the advance in manageable amounts over a number of weeks.

2.98 A communications system should be devised to enable referral of those prisoners who had missed induction sessions, to the relevant departments after the formal induction period had expired. (6.19) Achieved.

2.99 The Induction programme modules should be formally evaluated. (6.19) Not achieved. At the end of each induction session the presenter asked the prisoners if they had any questions and, through this feedback, the programme could be altered. There was however no formal evaluation. The induction course had improved since our last inspection, but we recommend that the induction programme modules should be formally evaluated.

2.100 The Compact should be regularly revised. (6.21) Achieved. The compact had been revised three times during the previous two years.

2.101 A suitable ventilating system should be fitted to the staff smoking room in Residential 1 Unit. (6.22) Not achieved. No ventilation had been provided.

2.102 The “Induction daily routine” document should be regularly revised. (6.23) Achieved. The induction daily routine document was amended regularly, but it was not published to prisoners. An accurate induction daily routine should be posted on notice boards on each landing within Residential Unit 1.

2.103 PE staff should become Kinetic Lifter trainers and as part of Induction all prisoners should be trained in Kinetic Lifting. (3.41, 4.94 and 6.24) Achieved.

2.104 Whilst on the Induction Unit, prisoners should have access to the library. (6.25) Achieved.

2.105 Recommendations 1.90-1.92 / 2.92-2.94 relating to management structure and communications were not inspected.

Health and Safety 2.106 A short, formal presentation on Health and safety arrangements should be included in the Induction Programme for all staff and for civilians. (3.41) Not achieved. The establishment was short of a fully trained health and safety supervisor. We were informed that a national advertisement had produced six candidates for such a post, the interviews for which were to be held shortly. The appointment of such a person would greatly enhance the health and safety work at the establishment, which currently relied on other people from the surrounding Area.

Personal Officer Scheme 2.107 Personal Officer training for staff should be a priority. (6.01) Partially achieved. A billet officer scheme was in place. Some staff had been trained and there were also some CARATs workers on wings. Personal Officer training for staff should be a priority.

Physical Education

Facilities 2.108 The fire escape route from the main hall should be sign posted. (4.79) Achieved. Signs were in place.

2.109 Heavy items should not be stored above head height. (4.79) Achieved. There were no heavy items stored above head height at the time of the inspection. Stored items were accessible and tidy. Gym orderlies understood that the racking system should only be used for lightweight equipment.

2.110 Showers for female staff should be provided. (4.82) Achieved.

2.111 The urinals for prisoners should be kept clean. (4.82) Achieved.

2.112 The showers in the weights room should be completed and brought into use without delay. (4.83) Achieved. The remedial building work had been completed and the showers were fully functional.

2.113 The multi-gyms should be replaced. (4.83) Not achieved. A bid to fund the replacement programme however was successful and new equipment purchased was to be installed.

2.114 The provision of adequate changing facilities, with showers and toilets for visiting sports teams should be completed as soon as possible. (4.84) Not achieved. No funds were available to carry out the necessary building work to provide additional discreet showering facilities for visiting teams. Latterly there had been a reduction in the programme involving outside teams due to prisoner escapes. The staff in the Physical Education (PE) department did not view the lack of discreet showering facilities for outside teams to be a barrier to such activity. Should the number of activities involving outside teams increase, further consideration should be given to the adequacy of showering facilities.

Management 2.115 The Physical Education Officer complement should be reviewed. (4.90) Achieved. The required number of PE instructors however was profiled in November 2000 at five. The department, operating with a complement of four, offered a full and varied programme, which was well integrated with other prisoner programmes and activities and clearly linked to sentence planning. The timetable operated a seven day programme, with activities beginning at 8.30am and finishing at 9.00pm. This programme could not be sustained were it not for the dedication and commitment of the PE staff coupled with the very low sickness levels within the department. Prisoners told us “the PE staff are brilliant, you can get on any course you want to”. We commend the work of the PE department and the dedication exhibited by the staff. However, we

32 recommend that the levels of prisoner supervision be monitored in view of the acknowledged shortage of one staff member for the department, and that the additional member of staff is recruited as soon as possible.

Programmes 2.116 Consideration should be given to restricting the number of PE class waiting lists that any individual can join. (4.95) Achieved. Access to classes and waiting lists was now compiled through prisoner application slips. Thereafter, allocation was dealt with by way of the first name to be selected from a box of application slips. There was a need to introduce a fairer allocation system from the PE class waiting lists.

Prisoners’ Earnings and private cash 2.117 Amounts were not credited to an individual’s account until the funds were actually received; they should be. (4.37) Not achieved. Systems of transfer had improved but the policy remained the same.

2.118 The system of dealing with transfers of private cash and earnings should be reviewed. (4.38) Achieved. An improved system was in place.

2.119 The application of PIES was inconsistent and should be reviewed. (4.39) Achieved. Problems still occurred but there was improved consistency.

2.120 The arrangements for the payment of earnings to prisoners through PIES should be standardized within the establishment, with a review to ensure that the system for changes meets national requirements; the earnings for those prisoners prevented from working should also be reviewed. (4.39) Achieved. National standards were now met. A review had taken place but earnings remained the same.

Prison Canteen/Shop 2.121 A modern IT system to improve both speed and accuracy should be introduced. (4.105) See joint response with recommendation 2.107 below.

2.122 The canteen/shop prices should be set and adjusted by the Head of Finance. (4.107) The prison shop recommendations had been superseded by the national contracting out of prison shop services. Aramark was due to take over the running of the prison shop from Haverigg staff on 9th April 2001. We had some concerns about the new contract: the prison staff were under the impression that the product list would be reduced by 50 items; that they would have to send the orders to Aramark by registered post each week; and that Aramark would not sell the smaller 5 gram packs of tobacco. It was also unclear whether or not staff savings would offset the additional costs to the prison in terms of the loss to Appropriation in Aid and the General Purpose Fund. We did not feel that the overall objectives from contracting out, i.e. better choice and more competitive prices would be achieved.

Probation 2.123 The Sentence Planning systems should be analyzed, with the aim of avoiding repetitive work: contributions should only be requested from staff if the information cannot be provided in any other way. (6.33) Achieved. Sentence planning systems had been repeatedly analyzed. A Senior Officer had been tasked with setting up a central Sentence Management Unit in association with other key players. Probation Officers were no longer required to conduct routine in-depth interviews with prisoners after reception. On the whole, information was available from Pre- Sentence Reports when staff did the first Sentence Plan or Sentence Plan Review and therefore much of the repetitive work had ceased.

2.124 Management should ensure that Sentence Planning is accepted as a joint process involving operational staff and Probation Officers. (6.34) Partially achieved. Contributions were forthcoming from relevant areas of the establishment but Probation Officers still chaired wing based Sentence Planning boards due to the lack of training of some middle managers (Senior and Principal Officers) involved in the process. Middle managers (Senior and Principal Officers) should be trained in Sentence Planning and specifically with regard to their role in the chairing of Sentence Planning boards.

2.125 A review of the administrative support needs of the Probation department should be carried out. (6.36) Achieved. A good level of clerical support had been provided in the setting up of the Sentence Planning Clerk in the central Sentence Management Unit.

2.126 A budget, based on the results of a needs analysis, should be provided to the Probation department for the purchase of materials for Offending Behaviour Programmes. (6.37) Not achieved. The Probation department did not hold such a budget. Instead materials for Offending Behaviour programmes were ordered through established means via the establishment Supplies department.

2.127 A Probation file reading exercise had been carried out to complete a prisoners’ needs analysis in order to identify which programmes to run. It was intended that this exercise would be repeated in time. Staff had moved away from delivering a lot of short programmes and towards effective practice programmes targeted at high risk offenders. One Probation Officer worked on the Drugs Rehabilitation Programme funded by ring- fenced money. One other Probation Officer post had been substituted with a Probation Service Officer to deliver programmes. The difficulties which this created were compounded because some home Probation Officers could not visit regularly as a result of budgetary restrictions in the Probation Services. A video conferencing system

(ideally a web cam) should be introduced to assist home Probation Officers and family members maintain links with prisoners in custody at Haverigg.

Reception and discharge 2.128 Staff attendance systems for Reception Officers should include, at least for the time being, a commitment to evening duties on weekdays. (6.03) Achieved. Reception officers were profiled as part of a residential group and the evening reception work was profiled as a flexible task each weekday.

2.129 Reading materials should be made available to prisoners. (6.06) Not achieved. There had been no change since our last inspection; so we repeat the recommendation that reading materials should be made available to prisoners.

2.130 Ligature points within the holding room should be removed. (6.06) Not achieved. The ligature points remained, as during our last inspection and the CCTV coverage and level of supervision was not adequate to minimise the risk from the ligature points. Action should be taken to reduce the risk of the ligature points within the holding room.

2.131 Better Health Care facilities should be provided in Reception. (6.07) Not achieved. The room had been brightly painted but, other than that, the facilities had not changed since the last inspection. The walls in the doctor’s room were completely bare and the furniture very basic. Better Health Care facilities should be provided in Reception.

2.132 The second holding room should be repainted. (6.08) Achieved. This room had very recently been painted bright lilac. The walls were therefore clean, but there was graffiti on the notice boards. The second holding room was a vulnerable area; it was situated away from the staff area and did not have CCTV or an alarm bell. The need for an alarm bell or CCTV coverage in the second holding room should be assessed.

2.133 Fire Exit signs should be fitted on the rear door in Reception. (6.08) Achieved.

2.134 Time limits for receiving prisoners should be set and adhered to by all parties. (6.10) Achieved. Prisoners who were transferred from other establishments were being received before the 5pm time limit from the contractors. It was rare for prisoners to arrive straight from court, but where this was the case, the prison had managed to locate them and complete basic reception procedures.

2.135 Two holding cells for disruptive prisoners contained graffiti and should be kept clean. (6.11) Achieved. Prisoner CIT painters were painting the cells during the inspection.

2.136 Under routine circumstances only trained Reception Officers should be allowed to work in Reception and regular but infrequent management checks should be made of all aspects of the department. (6.12) Not achieved. Only one officer had completed the appropriate training. There were plans to provide in-house training for a further 15 officers. Regular, experienced reception staff were generally detailed to reception duties. The only management checks regularly carried out were the completion of the Activity Logs. All officers regularly detailed to reception duties should complete the appropriate training.

2.137 Reception staff did not have their own photocopier or fax machine. This proved particularly difficult when copies of property cards were needed, for example when carrying out searches or volumetric control checks. The system for photocopying within the prison meant that the property cards had to be left in the administration building for a member of administration staff to photocopy the card. Property cards should not be left unsecured and unattended. The system for providing photocopying facilities for the reception staff should be reviewed.

Regime monitoring 2.138 The monitoring figures should be analyzed routinely to ensure that accurate data is collated and that appropriate action in the case of inconsistent figures is taken. (4.78) Not inspected.

Release on Temporary Licence (ROTL) 2.139 Personal Officers should interview prisoners on return from Release on Temporary Licence and assess whether or not the purpose of temporary release had been achieved. (6.51) Not achieved. No system was in place and personal officers were not routinely interviewing prisoners after periods of temporary release. Since October 2000 eight prisoners had applied for resettlement leave, all had been refused. Staff and prisoners said that ROTL for resettlement purposes was very rarely granted and therefore few prisoners applied. Since August 2000, 127 prisoners had been boarded for Home Detention Curfew (HDC) but only 29 succeeded. Prisoners were routinely not granted HDC because it was deemed that the risk was too high. The refusal to grant HDC can be justified if prisons then work to reduce the risk the prisoner poses. We were not satisfied that work was being carried out to reduce the risk of the prisoners who were refused HDC. A system should be in place to identify and reduce the risk of those prisoners who were refused HDC as they approached their release date.

Religious Activities

Staff 2.140 The demand for services from all Chaplaincy Team members should be reassessed and appropriate adjustments made to the paid hours of attendance. (4.110) Achieved. The demand for services for all faiths had been reassessed and additional paid hours of attendance had been agreed. The members of the Chaplaincy Team to whom we spoke agreed that the revised arrangements were adequate to enable them to carry out their duties. The Chaplaincy Team comprised of members of the Church of England;

Methodist/Free Church; Roman Catholic Church; Evangelical/Free Church and the Salvation Army. It was clear to us that all members of the Chaplaincy worked well as a team. In addition to religious services and individual pastoral work, they facilitated fellowship groups; music groups; film nights and also offered a daily drop-in facility for general group discussion.

2.141 The Chaplaincy Team highlighted an area of significant concern for them, which we shared. There had been a recent change of policy at Haverigg regarding cell keys, resulting in a decision to take away the right to have cell keys from the chaplains. Consequently interviews with prisoners, particularly for new inductions were very difficult to facilitate. We understand that Haverigg is the only prison in the Northwest area to have taken this decision, and we recommend that this aspect of the change of policy be reversed, enabling the issue of cell keys to the Chaplaincy Team.

Facilities 2.142 Seating in the chapel should be improved. (4.113) Not achieved. The establishment rejected this recommendation resulting from the last inspection. Neither members of the Chaplaincy Team, nor any prisoners to whom we spoke identified the seating in the chapel as a problem or cause for discomfort. The chapel provided excellent facilities and the environment was well respected by prisoners. This recommendation is therefore withdrawn.

Segregation Unit

Buildings 2.143 The Segregation Unit exercise yard walls should be repainted; the yard should be kept free of weeds and cleaned regularly. (5.02) Achieved. Although the paint was peeling, the exercise yard walls had been repainted and suitable prisoners from the Segregation Unit or cleaners from Residential 2 cleaned the yard daily. When we inspected the yard, we saw meal containers and milk cartons discarded there. The route to the Segregation Unit from Residential 2 was very clean, but

39 the secure pathway adjacent to Security and Staff Training Room etc. en route to the Segregation Unit from the Visits area contained a lot of litter. The pathway to the Segregation Unit in the secure route next to Security and Staff Training etc. should also be cleaned regularly.

2.144 The term “Special Cell” should not be used, and prisoners under restraint should not be located in that room unless location in one of the other cells is impossible. (5.03) Partially achieved. The “Special Cell” was known as the “Unfurnished Room” or the “Quiet Cell”. However, prisoners were still located in that cell for their strip search upon location to the Segregation Unit because staff thought it was easier to manage them in that relatively clear space rather than in the ordinary cells which had fixed beds and space was restricted if prisoners became disruptive during the search.

2.145 Prisoners in the Segregation Unit should be able to shower every day. (5.04) Achieved. Prisoners were normally allowed to shower every morning before adjudications; daily records were maintained including if prisoners refused a shower.

2.146 Plans to create a discreet room for hearing adjudications should be implemented as soon as possible. (5.05) Achieved. A small area of the kitchenette in the Segregation Unit had been partitioned off as an adjudication room. Prisoners no longer collected their meals from the kitchenette; instead their meals were delivered to cells in pre-packed cartons.

Accommodation 2.147 Cardboard furniture in the Segregation Units cells should be routinely replaced when necessary. (5.10) Achieved. Cardboard furniture was in good condition and it was exchanged when necessary with new furniture from the Stores. However, we saw some graffiti on the back wall of cells behind and beneath the beds and also crumbling plaster on the walls where strips of plastic had been removed around the doorframes. Segregation Unit décor should be improved.

Staffing 2.148 An additional Officer should be deployed to the Segregation Unit during the evening period. (5.11) Partially achieved. Most activities occurred in the Segregation Unit during the day. One officer was deployed to the Segregation Unit each evening and a second officer from Residential 2 was made available from 7pm – 9pm to remove tea trays and to facilitate prisoners telephone calls etc.

2.149 Visiting governor grades should initial the Occurrence Book. (5.12) Achieved. The Governor had reminded all governor grades to initial the occurrence book. All visitors signed the Unit Activity sheet, which the Duty Governor also signed daily.

Procedures 2.150 The explanation for a decision to locate a prisoner in a Special Cell should always include sufficient descriptive detail to justify the decision. (5.15) Achieved. Prisoners were rarely located in the unfurnished or quiet cell except for strip searches upon arrival in the Unit, but we noted that when necessary sufficient descriptive detail was included in Use of Force forms etc.

2.151 Mail should be issued to prisoners no later than in other accommodation units. (5.19) Achieved. Mail and daily newspapers were delivered to Residential 2 and the Segregation Unit at lunchtime.

2.152 Segregation Unit staff should prepare a folder, describing the routines and facilities. (5.20) Achieved. A laminated information sheet had been provided for prisoners, which was regularly reviewed. Staff issued it to prisoners who could read, or read it out themselves to prisoners who could not.

Adjudications 2.153 There should only be one escorting Officer, and the reporting Officer should not be called to give evidence unless the accused prisoner contests the written evidence submitted or the Governor or the prisoner wishes to question the reporting Officer to clarify or explain on any point. (5.22) Not achieved. The Governor had rejected the recommendation taking the view that it could be perceived by prisoners that they would not be able to question the evidence of the reporting officer if they were not routinely present at hearings. Staffing numbers at adjudications was still high.

Information 2.154 The content of the information folder should be reviewed: all papers should be dated. (5.23) Achieved. Staff had been tasked to update the information as a Performance Review (PPRS) objective and each sheet would be dated when produced; the last dated documents seen were dated as 22/11/99.

2.155 Regime monitoring forms should be accurately completed every week. (5.24) Achieved. The number of prisoners located in the Segregation Unit was recorded on the Segregation Unit regime monitoring form daily. The hours of work for the cleaner from Residential 2 in the Segregation Unit were recorded in Residential 2 regime monitoring sheets to avoid duplication.

Sentence Calculations 2.156 A sample of reception and discharge sentence calculation checks should be checked by someone in the Senior Management Group at regular intervals. (4.131) Not achieved. The Executive Officer in the discipline office was very experienced and proficient in sentence calculation and it had been decided that Senior Managers would not check the sentence calculations. We repeat the recommendation that someone in the

Senior Management Group should check a sample of reception and discharge sentence calculation checks at regular intervals.

Sentence planning 2.157 Further administration support should be provided. (6.28) Achieved. Designated administrative support from the Discipline Office had been provided for the central Sentence Management Unit.

2.158 The flexibility of report writing commitments should be reviewed, as should the need for report writing training. (6.39) Partially achieved. Unfortunately Sentence Planning was the first task to be cancelled daily as a result of staff shortages. Staff asked for specific time to complete prisoners’ reports when they had several to do. Some training had been provided, although there were instances where non-billet officers, who did not know individual prisoners, were required to interview them and to write their reports in order to meet sentence plan targets. Trained staff with knowledge of the needs of the individual prisoner should write reports required for sentence planning.

2.159 Prisoners’ achievements of set targets should be assessed, and progression through the Incentives and Earned Privileges Scheme should be dependent on completion of these targets. (6.31) Not achieved. The Governor had rejected the recommendation taking the view that there should be flexibility with regard to target setting and it should not rigidly affect progress through the incentive scheme if targets could not be achieved through no fault of the prisoner. It was intended to review achievement of sentence plans for progress when considering parole, HDC etc. in the future. Relevant and achievable sentence plan targets should be set for all prisoners covering the custodial and non-custodial part of their sentence, wherever those targets could be best achieved.

Suicide awareness 2.160 A more formal system of informing work placements and gaining contributions to assessments should be introduced. (5.64) Not achieved. There was no formal system; it was reliant on individual officers remembering to inform and seek comments from work placements. A checklist had been designed, but was not in use. The F2052SH checklist should be reviewed and put into practice.

2.161 A room should be made available solely for Listener purposes and a dedicated phone to the Samaritans should be installed. (5.65) Not achieved. A room had not been identified and the situation with facilities for Listeners was the same as at our last inspection. There was no dedicated phone to the Samaritans. Prisoners either had to use their own phone card in a public place, or ask a member of staff if they could use a phone in the office with the officer present during the call. The suggestion of a dedicated mobile phone had been rejected in July 2000, however we feel that access to the Samaritans is inadequate. A dedicated phone to the Samaritans should be provided to prisoners.

2.162 We were impressed with the flexible attitude taken by staff in their treatment of prisoners at risk of self-harm or suicide. The Listener Scheme was active, with 13 Listeners working to a duty system. We were also pleased to see that the reception orderly was a trained Listener.

2.163 Recommendations 1.147-1.152 / 2.144-2.149 referring to staff deployment, training and facilities were not inspected.

Throughcare 2.164 The Throughcare Committee should review its aims and objectives and the profile of Throughcare, and how staff of all disciplines might become more involved in the delivery processes. (6.38)

Achieved. A new Throughcare policy document, which contained revised aims and objectives had been produced. The profile of Throughcare in the establishment had been raised.

2.165 Appropriate administration support for the collation of Sentence Planning paperwork should be provided. (6.39) Achieved. Resources in the Discipline Office had been made available for the collation of Sentence Planning paperwork.

Offence Focused Group Work and Inmate Development and Pre-Release 2.166 All prisoners completing offending behaviour courses should maintain their rates of pay of the work groups of which they were members immediately prior to joining the courses. (6.42) Achieved. Some prisoners still lost pay when they attended courses, which had the potential to affect their motivation, although it should be noted that pay for courses was higher than pay in some work places. Some prisoners attended 100 hours programme activity over a ten-week period, which aggrieved some instructors but the Industrial Manager was aware of the problem. Prisoners returned to work parties after full time courses and received the appropriate pay rate.

2.167 Programmes staff and the Care Team staff need to be aware of each other’s role in order to help alleviate staff stress. (6.43) Achieved. The Care Team was available for support, and information inviting staff to approach them was available. Programmes staff worked closely with each other and drug counselors etc. for peer support. Probation Officers were available informally following the disturbance in 1999. On-going professional support should be provided for staff and prisoners who might disclose abuse etc. during offending behaviour courses.

2.168 Proper evaluation systems should be introduced to ensure that Offending Behaviour programmes are effective. (6.44) Achieved. The Probation Studies Unit in Oxford had been appointed to analyze data from the STAC (Stop Think and Change) course and were developing evaluation methods for STAC in the community. Haverigg was the first prison to run that course. In the meantime Programmes Unit staff continuously revised their Offending Behaviour programmes to ensure their effectiveness.

2.169 The work of the staff in the Programmes Group should continue to enjoy the support of senior managers, and systems of delivery involving Operational Grades should be continued. (6.45) Achieved. Operational grades continued to deliver Offending Behaviour programmes. A governor grade was responsible for the group and offered continuous support. We particularly commend the Family Visits Scheme in which Programmes Group staff at the invitation of prisoners participating in drugs courses could join them on a social visit to speak with family members about the prisoner’s progress and discharge needs. We understood that drugs advice had been given to some prisoners’ family members at the same time which was also commendable.

CHAPTER THREE

TESTS OF A HEALTHY PRISON

3.01 HMP Haverigg is without doubt one of the most remote and structurally diverse establishments in the country. The full report of June 1997 related the urgent need to replace one of the living units, Residential 2. The fact that this came about because of a subsequent major disturbance is unfortunate, but the improvements had been of major significance to the establishment and we believe that they have done much to establish a very positive atmosphere.

3.02 We saw positive relationships between staff and prisoners, as well as committed staff who were keen to work with prisoners. We also found that despite the remoteness of the establishment, prisoners were by and large relatively content. Overall, the establishment appeared well maintained and cared for with some imagination. This is particularly creditable given the complex and diverse nature of the many different buildings.

3.03 We were also encouraged by a number of other positive developments. Education staff were very committed, not least to key skills, but unfortunately they were working in very poor accommodation, which should be high on the list for replacement or refurbishment.

3.04 Despite the fact that there were no accredited courses there were many programmes run by officers who delivered them with great commitment. This was problematic however, in so far as the staff re-profiling exercise was still ongoing and consequently these officers were the first to be called on for shortfalls elsewhere. We commend however the new profile which provides for a distinct programmes group of staff.

3.05 There were plans for one senior officer who was a programmes manager and co- coordinator to be taken out of the operational line for a full year in order to gain accreditation for the Drug Rehabilitation Programme. Whilst we commend the aim of accreditation for such a programme, this is clearly a task that falls on the shoulders of the Drug Strategy Unit at Prison Service Headquarters. We have observed many establishments attempting to gain accreditation for a whole variety of courses. There is a clear and unequivocal need across the estate for an accredited drug programme or a range of accredited drug programmes. This work should be coordinated by the Prison Service Drug Strategy Unit and not left to a large number of well meaning individuals across a wide range of prisons. There are, at present, far too few accredited programmes both in relation to drugs and offending behaviour and they only reach a relatively small number of prisoners. Whilst we acknowledge the benefits of accredited programmes and the dangers of non-accredited programmes we see no evidence from the Drug Strategy Unit, or Offending Behaviour Programmes Unit that there is a strategic approach to meeting the wider needs of prisoners.

3.06 There were no open F2052SHs at Haverigg, which was encouraging, but we were concerned that no prisoner had been identified under the anti-bullying strategy. We felt that there was not a true commitment to this strategy and that there should be an urgent review of the policy.

3.07 We commend the commitment to communal dining and frequent (seven-day) association.

3.08 The gym was well run in a positive environment for prisoners and the Incentives and Earned Privileges system, which although complex in terms of location, was generally well implemented.

3.09 There was also a super-enhanced system, which provided extremely good conditions for prisoners.

3.10 There was a good Listener Scheme to which staff were committed, but there needed to be a dedicated room, which was more than a cell. We have seen many examples where comparatively small expenditure has succeeded in making a cell more like a room and such a development would greatly enhance the work of the Listener Scheme. We also noted a resistance to the use of a dedicated mobile phone to the Samaritans, which we would seriously question and recommend that consideration be given to reversing this decision.

3.11 The chapel provided a positive environment and we were particularly encouraged by a drop-in centre, which was well used and very beneficial to prisoners.

3.12 We were concerned that the sentence planning process was perfunctory and did not necessarily involve personal officers who knew prisoners individually. The Automatic Conditional Release and Discretionary Conditional Release process was there for the benefit of prisoners, their rehabilitation and re-integration into the community. All too often the ‘prisoner focus’ was lost.

3.13 We were further concerned that resettlement as an issue generally did not lie at the heart of the establishment and this was underlined by the minimal use of Release On Temporary Licence (ROTL) and Home Detention Curfew (HDC). Few prisoners had applied for resettlement leave and there had been no compassionate temporary release within recent months. The fact that prisoners were not applying was a reflection on the establishment and the role of resettlement and its culture, rather than disinterest from prisoners. This needs urgent re-examination. These schemes are aimed at getting prisoners back into the community as safely and positively as possible, both for their benefit and for the protection of the public and should be used within the context of risk assessment and not ignored because managers are not prepared to take the risk.

3.14 The privatization of the canteen system, which was being implemented nationally, was clearly of concern at Haverigg. Whilst Haverigg no longer had to bear the cost of employees in the canteen, it was required to pay £8,000 simply for the privilege of

49 providing a service. There were also question marks about the General Purposes Fund, which it would appear, would now only be augmented from a general budget as opposed to profits from the sale of goods to prisoners. We were also concerned about the pricing policy and range of goods. The whole principle of the privatization of canteens was in our view to enhance the service to prisoners both in terms of price and range of goods as well as financially easing the burden on establishments. This did not seem to be happening in practice. We are aware of a national review of this contracting out process and we urge that this be carried out with some haste and that lessons be learnt very quickly.

3.15 The last report highlighted problems within the industries, whereby the establishment was not benefiting from profits it was making from private contracts. This remained the case and we are aware of financial flexibility agreed with the Treasury in terms of Appropriation in Aid, which is not being widely promulgated across the Service. Nor are prisoners benefiting from anything approaching real wages at Haverigg, which has been achieved in some other establishments. The industries and employment situation at the prison caused us significant concern. Whilst there was a very wide range of industries and employment, most were inappropriate to the needs of prisoners and were commercial disasters. There was a great emphasis on the use of sewing machines in a variety of production capacities. These skills are not in demand either nationally, or locally. Few qualifications were being obtained and we question their relevance to resettlement and preventing reoffending. There is an urgent need for the economics of these employment activities to be carefully worked out. If, as is likely, there is a significant net cost to keep a prisoner in that workshop, yet such activity meets none of his needs and exists only for the convenience of Prison Enterprise Services, then the system is in urgent need of a complete overhaul.

Healthy Prison 3.16 We include in our inspection reports an appraisal of an establishment’s performance against the model of the healthy prison as described in the thematic review “Suicide is Everyone’s Concern” published in 1999 by HM Inspectorate of Prisons. In a

50 short unannounced inspection such as this, opportunities for checking outcomes with prisoners themselves are perforce limited. However, from our discussions with prisoners and staff, and from our own observations, we are confident of the following conclusions:

Test 1 - All prisoners are safe 3.17 Haverigg was a reasonably safe prison. There were no open F2052SH’s and no prisoners identified under the anti-bullying strategy. However, taken with the current resistance to providing a dedicated mobile phone to the Samaritans, at this point we advise the establishment to guard against complacency with regard to issues of safety.

Test 2 - All prisoners are treated with respect 3.18 We saw evidence of positive relationships between staff and prisoners at Haverigg, and were impressed with the level of commitment shown by some staff, such as Education and PE and officers delivering programmes who were keen to work with, and for the benefit of, prisoners. Respect was implicit in the well maintained and cared for environment, particularly the extremely good facilities available to super-enhanced prisoners, as well as aspects of the regime such as communal dining and frequent association.

Test 3 - Prisoners are fully and purposefully occupied and expected to improve themselves 3.19 There was some purposeful activity coordinated by the committed staff as outlined above. Although there was a wide range of industries and employment, it was inappropriate to the needs of prisoners and therefore not truly purposeful.

Test 4 - Prisoners can strengthen links with their families and prepare themselves for release 3.20 Resettlement did not lie at the heart of the regime of the prison as it should, and requires urgent review to ensure that it becomes part of the culture at Haverigg.

CHAPTER FOUR

RECOMMENDATIONS & EXAMPLES OF GOOD PRACTICE

Recommendations

To the Director General

4.01 Lifer Management Unit should ensure that Life sentence prisoners are promptly transferred to attend appropriate offending behaviour courses. (2.08)

4.02 A video conferencing system (web camera) should be introduced to assist home Probation Officers and family members maintain links with prisoners in custody at Haverigg. (2.127)

To the Governor

4.03 Handrails and plastic seats should be fitted in the cells for disabled prisoners on D3. (2.12)

4.04 Drying rooms should be provided for prisoners’ clothing. (2.13)

4.05 Lightning protection should be applied to the site in accordance with current British Standards. (2.15)

4.06 The possibility of modifying the ‘Stop, Think and Change’ course for prisoners who need to address their bullying should be considered as part of a broader review of the interventions used with victims and perpetrators of bullying. (2.21)

4.07 The anti-bullying section of the compact should be expanded. (2.22)

4.08 A review of the anti-bullying procedures is needed; this should involve all relevant departments including representatives from residential, education, gymnasium, health care, programmes and probation. (2.23)

4.09 The number and locations of slips/trips/falls should be monitored and analyzed as a central part of the anti-bullying strategy. (2.24)

4.10 The source of the problem of drying food trays should be located and remedial work undertaken without delay. (2.25)

4.11 The seals on the combination ovens had perished, resulting in large amounts of water seepage. This represented a health and safety hazard and managers are advised to replace the seals immediately. (2.26)

4.12 A supply of seven pairs of underpants and seven pairs of socks should be issued to each prisoner after reception to the establishment to enable men to change these items daily. (2.29)

4.13 Ventilation in the area where dirty kit is stored should be improved. (2.33)

4.14 The Drug Strategy Management Team should reconsider the current proposals for evaluation in the light of current and predictable future staffing difficulties. (2.35)

4.15 We support the proposal to provide the Programmes Coordinator with generic programme management training. (2.38)

4.16 The overall provision of accommodation for non-contact visits should be reviewed and renewed appropriately. (2.42)

4.17 The LIDS terminal should be made functional in the MDT office without further delay to enable the staff to perform their duties more efficiently. (2.43)

4.18 The practice of carrying out MDTs and VDTs within the same unit should cease. (2.44)

4.19 The old woodworking room should be renovated and put back into use as a classroom as soon as possible. (2.47)

4.20 A review of the demand for evening classes should be conducted at regular intervals. (2.51)

4.21 We repeat the need for the internal refurbishment of the Education department to be done with some urgency. (2.65)

4.22 All managers should complete the Equal Opportunities for Managers training. (2.69)

4.23 The rise in the number of complaints relating to racial incidents and graffiti warrants further enquiry and we recommend that the establishment undertake an investigation to ascertain the reason(s) for the increase in the number of reported racial incidents. (2.69)

4.24 We recommend that a capital bid be made for a purpose built Health Care Centre. (2.82)

4.25 Consideration should be given to defining the role and function of wing based boards to include the issuing of formal warnings or to introduce a formal warning system prior to this procedure. (2.93)

4.26 Since transfers are part of a progressive move, we recommend that prisoners be allowed to retain their IEP status, subject to close monitoring for a set period. (2.94)

4.27 Residential 1 should be redecorated throughout in brighter colours. (2.95)

4.28 All prisoners should be given a smokers or non-smokers reception pack, including a phone card on the day they enter the prison and pay back the advance in manageable payments over a number of weeks. (2.97)

4.29 The induction programme modules should be formally evaluated. (2.99)

4.30 An accurate induction daily routine should be posted on notice boards on each landing within Residential Unit 1. (2.102)

4.31 Personal Officer training for staff should be a priority. (2.107)

4.32 Should the number of activities involving outside teams increase, further consideration should be given to the adequacy of showering facilities. (2.114)

4.33 The levels of prisoner supervision should be monitored in view of the acknowledged shortage of one staff member for the PE department, and the additional member of staff should be recruited as soon as possible. (2.115)

4.34 There is a need to introduce a fairer allocation system from the PE class waiting lists. (2.116)

4.35 Middle managers (Senior and Principal Officers) should be trained in Sentence Planning and specifically with regard to their role in the chairing of Sentence Planning Boards. (2.124)

4.36 Reading materials should be made available to prisoners in Reception. (2.129)

4.37 Action should be taken to reduce the risk of the ligature points within the holding room. (2.130)

4.38 Better Health Care facilities should be provided in Reception. (2.131)

4.39 The need for an alarm bell or CCTV coverage in the second holding room should be assessed. (2.132)

4.40 All officers regularly detailed to reception duties should complete the appropriate training. (2.136)

4.41 The system for providing photocopying facilities for the reception staff should be reviewed. (2.137)

4.42 A system should be in place to identify and reduce the identified risk of those prisoners who were refused HDC. (2.139)

4.43 Cell keys should be issued to the Chaplaincy Team. (2.141)

4.44 The pathway to the Segregation Unit in the secure route next to Security and Staff Training etc. should be cleaned regularly. (2.143)

4.45 Segregation Unit décor should be improved. (2.147)

4.46 Someone in the Senior Management Group should check a sample of reception and discharge sentence calculations at regular intervals. (2.156)

4.47 Trained staff with knowledge of the needs of the individual prisoner should write reports required for sentence planning. (2.158)

4.48 Relevant and achievable sentence plan targets should be set for all prisoners covering the custodial and non-custodial part of their sentence, wherever those targets can be best achieved. (2.159)

4.49 The F2052SH checklist should be reviewed and put into practice. (2.160)

4.50 A dedicated phone to the Samaritans should be provided to prisoners. (2.161)

4.51 On-going professional support should be provided for staff and prisoners who might disclose abuse etc. during offending behaviour courses. (2.167)

EXAMPLES OF GOOD PRACTICE

4.52 We saw two Care Suites (two cells knocked into one) that had been created in Residential 1 for overnight supervision of potentially suicidal prisoners, which had not existed during the previous inspection, this was a positive development. (2.19)

4.53 The farm continued to supply fresh salad and vegetables to the kitchen daily, currently at no cost. This was good practice and should continue. (2.27)

4.54 We saw clear evidence of a strong commitment by staff to the delivery of high quality programmes, as well as an appreciation of the need for overall evaluation. (2.36)

4.55 The CARATs key worker scheme, which operated with volunteer key workers selected from core locations throughout the establishment, was appreciated by prisoners, and is commended as good practice. (2.40)

4.56 We were pleased to see that there had been some analysis of that data which had been fed into the Race Relations/Equal Opportunities Management Team. (2.72)

4.57 We were pleased to see evidence of the fairness and impartiality of the Incentives and Earned Privileges appeals procedure by way of a decision being overturned upon appeal. (2.92)

4.58 We commend the work of the PE department and the dedication exhibited by the staff. (2.115)

4.59 We were impressed with the flexible attitude taken by staff in their treatment of prisoners at risk of self-harm or suicide. The Listener Scheme was active, with 13 Listeners working to a duty system. We were also pleased to see that the reception orderly was a trained Listener. (2.162)

4.60 We particularly liked the Family Visits Scheme where Programmes Group staff at the invitation of prisoners participating in drugs courses could join them on a social visit to speak with family members about the prisoner’s progress and discharge needs and we understood that drugs advice had been given to some prisoners’ family members at the same time which was very good practice. (2.169)