Report on HMP Addiewell Follow-Up Inspection, 12-16 June 2012

Prison - Return Visit Inspection Report
Addiewell

This inspection assesses the progress made by HMP Addiewell in responding to the recommendations made in the full inspection carried out in November 2010. It also assesses if elements of the service previously considered to be Good Practice remain in place.

Executive Summary

Addiewell, Scotland’s newest private prison (run by Sodexo Justice Services) was inspected in November 2010, just less than 2 years after it first opened.

The report was published in January 2011 and by and large, that report was positive:“…it is an impressive prison. It has made huge progress in most areas. Indeed,Addiewell has shown real evidence of Good Practice, some of which I would describe as ‘Best Practice’”.

However, I was also clear that a number of areas needed to be re-inspected. Levels of violence were reported as being high; staff turnover appeared to be high; there was an inconsistent approach to ACT2Care; the Listeners did not feel well supported; the Learning, Skills and Employability contract had been terminated and had, just prior to the inspection, been replaced by the prison’s own education staff. Healthcare was, at best, at a basic level. Participation in purposeful activities was not as high as it could have been.

I therefore felt that HMP Addiewell should be re-visited and so undertook an unannounced follow-up inspection in June 2012.

In general it is clear that the prison has carried out a significant amount of well-considered work to address many of the issues highlighted in the report. I was pleased to see significant progress in a number of areas.

I had been concerned about poor staff retention because prisons need a foundation of experience, particularly at junior management level and also in residential halls. I had reported in 2010: “there is still a comparatively high turnover of staff when compared to prisons which have been open much longer, particularly of more experienced staff, and this does not help embed operational knowledge and practice in to the establishment.” Sodexo’s assessment was that improved staff salaries would lead to improved retention. The effect of these salary increases had not yet impacted at the time of the follow-up and the figures show that staff retention still appears to be poor. The result of this is that some staff in the halls appear to be inexperienced and are not as engaged with prisoners as I would have expected. Although the Chair of the Visiting Committee reported that he believed that staff had become more knowledgeable, inspectors observed an instance of a poorly-run evening ‘lock up’ which had the potential to raise unnecessary safety risks. I suggest that staff training in halls is addressed as a priority. We will continue to monitor staff retention in the hope that the new salary scales will considerably improve this situation.

I continue to believe that Addiewell is a safe prison. Prisoners reported that they feel safe and the evidence shows that staff/prisoner relationships are good. My view is that Addiewell is no more violent than other prisons, nevertheless, the prison should not be complacent on this issue.

In general, healthcare has improved considerably from a very poor position. The transfer to the NHS has gone relatively smoothly and the Health Centre Manager has overseen a number of improvements. Almost every area of weakness has made good progress.

Family contact had been an area of good practice and this continues to be the case. For example, family involvement in the Integrated Case Management (ICM) process remains about 29%. This is more than double the average figure achieved by public sector prisons. I had hoped to see improved processing of visitors arriving for visits.

Unfortunately I observed long delays at the property desk and at other points and I suggest the prison reviews the processes for visitors to make this more streamlined and efficient. The prison, in association with Families Outside, is due to open a families resource centre and I believe this signifies good progress and will greatly improve support for families. This also demonstrates the strong community links the prison has developed.

Participation in purposeful activity has improved from about 60% to approximately 75% and this is a significant achievement. Much of the good work has been due to the ability of senior managers to interrogate the data produced from the Custodial Management System (CMS). The CMS is proving to be a useful prisoner management information tool. The related Kiosk system allows prisoners to book visits, select meal choices, access their own financial accounts, order items from the prison canteen and interrogate their timetable. I suggest the SPS look at the opportunities that computerised management systems bring in terms of organising activities as well as other aspects of prisoner management.

Education is developing well but there are insufficient teachers with the proper teaching qualifications and this issue must be addressed.

In conclusion, the prison is making good progress. Change seems to be constant at Addiewell, but it is change for the sake of development and improvement. The pace of change at Addiewell is fairly rapid. Some prisoners, find such change difficult and expressed their concerns during the inspection. I would like to see managers and residential staff engage more with prisoners to better effect. Addiewell needs to provide prisoners with reassurance that their complaints and concerns are being correctly dealt with.

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Contents

HM Chief Inspector's Overview

Executive Summary

Progress on Recommendations

Progress on Action Points

Progress on Good Practice

The Inspection Team

HM CHIEF INSPECTOR'S OVERVIEW

Addiewell, Scotland's newest private prison (run by Sodexo Justice Services) was inspected in November 2010, just less than 2 years after it first opened.

The report was published in January 2011 and by and large, that report was positive: "…it is an impressive prison. It has made huge progress in most areas. Indeed, Addiewell has shown real evidence of Good Practice, some of which I would describe as 'Best Practice'".

However, I was also clear that a number of areas needed to be re‑inspected. Levels of violence were reported as being high; staff turnover appeared to be high; there was an inconsistent approach to ACT2Care; the Listeners did not feel well supported; the Learning, Skills and Employability contract had been terminated and had, just prior to the inspection, been replaced by the prison's own education staff. Healthcare was, at best, at a basic level. Participation in purposeful activities was not as high as it could have been.

I therefore felt that HMP Addiewell should be re‑visited and so undertook an unannounced follow‑up inspection in June 2012.

In general it is clear that the prison has carried out a significant amount of well‑considered work to address many of the issues highlighted in the report. I was pleased to see significant progress in a number of areas.

I had been concerned about poor staff retention because prisons need a foundation of experience, particularly at junior management level and also in residential halls. I had reported in 2010: "there is still a comparatively high turnover of staff when compared to prisons which have been open much longer, particularly of more experienced staff, and this does not help embed operational knowledge and practice in to the establishment." Sodexo's assessment was that improved staff salaries would lead to improved retention. The effect of these salary increases had not yet impacted at the time of the follow‑up and the figures show that staff retention still appears to be poor. The result of this is that some staff in the halls appear to be inexperienced and are not as engaged with prisoners as I would have expected. Although the Chair of the Visiting Committee reported that he believed that staff had become more knowledgeable, inspectors observed an instance of a poorly‑run evening 'lock up' which had the potential to raise unnecessary safety risks. I suggest that staff training in halls is addressed as a priority. We will continue to monitor staff retention in the hope that the new salary scales will considerably improve this situation.

I continue to believe that Addiewell is a safe prison. Prisoners reported that they feel safe and the evidence shows that staff/prisoner relationships are good. My view is that Addiewell is no more violent than other prisons, nevertheless, the prison should not be complacent on this issue.

In general, healthcare has improved considerably from a very poor position. The transfer to the NHS has gone relatively smoothly and the Health Centre Manager has overseen a number of improvements. Almost every area of weakness has made good progress.

Family contact had been an area of good practice and this continues to be the case. For example, family involvement in the Integrated Case Management (ICM) process remains about 29%. This is more than double the average figure achieved by public sector prisons. I had hoped to see improved processing of visitors arriving for visits. Unfortunately I observed long delays at the property desk and at other points and I suggest the prison reviews the processes for visitors to make this more streamlined and efficient. The prison, in association with Families Outside, is due to open a families resource centre and I believe this signifies good progress and will greatly improve support for families. This also demonstrates the strong community links the prison has developed.

Participation in purposeful activity has improved from about 60% to approximately 75% and this is a significant achievement. Much of the good work has been due to the ability of senior managers to interrogate the data produced from the Custodial Management System (CMS). The CMS is proving to be a useful prisoner management information tool. The related Kiosk system allows prisoners to book visits, select meal choices, access their own financial accounts, order items from the prison canteen and interrogate their timetable. I suggest the SPS look at the opportunities that computerised management systems bring in terms of organising activities as well as other aspects of prisoner management.

Education is developing well but there are insufficient teachers with the proper teaching qualifications and this issue must be addressed.

In conclusion, the prison is making good progress. Change seems to be constant at Addiewell, but it is change for the sake of development and improvement. The pace of change at Addiewell is fairly rapid. Some prisoners, find such change difficult and expressed their concerns during the inspection. I would like to see managers and residential staff engage more with prisoners to better effect. Addiewell needs to provide prisoners with reassurance that their complaints and concerns are being correctly dealt with.

EXECUTIVE SUMMARY

This inspection assesses the progress made by HMP Addiewell in responding to the recommendations made in the full inspection carried out in November 2010. It also assesses if elements of the service previously considered to be Good Practice remain in place.

There are three assessments. These are: Not achieved, Partially achieved and Achieved. These are defined as:

Not achieved: Overall there is insufficient evidence of progress against our recommendations and action points which either has a negative effect on prisoners or does not improve outcomes for prisoners.

Partially achieved: Overall progress against our recommendations or action points has been slow or negligible and/or there is little evidence of improvements in outcomes for prisoners.

Achieved: Overall there is evidence that efforts have been made to respond to our recommendations and action points in a way that is having a discernable positive impact on outcomes for prisoners.

Recommendations

At our inspection in 2010 we made seven general Recommendations for the establishment of which five have been achieved and two partially achieved.

We have made 12 further recommendations.

Summary of Progress

The incidence of prisoner on staff assaults is significantly lower than at the time of the previous inspection. Progress in providing staff with training on ACT2Care has been made, although more needs to be done. There are detailed plans in place to improve facilities for visitors and work on this area is ongoing. The quality of healthcare has improved. Addiewell has increased the participation of prisoners in purposeful activity.

Action Points

Of the 37 Action Points identified for the establishment, 24 have been achieved, four partially achieved and nine have not been achieved.

No progress has been made in enforcing the policy on in-cell posters. Recreation has been enhanced, but more is needed. Addiewell does not ensure that managers taste the food provided to prisoners and the drying facilities for prisoners clothes remains poor. Arrangements for assisting communication with prisoners whose first language is not English have been enhanced. The management and operation of the Separation and Care Unit and of the Intensive Support Unit has improved. Health services have improved, including provision for those prisoners with addictions; although facilities for dental services need to be brought up to standard. The prison ensures that the literacy skills of prisoners are identified at an early stage. Addiewell has not taken action to ensure that all teaching staff are qualified teachers. Vocational opportunities have improved since the previous inspection and workshop space has increased.

Good Practice

14 out of the 17 areas of good practice identified in the original inspection report are still in place. We identified two additional areas of good practice.

The paragraph reference number at the end of each recommendation, action point and area of good practice refers to its location in the previous inspection report.

1. PROGRESS ON RECOMMENDATIONS

1.1 The prison should examine the reasons for the high number of prisoner‑on‑staff assaults (paragraph 3.4).

Achieved. Addiewell places a great deal of importance on reducing violence against staff. Addiewell has examined the reasons for the high number of prisoner-on-staff assaults and has taken action to reduce them. During the period November 2010 to November 2011 the number of minor prisoner-on-staff assaults reduced by 48% compared to the previous year. Staff continue to feel safe. This is positive.

1.2 ACT2Care refresher training should be provided to all staff (paragraph 3.51)

Partially achieved. Addiewell has a system in place for identifying those members of staff who require refresher training in ACT2Care. The percentage of staff who are competent has increased from 0% at the time of the first inspection to 88% at the time of this inspection. This is good progress. The discussion aspect of the training is not delivered in Addiewell. While this is, at present, not compulsory, it is recognised as best practice. We urge the prison to provide this aspect of the training.

1.3 The prison should collaborate with partner agencies to provide a Visitor Centre (paragraph 5.5)

Partially achieved. Addiewell is making progress in taking forward this recommendation. It is working in partnership with Families Outside to improve facilities for families of prisoners. Addiewell seeks to improve the quality of the visit experience for prisoners' visitors, the impact of visits on prisoners and family relationships in and after prison.

Addiewell is currently awaiting the outcome of several bids for funding. Dependant on the outcome of these bids, it has plans which are ready to be set in motion to provide one of the three following options:

  • With full funding - A Visitor Centre within a dedicated area of the existing waiting visits room, staffed by a full time co‑ordinator and two part‑time support workers.
  • With partial funding - A Visitor Centre within a dedicated area of the existing visits waiting room, staffed by a part‑time volunteer manager who would recruit and train other volunteer support workers.
  • With no funding - More flexible use of the existing visits waiting room, improvements in the quality and visibility of information for prisoners' families and friends, improved access to information for particular visitor groups (eg foreign language speakers) and a revamped visitor information leaflet. Continued support from Families Outside in Family Day events within the prison and their ongoing attendance at, and contribution to, the establishment's Family Strategy meetings.

The dedicated space within the visits waiting area has been identified and some work to make ready the Visitor Centre has already begun: visitors' lockers have been relocated to increase available space and fittings and fixtures are already in stock within the prison or on order. This is positive.

1.4 Ways to engage more prisoners in constructive activities should be found (paragraph 7.6)

Achieved. The prison has increased the level of prisoners engaged in purposeful activity from 60% at the time of the last inspection to 75%. This has been achieved by introducing a number of new options including a class in guitar building. The range of Open Learning programmes has been increased and a prison newsletter introduced. Addiewell use their electronic Custodial Management System (CSM) to identify levels of participation in purposeful activities and seek to increase levels of participation of those groups of prisoners where activity levels are low, such as remand and short‑term prisoners. This has resulted in greater participation - particularly by short‑term prisoners. Addiewell has appointed a Purposeful Activity Co‑ordinator, which has also contributed to improving prisoner participation. This is positive.

1.5 Healthcare records should be properly maintained (paragraph 8.9).

Achieved. Addiewell has taken appropriate action to ensure that medical records are adequately maintained. The standard of record keeping has improved significantly since the previous inspection. Records are appropriately maintained and consistent. Relevant information is held in appropriately labelled sections within the case record folder. An electronic Patient Management System (PMS) which incorporates the medical record and is aligned to NHS Lothian is in place. Progress is being made in implementing this new system both for historic and current records and the prison has plans to scan paper-based documents.

1.6 A more consistent service should be provided by the doctors (paragraph 8.12).

Achieved. At the time of the previous inspection, GP services for four days out of seven was provided by locum doctors, which often resulted in a service that was inconsistent. GP services are now provided by a dedicated pool of GPs from Edinburgh Access Practice throughout the working week and from Forensic Medical Services at weekends. There is no standing medical cover at night but Addiewell has access to NHS 24 and emergency services. Access to doctors and the continuity of care for prisoners has improved.

1.7 An Infection Control Policy should be introduced (paragraph 8.27)

Achieved. Addiewell has an appropriate Infection Control Policy in place. This is aligned to NHS Lothian Health Board. A Health Associated Infections (HAI) inspection was completed in March 2012.

2. PROGRESS ON ACTION POINTS

2.1 The policy on the content of posters and where they are placed in cells should be enforced (paragraph 2.4).

Not achieved. Addiewell has a policy which dictates that photographs and posters should only be displayed on designated areas within cells. The prison has in place a procedure for responding to prisoners who do not comply with this policy. Addiewell does not ensure that these policies and procedures are enforced.

Cells within all residential wings have excessive posters and photographs displayed within them, with Forth and Lomond wings being the most problematic. In some cells flags are displayed occasionally covering windows and walls. Some material is sectarian.

Addiewell operates an in-cell improvement notice system. Under this system prisoners are issued with an improvement notice detailing any infringement. Addiewell confirmed that it intends to take action to address this matter. However, progress to date has been limited. This is a weakness.

Recommendation: Addiewell should take action to ensure that the relevant policy and procedure are enforced.

2.2 Provision for recreation should be improved, particularly at the weekend (paragraph 2.8).

Partially achieved. Recreation is facilitated within each residential wing and is available to prisoners 18:30‑ 20:30 hrs every evening Monday to Friday and from 14:30-17:00 hrs and again from 18:30-20:00 hrs on Saturday and Sunday. The main activities available are pool or cards or simply sitting in groups. A quiz and pool tournaments are sometimes held at the weekend. Addiewell provides classes in Art and IT on a Saturday morning. However, only five prisoners were attending these classes at the time of the inspection.

Each wing also has a small gymnasium that prisoners can use. However, some of these are very sparsely equipped and require to be upgraded. Addiewell has prepared a business case to facilitate an upgrade.

A high percentage of prisoners tend to remain in their cells watching television either on their own or with others. Prisoners who opt to do this have the option of participating in communal recreation at any time

Many prisoners, who voiced an opinion, said that they would be content to see the prison locked up earlier at the weekend in line with other establishments.

Recommendation: Addiewell should take action to further enhance recreational activity available in the evenings and at weekends.

2.3 Senior managers should taste the food in the house blocks (paragraph 2.14).

Not achieved. Addiewell does not ensure that senior managers taste the food in the house blocks. Senior managers advised that meal checks do not take place. Staff and prisoners eat the same food and share the same menu. However, while staff have their meals served straight from "source", prisoners' food is transferred into containers, transported in trolleys from the kitchen to the house blocks and then placed into hot plates in the hall serveries prior to being served. The food served to prisoners therefore may differ in appearance, temperature and portion size to that which is served to staff.

Recommendation: Addiewell should take action to ensure that senior managers taste the food in the house blocks.

2.4 Effective arrangements for drying prisoners' clothes should be found (paragraph 2.22).

Not achieved. Addiewell advised that drying racks had been purchased to improve the facilities for drying prisoners' clothes. At the time of the inspection, the racks were not in place. Prisoners continue to hang their clothes over hall railings to dry. The provision of one domestic washing machine and one dryer is insufficient for the number of prisoners in each wing to wash their personal items. Every laundry room inspected contained several bags of washing waiting to be dried. This is a weakness.

Recommendation: Addiewell should take action to provide adequate drying facilities for prisoners' clothes.

2.5 An adequate supply of towels should be readily available to all prisoners (paragraph 2.22).

Achieved. Addiewell has taken effective action to ensure that the supply of towels is adequate.

2.6 Staff should become more involved in the laundry arrangements (paragraph 2.22).

Not achieved. Laundry facilities for personal items remain poor. The success and fairness, or otherwise, of the in‑wing system relies exclusively on the diligence of the individual hall passmen charged with the task. There is no meaningful involvement of staff in the management of wing laundry facilities. This is a weakness.

Recommendation: Addiewell should take action to ensure that laundry facilities are actively managed.

2.7 The prison should consider installing a central laundry (paragraph 2.22).

Achieved. Addiewell carried out an assessment to consider the viability of creating a central laundry. Addiewell has decided against this on space and cost grounds.

2.8 Notices in a range of foreign languages should be on display in reception holding rooms and information should be readily available to all foreign language prisoners who do not understand English (paragraph 3.20).

Achieved. Addiewell displays posters in the reception areas which enables prisoners whose first language is not English to advise staff of the language that they speak. Translators can be provided, if required. In addition, all staff who work in reception carry a set of picture cards that allow prisoners who do not speak English to easily identify medical conditions and other basic issues. This is positive.

2.9 All prisoners being admitted to the prison should be required to sit on the BOSS chair (paragraph 3.21).

Achieved. Addiewell ensures that all prisoners are required to sit on the BOSS chair on admission or on return from escort.

2.10 Listeners should be deployed in reception to provide support to new admissions (paragraph 3.31).

Not achieved. Listeners are not deployed within the reception area.

Recommendation: Addiewell should ensure that Listeners are available within the reception area to provide support to new admissions.

2.11 A review of the Listeners Scheme should be carried out and better support provided to Listeners to ensure that they are able to contribute effectively within the prison (paragraph 3.53).

Not achieved. Addiewell has one Listener. The Listener receives only around three referrals per month, which is lower than should be expected in a large receiving prison. Staff knowledge of the scheme is mixed. While staff are aware of the scheme, knowledge of how referrals can be made is not widespread. The Listener Scheme is promoted through the use of posters. There is a lack of awareness amongst senior management regarding the existing connections and contact with the Samaritans.

Recommendation: Addiewell should review the Listeners Scheme and provide improved support to Listeners in order to ensure that they are able to contribute effectively within the prison.

Recommendation: Addiewell should ensure that staff are aware of how to make referrals to the Listeners Scheme.

2.12 The frequency of rub down searching should be improved (paragraph 4.39).

Achieved. Rub down searching of prisoners carried out at Addiewell varies in quality and effectiveness. Very good quality rub down searches take place at the point of entry to the prison. Rub down searches undertaken in prisoner areas are more cursory. The frequency of searches carried out is greater than the ten percent target specified by management.

2.13 Adequate time should be provided to carry out searches before prisoners move from one part of the prison to another (paragraph 4.39).

Partially achieved. The regime at Addiewell results in the necessity for frequent movements of prisoners. The quality of and time given to rub down searching of prisoners is variable. During the inspection, prisoners were observed being searched at the point of entry to purposeful activity areas rather than on leaving the residential areas. This practice has the potential to allow the transport or use of illicit items during movements.

2.14 Consideration should be given to providing all doors in the Separation and Care Unit (SCU) with hatches as an aid to risk management for staff. (paragraph 6.29).

Achieved. The Senior Management Team at Addiewell considered this Action Point and took the decision not to replace the existing cell doors in the SCU nor to make alterations which would provide door hatches. Staff and management in the SCU, ensure that a dynamic risk assessment prior to opening cell doors in the Unit is carried out, particularly where there is a perceived risk to the health or safety of staff. Current arrangements are appropriate.

2.15 A review of the files in the Separation and Care Unit should be undertaken and all relevant information and background details routinely included in them (paragraph 6.34).

Achieved. Addiewell has taken appropriate action to ensure that files maintained on prisoners who are held in the SCU are complete, comprehensive and up to date and include appropriate paperwork for those prisoners subject to Rule 95 conditions.

2.16 Shift handover information in the Separation and Care Unit should be detailed and readily accessible.

Achieved. Addiewell has taken action to address this. A separate handover sheet exists for each prisoner held in the SCU. This is completed twice per day. References to the prisoner's narrative sheet may be included in the handover sheet. These narratives contain information relating to prisoner's behaviour, attitude and responsiveness. In addition, three information boards are located within the SCU for the following purposes:

Board 1 - SCU Rule information, details of those prisoners on punishment and prisoners who are refusing to return to circulation (RRC).

Board 2 - Rule information for those prisoners held out with the SCU.

Board 3 - Information for each prisoner in relation to: critical dates, planned appointments, supervision status, review date, induction status and daily risks.

This is an area of good practice

2.17 Staff working in the Separation and Care Unit should receive specific training in the issues connected with managing and monitoring prisoners who are held out of association for sometimes extended periods (paragraph 6.35).

Achieved. SCU staff are provided with appropriate training. This includes ACT2Care refresher and conditioning training. Any new staff entering the unit will undergo the same course prior to joining the team. Since the full inspection, two training events providing bespoke training for staff working in the SCU have been provided. This training covered: Psychological manipulation, Conditioning, PR2 Training - specific to SCU business, Orderly Room Guidance and Procedures, Effects of long-term segregation and the Expectations of SCU Unit Manager. There is a good working relationship between the Staff Trainer and the SCU First Line Manager.

SCU staff have visited other SPS Segregation Units in order to develop their knowledge and identify good practice in other prisons.

2.18 The prison should work towards a position where all staff working in Learning, Skills and Employability (LSE) hold relevant teaching qualifications (paragraph 7.5).

Not achieved. Currently only five of the 17 members of staff (29%) delivering learning activities in the Academy have appropriate teaching qualifications. The prison has no plans to support existing members of staff to work towards an appropriate teaching qualification. Staff without an appropriate teaching qualification are limited in their ability to draw on a sufficiently wide range of learning and teaching approaches when working with those prisoners who may find it difficult to engage in meaningful learning. In addition, there are no opportunities for qualified teaching staff to provide leadership and direction to other teaching staff to enable them to better assist prisoners in engaging more fully in learning. Members of staff in the Trades are appropriately qualified and have appropriate assessor qualifications.

2.19 Space in the workshops should be increased (paragraph 7.5).

Partially achieved. Since the previous inspection, Addiewell has increased the number of workshop spaces for vocational training activities. This includes areas for British Institute of Cleaning Science (BICS) cleaning and painting and decorating. However, in some workshops, such as plastering there remains a lack of space which restricts the types of activities that prisoners can undertake to progress their skills.

2.20 Production worksheds should be introduced (paragraph 7.5).

Not achieved. The prison has not introduced production worksheds, however, the introduction of additional vocational activity provides a wider range of purposeful activity opportunities for prisoners.

2.21 Literacy screening should take place earlier in the process to better inform learner programme design (paragraph 7.12).

Achieved. Addiewell has recently introduced a revised induction process for new prisoners. This provides prisoners with a ten day period for all induction activities to be undertaken. Within this period all prisoners complete the SPS Big Challenge screening tools to identify their level of skill in literacy and numeracy. During this induction period case workers agree a programme of activities with individual prisoners, including the offer of appropriate literacy and numeracy classes. This is positive.

2.22 More vocational progression opportunities should be available, particularly for Long-Term prisoners (paragraph 7.17).

Achieved. Since the previous inspection, a number of new vocational qualifications have been introduced and offered to prisoners. These include: the National Progression Award (NPA) in Construction; BICS level 1 and 2 awards; and the Royal Environmental Health Institute of Scotland (REHIS) food hygiene award. Within the NPA in Construction, prisoners undertake three trade areas - carpentry and joinery; painting and decorating; and plasterwork. The introduction of the Lifestyle Kitchen provides prisoners with a four week programme which develops a very useful set of practical kitchen skills and incorporates The Royal Environmental Health Institute of Scotland food hygiene qualification. The prison has advanced plans in place to introduce the SVQ level 2 Horticulture award and SVQ level 2 and 3 awards in Food Production.

2.23 Details about healthcare should be included in the induction process (paragraph 8.3).

Achieved. A module regarding healthcare provision is now delivered during the induction process.

2.24 The use of one of the medical treatment rooms as a dental decontamination area should stop and a washer disinfector and ultrasonic bath should be purchased (paragraph 8.4 and 8.15).

Not achieved. A washer disinfector and an ultrasonic bath have not yet been purchased. While Addiewell is considering building a decontamination area, no progress has been made to date.

Recommendation: Addiewell should cease using one of the medical treatment rooms as a dental decontamination area and purchase a washer disinfector and ultrasonic bath as a matter of priority.

2.25 The purpose of the Intensive Support Unit (ISU) should be clarified (paragraph 8.5).

Achieved. Addiewell has clarified the purpose of the ISU. The procedures set out: the purpose of the unit; the principles of its function and use; entry and exit criteria and roles and responsibilities. Clinical and operational staff and prisoners using the unit have a shared understanding of its use and benefits.

The ISU has facilities to care for people with specialist physical needs. These include: a pressure care hospital bed and lifting equipment. This is an area of good practice.

2.26 The healthcare rooms and dispensaries in the house blocks should be redecorated (paragraph 8.6).

Achieved. Addiewell has taken action to redecorate the healthcare rooms and dispensaries in the house blocks. These are decorated to an acceptable standard, are clean and fit for purpose.

2.27 Nursing staff should have access to healthcare records at all times (paragraph 8.10).

Partially Achieved. While medical records are accessed efficiently there continues to be limited access to medical records outwith the hours of 0900-1700hrs. Progress is being made with the introduction of the electronic Patient Management System (PMS) which will further improve access to records.

Recommendation: Addiewell should ensure that all medical staff have access to the Electronic Patient Management System (PMS) and are provided with appropriate training.

Recommendation: Addiewell should take action to ensure that staff providing nursing cover outwith normal working hours are able to access medical records.

Recommendation: Addiewell should consider the migration of all relevant archived documentation to the PMS in order to improve access.

2.28 Consideration should be given to recruiting a Learning Disability Nurse (paragraph 8.20).

Achieved. A Learning Disability Nurse has now been employed.

2.29 The Multi Disciplinary Mental Health Team meeting should be chaired by a senior non-clinical person (paragraph 8.22).

Achieved. The Multi Disciplinary Mental Health Team Meeting is now chaired by the Deputy Director.

2.30 Chronic Disease Management clinics should take place (paragraph 8.27).

Achieved. Addiewell has a specialist nurse who provides services for the management of chronic diseases with clinics being held twice a week.

2.31 Health promotion should take place across the prison (paragraph 8.27).

Achieved. A Health Promotions Nurse is employed to promote health and wellbeing. Relevant health promotion material is available throughout the prison along with information on how to access services.

2.32 A robust addiction throughcare process should be put in place (paragraph 8.33).

Achieved. Addiewell has appropriate specialist staff to provide a range of assessments and interventions for prisoners with addictions. There are good working relationships between prison staff and medical colleagues. This is especially the case with the GP who has a specialist knowledge of and interest in addictions and who is available to support staff and prisoners as well as providing clinical services.

Additional specialist support is provided by the 'Bridges Project' which facilitate and support throughcare arrangements.

Communication and integration with community-based services have improved. Addiewell works with external stakeholders at a strategic and operational level to ensure that throughcare arrangements are considered within a community setting.

Addiewell provides prisoners with pre-liberation addiction support interviews. These discuss the needs of prisoners and their expectations and help to inform the arrangements that are put in place following liberation, such as community based prescribing, access to addiction services and follow up appointments with Community Mental Health Teams (CMHT).

Despite evidence of improvement regarding throughcare arrangements, many prisoners feel that throughcare is not well established, that establishing community based services for follow-up can be too slow and that there are issues with specific medications in relation to admission to or liberation from prison.

2.33 The Integrated Case Management Team should increase their knowledge about progression and in particular the opportunities and challenges that face prisoners once they have progressed to open conditions (paragraph 9.8).

Achieved. A new Case Management structure has recently been put in place where a senior PCO manages nine case managers supported by five administrators. This new structure, with its increased provision, has resulted in the team developing an enhanced knowledge and skills set. Additionally, there is evidence of more information being given to prisoners (and their families) in relation to the ICM process, progression and the Open Estate regime through posters, leaflets and electronic notices via the Kiosk. The two standard information leaflets supplied by the Open Estate are made easily available to prisoners who are eligible for progression. Prisoners who are unable to read may experience difficulties.

2.34 Specialists should be asked to attend Integrated Case Management Case Conferences as appropriate to the circumstances under review (paragraph 9.9).

Achieved. Addiewell ensures that appropriate specialists are in attendance at ICM Case Conferences.

2.35 Risk assessments which accompany ICM documentation should always be recorded on PR2 (paragraph 9.15).

Achieved. PR2 records examined show that Addiewell ensures that risk assessments are recorded appropriately. An increase in administrative support has improved the quality of record keeping.

2.36 Prisoners undertaking interventions to address offending behaviour should not be distracted by other prisoners during sessions (paragraph 9.33).

Achieved. Programme delivery now takes place in rooms in the mezzanine areas in the House Blocks. This provides increased suitable levels of privacy and means that prisoners undertaking programmes are normally not distracted by other prisoners.

2.37 Charts and flipcharts should be removed from programmes rooms when interventions to address offending behaviour sessions have finished (paragraph 9.33).

Achieved. Addiewell ensures that confidentiality and privacy in relation to flipcharts used during programmes is maintained.

3. PROGRESS ON GOOD PRACTICE

3.1 The electronic kiosk system (paragraph 2.12).

This remains an area of good practice. The electronic kiosk system remains in place and is a continuing area of good practice. It is an effective tool which encourages prisoners to take responsibility for various elements of prison life.

There is now only one kiosk in each of the residential wings, situated on the upper level in each case. This location is not ideal for any prisoners with mobility issues, but a mobile kiosk can be bought into the wing when required and should be utilised.

Whilst canteen and menu lists have useful pictures, prisoners who are unable to read may experience difficulties with news items.

Prisoners are not provided with training by staff on how to use the system. Prisoners are happy to learn from others and are comfortable in using the system.

Addiewell has plans to expand the range of information held on the system to include orderly room results, relevant dates and other personal prisoner information. The kiosks are located in public areas. Private prisoner information may therefore be visible to other prisoners. The use of the kiosk system may reduce the engagement between prisoners and residential staff.

3.2 The investment in technology, front‑end searching procedures and comprehensive searching policies and practice to ensure the prison is safe and secure (paragraph 3.5).

This remains an area of good practice. Technology continues to play a significant role in the entry procedures for all those who enter Addiewell. Staff and all visitors are required to comply with the Biometric system on entry and exit. In addition, rub down searches, x‑ray equipment, walkthrough and handheld metal detectors, Ionscan (drug detection) and six drug and mobile phone detection dogs with three dog handlers can be made available for use on entry.

Rub down searches, use of metal detector and the x-ray equipment are deployed at all times. Staff carrying out security procedures are professional, effective and efficient and ensure that waiting times are minimised.

The standard of rub down searches for staff and visitors is carried out in a comprehensive and professional manner on all occasions. Those entering the establishment are, in the main, content to adhere to these rigorous security requirements, which are of a higher level than in many other prisons.

3.3 All prisoners arriving at Addiewell from court or from another prison receive a hot meal (paragraph 3.16).

This remains an area of good practice. On admission, all prisoners are provided with a hot meal if required.

3.4 Staff in reception take great care over prisoners who do not speak English, vulnerable prisoners and prisoners with health issues (paragraph 3.22).

This remains an area of good practice. Addiewell has language signs displayed in the reception area to enable those who do not speak English to alert staff as to the language they speak. Translators can be obtained if required.

During the inspection the admission process for two prisoners whose first language was not English was observed. Although the prisoners were known to the staff and could communicate on a basic level in English, care was taken by the staff to ensure the prisoners understood what had happened to them at court.

All staff who work in reception carry a set of picture cards that allow prisoners who do not speak English to easily identify medical conditions and other basic issues. This is an area of Good Practice.

There was no opportunity to observe the admission process for a prisoner who had health issues or was vulnerable. However, general observation of the admission process and discussion with staff gives assurance that the reception staff would provide the level of support and assistance required for such prisoners.

3.5 The Connexions Workers (paragraph 3.35).

This remains an area of good practice. The prison has further developed the Connexions Worker scheme since the previous inspection. There are currently six prisoners who are designated as Connexions Workers who provide this service on a part-time basis. In addition to the existing support activities that they provide for new prisoners, three of the Connexions Workers have specific roles in interacting with new prisoners. These roles are: learning; literacy assessment; and equality and diversity.

3.6 The operation of the First Night in Custody Centre (FNICC) (paragraph 3.36).

This remains an area of good practice. There are plans to supplant the FNICC by turning the whole of the Douglas Unit into an induction area. The movement of prisoners has already started but will take some time to complete. The use of Connexions Workers in the induction process appears to be working very well. The plans for the new expanded induction area are comprehensive. The Diversity and Inclusion module in particular is to be commended. Some prisoners reported that they had received no induction or had a long wait after admission.

3.7 The arrangements for non‑English speaking prisoners during the induction process (paragraph 3.40).

This is no longer an area of good practice. The previous good practice of a CD and PowerPoint presentation with translations is no longer in place. Induction for non English speakers is carried out on a one to one basis. The Diversity & Inclusion Manager is enthusiastic and knowledgeable. She checks admissions lists for Foreign Nationals each day and interviews them. Language Line and picture cards are used for translation. An information leaflet containing useful information for non English speakers has been produced and will be translated into other languages.

Arrangements for non English speakers are adequate, with plans in place that may become good practice once implemented.

3.8 All cells are designed to a 'safer cell' standard (paragraph 3.54)

This remains an area of good practice. All cells remain designed to a 'safer standard'.

3.9 All new recruits receive training in child protection (paragraph 3.62)

This remains an area of good practice. This training remains part of the officer induction programme. It is delivered by a Community Based Social Worker or a member of the Families Outside organisation.

3.10 The prison is very proactive in routinely providing training for staff with regard to taking up new posts and on promotion (paragraph 3.64).

This remains an area of good practice. Addiewell continues to have a positive approach to providing training to new members of staff and to staff who have gained promotion. A recent tranche of six promotions to SPCO have been provided with a one week shadowing opportunity and a two week training package. Senior managers run various 'master classes'. The changes to the induction process are to be supported by a range of Mental Health, ACT2Care and needs awareness training sessions for Douglas Unit staff. There is a three day induction programme for non operational staff. Courses are sourced from Sodexo rather than being recognised external qualifications.

3.11 All of the initiatives taken to ensure that good family contact is encouraged and maintained (paragraph 5.4).

This remains an area of good practice. The areas of good practice highlighted in the previous inspection report are still in existence. In order to create space for a planned Visitor Centre within the waiting area, visitors' lockers have been removed from the waiting area and relocated within the search area. While the provision remains, the visitor search area becomes more congested on days when visit uptake is high. This results in increased delays between booking in on arrival at the prison and the commencement of the visit. There is a relaxed atmosphere in the visiting area. Many prisoners report that the time between their visitors arriving at the prison and them entering the visit room is overly long.

3.12 Two solicitors from the Scottish Legal Aid Board hold surgeries in the prison twice a month to help prisoners with civil cases (paragraph 6.3).

This is no longer an area of good practice. As a result of a lack of demand, this service is no longer in place. While this is the case, prisoners can obtain a list of solicitors who will provide legal advice on civil matters from the Citizens Advice Bureau who attend the prison's LINKS centre.

3.13 The dentist operates the 'healthy mouth' programme (paragraph 8.16).

This remains an area of good practice. This programme continues.

3.14 Nursing staff can administer medications through Patient Group Directions (paragraph 8.30).

This remains an area of good practice. In addition, all relevant staff are required to read and understand the protocol document and the expectations associated with Patient Group Directions.

3.15 The approach taken to involve families in Integrated Case Management case conferences (paragraph 9.6).

This remains an area of good practice. The approach taken by Addiewell to involve families in Integrated Case Management case conferences continues to be positive. A tracked invitation system is in place which allows staff to meet with prisoners to resolve any issues which may prevent families attending. Addiewell have designed some new promotional material to encourage the involvement of families. Despite a good system and an enthusiastic and targeted approach, recent results suggest that there has been a slight reduction in attendance figures.

3.16 A quarterly meeting takes place between the prison and Lanarkshire Social Work Department regarding the management of Home Detention Curfew processes (paragraph 9.31)

This remains an area of good practice. The number of Lanarkshire prisoners has decreased from 78% at the time of the initial inspection to 60% during this inspection.

Contact however, between the prison and the Local Authority department continues although the two previously scheduled meetings had been cancelled by the Local Authority. On the occasions that they have met, the agenda has expanded to include issues such as Home Background Reports, Integrated Case Management and specific, difficult cases. This relationship remains beneficial and continued contact should be maintained and encouraged.

3.17 The prison worked with West Lothian Council to produce a bus timetable to suit visiting times (paragraph 9.42).

This is no longer an area of good practice. As a result of limited demand for the bus service it is no longer in operation. Despite this loss, the latest visitor survey conducted in Addiewell shows that 75% of those taking part reported no problems with visiting the establishment and of the 25% who reported that there was a difficulty, only 6% attributed this to transport difficulties.

INSPECTION TEAM

Brigadier Hugh Monro CBE, HM Chief Inspector of Prisons for Scotland

Margaret Brown, Deputy Chief Inspector of Prisons

Tony Martin, Inspector of Prisons

Peter Rawlinson, Associate Inspector

David Thomson, Healthcare Improvement Scotland

Dr John Bowditch, Education Scotland