The Scottish Prison Service Annual Report and Accounts 1999- 2000
Presented in Parliament in pursuance of the Prisons (Scotland) Act 1989
Ordered by the House of Commons to be printed 26 July 2000
Laid before the Scottish Parliament by the Scottish Ministers July 2000
HC 619 SE/2000/1
CONTENTS
Previous Reports Location of Establishments Mission Statement Chief Executive's Foreword Performance Against 1999-2000 Targets Honours and Commendations HM Prison, Aberdeen HM Prison, Barlinnie HM Prison, Castle Huntly HM Prison and Young Offenders Institution, Cornton Vale HM Prison and Young Offenders Institution, Dumfries HM Prison, Dungavel HM Prison, Edinburgh HM Prison, Friarton HM Prison and Young Offenders Institution, Glenochil HM Prison, Greenock HM Prison, Inverness HM Prison, Longriggend HM Prison, Low Moss HM Prison, Noranside HM Prison, Penninghame HM Prison, Perth HM Prison, Peterhead HM Prison, Peterhead Unit HM Young Offenders Institution, Polmont HM Prison, Shotts HM Prison, Shotts Unit HM Prison, Shotts: National Induction Centre Strategy and Corporate Affairs Directorate Human Resources Directorate Custody Directorate Regimes Development Directorate Estates Directorate Finance and Information Systems Directorate
APPENDICES 1. Information on performance against key Ministerial targets and milestones 2. Establishments: population, 1999-2000 3. Average daily population in establishments by type of custody 4. Receptions to penal establishments by type of custody 5. Breaches of discipline committed and punishments awarded in establishments, 1999-2000 6. Prison Industries 7. Staff complement and recruitment figures at 31 March 2000 8. Training days provided by the SPS College 9. Escapes and absconds from custody for the year ended 31 March 2000 10. Prisoners' complaints raised 1 April 1999-31 March 2000 11. Parliamentary Accountability: year ended 31 March 2000 12. Mandatory Drug Testing Results 13. Accounts
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The Scottish Prison Service Annual Report and Accounts 1999-2000
PREVIOUS REPORTS
1970 Cmnd 4809 1971 Cmnd 4999 1972 Cmnd 5349 1973 Cmnd 5735 1974 Cmnd 6350 1975 Cmnd 6546 1976 Cmnd 716 1977 Cmnd 7391 1978 Cmnd 7749 1979 Cmnd 8037 1980 Cmnd 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 - 1990 Cm 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 1998 - 1999 Annual Report
The Scottish Prison Service Annual Report and Accounts 1999-2000
LOCATION OF ESTABLISHMENTS
The Scottish Prison Service Annual Report and Accounts 1999-2000
PERFORMANCE AGAINST 1999-2000 TARGETS
As an Executive Agency of the Scottish Executive, the Scottish Prison Service is set targets annually by the Scottish Ministers under each of the performance measures set out in its Agency Framework Document (April 1993). The targets cover the 4 arms of the SPS Mission Statement (Custody, Good order, Care and Opportunities) and value for money.
Setting targets for any prison service is difficult. The public rightly expect prisoners to be kept in secure custody, but maintaining good order in prisons and preparing prisoners' reintegration into society depend on balancing security requirements against the provision of regimes which will help prisoners to address their offending behaviour and prepare for release. For example, the conditions of security which would eliminate the possibility of an escape or abscond - if such were attainable in any circumstances - would militate against the provision of meaningful programmes aimed at reducing reoffending and would severely restrict prisoners' access to purposeful activity of various kinds. The tightest security has therefore to be focused on those prisoners who are the greatest danger to the public.
For the Scottish Prison Service, consistently high prisoner population levels make the fulfilment of targets a particular challenge. High prisoner numbers are not simply an accommodation issue. They put pressures on services within prisons and on staff and stretch the resources available for the provision of work and other purposeful activities.
In 1999-2000 performance against custody targets was very good, with all targets being met and those for Category B and C prisoners being exceeded. There was particular success in delivery of the targets for good order, with the number of assaults on staff being below target for the first time in 4 years, and the number of assaults on prisoners showing a decrease of 29%, thus significantly bettering the target. There were 890 completions of programmes against a target of 850, and cost per prisoner place was also within the target. Minor construction delays and the closure of an establishment meant that the target of 76% of prisoner places with access to night sanitation was missed (outturn was 75%). The level of staff absence also exceeded the target.
SPS PERFORMANCE MEASURES AND KEY TARGETS
Performance Measures Key Targets Actual Performance
1. The number of prisoners (a) No category A prisoners (a) Target met. There were unlawfully at large. should escape. no such escapes. (b) The number of escapes (b) Target met. There were 2 by category B prisoners such escapes. should be no higher than 0.8 per 1,000 prisoners (5). (c) The number of escapes (c) Target met. There were 3 by category C prisoners such escapes. should be no higher than 1.3 per 1,000 prisoners (8).
2. The number of serious (a) The number of serious (a) Target met. There were assaults on staff and assaults on staff should be no 14 such assaults. prisoners. higher than 2.8 per 1,000 staff (15). (b) The number of serious (b) Target met. There were assaults on other prisoners 92 assaults recorded. should be less than the 1998- 99 outturn (129).
3. Basic quality of life for By end of March 2000, 76% Target not met. 75% of prisoners. of available prisoner places available prisoner places had will have access to night access to night sanitation. sanitation.
4. The amount of available To ensure that during 1999- Target met. 890 prisoners opportunities for prisoners' 2000 850 prisoners complete completed programmes. self-development. a programme to address their offending behaviour.
5. Average annual cost per To keep costs within £28,761 Target met. The actual prisoner place. per place available for use. average cost was £28,375. 6. The level of absence To reduce the average Target not met. The number through staff sickness. number of days lost per of days lost per person was person per year through 16. staff sickness to 14.
HONOURS
Queen's Birthday 1999
MBE: Mrs Helen Livingstone, Chairman of Glenochil Visiting Committee
New Year 2000
OBE: Mr George Taylor, former Governor-in-Charge, HM YOI, Dumfries
MBE: Mr Ronald Beasley, Vice Chairman, Visiting Committee, HM YOI, Polmont
MBE: Mrs Marjory Russell, JP, Chairperson, Visiting Committee, HMP & YOI Cornton Vale
Butler Trust Achievement Awards
Scott Mclellan, Staff Training Manager, HMP & YOI Polmont, received an Achievement Award in recognition of his contribution to the culture change which has taken place at Polmont and to Polmont achieving Investors in People accreditation.
Carol Maltman, Residential Officer, HMP & YOI Cornton Vale, received an Achievement Award in recognition of her involvement in the establishment of a craft and design workshop for vulnerable women prisoners at HMP Cornton Vale.
Certificate Awards
John Farrell and David Cooper, HMP Noranside, received Certificates in recognition of their work in the Vermiculture project at HMP Noranside. The project involved the feeding of waste products to a breed of worms, which in turn produced a bi-product that made compost. Their involvement in the project also encouraged liaison with local schools and interest groups, promoting a greater understanding of the environmental factors involved.
Jackie Whyte, Social Worker, HM YOI Polmont, received a Certificate in recognition of her contribution in the development and promotion of a highly innovative Sex Offenders' Programme, which involved a unique 3-way multi-agency working role.
COMMENDATIONS
Chief Executive's Certificates of Meritorious Conduct Awarded to:
Officer Paul Simmons and Officer Gavin Cochrane, HM YOI Polmont, who rescued a prisoner from a fire in his cell and administered first aid.
Officer John Grant, HM YOI Polmont, who prevented a prisoner committing suicide.
Officer Jerry McGuire and Officer Ross Paton, HM YOI Polmont, who prevented a prisoner committing suicide.
Supervisor Graham Sneddon, Officer Gavin Cochrane and Officer Thomas Thomson, HM YOI Polmont, who rescued a prisoner from a cell fire and subsequently found a knife.
Officer Bruce Drummond, Officer Grant Forrester and Officer Blair Paterson, HM YOI Polmont, who prevented a prisoner committing suicide.
Officer Gillian Johnstone, HM YOI Polmont, who prevented a suicide attempt by a prisoner.
Officer James Burnett and Officer Stephen Callaghan, HMP Longriggend, who prevented a prisoner committing suicide and administered first aid.
Officer Alan Munro, HMP & YOI Cornton Vale, who prevented a suicide attempt by a prisoner.
Officer Anthony Brown, HMP & YOI Cornton Vale, who dealt with a life threatening condition resulting from a drugs overdose.
Officer Allan Reford and Officer Paul Burns, HMP Greenock, who prevented a prisoner committing suicide.
Officer Gordon Davis, HMP Greenock who prevented a prisoner committing suicide.
Officer Colin Mitchell, Officer Michael Vincent and Officer John McLaren, HMP & YOI Glenochil, who rescued a prisoner from a cell fire.
Officer Craig Mitchell, Officer Thomas Murray and Officer Robin Stewart, HMP Perth, who rescued a prisoner from a cell fire.
Governor's Commendation for Meritorious Conduct awarded to:
Nurse Charles Johnston, Officer Stephen Boyle and Officer Kevin Anderson, HM YOI Polmont, who assisted in the prevention of a suicide attempt by a prisoner.
Officer David Moodie and Officer Colin Gordon, HM YOI Polmont who assisted in the prevention of a suicide attempt by a prisoner. Officer William Gibson, HMP Greenock who assisted in the prevention of a prisoner committing suicide.
Supervisor Charles Johnston and Officer Sean Evans, HMP Peterhead who prevented a prisoner committing suicide.
Officer Robert Buick, HMP Noranside who assisted a member of the public who was trapped under a vehicle and administered first aid.
Officer Lyn McDonald, HMP & YOI Cornton Vale, who prevented a suicide attempt by a prisoner.
Imperial Service Medals
The following staff retired from the Scottish Prison Service during the year, and received the award of an Imperial Service Medal.
James Stephen Aberdeen James Scott Low Moss John Dawson Barlinnie Lindsay Smith Noranside Brian Sellers Barlinnie James Mann Perth James Strachan Barlinnie William Ingram Perth Allan Jarvis Barlinnie Charles Johnston Perth George Greig Castle Huntly Abraham Stangoe Perth Richard McLean Edinburgh David Wright Perth MBE John Bettles Edinburgh Roy Rodger Penninghame Alan Chisholm Edinburgh John Lockie Penninghame Thomas Honeyman Friarton McKenzie Brebner Peterhead Andrew Anderson Friarton James Smith Polmont Charles Finlayson Friarton David Jamieson Polmont John Hutt Friarton Derek Stewart Polmont James McShane Glenochil Thomas Cheyne Polmont Forbes McLauchlan Glenochil Robert Murray Polmont Iain MacPhail Calton House Ronald Brown Shotts Muriel Farquharson Calton House Jamieson McArthur Shotts Edward Goodall Shotts
The Scottish Prison Service Annual Report and Accounts 1999-2000
NOTES TO THE ACCOUNTS
1. Accounting Policies
In 1999-00 the accounts have been prepared in accordance with the Resource Accounting Manual. The particular accounting policies adopted by the Agency are described below. They have been applied consistently in dealing with items considered material in relation to the accounts.
Accounting Convention
The accounts have been prepared under the historic cost convention modified to account for the revaluation of fixed assets, and stocks where material, at their value to the Agency by reference to their current costs.
Continuing Activities
The results of the Agency Operating Statement derive from operating activities all of which are continuing.
Tangible Fixed Assets
Tangible fixed assets are stated at their purchase price, together with any incidental expenses of acquisition and, with the exception of computer equipment, are revalued each year using either Business Monitor Producer Price Indices to take account of specific price changes, or as described below. Computer equipment is not indexed, in line with Scottish Executive guidance.
All the feuhold properties were valued as at 31 March 1995 by District Valuers (DVs) of the Valuation Office Agency, and over the following 5 years a rolling programme of revaluations and reassessments of remaining life has been undertaken by DVs in the capacity of External Valuers, revaluing on average 4 establishments each year since 1995. The current rolling programme concluded with Aberdeen and Noranside, 7 prison officers' clubs, 13 dwellinghouses, 184 lockup garages/garage sites and 25 plots of surplus land across the estate being revalued as at 31 August 1999. Properties are now valued as at 31 August, in order that information on the new valuations will be available by the end of September in accordance with Resource Accounting Manual requirements. All the valuations have been undertaken on the undernoted basis in accordance with the Appraisal and Valuation Manual of the Royal Institution of Chartered Surveyors and subject to SPS instructions that re- inspections were limited to those alterations and improvements carried out subsequent to 31 March 1995. SPS has updated the valuations of the remaining establishments to 31 August 1999 by applying land and property indices.
Properties regarded by SPS as operational were valued on the basis of Existing Use Value or, where this could not be assessed because there was no market for the subject asset, the Depreciated Replacement Cost (DRC), subject to the prospect and viability of the occupation and use.
Properties regarded by SPS as non-operational were valued on the basis of Open Market Value. Where a Depreciated Replacement Cost figure has been provided, the Valuation Certificate also provides an open market valuation (allowing for alternative uses) and these produce amounts significantly lower than the DRC figures.
The sources of information and assumptions made in producing the various valuations are set out in the Valuation Certificate, which is not published within the Annual Report and Accounts.
The valuation figures incorporated in the accounts are the aggregate of separate valuations of parts of the portfolio, not a valuation or apportioned valuation of the portfolio valued as a whole.
Provision for depreciation is made to write off the cost of fixed assets on a straight-line basis over the expected useful lives of the assets concerned. The expected useful lives are as follows, in compliance with FRS15:
Buildings Not exceeding 80 years Fixed Plant and Equipment Not exceeding 40 years Computers 2 years Motor Vehicles 5 years Moveable Plant & Equipment 5 years Fixtures & Fittings 5 years
Minor works and furniture are written off in the year of purchase as are all other items costing less than £1,000.
Donated assets are accounted for in the same way as other assets and are subject to revaluation, depreciation and impairment as appropriate.
Realised element of depreciation from revalution reserve
Depreciation is charged to expenditure on the revalued amount of assets. An element of the depreciation therefore arises due to the increase in valuation, and is in excess of the depreciation that would be charged on the historical cost of assets. The amount relating to this excess is a realised gain on revaluation, and is transferred from the Revaluation Reserve to the General Fund.
PFI Contract
The accounting treatment for the contract under the Private Finance Initiative has been prepared under the guidance contained in paragraph 5.19 of Treasury Task Force, Private Finance, Technical Note (Revised). The accounting treatment is still under consideration pending the completion of a full evaluation of the qualitative and quantitative analysis of the property risks. The annual commitment is included within leasing commitment while reversionary interest is included under Land and Buildings. The repayment relating to land and the deferred residual value of the building are released to the Income and Expenditure Account over the period of the contract.
Stocks and Work-In-Progress
Stocks and work-in-progress are valued as follows:
• Finished goods are valued at the lower of cost, or where materially different, current replacement cost, and net realisable value • Work in progress is valued at the lower of cost, including appropriate overheads, and net realisable value.
Value Added Tax
The majority of services provided by the Scottish Prison Service fall outwith the scope of Value Added Tax (VAT). However, the manufacturing and sale of goods to external bodies is subject to VAT on both inputs and outputs. The Agency can recover this input VAT and also recovers VAT on certain contracted-out services.
Income is shown in the accounts net of VAT.
Pension Costs and other post retirement benefits
Future liabilities for early retirement pensions were prepaid during the year. The net present value of the amounts prepaid has been netted off against provisions in the Balance Sheet. The total liability for early retirement costs has been recognised in full in the year in which the prepayment is made and charged against the Income and Expenditure Account. The difference between the reduction in the net present value of the prepayment and the reduction in the liability each year is credited to the Income and Expenditure Account. Early severance payment obligations are expensed in the year in which the employee leaves SPS.
Operating Leases
Rentals applicable to operating leases are charged to the Income and Expenditure account as incurred.
Insurance
No outside insurance is effected against fire, explosion, common law, third party and similar risks except where there is a statutory requirement to do so.
Research and Development
Expenditure on research and development is treated as an operating cost in the year in which it is incurred.
2. Income from all sources
1999-00 1998-99 £'000s £'000s
Income from sales 1,738 1,421
Profit/(Loss) on sale of assets (444) 116
Rental income - garages 19 22 - quarters 21 30
Release of donated asset reserve 1 0
General revenue 399 407 1,734 1,996
3. Staff Costs Staff costs during the year were:
1999-00 Restated £'000s 1998-99 £'000s
Wages and salaries 97,439 93,984
Social security costs 6,947 7,047
Other pension costs 14,709 14,356
Early departure costs (see Note 21) 8,629 2,756
Total employment costs 127,724 118,143
Early departure costs for 1999-00 includes £7,006,326 relating to the cost of early retirements arising as a result of prison closures referred to in Note 7.
Employees
Number of Employees
The average number of persons employed during the year was:
1999-00 1998-99
Establishment staff 4,745 4,695
Headquarters staff 295 279 5,040 4,974
Pensions
The staff of the Agency are members of the Principal Civil Service Pension Scheme and their pension benefits accrue under this scheme. Contributions were paid to the Paymaster General at rates determined from time to time by the Government Actuary. For 1999-00 (and 1998-99) the rates fell in the range of 12% to 20.5% depending on salary scales.
The salary and pension entitlements of the Board Members were:
Name and Title Age Salary (as Real Total Salary 1998- defined increase in accrued 1999 below) pension at pension at £'000s £'000s age 60 age 60 at £'000s 31 March 2000 £'000s
T CAMERON * 53 40-45 2.5-5.0 0-5 N/A Chief Executive
E FRIZZELL* 53 45-50 0-2.5 5-10 85-90 Chief Executive P RUSSELL 49 55-60 0-2.5 0-5 50-55 Director
P WITHERS 53 55-60 0-2.5 20-25 55-60 Director
J HUTCHISON consent to disclosure withheld Director
M DUFFY consent to disclosure withheld Director
W PRETSWELL consent to disclosure withheld Director
J B DURNO consent to disclosure withheld Director
M WISHART 52 0-5 - - 0-5 Non-exec. Director
A MACINTYRE 62 0-5 - - 0-5 Non-exec. Director
* Mr Cameron succeeded Mr Frizzell on 1 September 1999. The salary range reflects remuneration for the months in office.
Salary includes gross salary, performance pay or bonuses, overtime, recruitment and retention allowances, and any other allowance to the extent that it is subject to UK taxation. Except in the case of the Chief Executive, it does not include the estimated monetary value of benefits in kind.
Pension benefits are provided through the Principal Civil Service Pension Scheme (PCSPS). This is a statutory scheme which provides benefits on a "final salary" basis at a normal retirement age of 60. Benefits accrue at the rate of 1/80th of pensionable salary for each year of service. In addition, a lump sum equivalent to 3 years' pension is payable on retirement. Members pay contributions of 1.5% of pensionable earnings. Pensions increase in payment in line with the Retail Price Index. On death, pensions are payable to the surviving spouse at a rate of half the member's pension. On death in service, the scheme pays a lump sum benefit of twice pensionable pay and also provides a service enhancement on computing the spouse's pension. This enhancement depends on the length of service and cannot exceed 10 years. Medical retirement is possible in the event of serious ill health. In this case pensions are brought into payment immediately without actuarial reduction and with service enhanced as for widow(er) pensions. The total accrued pension shown in the table relates only to service within the Scottish Prison Service.
4. Running Costs
These comprise:
1999-00 1998-99 £'000s £'000s
Repairs and Maintenance 10,189 9,222
Depreciation and impairment 33,021 18,573
Other Staff Related Costs 6,045 6,376 Heat, Light, Telephone etc. 5,144 5,105
Payments in lieu of Council Tax 2,995 2,597
Rentals in operating leases
- hire of plant and machinery 89 85
- other operating leases (see Note 16) 13,238 829
General Expenditure 2,706 2,437
Notional Charges (see Note 20) 62 60 73,489 45,284
Depreciation and impairment for 1999-00 includes £15,154,249 relating to the revaluation of land and buildings due to prison closures referred to in Note 7. Included within other operating leases is an amount of £11,740,000 relating to PFI Expenditure.
5. Other Current Expenditure
These comprise:
1999-00 1998-99 £'000s £'000s
Victualling and Other Supplies 7,825 7,433
Prisoner Earnings 1,751 1,808
Other Costs 9,186 8,852 18,762 18,093
6. Interest Receivable
1999-00 1998-99 £'000s £'000s
Interest on early retirement prepayment 93 105
7. Tangible Fixed Assets
Land & Motor Plant Comp Fixtures Assets Total Buildings Vehicles & Equip & under Equip Fittings Construction
Excluding Donated Assets
Cost or Valuation £'000s £'000s £'000s £'000s £'000s £'000s £'000s
Opening Balance (re-stated) 401,732 799 7,711 11,215 259 3,146 424,862 Additions 11,842 267 2,306 2,989 109 9,880 27,393
Completed A.I.C. 2,311 0 0 0 0 (2,311) 0
Revaluation Valued (19,569) 0 0 0 0 0 (19,569)
Indexed 19,123 (3) 343 0 21 0 19,484
Disposals (350) (111) (241) (2,504) (7) (240) (3,453)
Closing Balance 415,089 952 10,119 11,700 382 10,475 448,717
Depreciation Opening Balance 23,325 727 4,240 8,273 106 0 36,671
Charge 13,549 30 1,163 3,011 113 0 17,866
Reval Adj (2,706) 0 0 0 0 0 (2,706)
Backlog 1,295 (3) 171 0 5 0 1,468
Disposals (30) (106) (187) (2,238) (6) 0 (2,567)
Closing Balance 35,433 648 5,387 9,046 218 0 50,732
NBV at 379,656 304 4,732 2,654 164 10,475 397,985 31/3/2000 Donated Assets
Opening Balance 0 0 0 0 0 0 0
Additions 1,000 0 10 0 0 0 1,010
Closing Balance 1,000 0 10 0 0 0 1,010
Depreciation Opening Balance 0 0 0 0 0 0 0
Charge 0 0 1 0 0 0 1
Closing Balance 0 0 1 0 0 0 1
NBV at 1,000 0 9 0 0 0 1,009 31/3/2000
Total Net Book Value At 31/3/2000 380,656 304 4,741 2,654 164 10,475 398,994
At 31/3/1999 (re-stated) 378,407 72 3,471 2,942 153 3,146 388,191
The establishments and other land and buildings which were revalued by the Chief Valuer of Scotland at 31 August 1999 included Aberdeen and Noranside, 7 prison officers' clubs, 13 dwellinghouses, 184 lockup garages/garage sites and 25 plots of surplus land across the estate. The total value of these properties at that date was £18,951,040. Due to changes in the structure of the SPS estate 3 establishments (Longriggend, Penninghame and Dungavel) have been identified as surplus to requirements. As such they are included within the Land and Buildings at their Open Market Value rather than the Depreciated Replacement Cost resulting in a downward adjustment of £17,114,352.
Included within Land and Building is an amount of £4,839,017, representing an increase of £274,017 in the reversionary interest in the PFI prison HMP Kilmarnock.
Land and Building additions also include land at Low Moss with a value of £150,000 transferred to the Scottish Prison Service from the Scottish Executive in accordance with The Transfer of Property etc. (Scottish Ministers) Order 1999.
Donated Assets include a Visitor Reception Centre at Edinburgh provided to the Scottish Prison Service with the restriction that it be leased to the developer for a peppercorn rent for the period of 35 years to be used solely as a Visitors Reception Centre.
8. Stocks
The main categories of stock held are:
1999-00 1998-99 £'000s £'000s
Consumables 2,208 2,464
Works, Estates and Locks 584 626
Industries raw materials, work in progress and 1,736 1,786 finished goods for resale
Provision for obsolete stock (491) (554) 4,037 4,322
9. Debtors
1999-00 Restated 1998-99
Amounts due within one year: £'000s £'000s
Trade Debtors 769 518
Provision for Bad Debts (78) (128)
Other Debtors 198 491
Prepayments and Accrued Income 834 683
Recoverable VAT 2,108 955 3,831 2,519
Amounts due after more than one year:
Prepayment 697 727
Other Debtors 447 511 1,144 1,238 4,975 3,757
10. Cash at Bank and in Hand
1999-00 1998-99 £'000s £'000s
Accounts at the Paymaster Generals Office 163 1,833
Other Bank Accounts 76 43
Cash in Hand 57 67 296 1,943
In addition the Scottish Prison Service holds £200,942 (1998-99 - £189,962) in respect of Common Good Fund balances on behalf of prisoners.
11. Creditors
1999-00 1998-99
Amounts due within one year: £'000s £'000s
Trade Creditors 3,795 3,844
Accruals 4,066 3,100
Other Creditors 197 641
Deferred Income 928 2,242 8,986 9,827
Amounts due after more than one year:
Deferred Residual Interest 4,162 4,335 13,148 14,162
12. Movement in Provision and Charges
The provision for future pension payments and other charges is as follows:
Other Charges Pension 1998-99 1999-00 1999-00 £'000s £'000s £'000s
Balance at 1 April 1999 400 1,983 2,003
Provided in the year 290 2,336 1,110
Utilised in the year (267) (1,025) (730) Released in the year (102) 0 0
Accrual Balance at 31 321 3,294 2,383 March 2000
Prepayment netted off 0 (3,158) (1,752)
Net Balance at 31 March 321 136 631 2000
Total Provisions at 31 457 631 March 2000
13. Movement in General Fund
Restated 1998-99 1999-00
Amounts due within one year: £'000s £'000s
Balance at 1 April 1999 358,669 355,326
Deficit for financial year (244,899) (202,358)
Land transferred from Secretary of State 150 0
Exchequer Contribution 214,213 180,000
Transfer from/(to) Deferred Income 1,314 (1,533)
Transfer of realised element from Revaluation 633 4,181 Reserve
Notional Charges (Note 20) 23,446 23,053
Balance at 31 March 2000 353,526 358,669
14. Donated Asset Reserve
1999-00 1999-00 1999-00 £'000s £'000s £'000s Land & Building Plant & Equipment Total
Balance at 1 April 1999 0 0 0
Donated during year 1,000 10 1,010
Release of Reserve to 0 (1) (1) Operating Statement
Balance at 31 March 1,000 9 1,009 2000
15. Movement in Revaluation Reserve
1999-00 1998-99 £'000s £'000s Balance at 1 April 1999 24,751 25,425
Net Revaluation surplus/(deficit) 15,069 3,452
Revaluation Adjustment 2,706 310
Backlog depreciation (1,468) (137)
Permanent Diminution in Assets (263) (118)
Realised elements transferred to General Fund
- Current Year (633) (1,683)
- Prior Years 0 (2,498)
Balance at 31 March 2000 40,162 24,751
In accordance with The Resource Accounting Manual, the excess depreciation calculated on revalued assets over that which would be charged on a historical cost basis has been transferred to the General Fund.
16. Leasing Commitments
At 31 March 2000 the Agency had annual commitments for operating lease rentals as follows:
Restated 1999-00 1999-00 1999-00 £'000s £'000s £'000s Land & Building Other Leases All Leases
Expiring within 1 year 1 27 31
Expiring between 1 and 5 0 403 362 years
Expiring between 6 and 905 0 708 10 years
Expiring between 21 and 0 12,730 11,740 25 years 906 13,160 12,841
Included within other leases is the annual commitment for a contract which SPS awarded under the Private Finance Initiative to design, construct, manage and finance a prison at Kilmarnock. This contract commenced in March 1999 and was let for a period of 25 years. The annual commitments vary each year with more significant variations in later years, with a reduction of approximately £5m over years 18 to 25. The estimated capital value of the project is approximately £32m.
In event of termination of the PFI contract, the SPS has committed to pay certain amounts to the contractor according to defined formulae. In the case of voluntary termination by SPS, a sum will be payable based on the equity value of the contract and certain other costs. In the event of termination due to contractor default, a sum will be payable based on lender liabilities less full rectification and any additional costs incurred by SPS as a result of executing this option. 17. Capital Commitments
The Scottish Prison Service is committed to the following:
1999-00 1998-99 £'000s £'000s
Committed at 31 March 2000 7,041 6,351
This figure includes the amount contracted at 31 March 2000 with additional amounts committed in order to fulfil the capital programme.
18. Contingent Liabilities
At 31 March 2000 the Agency had outstanding contingent liabilities totalling:
1999-00 1998-99 £'000s £'000s 564 1,308
19. Reconciliation to Draft Appropriation Account
Receipts and payments of the Scottish Prison Service will be recorded in the Scottish Executive Appropriation Account for 1999-00 Vote 5. Figures have been reconciled to the cash flow statement as follows:
1999-00 1998-99 £'000s £'000s
Balance brought forward 2,242 709
Exchequer Contribution 214,213 180,000
TOTAL FUNDING 216,455 180,709
Total Running Costs 170,347 144,660
Other Current Expenditure 19,469 18,754
Welfare to Work 0 137
Lockerbie Trial 3,461 0
Capital Expenditure 28,918 23,697
GROSS TOTAL 222,195 187,248
Less: Appropriations - in - Aid (6,668) (8,160)
NET TOTAL 215,527 179,088
Receipts payable to Consolidated Funds 0 (621)
Retained funds 928 2,242
TOTAL FUNDING 216,455 180,709 The Scottish Prison Service is a supply - financed agency of the Scottish Executive. The Agency's expenditure forms a section within the Scottish Executive Justice Department.
Losses Statement
£000
Total (370 cases) 266
Details
Following an arbitration process to resolve a dispute with a contractor, a payment of £167,000 was made.
Notes
Special payments
Total (182 cases) 161
Transfers of land & buildings
Transfers at less than full value to sitting tenants: value of discounts for 195 prison service quarters (40 cases).
Other notes
Departments and Agencies are required to recognise the importance of halting a project overtaken by events, where changing circumstances mean that the business benefit is no longer going to be achieved cost effectively. Towards the end of 1999 the SPS reviewed the appropriateness of continuing to develop an in-house payroll operation, and concluded that SPS resources could be more effectively focused on the core business of managing staff in a rapidly changing business environment. It was also judged that the service and facilities available from an external provider were likely to better meet the business need than those which were available to the SPS when the Payroll project was initiated in 1997. A decision was therefore taken to halt the project and to seek to meet the need for Payroll administration differently.
As a result of this decision a constructive loss of £896,000 was incurred being the costs of the software developed over the 3 years.
20. Notional Charges
The following notional charges have been included in the accounts:
Restated 1999-00 1998-99 £'000s £'000s
Cost of capital charges 23,349 22,925
Scottish Executive Services 35 68
Auditors remuneration 62 60 23,446 23,053
The Cost of Capital charge for each item in the balance sheet is calculated as 6% of the average net book value of that item, over the year.
In 1998-99, notional charges included early departure costs paid centrally. The Resource Accounting Manual requires that these costs should no longer be included. The 1998-99 figures have been re-stated to exclude this notional cost of £1.6m.
21. Early Departure Costs
The cost of early departures to the Scottish Prison Service in 1999-00 was £8.6m (£2.8m in 1998-99) and represents the cost of early departure decisions made in the current and in earlier years. In previous years, the charge included a notional cost for payments made from the Civil Superannuation Vote. Since the introduction of Resource Accounting, this is no longer required.
22. Key Financial Target
The Agency's key financial target was to keep the cost per available prisoner place within £28,761. The actual annual average cost per prisoner place, calculated on a cash basis, in 1999-00 was £28,375 (1998-99 £26,912).
23. Related Party Transactions
The Scottish Prison Service is an Executive Agency of the Scottish Executive. The Scottish Executive is regarded as a related party with which the Agency has various material transactions during the year. During the year, none of the Board Members, members of key management staff or other related parties has undertaken any material transactions with the Agency.
The Scottish Prison Service Annual Report and Accounts 1999-2000
AGENCY OPERATING COST STATEMENT for the year ended 31 March 2000
Notes Restated 1998-99 1999-00 £'000s £'000s
INCOME
Income from all sources (2) 1,734 1,996
EXPENDITURE
Staff Costs (3) 127,724 118,143
Running Costs (4) 73,489 45,284
Other Current Expenditure (5) 18,762 18,093
TOTAL EXPENDITURE 219,975 181,520
OPERATING COST (218,241) (179,524)
Cost of capital charges (20) (23,349) (22,925) Interest payable and similar charges (15) (14)
Interest receivable (6) 93 105
NET COST OF OPERATIONS AFTER INTEREST (241,512) (202,358)
Lockerbie Trial Costs 3,387 0
COST FOR FINANCIAL YEAR (244,899) (202,358)
Prior year figures have been restated in accordance with the accounting principles and disclosure requirements of the Resource Accounting Manual.
STATEMENT OF RECOGNISED GAINS AND LOSSES for the year ended 31 March 2000
1999-00 1998-99 £'000s £'000s
Unrealised gain on revaluation of tangible fixed assets 1,153 3,625 less supplementary depreciation
The notes the accounts form part of these accounts.
BALANCE SHEET AS AT 31 MARCH 2000
Notes Restated 1998-99 1999-00 £'000s £'000s
FIXED ASSETS
Tangible Assets (7) 398,994 388,191
CURRENT ASSETS
Stock and Work In Progress (8) 4,037 4,322
Debtors (9) 4,975 3,757
Cash at Bank and in Hand (10) 296 1,943 9,308 10,022
CURRENT LIABILITIES
Creditors: amounts falling due within one year (11) 8,986 9,827
NET CURRENT (LIABILITIES)/ASSETS 322 195
TOTAL ASSETS LESS CURRENT LIABILITIES 399,316 388,386
Creditors: amounts falling due after more than (11) 4,162 4,335 one year
Provisions for Liabilities and Charges (12) 457 631
NET ASSETS 394,697 383,420
TAXPAYER'S EQUITY
General Fund (13) 353,526 358,669
Donated Assets Reserve (14) 1,009 0
Revaluation Reserve (15) 40,162 24,751 394,697 383,420
TONY CAMERON Chief Executive 12 July 2000
Prior year figures have been restated in accordance with the accounting principles and disclosure requirements of the Resource Accounting Manual.
The notes the accounts form part of these accounts.
CASH FLOW STATEMENT for the year ended 31 March 2000
Notes Restated 1998-99 1999-00 £'000s £'000s
OPERATING ACTIVITIES
Net Cash outflow from operating activities (I) (188,734) (156,934)
CAPITAL EXPENDITURE & FINANCIAL INVESTMENT Purchase of fixed assets (27,304) (22,750) Proceeds of disposal of fixed assets 178 1,427 Net Cash outflow from investment activities (27,126) (21,323)
PAYMENTS TO THE CONSOLIDATED FUND 0 0
FINANCING FROM THE CONSOLIDATED FUND From Consolidated fund 214,213 180,000
INCREASE/(DECREASE) IN CASH (II) (1,647) 1,743
Prior year figures have been restated in accordance with the accounting principles and disclosure requirements of the Resource Accounting Manual.
The notes the accounts form part of these accounts.
NOTES TO THE CASH FLOW STATEMENT 1999-00
(I) Reconciliation of Operating Cost to Operating Cash Flow:
Restated 1998-99 1999-00 £'000s £'000s
Costs for the financial year (244,899) (202,358)
Notional charges 23,446 23,053
Release of Donated Asset Reserve (1) 0
Depreciation and impairment on tangible assets 33,021 18,573
(Profit)/Loss on sale of tangible assets 444 (116)
Previously capitalised costs expensed 265 188
Decrease in stock 285 91 (Increase)/Decrease in debtors (1,218) 2,105
Increase/ (Decrease) in creditors/provisions (77) 1,530
Net Cash Flow from Operating Activities (188,734) (156,934)
(II) Reconciliation of Net Cash Flow to movement in Net Funds:
1999-00 1998-99 £'000s £'000s
Increase/(Decrease) in cash in the year (1,647) 1,743
Change in net funds (1,647) 1,743
Net funds at 31 March 1999 1,943 200
Net funds at 31 March 2000 296 1,943 The notes on pages 73 to 85 form part of these accounts.
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 13
Scottish Prison Service ANNUAL ACCOUNTS 1999 - 2000
Foreword to the Accounts
The accounts have been prepared in accordance with a direction given by the Scottish Ministers in accordance with Article 18 (1) of The Scotland Act 1998 (Transitory and Transitional Provisions)(Finance) Order 1999. The direction is reproduced as an Appendix to the accounts.
History
The Scottish Prison Service (SPS) was established as an Executive Agency of the Scottish Office Home Department in April 1993 (now the Scottish Executive Justice Department). In accordance with the Prisons (Scotland) Act 1989 and the Scotland Act 1998 responsibility for SPS transferred to Scottish Ministers. As a supply-financed Agency, SPS is funded by the Scottish Executive, Appropriation Account, Vote 5, subheads F1, F2, F3, N2 and FZ.
Principal Activities
The Agency exists to keep in custody those committed by the Courts, to maintain good order in each prison, to care for prisoners with humanity and to provide prisoners with a range of opportunities to exercise personal responsibility and to prepare for release.
Research and Development
The Agency is currently carrying out research into a range of prisoner and staff-related issues. The current main areas of work include a staff survey of organisational climate, an exploration of staff management style and the role of the first line manager. Work is also ongoing on a long-term evaluation of outcome effectiveness for prisoner programmes. Research work informs policy development.
Changes in Fixed Assets
During the year the Agency made improvements to Buildings, and purchased Plant and Equipment, Fixtures and Fittings, and Computer Equipment at a cost of £27,393,169.
The Agency also received donated assets with a total value of £1,010,000.
Directorate
The Directors of the Scottish Prison Service Board are as listed on page 6 of the Annual Report.
Disabled Employees The Agency observes The Scottish Executive policy on the employment of disabled people. Applications by disabled people for employment or promotion are given fair and full consideration.
Equal Opportunities
SPS is an equal opportunities employer, and is committed to the most effective use of all available human resources, through a programme of equal opportunities, which ensures the avoidance of discrimination, victimisation and harassment. The operation of the policy is monitored to make sure the Code of Practice is implemented.
Employee Consultation
The Agency recognises the importance of good industrial relations and is committed to effective employee communications. Regular meetings are held with representatives of the trade unions in line with Civil Service Whitley Council arrangements.
Payment of Creditors
The Agency's policy is to pay all invoices not in dispute in 30 days or the agreed contractual terms if otherwise specified. The Agency aims to pay 100% of invoices, including disputed invoices once the dispute has been settled, on time in these terms.
During the year ended 31 March 2000 the Agency paid 97% (1998-99 94.4%) of all invoices received within the terms of its payment policy.
The Agency observes the principles of the CBI Code - Prompt Payers.
Year 2000 Statement
Planning and implementation of action to ensure Year 2000 systems compliance was wholly successful and no significant problems were encountered.
Audit
The accounts for 1999-2000 are audited by the Comptroller and Auditor General. In future years the accounts will be audited by auditors appointed by the Auditor General for Scotland.
TONY CAMERON Chief Executive 12 July 2000
STATEMENT OF AGENCY'S AND CHIEF EXECUTIVE'S RESPONSIBILITIES
Accounts
In accordance with Article 18 (1) of The Scotland Act 1998 (Transitory and Transitional Provisions)(Finance) Order 1999 the Scottish Ministers have directed the Scottish Prison Service to prepare a statement of accounts for each financial year in the form and on the basis set out in the Accounts Direction on page 88. The accounts are prepared on an accrual basis and must give a true and fair view of the Agency's state of affairs at the year end and of its income and expenditure, total recognised gains and losses and cash flows for the financial year. In preparing the accounts the Agency is required to:
• observe the Accounts Direction issued by the Scottish Ministers, including the relevant accounting and disclosure requirements, and apply suitable accounting policies on a consistent basis; • make judgements and estimates on a reasonable basis; • state whether applicable accounting standards have been followed, and disclose and explain any material departures in the accounts; • prepare the accounts on the going concern basis, unless it is inappropriate to presume that the Agency will continue in operation.
The Accountable Officer of the Scottish Executive Justice Department has designated the Chief Executive of the Scottish Prison Service as the Accountable Officer for the Agency. The relevant responsibilities as Agency Accountable Officer, including responsibility for the propriety and regularity of the public finances and for the keeping of proper records, are set out in the Accountable Officer's Memorandum issued by the Scottish Executive.
Costs incurred by the Scottish Prison Service for the Lockerbie Trial in the Netherlands are separately provided for and are reported, on an accrual basis, in the accounts. Responsibility for all aspects of the operation of this project lies with the Scottish Executive Lockerbie Trial Steering Group.
Internal Financial Control
This statement is given in respect of the Agency account for the Scottish Prison Service. As Accountable Officer for the Agency, I acknowledge my responsibility for ensuring that an effective system of internal financial control is maintained and operated in connection with the resources concerned. The system of internal financial control can only provide reasonable, and not absolute assurance, that assets are safeguarded, transactions are authorised and properly recorded and that material errors or irregularities are either prevented or would be detected within a timely period.
The system of internal financial control is based on a framework of regular management information, financial regulations, administrative procedures, including segregation of duties, management supervision and a system of delegation and accountability. Development and maintenance of the system is undertaken by executive managers within the Scottish Prison Service.
In particular, the system includes:
• comprehensive budgeting systems with an annual budget which is approved by me as Chief Executive and the Board; • regular reviews by the Board of periodic and annual financial reports which indicate financial performance against the forecasts; • setting targets to measure financial and other performance; • the preparation of regular financial reports which indicate actual expenditure against the forecasts; • clearly defined capital investment control guidelines; • as appropriate, formal project management disciplines.
The Scottish Prison Service has an internal audit service, the work of which concentrates on the key activities determined by an analysis of the areas of greatest risk and in accordance with the annual internal audit plan approved by the Audit Committee. The internal auditors operate to standards defined in the Government Internal Audit Manual. The internal auditors report to the Agency Accountable Officer and to the Audit Committee on a regular basis and have direct access to the Board of the Scottish Prison Service and to the members of the Audit Committee. In line with best practice recommendations in corporate governance, the Audit Committee meets regularly throughout the year and is chaired by a non-executive Director. The Head of Internal Audit has issued an Assurance Statement to me which provides her opinion on the adequacy and effectiveness of the internal control system and the extent to which it can be relied on.
My review of the effectiveness of the system of internal financial control is informed by:
• executive managers within the Scottish Prison Service; • the work of the internal auditors as described above; • the external auditors in their management letters and other reports; and • the work of the Audit Committee.
Implementation of the Turnbull Report
In September 1999 the Institute of Chartered Accountants in England and Wales published the report of the Turnbull Committee "Internal Control: Guidance for Directors on the Combined Code". The effect of the Turnbull Report was to extend the existing requirement to provide a statement in respect of financial controls to cover all controls, including financial, operational, compliance and the management of risk.
As Agency Accountable Officer, I am aware of the recommendations of the Turnbull Committee and am taking reasonable steps to implement the full requirements of the guidance for the year ended 31 March 2002.
TONY CAMERON Chief Executive 12 July 2000
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 12
Reception testing
During the report period, a total of 282 prisoners were tested for drugs of misuse at the point of entry to prison. Of these, 210 (74.5%) tested positive. Comparable figures from 1998-99 were 209 out of 286 tests (73.1%).
Main types of disciplinary awards - Additional Days Added (days added to sentence)
Between 1 April 1999 and 31 March 2000 a total of 14,462 ADAs were awarded for MDT offences. Of these, 7,302 were awarded as suspended sentences, giving a net total of 7,160 additional days. This equates to an annualised total of 20 prisoners added to the prison population compared with 32 in 1998-99 and 37 in 1997-98, and reflects both the reduced number of prisoners testing positive, and the greater emphasis placed on treatment as the prime response.
(1) Headline rate includes all tests taken and found to be positive due to drug misuse. (2) Underlying (in-prison) rate excludes positive test results which may have been due to drug misuse in the community.
(3) The phasing of the introduction of MDT from February 1996 meant that not all establishments were testing for all of 1996-97.
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 11
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 10
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 9
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 8
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 7
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 6: PRISON INDUSTRIES
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 5
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 4
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 3
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 2
The Scottish Prison Service Annual Report and Accounts 1999-2000
APPENDIX 1
The Scottish Prison Service Annual Report and Accounts 1999-2000
STRATEGY & CORPORATE AFFAIRS DIRECTORATE
The Directorate of Strategy and Corporate Affairs is responsible for advising Ministers on prisons policy and for translating Government policy into a strategy for the future direction of the Service. It is responsible for the development of the Service's planning system, policy development and performance measurement, research and evaluation services (including prisoner programme accreditation), statistics, matters of legal policy and communications. It also services the Scottish Prison Service Board. The aim of the Directorate is to promote and support the management of change and the delivery of a high quality, strategically driven Service.
Key objectives for 1999-2000 were:
• To produce a policy statement to move the Service forward from Opportunity and Responsibility, which set the direction for the Service in the 1990s. • To take forward a programme of staff-related research. • To support establishments in meeting the legal requirements for the treatment of prisoners. • To continue to improve internal communications. • To continue to improve the quality of the prisoner records data used for statistical purposes.
Progress
A draft policy statement, Intervention and Integration for a Safer Society, was submitted to Ministers as a basis for consultation in 2000-01. The statement concentrated on those prisoner groups about whom Opportunity and Responsibility, which focused on long-term, adult, male prisoners, was silent. These groups were: short-term prisoners, remand prisoners, young offenders, female offenders, mentally disordered and disturbed prisoners, sexual offenders and older prisoners.
Work was commissioned to examine management style within the Service and to consider the experience of First Line Managers so that further thought could be given to their training needs. A Staff Survey - examining staff views on organisational effectiveness - was undertaken on two occasions.
A review of the Prisons Rules (the Prisons and Young Offenders (Scotland) Rules 1994, as amended) was carried out in the latter part of 1999. The review identified a number of changes to the Rules that were thought desirable for policy or operational reasons. After consideration by the SPS Board, work was taken forward with a view to the formal amendments being made by the Summer of 2000, subject to Ministerial approval.
Emphasis was placed on developing communications within SPS. The rolling programme of internal communications advice and guidance continued with best practice advice and more establishments undertaking to write their own newsletters. The Communications Branch was involved on the announcement of the rationalisation of the SPS estate and assisted in devising a strategy to ensure uniformity in the communication of information to all staff timeously. Courses in Broadcast Skills were held for Governors and senior managers. Witness Familiarisation Courses continued to be held for staff required to give evidence in court. Work continued on improving data quality, including ways of dealing with missing data, with further development of the statistical system. The 1998 data was published in December 1999 in the Prisons Statistics Scotland statistical bulletin.
HUMAN RESOURCES DIRECTORATE
Human Resources Directorate helps management in the Scottish Prison Service (a) to recruit, develop and retain quality staff who can perform effectively and efficiently, and (b) to make sure that these staff are rewarded and managed fairly and consistently. It provides services in the areas of employee resourcing, industrial relations, welfare, pay and associated matters, and advice on health and safety. Through the Scottish Prison Service College it also provides appropriate elements of training; it supports the development of the organisation; and increasingly it accredits local delivery of standard courses. To provide this corporate service it develops and maintains appropriate policies; promulgates corporate standards, procedures and systems where appropriate; audits human resources processes; provides advice; and monitors performance.
Key objectives for 1999-2000 were:
• To provide leadership in the attainment of Goal 5 across SPS. • To improve the arrangements for performance-related pay. • To introduce and consolidate the working of the new HR Information System, Cyborg. • To improve the national framework for staff attendance, and the national policies on absence management and internal staff transfers. • To improve the arrangements for staff health and welfare. • To clarify the delegation of HR functions from HQ to the line, and to improve the monitoring and evaluation of HR activities.
Progress
A Goal 5 Action Plan was adopted by the SPS Board.
A progression element was introduced in the pay award.
The Cyborg system became operational and a reporting tool was introduced.
All three staff policies were substantially developed, but not yet implemented.
An improved occupational health contract was introduced and new SPS-wide policies adopted.
There was little progress on delegation, monitoring and evaluation during the year. This was because the Board's "Living within our Means" strategy required a redirection of Directorate resources to support a programme of staff transfers and early retirement/severances consequent on establishment closures.
CUSTODY DIRECTORATE
The Directorate is responsible for providing policy and procedural guidance on all aspects of security and prisoner management, health care and suicide risk management, national co- ordination and operational control of major incidents and auditing establishments' compliance with SPS Security Standards. Key objectives for 1999-2000 were:
• To complete security audits of all top security establishments and re-audit areas of non-compliance with Security Standards in all other establishments. • To put in place a computerised health care records system. • To review Incident Command Team operating procedures and develop supporting training. • To develop SPS policy on the management of intelligence and devise a strategy for implementation. • To carry out evaluation of the SPS Hepatitis B immunisation programme for prisoners. • To put in place systems and procedures to ensure Custody Directorate contributed effectively to Headquarters' achieving Investors in People status.
Progress
Security Audits
Security audits of all top security prisons were completed. Due to pressure of other work the Security Audit Team were unable to undertake non-compliance audits in other establishments.
Computerised Health Care Records
Work was undertaken with the aim of ensuring that a computerised health care records system, integrated with the Scottish Prisons Information Network, is rolled out across all establishments by December 2000.
Incident Command Teams
An Incident Management Training Strategy Group was formed to further develop initial training strategies and to act as an effective decision making body. A national training exercise, involving all Incident Command Team personnel, took place in November 1999. The Incident Command Team Manual was reviewed.
Management of Intelligence
Work was undertaken to set up a fully functional, integrated and networked intelligence management system which will be accessible from several identified national terminals. A memorandum of understanding between the SPS and Scottish Police Forces was drawn up and signed, providing for exchange of information in conjunction with the training of staff from both agencies in criminal intelligence analysis and the application of the analytical software packages.
Hepatitis B Immunisation
Evaluation of the Hepatitis B immunisation programme made available to all prisoners on admission to custody from spring 1999 onwards showed an uptake rate averaging in excess of 70% across all establishments.
Investors in People
An effective Directorate staff induction policy was put in place. A training, development and resource plan and a communications policy were agreed and put into operation. The crucial rôles of the line manager and staff in relation to training, development and evaluation of training were clarified. Every member of staff in the Directorate was provided with a personal staff handbook which included the strategic plan as well as the other documentation mentioned above.
Scottish Prisons Complaints Commissioner
The Commissioner made 4 recommendations arising from complaints from prisoners during the year. One was accepted and 3 were rejected.
REGIMES DEVELOPMENT DIRECTORATE
The Directorate co-ordinates the development of a range of programmes, including work, to enable establishments to offer prisoners opportunities to address their offending behaviour and prepare for release. Work remains at the centre of prison regimes. The Directorate also provides specialist advice to prisons on key elements of regimes, including psychological services, social work, education, industries, and catering and Chaplaincy services.
Key objectives for 1999-2000 were:
• To maximise Regime Development's contribution to Custody issues by supporting Governors, Lifer Liaison Officers and the Parole Board, and staff in Small Units. • To maximise opportunities for prisoners to address their offending behaviour by:
extending the risk/needs assessment and sentence planning to all long-term prisoners;
making more widely available a range of core programmes to address criminogenic needs and to reduce offending behaviour;
providing advice on other approved activities to complement the core programmes; and
developing a strategy to enhance the employability of prisoners.
• To maximise Regime Development's contribution to healthcare by increasing the contribution of psychology to mental health issues.
Progress
A new system of risk assessment was developed to support Governors, Lifer Liaison Officers and the Parole Board and Custody Directorate.
All long-term establishments were introduced to the risk/needs assessments and planning elements on sentence management.
Five core programmes were made available: Cognitive Skills, Anger Management, Problem Solving Skills Training, Drugs (Relapse Prevention) and a Sex Offending programme (STOP 2000).
A complementary range of Approved Activities was introduced.
A strategy for employability was developed and began to be piloted in a number of establishments. A manager (Principal Psychologist) was appointed to co-ordinate work on mental health issues.
ESTATES DIRECTORATE
The Directorate is responsible for ensuring the delivery of the Estates Strategy. It manages the capital programme of major works and provides support to establishments in ensuring the effective maintenance of the prisons estate; it provides professional advice on all construction matters; and it also provides the support services and facilities management in respect of SPS Headquarters at Calton House. The Directorate continually reviews and updates systems, procedures and standards in construction design and project execution and ensures the implementation of technical audits of performance.
Key objectives for 1999-2000 were:
• To continue implementation of the Estates Strategy. • To increase, from 71% to 76% by 31 March 2000, the number of available prisoner places with access to night sanitation. • To have in place new term contracts and Service Level Agreements for estate maintenance work by March 2000. • To develop strategies for environmental and energy matters for implementation by each establishment by December 1999. • To progress the disposal of surplus SPS property, in particular by reducing the number of SPS staff quarters available for sale from 12 to 8 and garage stock from 157 to 127, by March 2000 (subject to applications received).
Progress
Among the major projects completed in 1999-2000 were the installation of a new officer alarm system at Aberdeen; provision of a new perimeter intruder detection system, upgrade of the general office and improvements to Letham Hall at Barlinnie; upgrade of A Hall at Dumfries; an extended staff car park, upgraded health centre and an energy management system at Edinburgh; new roofs on the industries buildings at Glenochil; a new induction unit and replacement pipework in A Hall at Greenock; accommodation for prisoners at risk of self-harm at Inverness; transfer from Polmont of 30-place relocatable accommodation and installation of CCTV in dormitories at Low Moss; a new heating/hot water system at Noranside; upgrade of the laundry and provision of a new staff car park at Peterhead; and installation of new security fencing at Polmont.
Measures announced in November 1999 to rationalise the SPS Estate involved the closure of Penninghame and Dungavel prisons; the mothballing of the Peterhead Unit; the amalgamation of the 3 separate establishments which form the Shotts complex, ie the high security main prison, National Induction Centre and Shotts Unit; the merger of Friarton Prison with the main Perth Prison; and the closure of the Longriggend Remand Institution. SPS also decided to carry out a fundamental review of its estate, with the aim of identifying the likely pressures on the estate over the long-term and to generate a series of options for meeting these. A Review Team comprising senior SPS managers presented a report to the SPS Board. The report identified a number of options, some of which are undergoing further scrutiny to determine their feasibility.
By 31 March 2000, 75% of available prisoner places had access to night sanitation.
New Term Contracts, and Service Level Agreements for estate maintenance work were all in place by March 2000. Work was done to develop strategies for environmental and energy matters for implementation by establishments but these were not in place by the end of the year.
By 31 March 2000 the number of SPS quarters had been reduced to 7 and the garage stock to 131.
FINANCE AND INFORMATION SYSTEMS DIRECTORATE
The Directorate is responsible for a range of business support services including finance, internal audit, information systems and procurement. It is also responsible for the custodial contracts function which manages the contract for the privately financed prison at Kilmarnock.
Key objectives for 1999-2000 were:
• To continue to manage the contractual relationship with Kilmarnock Prison Services Ltd; to strengthen further the interface between SPS and the prison; and to monitor the performance of the contractor. • To prepare and publish Accounts for the 1999-2000 financial year. • To conduct the internal audit programme as defined in the 1999-2000 Operational Plan approved by the Audit Committee and an Audit Needs Assessment, and to compile an audit programme for future years based on the outcome. • To complete the upgrade of the existing Scottish Prisons Information Network (SPIN) to support the development of the Service's Information System Strategy for 1999- 2002 and to provide a year 2000 compliant infrastructure. • To realise the potential for improved electronic communication and utilisation of management information through the development and implementation of a new Office Automation application and an Executive Information System. • To review all existing SPS procurement policy and procedures and develop and implement best practice (taking account of the white paper 'Modernising Government') across all forms of procurement performed by SPS.
Progress
A year after opening, HMP Kilmarnock is now well established as an integral part of the SPS estate and is interacting fully with other Scottish prisons in the management of prisoners. Monitoring of contract performance is carried out on a daily basis.
Annual Accounts for 1999-2000 were prepared and audited by the Comptroller and Auditor General and published as part of this Annual Report. The Service's computerised financial and fixed asset register systems were successfully upgraded to ensure full Y2K compliance.
The Internal Audit Programme, in accordance with the Strategic and Operational Plans, was carried out and reported to the Audit Committee. Five main reviews were completed during the year, as well as a planned programme of follow up reviews. The Audit Needs Analysis was completed, and approved by the Audit Committee. In addition to the determination of the strategic priorities for internal audit work, an independent review of the performance of the Internal Audit function was also undertaken with a satisfactory conclusion. The Audit Committee met 5 times during the year. In line with the best practice recommendations in the area of corporate governance, a non-executive Director now chairs the Audit Committee.
All significant hardware and software components of the Scottish Prisons Information Network (SPIN) were successfully upgraded both as the implementation of the Service's Information System Strategy for 1999-2002 and to provide a fully Y2K compliant IT infrastructure. A new Office Automation application was successfully implemented to provide improved electronic communication capability. Work commenced to develop and implement an Executive Information System to better utilise the Service's electronically held management information.
An appraisal of procurement 'customer' satisfaction levels was conducted at the start of the year and appropriate strategies were created to improve customer service. Closer working relationships were developed with key user groups in order to provide appropriate commercial solutions in critical expenditure areas, for example, computer hardware and the provision of pharmacy and education services.
Following publication of the Gershon Report on central government procurement, the Scottish Executive embarked upon a series of initiatives to improve public sector procurement in Scotland. SPS is making a major contribution to the success of these initiatives, which require increased collaboration between Agencies and the Scottish Executive, and is taking the lead rôle in the setting-up of certain common contracts. Pilot trials are also being arranged to evaluate the suitability of the Government Procurement Card in SPS. The use of the card in appropriate circumstances is expected to improve the business process of ordering goods and services from suppliers and also reduce the associated administration costs.
The Scottish Prison Service Annual Report and Accounts 1999-2000
NATIONAL INDUCTION CENTRE, SHOTTS
Geoff Storer John Gerrie To July 1999
The National Induction Centre was a separate establishment with its own Governor-in-Charge within the boundary of Shotts Prison. It offered a supportive and responsive regime for prisoners (excluding sex offenders), normally serving 10 years or more, during the first 6-12 months of their sentence. As part of the rationalisation of the Prison Estate the NIC became part of Shotts prison in April 2000.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 -
Escapes by category B prisoners 0 0 0 -
Escapes by category C prisoners 0 0 0 -
Serious assaults on staff 0 0 0 -
Serious assaults on prisoners 0 2 1 -
Prisoners completing 29 21 44 - programmes*
Average days sick absence per 8.6 15.3 8.5 - member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 it covered all offending behaviour programmes.
Other developments and significant events:
The NIC achieved Investor in People status in December 1999.
The Scottish Prison Service Annual Report and Accounts 1999-2000
SHOTTS UNIT
Geoff Storer
Shotts Unit assisted male adult mainstream establishments by housing, for a limited period, prisoners identified as management problems because of unacceptable behaviour brought about by an unwillingness or inability to cope with prison life. As part of the rationalisation of the Prison Estate the Unit merged with Shotts prison in April 2000.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 -
Escapes by category B prisoners 0 0 0 -
Escapes by category C prisoners 0 0 0 -
Serious assaults on staff 0 0 0 -
Serious assaults on prisoners 0 1 1 -
Prisoners completing 0 0 0 - programmes*
Average days sick absence per 11.7 12.8 9 - member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 it covered all offending behaviour programmes.
Other developments and significant events:
The Unit achieved Investor in People status in December 1999.
The Unit was visited by the MacLean Committee in September 1999. The MacLean Committee, chaired by the Hon Lord MacLean, was set up in March 1999 by the Scottish Executive to review matters relating to the sentencing and treatment of serious violent and dangerous offenders. They met with prisoners and staff, and discussed issues related to the management of violent offenders and prisoners serving very long sentences.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, SHOTTS
Bill McKinlay
Shotts is a maximum security prison for long-term adult male prisoners who are transferred from other establishments and require to be kept in secure conditions. It seeks to provide a secure, safe and caring environment, while providing opportunities for prisoners to come to terms with their sentences and address their offending behaviour.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 1 1 0
Escapes by category C prisoners 0 0 1 0
Serious assaults on staff 0 1 2 2
Serious assaults on prisoners 4 12 14 13
Prisoners completing 83 130 92 120 programmes*
Average days sick absence per 14.8 14.2 12 11 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
Investor in People status was achieved in July 1999 reflecting the commitment to staff development and training within HMP Shotts.
Mr Jim Wallace, Deputy First Minister and Minister for Justice, visited Shotts on 21 June 1999. Mr Wallace was particularly interested in prisoner activities and viewed the work being carried out in the Education Unit and enhanced efficiency workshops.
A major study into the incidence and prevalence of Hepatitis C within the long-term prisoner population was carried out by the Scottish Centre for Infection and Environmental Health. The survey involved a number of study days over the period and these will continue up to October 2000. This is the first such study of this kind and the level of access and response rates achieved should provide valuable and valid information on the levels of Hepatitis C infection and transmission within a prison.
During the year there were 2 suspected suicides which are still subject to Fatal Accident Inquiries.
Mr Wallace, Deputy First Minister watches a prisoner cutting wood.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM YOUNG OFFENDERS INSTITUTION, POLMONT
Dan Gunn
Polmont is Scotland's largest young offenders institution. Male young offenders sentenced to a custodial sentence are assessed as to their suitability for transfer to other male young offenders institutions. Secure custody in a safe environment is provided for male young offenders, generally serving sentences of less than 6 years.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 0 0 0
Serious assaults on staff 0 2 0 0
Serious assaults on prisoners 11 6 8 7
Prisoners completing 79 107 105 110 programmes*
Average days sick absence per 14.8 17.6 12 12 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
Polmont achieved Investor in People status in June 1999.
In November 1999 a Youth and Community Worker was appointed for a 2-year term. This is a new partnership between SPS and Community Learning, Scotland.
During the past year Polmont received considerable media coverage in relation to a specialist programme on dyslexia broadcast on Channel 4 in July 1999, and the pioneering parenting course which received exceptional coverage from February 2000.
For the first time Polmont had 2 Butler Trust Award winners - one certificate award and one achievement award.
Improving life for Raymond - Raymond on the bike built and designed specially for him.
The Scottish Prison Service Annual Report and Accounts 1999-2000
PETERHEAD UNIT
Bob McConnell
The Peterhead Unit accommodated, for individually agreed periods, up to 10 prisoners experiencing or causing difficulties in other Scottish prisons.
By providing a range of opportunities for change, the aim of the Unit was to equip individuals to cope with their custodial sentence and return them to a mainstream establishment. As part of the rationalisation of the Prison Estate, the Unit was "mothballed" in March 2000.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 -
Escapes by category B prisoners 0 0 0 -
Escapes by category C prisoners 0 0 0 -
Serious assaults on staff 0 0 0 -
Serious assaults on prisoners 0 0 0 -
Prisoners completing 0 0 0 - programmes*
Average days sick absence per 13.6 28 8 - member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 it covered all offending behaviour programmes.
Other developments and significant events:
The Unit achieved Investor in People status in January 2000.
During the year several projects were completed:
• rooftop security was improved; • the education programme was revamped together with increased access; • better links with the community were formed; • full prisoner occupancy was achieved; • improved communications systems were put in place; and • staff facilities were enhanced.
The Unit hosted 3 successful 'Open Visitor' days for families and friends of prisoners and staff. The 'Open' days play a pivotal rôle in the Unit's development, enhancing social skills and relationships with prisoners and their families, staff and the local community.
Prisoners made a donation of £330 to local children. The money was raised through the sale of crafts and cell hobbies.
Several staff members gained professional qualifications ranging from BICS (British Institute of Cleaning Science) to NEBOSH (National Examing Board of Occupational Safety and Health), IOSH (Institute of Safety and Health) and NEBSM (National Examining Board for Supervisory Management).
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, PETERHEAD
Bill Rattray
Peterhead is a national resource for convicted, long-term male sex offenders, offering a range of programmes designed to challenge offending behaviour in order to reduce the risk of reoffending on return to the community.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 0 0 0
Serious assaults on staff 0 0 0 0
Serious assaults on prisoners 3 1 1 1
Prisoners completing 75 97 106 160 programmes*
Average days sick absence per 11.3 14.9 9 9 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
HMP Peterhead was the first prison in Scotland to achieve Investor in People accreditation in 1996. Achieving re-accreditation was a reflection of the commitment to staff development and ensuring people have the correct skills to undertake the demanding and challenging work at Peterhead.
Scotland's Health at Work Silver Award: in recognition that health at work contributes to the achievement of Goal 5, a staff team organised a number of healthy living campaigns culminating in the Silver Award. HMP Peterhead was the second prison in Scotland to achieve this prestigious honour.
Staff Award Days: in recognition of the many staff achievements whether SQA awards, Meritorious Conduct, Butler Trust, long service, special contributions, charity work etc, Staff Award Days were instituted to mark these events. Invited guests and partners are invited to formal presentations and a buffet lunch.
During the year there was one suspected suicide, which is still subject to a Fatal Accident Inquiry.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, PERTH
Bill Millar
Perth holds male prisoners serving under 4 years and those remanded from the courts of Angus, City of Dundee, Perth and Kinross and the northern part of Fife. The prison also accommodates in secure conditions long-term adult male prisoners, including category A prisoners, who are serving sentences up to and including life imprisonment. Over the plan period the establishment will concentrate on taking its long-term prisoners from the North and East of Scotland. It also provides a national top end facility for long-term prisoners approaching the end of their sentence.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 1 1 1
Serious assaults on staff 1 0 1 1
Serious assaults on prisoners 9 7 10 10
Prisoners completing 45 59 66 50 programmes*
Average days sick absence per 14.6 11 13 12 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
A Hall was partially closed in July 1999 to allow for complete refurbishment.
Perth received site accreditation for the delivery of cognitive skills and anger management programmes.
Perth piloted the "Hard Cell" initiative in collaboration with Tayside Police. The scheme is aimed at deterring youngsters (aged 16-18 years) involved in offending behaviour but who have not been convicted of an offence. A full-time Drug Strategy Manager was appointed.
HMP Friarton merged with Perth during December 1999, and work commenced on a regime development plan to prepare for an influx of long-term prisoners in July 2000 following the closure of HMP Dungavel.
There was one suspected suicide, which is still subject to a Fatal Accident Inquiry.
Work Efficiency Scheme - prisoners are queuing up to work in the Joiners Shop.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, PENNINGHAME
Moira McAlpine Steve Swan To August 1999
Penninghame was an open security category D establishment holding adult male prisoners serving 4 years and over and on life sentences, who by their behaviour and stage of sentence were deemed to be suited to open conditions. The regime was designed to facilitate their integration into society. As part of the rationalisation of the Prisons Estate, Penninghame closed in March 2000.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 -
Escapes by category B prisoners 0 0 0 -
Escapes by category C prisoners 0 0 0 -
Serious assaults on staff 1 0 0 -
Serious assaults on prisoners 0 0 0 -
Prisoners completing 17 0 0 - programmes*
Average days sick absence per 15.7 8.8 12 - member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 it covered all offending behaviour programmes.
Other developments and significant events:
The establishment achieved Investor in People status in May 1999.
The establishment achieved no absconds and no fail to returns from prisoners' home leaves during the year.
The establishment moved to a zero tolerance drug policy, with one failed drug test resulting in prisoner being returned to closed conditions.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, NORANSIDE
Ken Rennie Alastair MacDonald To January 2000
Noranside is an open prison which holds category D male adult prisoners serving 2 years and over, including life sentence prisoners who have been assessed as suitable to serve part of their sentence in open conditions. The regime opportunities are focused on preparation for reintegration into society.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 0 0 0
Serious assaults on staff 0 0 0 0
Serious assaults on prisoners 1 0 1 1
Prisoners completing 0 0 0 0 programmes*
Average days sick absence per 8.2 13.1 6 6 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
Noranside was short-listed as a finalist in the Tayside Investors in People Award for innovation _ a competition sponsored by Scottish Enterprise Tayside. The submission focused on the establishment's environmental initiatives. A certificate was presented to mark the establishment's success.
All Residential Officers were re-titled Sentence Management Officers to more accurately reflect the establishment's key rôle in preparing prisoners for release. A specific Sex Offenders Liaison Group was also established. APEX Scotland was contracted to further assist in achieving employment for prisoners. Releases during the months of July and August were tracked for a 6-month period. Of the 7 prisoners who gained employment with APEX assistance, 5 continued in employment after the 6-month period. A further 10 prisoners were subsequently released to employment of whom 8 remained in work after 6 months.
The protection of the fabric of the estate continued to be enhanced with the completion of a new computerised fire detection system, installation of a new heating system, upgrading of the kitchen and completion of a new roof in C & D Wings.
In May 1999 HRH the Princess Royal visited the establishment in her capacity as Patron of the Butler Trust and also opened the environmental centre.
The rationalisation of the SPS estate in terms of 'Living within our Means' resulted in an increased population which provided a cost effective option for accommodating long-term prisoners. 100% of eligible prisoners were granted parole.
Community placements continued to enhance Noranside's partnership in the region. Work commenced on the conversion of derelict property into a visitor centre. Eight prisoners were employed in this long-term project.
HRH The Princess Royal visits the Environmental Centre.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, LOW MOSS
Eric Murch Bill Middleton To May 1999
Low Moss is a short-term adult prison for category C and D prisoners serving up to 12 months and selected prisoners serving up to and including 18 months. The prison does not receive prisoners direct from court but takes selected prisoners from Barlinnie, Edinburgh and Greenock.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 1 1 1
Serious assaults on staff 0 0 0 0
Serious assaults on prisoners 21 12 12 10
Prisoners completing 42 21 21 21 programmes*
Average days sick absence per 22.4 26 10 18 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
The establishment was accredited Investor in People status in April 1999.
The 'Fitech' health and evaluation system for staff was launched in May 1999.
Members of the Scottish Parliament Justice and Home Affairs Committee visited the establishment in September 1999.
New cell accommodation for 50 prisoners was introduced in March 2000.
Existing separate cell accommodation was refurbished in March 2000. CCTVs were introduced into the dormitory accommodation in March 2000.
A refurbishment programme for the dormitory accommodation was started in January 2000.
Senior Management with the Investor in People Award.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, LONGRIGGEND
Rona Kite
Longriggend held males under 21 remanded by courts mainly within and surrounding the Greater Glasgow area. It also held up to 24 adult male prisoners serving sentences of less than 4 years. In addition Longriggend housed PADs (Persons Awaiting Deportation) until their transfer to HMP Greenock in March 2000. As part of the rationalisation of the Prisons Estate, Longriggend closed in May 2000.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 -
Escapes by category B prisoners 1 0 0 -
Escapes by category C prisoners 0 0 0 -
Serious assaults on staff 0 0 0 -
Serious assaults on prisoners 6 1 4 -
Prisoners completing 0 0 0 - programmes*
Average days sick absence per 32.1 20.7 14 - member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 it covered all offending behaviour programmes.
Other developments and significant events:
The in-house radio station "Release AM" was launched in November 1999.
Safe cells for vulnerable prisoners and support group area were completed in April 1999.
Members of the Scottish Parliament Justice and Home Affairs Committee visited the establishment in September 1999.
Launch of "Release AM"
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, INVERNESS
Alastair MacDonald Hamish Ross to January 2000
Inverness serves the courts of the Highlands, Western Isles, Orkney Isles and Moray, holding remand prisoners and short-term adult prisoners, both male and female (segregated). It also holds a small number of long-term prisoners, prior to classification, on accumulated visits or to meet operational needs.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 0 0 0
Serious assaults on staff 0 1 0 0
Serious assaults on prisoners 2 4 1 4
Prisoners completing 37 35 33 29 programmes*
Average days sick absence per 13.7 9 11 10 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
Mr Jim Wallace, Deputy First Minister, and Mr Angus MacKay, Deputy Minister for Justice, visited the establishment on 8 July 1999.
HM Chief Inspector of Prisons conducted an Intermediate Inspection on 7 March 2000.
The Estates function reverted to an in-house provider on 1 April 1999. Considerable work was done to upgrade the physical security of the prison including external and internal grille gates; new magnetic locks throughout; new perimeter intruder detection system and CCTV including new demarcation gate; and S-Wire has been fitted to all accessible roofs at exercise yards.
Three anti-ligature cells and a day care room were introduced to provide safer and more appropriate conditions for prisoners at risk of self-harm and suicide.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON GREENOCK
Audrey Park Rod MacCowan To December 1999
Greenock serves designated courts in the West of Scotland by holding male prisoners (both adult and under 21s) on remand, and short-term convicted prisoners. It provides a national facility for selected prisoners serving 12 years or over, affording them the opportunity for progression towards release. It also accommodates a small number of prisoners for a range of management and operational reasons. In addition it is the designated SPS facility for housing persons awaiting deportation (PADs).
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 0 0 0
Serious assaults on staff 1 1 1 1
Serious assaults on prisoners 2 1 4 5
Prisoners completing 27 27 28 38 programmes*
Average days sick absence per 10.5 8.9 7.5 8 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
Following major pipe replacement work and upgrading, Ailsa Hall reopened providing 122 cells.
The enhanced work party, which rewards prisoners with higher wages for meeting production targets, was opened.
PADs were returned to Greenock in March 2000. Staff were specially selected and trained to work with this group and links established with appropriate external agencies. The local MSP, Mr Duncan McNeil, visited the establishment on 22 October 1999.
During the year there were 2 suspected suicides, which are still subject to a Fatal Accident Inquiry.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON AND YOUNG OFFENDERS INSTITUTION, GLENOCHIL
Alec Spencer Les McBain to February 2000
Glenochil provides a safe and secure category B standard national facility to accommodate long-term adult male prisoners and, within a separate facility, male young offenders serving up to 18 months with over 2 and less than 8 months to serve. There are no direct admissions from court: all admissions are transferred from other penal establishments.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 1 1 1
Escapes by category C prisoners 0 0 1 1
Serious assaults on staff 4 3 3 4
Serious assaults on prisoners 18 14 17 17
Prisoners completing 81 124 110 110 programmes*
Average days sick absence per 19.7 20 15 15 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
The establishment gained Investor in People status in February 2000.
In September 1999 HRH The Princess Royal visited the establishment in her rôle as Patron of the Butler Trust, meeting staff groups from throughout the adult and YOI establishments.
HRH The Princess Royal admiring some of the prisoners' work.
A workshop efficiency scheme within the existing metal fabrication workshed commenced production in February 2000.
The introduction of a sex offender group in January 2000 within A Hall consisted of non- compliant prisoners who do not wish to participate in Peterhead's sex offender programmes.
Major building work carried out during 1999-2000 included:
D Hall cells - security upgrading of window bars - completed summer 1999;
adult worksheds upgrading (new heating, roof, fire improvements and ventilation) - completed December 1999;
A, B, C, D, E Halls - installation of new fire detection, alarms and emergency lighting - completed March 2000; and
new YOI synthetic sports pitch - completed September 1999.
A hostage incident within the Health Centre in April 1999 was quickly and peacefully resolved after local negotiations.
In July 1999 one prisoner committed suicide.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, FRIARTON
Audrey Mooney
Friarton was a medium security category prison located on the outskirts of Perth. It accommodated adult male category C prisoners serving sentences of less than 4 years and with no more than 12 months left to serve, who were transferred from other SPS establishments. As part of the rationalisation of the Prisons Estate, Friarton merged with HMP Perth in December 1999.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 -
Escapes by category B prisoners 0 0 0 -
Escapes by category C prisoners 0 0 0 -
Serious assaults on staff 0 0 0 -
Serious assaults on prisoners 3 0 1 -
Prisoners completing 16 0 7 - programmes*
Average days sick absence per 16.9 19 10 - member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000, it covered all offending behaviour programmes.
Other developments and significant events:
Friarton gained Investor in People status in September 1999.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, EDINBURGH
Rod MacCowan Alec Spencer To February 2000
Edinburgh serves the sheriffdom of Lothian and Borders and also courts in part of Fife. It holds adult male prisoners who are untried, those convicted but awaiting sentence, and those serving up to 4 years. It also provides national facilities in Pentland Hall and in a Training for Freedom hostel for prisoners at the top end of the long-term system.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 1 1
Escapes by category C prisoners 0 0 1 1
Serious assaults on staff 3 2 1 1
Serious assaults on prisoners 13 4 10 10
Prisoners completing 71 95 89 92 programmes*
Average days sick absence per 13.8 14.4 12 12 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
Edinburgh gained Investor in People status in October 1999.
Alec Spencer, Governor receiving the Investor in People Award.
Continued progress of SVQs was evident, with a total of 102 operational staff now being Level II competent.
Edinburgh is committed to raise staff health awareness, and with this objective in mind held 2 staff health promotion events and introduced a smoking policy which promotes a smoke free environment. Edinburgh signed up with Lothian Health and Scotland Health at Work (SHAW) to support this commitment.
A new Segregation Unit opened with 14 cells and integral orderly room facilities. The Unit was staffed from within the existing complement by realignment of staff posts.
A new Visitors Reception Centre was completed on 17 March 2000. The project was funded by the Tudor Trust and offers prisoners' visitors facilities such as lockers, seating, café, children's play area and TV room. This is the first project of this type within the SPS.
An 8-bed dormitory was formed in B Hall to accommodate vulnerable prisoners.
The Health Centre was refurbished with improved accommodation for prisoners, additional office space for visiting consultants and an upgraded dental surgery.
The Throughcare Centre was extended and refurbished to cater for additional agencies and services. The Centre now benefits from its involvement with APEX, SACRO, employment services, the Edinburgh Council for Single Homeless and a range of drug agencies.
During the year there was one suicide, and one suspected suicide which is still subject to a Fatal Accident Inquiry.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON DUNGAVEL
Tom Pitt
Dungavel is one of 3 national top end facilities of the Scottish Prison Service. It accommodates, at an appropriate stage of sentence, category C adult male prisoners sentenced to between 4 years and 12 years. As part of the rationalisation of the Prison Service estate, Dungavel is to close in July 2000.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 -
Escapes by category B prisoners 0 0 0 -
Escapes by category C prisoners 0 1 0 -
Serious assaults on staff 0 0 0 -
Serious assaults on prisoners 2 0 3 -
Prisoners completing 0 0 0 - programmes*
Average days sick absence per 10.5 10.8 10.5 - member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 it covered all offending behaviour programmes.
Other developments and significant events:
The reduction in positive random drug tests continued, from 24% in 1998-99 to 11% in 1999- 2000. Only 7.5% of all mandatory drug tests were positive in 1999-2000.
Prisoners receiving BIC's - Food Premises Cleaning Certificates.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON AND YOUNG OFFENDERS INSTITUTION, DUMFRIES
Chrissie McGeever George Taylor To August 1999
Dumfries Prison serves the courts of Dumfries and Galloway. It holds male and female prisoners (segregated) who are remanded in custody for trial and those convicted but remanded for reports. Female prisoners from the Dumfries catchment area sentenced to 6 months or less remain at Dumfries while those serving over 6 months and up to 2 years have the option of staying at Dumfries or moving to Cornton Vale.
Dumfries Young Offenders Institution provides secure accommodation for long-term young offenders who require to be held in conditions of high security. In addition, it holds other young offenders who have breached security, threatened to breach security, or have been disruptive in other young offenders institutions.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 0 0 0
Serious assaults on staff 0 2 1 1
Serious assaults on prisoners 10 5 7 7
Prisoners completing 23 17 16 8 ** programmes*
Average days sick absence per 16.5 18.8 10 10 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
**Target may increase but depends on the ability to run additional preferred programmes.
Other developments and significant events: Throughout 1999 the establishment worked progressively towards the achievement of the Health at Work award promoted by the Health Education agencies. First gaining the Bronze award in September 1998, the team went on to win the Silver award in May 1999 and finally in December 1999 the Gold award was attained. The award reflects the positive and proactive approach to health care among staff and prisoners that has become a hallmark of Dumfries' regime. It acknowledges the hard work and enthusiasm of the project team as well as the interest generated among staff and prisoners alike.
The establishment's continuing search for more effective and efficient means to provide staff development led to its involvement in the SPS' 2-year trial of Multi-Media Based Learning Methods (MMBL). With the installation of 3 MMBL computer systems the training and development staff were able to increase significantly the availability of a range of specialist and professional training courses. These included basic IT packages for office and gallery staff as well as management development and interpersonal skills programmes. The uptake was such that the pilot period targets were consistently exceeded and demonstrated the value of MMBL to the SPS as a whole.
Health at work awards. The Gold award attained in December 1999 completed the hat trick.
Phase 2 of the redevelopment programme involved the complete refurbishment of B Hall and the segregation area. This phase started in June 1999 for completion in April 2000, to provide 4 fully upgraded residential units and allow increase of the establishment's design capacity from 146 to 169 with 100% integral/night sanitation.
Art work from prisoners past and present, under the title 'Unlocked', graced the walls of Dumfries and Galloway Royal Infirmary during January and February 2000. Education Co- ordinator Pauline Wylde is hopeful that this colourful show of creativity will be taken further afield. More than half the pieces in the exhibition had been placed in the Koestler Awards Scheme and Dumfries has won over 70 Koestler Awards over the past 3 years - the highest awarded to any single prison or young offenders institution in Scotland.
During the year there was one suspected suicide, which is still subject to a Fatal Accident Inquiry.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON AND YOUNG OFFENDERS INSTITUTION, CORNTON VALE
Kate Donegan
Cornton Vale provides custodial facilities for remanded and sentenced females (including young offenders).
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 0 0 0
Serious assaults on staff 0 0 0 0
Serious assaults on prisoners 1 0 2 2
Prisoners completing 26 32 30 30 programmes*
Average days sick absence per 20.7 16.5 12 12 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
Cornton Vale achieved Investor in People status during the year.
Preparatory work to expand and reorganise the SPS Dog Unit was completed. The Unit will become fully operational in late summer 2000, and employ 3 staff and 6 dogs to provide a drug detection service to all establishments.
Vocational training and qualifications were made available to prisoners in 5 of the work parties.
In June 1999 work began on refurbishing the Remand Unit, Ross House. On completion in June 2000 the building will provide single, double and triple bedsit accommodation all with integral night sanitation. A dining facility and a number of day rooms will provide ample space in which to deliver a range of programmed activities for remand prisoners.
The Art and Craft party officer earned the prestigious Butler Trust Study Award.
A 2-year rough sleepers' initiative was funded to provide services to prisoners with housing problems on liberation from custody.
A dedicated young offender regime was established. This provides a separate area from adults in a residential setting with a dedicated staff team. They provide specialist advice and support specific to the needs of young offenders.
Mr Angus MacKay, Deputy Justice Minister, visited Cornton Vale in March 2000.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, CASTLE HUNTLY
Moira McAlpine Ken Rennie To January 2000
Castle Huntly is an open prison providing low security accommodation for category D male adults serving sentences up to and including life. Those convicted of all types of offence are considered for acceptance.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 0 0 0
Serious assaults on staff 0 0 0 0
Serious assaults on prisoners 1 0 0 0
Prisoners completing 25 22 24 12 programmes*
Average days sick absence per 17.6 12.8 8 7 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
The criteria for HMP Castle Huntly were changed on 10 January 2000 to accept all sentences up to and including life, due to rationalisation of the SPS estate.
"A cheque for the cubs" - money raised during two open days at the prison.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, BARLINNIE
Roger Houchin
Barlinnie receives all male prisoners from the courts in the West of Scotland. It retains adult remand prisoners and prisoners serving less than 4 years for the duration of their sentence. It allocates suitable prisoners from its convicted population to a range of lower security prisons, and manages prisoners serving sentences of 4 years or more in the initial phases of their sentence until places become available for them in the long-term prisoner system. A number of cells are kept out of use as the national contingency reserve.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 1 0 1 1
Escapes by category C prisoners 0 0 1 1
Serious assaults on staff 5 0 3 2
Serious assaults on prisoners 19 13 12 11
Prisoners completing 98 139 128 140 programmes*
Average days sick absence per 19.6 14.8 14 15.5 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events:
Work continued during the year in partnership with Greater Glasgow Health Board, Glasgow City Council and a number of other public and voluntary agencies in developing services to both mentally disordered and drug-misusing offenders. Increasingly the strategies being followed in Barlinnie are being influenced through participation in the Glasgow Drugs Action Team, the Implementation Group for the Glasgow City Strategy on Drugs and the GGHB multi-agency steering group for services to mentally disordered offenders.
A particularly important development was the establishment by the Glasgow Community Health Trust of the community psychiatric service outreach team. This team of community psychiatric nurses works in the Sheriff Court, Barlinnie and Cornton Vale prisons. Its task is to divert the mentally ill from custody, to facilitate transfers out of custody into hospital of those who become ill in prison, to improve the throughcare of persons with mental health problems coming into, or leaving, prison and to research the size and composition of the population of offenders with mental health problems. The team's first 6 months work has delivered some most encouraging outcomes.
After an appraisal of possible alternative accommodation for the under-21 remand population to be transferred from Longriggend as a result of its closure, it was decided in September 1999 that Letham Hall in Barlinnie should be converted temporarily for this use. The "Living within our Means" plans accelerated the timescale for implementing this change. Physical changes to the building and the provision of improved physical education facilities were completed in 3 months. Staff from prisons that are closing have been able to apply to work in the new unit. Those who were selected underwent intensive training. The new unit, which provides a wide range of educational, personal development and recreational activities in a modern building, opened in the first week of April 2000.
Plans to start the refurbishment of a second hall, scheduled for the summer of 1999, were delayed firstly by a review of building procurement practice and latterly by the overall review of SPS estate strategy "Constructing the Future". Preliminary work, however, was completed. If authorised, the redevelopment programme will be able to start again as soon as the review is completed.
Important improvements included the construction of fire escapes in 3 of the halls, an enlargement and refurbishment of the general office, provision of accommodation for psychological and escort administration staff, security upgrading of worksheds to reflect the changing security profile of the prisoner population and a major upgrade of perimeter security.
During the year there was one suicide and 3 suspected suicides which are still subject to a Fatal Accident Inquiry.
Timber craft shop "open day" Barlinnie.
The Scottish Prison Service Annual Report and Accounts 1999-2000
HM PRISON, ABERDEEN
Ian Gunn
Aberdeen is the local prison serving the north-east of Scotland and the northern isles. It accommodates remand prisoners, persons awaiting deportation and male adults serving sentences of up to 4 years. Female prisoners are housed in separate accommodation - adult females sentenced to less than 6 months stay in Aberdeen, whilst those serving between 6 months and 2 years have the option to transfer to Cornton Vale. Other prisoners outwith these classifications received from court are housed and prepared for onward movement to appropriate establishments, although some prisoners are held out of classification where this meets the operational needs of the SPS.
Establishment Outturn Establishment Target 1998-99 1999-00 1999-00 2000-01
Escapes by category A prisoners 0 0 0 0
Escapes by category B prisoners 0 0 0 0
Escapes by category C prisoners 0 0 0 0
Serious assaults on staff 2 0 1 1
Serious assaults on prisoners 4 3 2 2
Prisoners completing 8 18 14 18 programmes*
Average days sick absence per 11.6 10.5 6.5 6.5 member of staff
*The target for 1998-99 covered cognitive skills and sex offender programmes only. For 1999- 2000 and subsequent years, it covers all offending behaviour programmes.
Other developments and significant events A Prisoner's Induction Programme, based in the Learning Centre, has been established allowing prisoners to settle and gain a fuller understanding of the range of facilities and opportunities available in the prison.
Communication has been enhanced by establishing Focus Groups (chaired by members of the management team) allowing staff to explore issues central to the prison and the wider SPS.
A Family Contact Development Team has been established allowing prisoners, their families and staff the opportunity to enhance relationships through visits and beyond.
The commitment to support prisoners with drug abuse problems continues. Additional drug- free areas have been established coupled with a system of incentive visits. A dedicated team of staff work to raise awareness and assist and encourage prisoners to lead a drug-free existence. Success with drug reduction measures is reflected through Mandatory Drug Testing, where 80% of new receptions are found to have abused drugs. Post-reception random testing shows a headline rate of 21% with an underlying rate of 8% (eg those prisoners whose test results cannot be discounted for medical or other reasons).
The prison hosted the Aberdeen Common Purpose 'Law and Order Day' in August 1999.
HM Inspectorate of Prisons carried out an intermediate inspection of the prison in February 2000.
During the year there was one suspected suicide, which is still subject to a Fatal Accident Inquiry.
The Scottish Prison Service Annual Report and Accounts 1999-2000
THE CERTIFICATE AND REPORT OF THE COMPTROLLER AND AUDITOR GENERAL TO THE SCOTTISH PARLIAMENT AND THE HOUSES OF PARLIAMENT
I certify that I have audited the financial statements on pages 69 to 85 which have been prepared in accordance with the accounts direction issued under article 18 of The Scotland Act 1998 (Transitory and Transitional Provisions)(Finance) Order 1999. These financial statements have been prepared under the modified historic accounting convention and the accounting policies set out on page 73 to 75.
Respective responsibilities of the Agency, the Chief Executive and the Auditor
As described on pages 67 to 68 the Agency and Chief Executive are responsible for the preparation of the financial statements and for ensuring the regularity of financial transactions. The Agency and Chief Executive are also responsible for the preparation of the other contents of the Annual Report. My responsibilities, as independent auditor, are established by statute and guided by the Auditing Practices Board and the auditing profession's ethical guidance.
I report my opinion as to whether the financial statements give a true and fair view and are properly prepared in accordance with article 18 of The Scotland Act 1998 (Transitory and Transitional Provisions)(Finance) Order 1999 and directions made thereunder by Scottish Ministers, and whether in all material respects the expenditure and income have been applied to the purposes intended by Parliament and the financial transactions conform to the authorities that govern them. I also report if, in my opinion, the Foreword is not consistent with the financial statements, if the Agency has not kept proper accounting records, or if I have not received all the information and explanations I require for my audit.
I read the other information contained in the Annual Report, and consider whether it is consistent with the audited financial statements. I consider the implications for my certificate if I become aware of any apparent misstatements or material inconsistencies with the financial statements.
I review whether the statement on pages 67 to 68 reflects the Agency's compliance with Treasury's guidance 'Corporate governance: statement on the system of internal financial control'. I report if it does not meet the requirements specified by Treasury, or if the statement is misleading or inconsistent with other information I am aware of from my audit of the financial statements.
Basis of Opinion
I conducted my audit in accordance with the Auditing Standards issued by the Auditing Practices Board. An audit includes examination, on a test basis, of evidence relevant to the amounts, disclosures and regularity of financial transactions included in the financial statements. It also includes an assessment of the significant estimates and judgements made by the Agency and the Chief Executive in the preparation of the financial statements, and of whether the accounting policies are appropriate to the Agency's circumstances, consistently applied and adequately disclosed.
I planned and performed my audit so as to obtain all the information and explanations which I considered necessary in order to provide me with sufficient evidence to give reasonable assurance that the financial statements are free from material misstatement, whether caused by error, or by fraud or other irregularity and that, in all material respects, the expenditure and income have been applied to the purposes intended by the Scottish Parliament and the financial transactions conform to the authorities which govern them. In forming my opinion I have also evaluated the overall adequacy of the presentation of information in the financial statements.
Opinion
In my opinion:
• the financial statements give a true and fair view of the state of affairs of the Scottish Prison Service at 31 March 2000 and of the deficit, recognised gains and losses and cash flows for the year then ended, and have been properly prepared in accordance with article 18 of The Scotland Act 1998 (Transitory and Transitional Provisions)(Finance) Order 1999 and directions made thereunder by Scottish Ministers; and • in all material respects the expenditure and income have been applied to the purposes intended by the Scottish Parliament and the financial transactions conform to the authorities which govern them.
I have no observations to make on these financial statements.
John Bourn Edinburgh Comptroller and Auditor General
18 July 2000
APPENDIX TO THE ACCOUNTS
SCOTTISH PRISON SERVICE DIRECTION BY THE SCOTTISH MINISTERS
in accordance with Article 18(1) of The Scotland Act 1998 (Transitory and Transitional Provisions) (Finance) Order 1999
1. The statement of accounts for the financial year ended 31 March 2000 and subsequent financial years shall comply with the accounting principles and disclosure requirements of the edition of the Resource Accounting Manual which is in force for the financial year for which the accounts are prepared.
2. The statement of accounts shall give a true and fair view of the income and expenditure and cash flows for the financial year, and the state of affairs as at the end of the financial year.
3. In addition to the requirements of the Manual:
3.1. When preparing its income and expenditure account the Scottish Prison Service shall have regard to the profit and loss account format 2 prescribed in Schedule 4 to the Companies Act 1985 to the extent that such requirements are appropriate to the Scottish Prison Service.
4. This direction shall be reproduced as an appendix to the statement of accounts. This direction supersedes the one dated 17 June 1999. P S Collins
Signed by the authority of the Scottish Ministers
Dated 25 April 2000