Preface

Immediately following our last inspection of HMYOI and RC FELTHAM in December 1998, the Director General inserted a task force into the establishment with instructions that it was to come up with an action plan to implement the recommendations that we had made originally in November 1996, and to lift the establishment out of the depths into which it had sunk.

The FELTHAM that my inspection team and I found in September 1999 was a very different place from the one we had left nine months before. The action plan produced by the task force resulted in the provision of an extra £11.7 million, confirmed while we were there. The establishment, under its new Governor, is to be split into two separate parts, one for juveniles, under the age of 18, and one for young prisoners aged 18-21. The population pressures are to be eased by using HMP and YOI Chelmsford, and the number of young prisoners has already been reduced by closing units for refurbishment. An admirable new education co-ordinator is transforming that important activity, as is an equally admirable new PE Principal Officer. At last Healthcare has been moved into its long planned unit, and the change in its atmosphere is nothing short of dramatic. My concern remains that it contains what my very experienced chief medical inspector described as the most seriously mentally disturbed group of young men he has come across in his career, the majority of whom – 18 out of 23 - should be in medical rather than custodial accommodation. The previously acclaimed Waite anti-bullying unit is performing well, now that psychologists are once more involved with its work. The disgraceful warehousing arrangements for remand prisoners have been stopped. A new staff profiling detail has been completed, and was to be introduced immediately after the inspection. I have visited the establishment since then and confirmed that this is already bearing fruit, with more staff available in Units, which must have a positive impact on the treatment of young prisoners.

Thus a great deal has been achieved as far as creating a platform from which real progress can be made, and recovering what had been lost. I say real progress because, while plans and resources are there, they have not yet been converted into real and visible improvements in the treatment of and conditions for young prisoners. A great deal of work remains to be done to introduce satisfactory sentence planning procedures, and a Personal Officer scheme that works. Having seen what has been achieved at HMYOI HUNTERCOMBE, I recommend that this should encompass Personal Teams, including all those who have any part to play in individual case work as well as sentence management, and who can contribute to a proper understanding of the needs and capabilities of every young prisoner. Child protection procedures are not yet fully implemented, and the report details our concerns about some inappropriate mixing of Schedule 1 offenders with others. 15 hours purposeful activity per week is way below the KPI standard of 23.5. Full time education for only 90, leaving 700 with virtually nothing, is not acceptable. I remain surprised that a number of purpose built workshops had been turned into stores in the past, and am glad that they are being returned to their original purpose. The outdoor playing fields are being brought back into use, which will allow young prisoners more access to the fresh air.

The remarkable number of Volunteers and outside Agencies continue with their work in a wide number of areas. SOVA are to be warmly commended, as is the Remand Rescue initiative. The preparation for release programme, described in detail in our previous report, continues. The very active Board of Visitors remains an important source of continuing knowledge and analysis about issues concerning both prisoners and staff. Family visits and maintaining family links remain high on the agenda, which is an added reason for making determined efforts to retain regular evening association, during which telephone calls can be made.

But none of the planned improvements can succeed without the successful recruiting of additional staff. FELTHAM shares the problems of other establishments in the London and Thames Valley areas, namely the high cost of housing and comparatively low unemployment. Baggage handlers at the nearby Heathrow can earn more than prison officers for example. I am glad that determined efforts are being made to approach the large ethnic minority population, because I am sure that therein lies an untapped potential source. Only with additional staff can the two new parts of the establishment function effectively, and I am concerned that the concentration on juveniles, required by the Youth Justice Board, should not result in less attention being paid to the far larger number of older young prisoners simply because there are not enough to satisfy the needs of both.

The impressive commitment to change amongst management and staff, from top to bottom, is very noticeable. This confirms what I have said before, namely that there has always been a body of good staff, knowing what they want to and can do, but being denied the opportunity to do so for a variety of reasons. It is clear that all those in the establishment appreciate the commitment that is above them, from the Minister who directed immediate action after our last inspection, through the Director General who personally headed the implementation plan, and the Area Manager, who is a tower of support to the Governor, as he is to the Governors of all his other prisons in the South London Area.

But this degree of commitment to improving the treatment and conditions of young prisoners in FELTHAM should not only follow a bad inspection report; it must be built into the structure of the Prison Service as a matter of course. The Director General cannot head task forces into every failing prison, which the system should not have allowed to get into that state in the first place. I hope that when I inspect again, in a year’s time, I shall see some practical results from the obvious injection of plans and resources into such a complex establishment. I have no doubts at all about the commitment of the Governor and his staff to exploit these to best advantage.

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This unannounced inspection was carried out to follow up earlier inspections in 1996 and in 1998. The report on the first of these contained 180 recommendations; the latter made only seven, but the first of these was that all of the 1996 recommendations should be implemented, because it was clear that very few improvements had taken place between the two inspections; indeed in some instances, treatment of and conditions for young prisoners had deteriorated.

During this latest inspection we detected a greater sense of purpose had been instilled into the Institution by the activities that followed our highly critical 1998 report. A steering committee had been set up immediately under the chairmanship of the then Director General of the Prison Service, and a task force established to help develop a strategic plan designed to improve the treatment of and conditions for young prisoners. A new Governor and a fresh Senior Management Team had been appointed with a clear brief to bring about improvements, who were clearly very actively supported by the Area Manager.

This plan should have a profound effect on the future of Feltham, as it provides the key to unlocking many of the problems that have defied previous attempts to bring about constructive change. Its major features include:

• the splitting of the site into two discrete establishments, one for juveniles aged 15-17 and one for young prisoners aged 18-20
• the use of HMP & YOI Chelmsford to ease the pressure of the high number of receptions at Feltham
• additional funding of £11.7 million for new building and refurbishment
• reprofiling of work and new shift systems for staff.

At the time of our inspection, much of this planning had yet to bear fruit in terms of outcomes for young prisoners, particularly as the new shift systems for residential staff were not in operation but were due to start the following week.

Follow-up inspections are designed to examine whether previous recommendations have been implemented. In this instance, when considering whether outcomes for young prisoners had improved, we found that many of our 1996 recommendations had now been implemented, some were no longer valid and some had still not been achieved. These are set out in their original order in the report that follows. We also make a number of fresh recommendations.

To assess the health of an establishment we use the four tests described in our thematic review "Suicide is Everyone's Concern" (Her Majesty's Chief Inspector of Prisons 1999). Our assessment of Feltham is set out below.

This is vital in an establishment for young people because, unless they feel safe, they are unlikely to make progress towards stopping their criminal behaviour. We found:

• Reception was very busy, with staff having to deal with large numbers of young people during a relatively short time span. We were pleased to note that the length of time they spent there was kept to a minimum
• in Reception vulnerable young prisoners and those at risk of self harm were held in a separate holding room where there were obvious ligature points, but which had no Close Circuit Television coverage or emergency call bell
• F2052SH forms (used for monitoring those at risk of self harm) arriving with young prisoners were not routinely checked by reception staff
• staff carried out their initial interviews with young prisoners in a corridor with no privacy
• young prisoners were expected to change into prison clothing in a corridor in sight of other young prisoners
• escort contractors delivered some young prisoners late in the evening. Inevitably, this meant that reception staff had little time to process them thoroughly
• late receptions also received little immediate attention on the induction wing
• there was a lack of information for all new receptions
• an Anti-Bullying Strategy was in place and we were pleased to note the use of modular group work on Waite unit to address bullying behaviour
• anti-bullying training was being given to staff
• anti-bullying liaison officers had been appointed on wings.

We were concerned at the absence of child protection policies to cover the mixing of juveniles and young adults on wings in which sex-offenders were held, and a lack of readily available information identifying schedule one offenders (those convicted of offences against children).

Children and young adults must be treated with respect if they are to increase their own self-respect and learn to respect other people. Lack of self-respect and respect for others is behind much criminal behaviour. We found:

• induction for new receptions was poor both in quantity and quality but improvements were being planned
• standards of cleanliness in cells and showers in several units was still unsatisfactory. The laundering arrangements for blankets, described in previous reports, had not yet been resolved
• meals were still being served unacceptably early - lunch at 11.10/11.15 for example – but the Governor’s intention to reprofile staff and alter shift arrangements would produce more acceptable meal times. Currently food is sometimes put onto heated trolleys at 9.20 and left there for two hours before being served
• the quality of staff/young prisoner relationships was variable. Personal officer schemes and sentence planning procedures need to be re-launched
• the practice of holding two young prisoners in cells designed for one should cease
• there had been dramatic improvements in in-patient health care provision following the move to Albatross Unit.

The adage that "the devil makes work for idle hands" is certainly true of young people in custody. It is therefore essential that they are fully and purposefully occupied. Custody presents an open opportunity to build up education and employment skills to improve the chance that young offenders will find gainful occupation and not reoffend on release.

Whilst there were some improvements in regime activities and the recently appointed PE Manager and Education Co-ordinator had made some very positive plans for the future, it was clear that;

• there were not enough employment and other activity places
• the recorded level of 15 hours purposeful activity per week is unacceptable
• not enough use was being made of self-help groups for painting, cleaning and other work within the Institution
• although sex offender Treatment Programmes were being run on curfew unit a murder charge group on Quail for those facing life sentences, there were insufficient offending behaviour programmes.

We were pleased to note that family visits took place on some units, but regrettably, evening association was still being frequently cancelled, leading to unpredictability of time out of cells during which to make telephone calls to families. The lack of sentence planning and offending behaviour programmes as described above meant that little constructive work was being carried out to help young prisoners to prepare for release in a way which was likely to reduce offending. We were also pleased to see that the voluntary organisations whose work we described in 1998 as "outstanding" continue to flourish and make an invaluable contribution to Feltham.

There had been significant and obvious improvements in key areas of the establishment, but many basic conditions affecting outcomes for young prisoners remained unsatisfactory.

However, Feltham can look to the future with some optimism given the impressive degree of commitment to that shown by Prison Service Headquarters and local senior management. Action plans are comprehensive and the establishment has now reached the crucial implementation stage with a good degree of confidence about the next steps.

However it is necessary to sound a note of caution to the effect that the successful achievement of these plans relies heavily on successful recruitment and retention of staff. This increasing problem affects not just Feltham but all other establishments in areas of high living costs and competing job markets. The Prison Service has acknowledged the problem and is starting to address it, but, in the case of Feltham, it requires urgent action if the momentum of change is to be maintained.

When we return to Feltham in a year, as we will, we confidently expect to find that the implementation of plans will have resulted in significant improvements in outcomes for young prisoners.

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1.1 In order to examine the progress that has been achieved following our last full inspection in October/November 1996 and the unannounced inspection in November/December 1998 we have used the recommendations from both those reports as a framework for our examination of the establishment and as a means of structuring our findings. The original report contained 180 recommendations and the latter just seven, the first of which was that all the recommendations contained in the 1996 report should be implemented.

1.2 We have commented where we have found significant improvements and where we believe little or no progress has been made and work remains to be done. During this short inspection we concentrated on those aspects that directly affected the treatment of and conditions for young offenders, and did not examine all recommendations. The detailed references to particular recommendations are in brackets.

1.3 At least one more establishment to hold young offenders and juveniles for the London area should be built. (1.3, 1.06, 13.09)
Discussions between the Prison Service and Greenwich council are due to commence on the development of a site next to Belmarsh with a view to drawing up a planning application for building a new 600 place Young Offender Institution.

1.4 The therapeutic community should be centrally funded with funds ring-fenced for three years to allow for a full evaluation. If the evaluation shows success then continued funding for subsequent years should be found. (3.06)
The therapeutic community had been closed to accommodate the transfer of in-patient facilities from the healthcare centre to Albatross unit.

1.5 At least two establishments holding young offenders should run relapse prevention programmes for young men who have completed the SOTP. (3.13)
The Prison Service is to continue its current policy of only running relapse prevention programmes in the adult estate. The rationale for this is that Sex Offender Treatment Programmes are normally aimed at long-term prisoners and young offenders are usually re-designated as adults before relapse programmes become relevant. We accept this point but recommend that the policy should be kept under review.

1.6 The Directorate of Health Care should issue a policy statement as a Health Care Standard on the use of seclusion and alternative approaches to managing disturbed behaviour. (6.30)
Guidance exists in a document issued in 1990 by the Directorate of Health Care, in a still extant DDL(93)3 and in a very abbreviated form in Health Care Standard 2. In prisons there is considerable confusion about policy for and practice of seclusion. For instance, because of an inconsistency in wording, there is uncertainty as to whether an F1981 form must be completed for all episodes of seclusion or only when a protected room is used. Copies of F 1981 are often not kept in a separate register by health care centres making regular audit well nigh impossible. Despite the advice in DDL(93)3 virtually all episodes of seclusion involve patients at risk of self-harm. Consolidated and updated guidance should be issued.

1.7 The Director of Health Care should liaise with the Royal College Of Psychiatrists to ensure more speedy transfer of patients requiring NHS hospital inpatient care. (6.35)
No action had been taken on this very important recommendation as far as we could ascertain. We therefore repeat the recommendation.

1.8 Temporary release rules should allow outward-bound activities to be restored. (7.22)
This recommendation had been implemented. The rules about temporary release were amended in 1998 to allow outward-bound activities to be undertaken by young offenders.

1.9 Cedar cladding should not be repeated in future designs even if the availability and cost of cedar permits. (9.05)
The Prison Service has accepted this recommendation. Cedar cladding will be removed from current locations when repair or refurbishment becomes necessary.

1.10 Cell certificates should be given more value by specifying minimum standards of space, heating, lighting, ventilation standards or they should be abolished. (9.13)
This recommendation had been implemented. The Prison Service has initiated and conducted a very active and impressive "cell standard project", to define and introduce new standards, and follow-up work is in progress. The Chief Inspector is a member of the steering group for this project and has been consulted on the difficulties and possible solutions as they emerge.

1.11 Feltham should be given sufficient resources to develop the regime. (13.08)
It was confirmed during the inspection that additional funding of £11.7 million for new building and refurbishment had been allocated. Reprofiling of work and new shift systems for staff, together with leadership from a new management team supported by a committed Area Manager, showed that there was a determination to develop the regime. However few practical improvements in conditions for and treatment of children and young adults had yet taken place at the time of our inspection.

1.12 The Governor should be informed of the strategy for dealing with Young Offenders who continue to be allocated to Feltham by the courts, once the establishment reaches its capacity. (1.01)
The strategic plan provided the key for unlocking many of the problem areas. The major features of this plan included the splitting of the site into two discrete establishments and the use of HMP & YOI Chelmsford and HMYOI Aylesbury to give a more even distribution of the Young Offender population around London, and to ease the pressure of the high number of receptions at Feltham.

1.13 The practice of moving those required at court to a designated unit should be reviewed. (1.12)
Implemented. This unit had been closed down. All those required at court now went directly from their parent unit.

1.14 A strategy should be developed to enable previous convictions, pre-sentencing reports and other information to be made available to staff. (1.13, 10.26, 10.40)
There were, as yet, no clear protocols to enable information to be cascaded to staff. Wings held history sheets and only a few of these had copies of PSRs, pre-convictions and F618s. The lack of information available to establishments is a subject that is being pursued elsewhere in the Criminal Justice system.

1.15 The purpose of the designated transfer unit should be reviewed. (1.14)
Implemented. Newly sentenced young prisoners, including many of those awaiting transfers, were located on Raven Unit; others were transferred directly from other parent units. This unit’s role had been reviewed and altered.

The Units

1.16 An evaluation of the effectiveness of the Therapeutic Unit should be carried out. (3.06)
Implemented. The Therapeutic unit had been closed.

1.17 Staff working in the Vulnerable Prisoner Unit should be trained to deal with the issues surrounding child abuse. (3.09)
Not implemented. This was a very important recommendation given the high proportion of young prisoners who are estimated to have suffered physical and/or sexual abuse. However there was no evidence that staff on the vulnerable prisoners’ unit had had any specific training in dealing with abuse issues. We repeat the recommendation.

1.18 There should be a strategy to assist vulnerable inmates to return to normal location. (3.10)
Not implemented. The only strategy in use appeared to be to transfer them to other establishments.

1.19 The results of the individual work based on the Sex Offender Treatment Programme should be published and fully evaluated. (3.14)
Partially implemented. The results of individual work based on the Sex Offender Treatment Programme had not been formally evaluated or published. Work with sex offenders and their families done by a family worker was being evaluated formally as part of this person’s doctorate study.

1.20 Staff not working in Curlew Unit should be made more aware of its aims and tasks. (3.16)
Not implemented. There was still not a great deal of awareness from staff not working in Curlew Unit (the main sex offender unit) as to its aims and tasks. Further training was required.

1.21 There should be greater awareness of the location and requirements of Schedule One offenders. (3.17)
Not implemented. There was little formalised awareness of the location and requirements of Schedule One offenders. No centralised list was held by the visits department to assist the monitoring of visitors. Juvenile sex offenders were located in the same unit as young prisoner sex offenders. The majority of other Schedule 1 offenders were located throughout the establishment and not formally identified. All child protection procedures should be reviewed and the requirements of the Childrens Act 1989 properly implemented.

1.22 Staff and prisoners should be made aware of the policy on display of offensive material. (3.19, 3.37, 10.85)
Partially implemented. Different units operated different policies regarding the display of offensive material allowing a varying range level of nudity to be displayed. We recommend that this be standardised for the whole establishment.

1.23 There should be published routines available on all units. (3.28, 3.30)
Implemented. Published routines were displayed in some units. We were told that with the introduction of the new profile and shift systems in October, a standardised routine would apply across the establishment.

1.24 The state of decoration and cleanliness of the cells must be improved. (3.21, 3.44, 3.60, 5.33, 10.17)
Partially implemented. The decor and cleanliness of cells varied significantly from unit to unit. We were pleased to see high levels of cleanliness maintained by regular cell cleaning and inspection, and examples of wing painting programmes, being successfully being run by some units. However, we remain appalled by the lack of cleanliness and the state of decor in other units; cells in these units were extremely untidy, badly maintained with peeling paint, draughty windows, crumbling plasterwork, broken toilet seats and sinks. Walls were covered with graffiti and the majority of the furniture was in poor repair. Mattresses were worn and curtains not provided. Toilet areas in shared cells and dormitories did not have doors or screens. The worst examples were found in single cells that were occupied by two young prisoners in which the toilet was only several inches away from the bunk beds and without privacy screens. Many prisoners could only sit sideways on the toilet seats in these cells. We recommend, as a matter of urgency, that a programme of redecoration be implemented to improve the condition of this accommodation. Proper provision should be made to ensure that appropriate facilities are afforded to young prisoners to allow private and hygienic use of the toilet, including the installation of privacy screens. The practice of housing two young prisoners in cells designated for one should cease.

We were also concerned about the condition of communal showers. Condensation was causing staining to the ceiling and walls, peeling paint and altogether unhealthily damp conditions. Drainage and ventilation were inadequate resulting in flooded floors and mould. The general maintenance of the shower areas was also poor and we saw examples of dripping taps, cracked tiling, chipped sinks and broken toilet seats. We recommend that all showers are refurbished and that the ventilation and drainage is improved to these areas.

1.25 Whenever possible inmates should eat together in the association area. (3.62, 5.31)
Partially implemented. Young prisoners generally did not eat together in association except in Curlew unit when there were three staff on duty.

1.26 Staffing levels should be reviewed to ensure agreed activities are maintained or increased. (3.45, 3.47, 3.53, 3.57, 3.58)
Implemented. Staff levels had been reviewed and a reprofiling exercise had taken place. A new staff shift system was due to start on October 3^rd 1999 and this promised to allow an expansion of the core day.

Education

1.27 The following 18 recommendations concern education itself and the following nine paragraphs the activities with which the Education Co-ordinator is involved. Had the inspection taken place a month previously, before the arrival of the new co-ordinator, the report would have been bleak. However he had accomplished much over the preceding weeks. A new, flexible timetable had been drawn up to take account of the establishment’s regimes, and evening and weekend classes were shortly to be introduced. Outreach education on the wings had begun and the considerable and highly valued work of the voluntary sector throughout the establishment was being mapped to see where young prisoners could achieve accreditation other than on education. The new curriculum included key skills incorporated in other courses particularly vocational courses and provision of creative art subjects. There were plans to ensure that education was a realistic prospect for at least 200 young prisoners (compared with the current 90) and potentially available for all young prisoners who could benefit from it. Induction procedures, once young prisoners were on education, had been enhanced and the Library was due to become a learning resource centre with improved access. Staff consultation had improved and staff development put on a more systematic basis. A new deputy co-ordinator was to be appointed and QA procedures were being introduced and there were good links with the local careers service. This was a very positive demonstration of acknowledgement of the need to make urgent and determined improvements.

1.28 There was a need to ensure a development plan was produced. (4.02)
Partially implemented. There was as yet no development plan. However, the newly appointed co-ordinator was evaluating systems and using the Standards Audit Baseline - a document condensed from three inspection reports - to draw up a plan. There was a strong sense of a developing strategic overview.

1.29 The cost-effectiveness of the Education Department should be evaluated. (4.03)
Partially implemented. This was only done to compare the number of education hours contracted with the actual number taught. There were no structures to evaluate the quality of the work by regular class monitoring and to link cost-effectiveness with quality of work. However, there were convincing plans in hand to implement quality-assurance systems.

1.30 The Education Department should have closer involvement with youngsters at their induction phase. (4.06)
Not implemented. This is still not satisfactory. The education department was not involved regularly with initial induction interviews. The marketing of education services was ‘ad hoc’ and many young prisoners failed to receive comprehensive and reliable information about the educational opportunities open to them. However, once young prisoners were accepted on educational courses, they received a thorough five day induction programme, which included taster courses, diagnostic screening and introduction to a range of services provided by voluntary sector partners. We repeat the recommendation that the Education department should have closer involvement with youngsters at their induction phase.

1.31 Efforts should be made to support education staff in encouraging and improving school links for both remanded and convicted prisoners. (4.06)
Partially implemented. Until recently little had been done. We suggest that links should be developed with colleges as well as schools, since any movement of young prisoner is likely to be towards the tertiary rather than the secondary sector. Records accompanying new arrivals were sketchy, often because the young people had not been regular school attenders. However, the use of the National Record of Achievement (NRA) was being developed, and portfolios of evidence gathered to meet awarding body requirements for accreditation.

1.32 A system should be designed to ensure all children under school-leaving age are identified and places made available for them. (3.65, 4.07)
Implemented. This was a priority and the systems to allow this to be done existed. However, given the uncertainties of the initial induction process, there was still some doubt about the effectiveness of the identification of this category of young prisoner.

1.33 Education should be fully able to support all cultural needs as and when required (4.08).
Not implemented. Little had been done to meet this requirement. The department was working to the college’s (NESCOT) and prison’s equal opportunity policies, but had not yet developed a policy and approach of its own. The department needed help in understanding the implications of this finding and developing an appropriate response. We repeat the recommendation that education should be fully able to support all cultural needs as and when required.

1.34 There should be an Educational Guidance worker. (4.08)
Not implemented but we accept the reasons for this. The Guidance worker was not in place, nor was it seen to be a priority. There was some justification for this view. It is the work of the education professionals in the department to fulfil this function and a tutorial system was being put into place so that all young prisoners would have a named tutor in future.

1.35 A review of the contents of lessons should be undertaken to ensure they meet and develop students’ needs. (4.12)
Not implemented. The self-evaluation culture had not yet been developed or embedded in approaches towards monitoring the quality of the teaching and learning. Schemes of work had been drawn up and comprehensive course logs were soon to be introduced but it promised to be a major task for the new co-ordinator and the contract holder to ensure an appropriate match was maintained between lesson content, quality and student need.

1.36 There should be a greater manual craft element in the curriculum, for example, woodwork and music. (4.15)
Partially implemented. This only existed in the workshops, on the vocational side, and was not regarded as part of education. There were comprehensive plans to develop vocational education together with key skills, as part of the innovative and imaginative approach to the curriculum being developed.

1.37 Punctuality to education should be improved. (4.17)
Not implemented. On the day of the inspection lessons were due to start at 9.00 am. In fact, they began nearer 9.40 am. Punctuality was clearly still a problem. On the other hand, relatively little time was lost through shutdowns. Attendance was generally a problem, but the highly imaginative approach to the timetable being developed and better communications with the rest of the establishment should lead to improved attendance rates. Steps should be taken to ensure the punctual arrival of young prisoners for classes.

1.38 A strategy should be developed to ensure that the educational needs of the establishment are met. (4.18)
Partially implemented. This had not been accomplished so far. However, comprehensive development work with the supplier, the Standards Audit Baseline and the new timetable and curriculum, which were due to be introduced in December ‘99, should go a long way towards meeting this need.

1.39 The education department should be better informed about young prisoners who are unemployed so that staff can contact them directly.

1.40 The education department needs better access to prisoner records and psychological screening information for assessing the risk posed by young prisoners on education.

1.41 The education department needs to be more closely involved in sentence planning and the preparation of court reports.

1.42 Staff development should be targeted on key skills and TDLB assessor awards.

1.43 A better balance between full-time and fractional sessional staff is required. There were only four full-time members of staff and about 35 sessional or fractional members of staff. The substantial agenda for the development requires the commitment of more full-time members of staff.

1.44 Greater consistency in the relationship between the different wings is needed. Swallow unit was quoted as a model of good practice and the young prisoners themselves referred to the support and guidance about education they received from officers on the wing, particularly the principal officer. It appeared that a lot of effort is to be put into trying to explain the work of education and to promote better understanding between the regimes and education. For example, an induction video was being produced with the help of one of the voluntary agencies.

1.45 The Education Co-ordinator confirmed that a small number of gifted and a number of very able young offenders had turned to crime, bored and frustrated by the fact that their talents had not been identified or developed. Time in custody represents an ideal opportunity to do both and thus contribute to preventing them from turning to a life of crime. Outside help is available such as the programme called "Tomorrow’s Achievers" consisting of master classes organised by Gabbitas. The Prison Service is aware of this and happily will encourage all education co-ordinators to identify those who quality for and would benefit from such an opportunity. More work should be done on identifying the most able and making provision for them.

1.46 The library stock should be changed. (4.22)
Partially implemented. There was little evidence of any change of stock. However, plans were in hand to turn the Library into a learning resource centre and integrate IT more into the provision.

1.47 Access to the library should be improved. (4.23)
Not implemented. There had been no noticeable improvement. The library was under-used and access to almost all categories of young prisoner was inadequate. Young prisoners were poorly informed about the Library facilities. This was unacceptable and should be considered for immediate improvement by the establishment’s management.

1.48 NVQ training should be properly co-ordinated and focused. (4.29)
Partially implemented. This was managed by the works department. The work was not adequately co-ordinated at the time of the inspection, but plans had been drawn up to help the different departments in the establishment to work together to provide accreditation for skills acquired by young prisoners, in whatever context this might be. Recently we have been using inspectors from the Training Standards Council to identify possible improvements in the provision of certificated training. The Training Standards Council should be invited to inspect and advise on facilities at Feltham.

1.49 A policy should exist to assist in the identification of trainees’ needs and to help set objectives. (4.30)
Partially implemented. At the time of the inspection little had been done to meet this requirement. However, the new induction programme and the introduction of the Morrisby diagnostic testing programme should help. Current shortfall stems from inadequate initial induction processes and needs analysis at that point.

1.50 Communications between establishments should be improved to assist in completion of courses. (4.31)
Partially implemented. There had been some improvement. The new contractor was working in five establishments in the Southeast and there were imaginative approaches towards sharing expertise. The introduction of the National Record of Achievement and the development of wider portfolios have provided more information to be transferred. Unless documents accompany a prisoner, transfer over a wider geographical area brings its own problems. But the quality of records and their untimely forwarding from one establishment to another is a general weakness in the prison system that needs urgent attention, if prisoners are to be audited for and take full advantage of experience in one establishment when they move to another.

1.51 Appropriate accommodation should be found for the motorcycle repair shop. (4.33)
Not implemented. This had been closed. However, the new education co-ordinator was very keen to develop motor vehicle maintenance courses.

1.52 An evaluation should be carried out of volunteers’ involvement with and the provision of vocational training. (4.36)
Implemented. This was the responsibility of the works department, but the heavy involvement of the education department with the voluntary agencies, and the planned growth in vocational work, had led to the education co-ordinator looking closely at this.

1.53 The inspection took place at a time when new developments had, for the most part, still to be put in practice. Support for those from the prison senior management was described as excellent. There had also been good co-operation from the contract holder and from the education supplier in the work of rectifying what had been a poor situation. There was now a strong sense of strategic direction to the work of the education department based on inclusiveness, flexibility, firm monitoring and evaluation procedures, partnership working, and a match between need and curriculum provision. The style of management was participative and consultative.

1.54 There are however two caveats to this very promising picture. First, the planned reorganisation is complex and dependent on the co-ordinator being able to manage it effectively. Second, staff will have to cope with a radically new approach, which demands a change in culture. Given both those the structural and procedural changes will improve the quality of both education and vocational training.

1.55 A needs analysis of work should be undertaken at Feltham to ensure that the skill requirements of the population are met. (4.38)
Not implemented. No needs analysis had been carried out either of individuals or of the establishment overall. It was hoped that the introduction, later in the year, of Morrisby Testing for all new inductions would help to achieve at least part of this objective.

1.56 There should be an increase in the number of work or activity places for prisoners at Feltham. (3.26, 3.44, 3.47, 4.38 4.39)
Not implemented. No additional activity places had been created, although plans were at an advanced stage for the development of two new work areas in existing stores which had originally been designed as workshops. Unfortunately these would produce only a further 20 – 25 places for the young adult population. However the nature of the work the workshops would undertake had already been decided, and would appear to have pre-empted the outcome of any planned needs analysis exercise. The types of workshop required should be determined by the results of a needs analysis of what work is likely to lead to employment on release and we recommend that this decision should not be made until after an needs analysis exercise has been undertaken.

1.57 The working week should be a least 30 hours. (4.40)
Not implemented. It was hoped that the introduction of a ‘free flow’ system for the movement of young prisoners, later in the year, would significantly increase work attendance hours for those in employment, but it will not solve the fundamental problem of shortage of activity places.

1.58 There should be opportunity for part-time working. (4.40)
Superseded by events. This related to prisoners within the therapeutic unit, which has now been closed.

1.59 The Visitors Centre should be open during every visiting session. (5.03)
This recommendation had been implemented.

1.60 Visitors should be called to the visit area from the Visitors Centre. (5.04)
Considered but rejected. This had been tried but the existing Visitors Centre was not large enough to hold all visitors and breached Fire and Health and Safety regulations. However, we were informed that a pre-booked visits system was to be introduced which would enable staff to predict the number of visitors attending at a given time. The recommendation should be reconsidered at that time.

1.61 The use of prison auxiliaries should be increased. (5.12, 5.16)
Partially implemented. Prison auxiliaries were being used to search visitors. However, officer grades were still undertaking tasks (e.g. property exchanges) that could more appropriately be undertaken by auxiliary/OSG staff. We recommend that further consideration should be given to this recommendation.

1.62 Visitors should not be kept waiting for undue lengths of time. (5.13)
Implemented. We checked logs that reflected an average waiting time of 10 minutes. This was wholly appropriate and should be maintained.

1.63 The standards of cleanliness in the vulnerable young offender’s waiting room and toilets should be improved. (5.19)
Partially implemented. Little improvement was observed in the waiting room and, whilst the toilet was essentially clean, it was in such poor repair that its cleanliness made little impact on its overall condition. We recommend that both the waiting room and the toilet should be redecorated.

1.64 The crèche in the waiting area should be supervised during each visiting session. (5.20)
Not implemented. The crèche had been closed due to a lack of qualified volunteer staff. We recommend that the establishment employs appropriately qualified staff to run the crèche facility if there are not sufficient volunteers.

1.65 Meals should be delivered at the correct time and served without unnecessary delay. (5.23)
Not implemented. When the new profile was introduced, meal times were to be altered to 12.15pm for lunch and 5.00pm for the evening meal. At the time of the inspection trolleys containing food for the wings were being picked up from the kitchen as early as 11.00am at lunch times. Consequently, most of the prisoners had been fed by 11.30am each workday.

1.66 Hygiene training should be given to all of those involved in the preparation and serving of meals. (5.27)
Partially implemented. Only five out of the 22 young prisoners working in the kitchen had completed the food-handling course run by the education department. It was possible that others were undertaking the course but it was not possible to check this because the tutor responsible was on leave. We were told that because there was a high turnover of young prisoners on this party training was by rolling programme. None of the current kitchen party had had any training prior to commencing work in the kitchen. When they started work they were given an introduction to basic food handling rules which consisted of going through a sheet of written instructions with the catering staff.

We were unable to check whether the young prisoners working on the servery had been adequately trained, although those we asked said that they had. None seemed to be trained to a certificated standard. We repeat the recommendation that certificated hygiene training should be given to all those involved in the preparation and serving of meals.

1.67 A better standard of cleaning of eating utensils and dishes is required. (5.28)
Implemented. This was much improved and utensils and dishes were cleaned to a high standard using proper methods.

1.68 Pre-selection of meals should be considered. (5.31)
Implemented. Pre-select meals had been introduced on the units where the population was more settled, i.e. C, D, E, G, H and J units. This was available for both lunchtime and evening meals.

1.69 The amount of bread each young man is entitled to should be clarified. (5.31)
Implemented. Unlimited bread was issued from the kitchen and wing staff were expected to use their discretion when issuing it to allow young prisoners to have as much as they needed, within reason.

1.70 A system of rotation for the serving of food should be introduced in the units to ensure fairness in its distribution. (5.32)
Implemented. This was in place. Each mealtime a different part of the wing went first to collect their meals.

1.71 Menus should accompany the food to the unit. (5.32)
Implemented. Pre-select menus went to C, D, E, G, H and I units at the beginning of each week. Other units received a daily menu at breakfast time every day.

1.72 The Governor should carry out an enquiry into the way the catering budget is managed. (5.36)
Not implemented. No investigation had been carried out. A new catering manager was in post and we were told that, despite a slight overspend, things had improved.

1.73 The new kitchen had inherent design problems on installation that included the following:

• the loading area was below ground level and the gates were not wide enough to allow for ease of access
• no natural light or ventilation
• open gates at the entrance resulted in birds being able to gain access to the kitchen and spare hot trolleys being damaged by rain
• no floor drainage, with the result that young prisoners had to carry hot water some distance to drains
• walkways between kitchen equipment were too narrow
• inadequate seals on freezers
• no alarm bell in the stores area
• poor visibility, in particular in the stores area, which made bullying a possibility
• the doorway from the stores area was too small and as a consequence, damage by trolleys had required the doorframe to be replaced
• the floor had lifted and been inadequately resealed.

1.74 We observed food being put onto trolleys a long time before meals - e.g. chips from 10.20am - and were told that potatoes could go on from 09.20am. We were told this was due to a shortage of oven space and a limited amount of other suitable cooking equipment. This problem was exacerbated by equipment breakdown, which invariably took some time to repair. The practice of early loading food onto trolleys is unacceptable and should cease with immediate effect.

1.75 Healthy eating breakfast packs containing drinks, fresh fruit, biscuits and health bars were provided for prisoners going to court. However we were told that the court escort company would not allow prisoners to take these meals on cellular vehicles which inevitably resulted in many young prisoners consuming them very early in the morning or the night before. Either young prisoners should be allowed to take their breakfast to court with them, or alternative arrangements made for providing them with breakfast.

1.76 Many of the young prisoners we observed serving food on the wings were inappropriately dressed. Wing servery workers should be provided with the correct clothing and hats.

1.77 The range of ethnic minority goods in the shops should be increased. (5.41)
Implemented. A range of ethnic minority goods was available in the shops and a survey of young prisoners to establish preferences had been conducted, although it had been inconclusive in determining to what extent the range should be increased. The shops were likely to be contracted out under a national scheme by the end of the year when the range of goods will again be reassessed.

1.78 The policy of not selling goods in the shop in metal or glass containers should be reviewed. (5.41)
Implemented. This policy had been reviewed twice, most recently in March 1999. The establishment continued to have concerns about self-harm using glass or metal given the nature of the population. This is a matter requiring Prison Service policy to ensure consistency through the system.

1.79 Unconvicted inmates should be given an advance of money following their arrival. (5.43)
Not implemented, but an alternative had been introduced. Unconvicted young prisoners were not given an advance of money but offered a reception pack on arrival. There were separate ones for smokers or non-smokers, each containing a phone card to the value of £4, which was paid back out of any wages they received.

1.80 The quantity of clean kit issued to each youngster every week should be increased to meet the Prison Service standard. (5.47)
Implemented. Access to significant clean kit was provided and youngsters reported no problems with the quality of kit provided.

1.81 More attention should be paid to the way in which soiled and clean items of clothing are stored and dealt with. (5.48)
Partially implemented. Clearer systems to record how many items of clothing and bedding were being exchanged at the CES and being laundered were in place. We were concerned that many young prisoners refused to use their blankets because they thought that they would catch scabies from them. Some units were regularly laundering blankets, but others only rarely (this may be in part due to their lack of use by young prisoners). In addition some young prisoners were not issued with clean dressing gowns on reception. We recommend that a real effort is made to instil confidence in the cleanliness of the blankets, thus encouraging their use.

1.82 Prisoners should be issued with clothing that fits. (5.53)
Implemented. The vast majority of young prisoners were issued with clothing that fitted. Staff reported some difficulty in catering for the very large or the very small but a seamstress was employed to alter the size of clothing for unusually sized young prisoners.

1.83 A relief laundry worker should be appointed. (5.53)
Not implemented. Only one laundry worker was in place. We were told that when he was on summer leave, his line manager had to cover his absence. We repeat the recommendation that a relief laundry worker should be appointed.

1.84 The Medical Officer (lead GP) should be given an additional session, clear of clinical involvement, to allow time for direction of the Health Care Service. (6.02)
Implemented. One session each week was given over to this work.

1.85 The lead GP should be in the prison for two days each week. (6.02)
Achieved.

1.86 & 1.91 A health care needs analysis should be commissioned. (6.03)
Meetings had taken place with Ealing, Hammersmith and Hounslow (EHH) Health Authority. But, three years after our initial recommendation and two years after the Prisons Board had required completion, no needs analysis had been started and the establishment was waiting for the release of the needs assessment template by the Health Care Directorate. Even without this template, an audit of the mental health needs of in-patients would have clearly revealed the need for joint planning with the NHS, especially the London regional mental health lead.

1.87 There should be a multi-disciplinary management team dedicated to health care. (6.05)
Achieved.

1.88 Service descriptions should reflect health care needs. (6.06)
Partially implemented. This only existed for the Outreach team.

1.89 A patient’s charter should be provided. (6.06)
Not implemented.

1.90 A strategy for improving health care should be drawn up. (6.06)
Implemented. There were some further improvements notably the treatment of asthma and hepatitis B.

1.91 (see 1.86) An audit of health needs should be carried out with the assistance of Ealing Health Authority. (6.06)

1.92 Communication, staff involvement and recognition of good practice should be improved. (6.06)
Implemented. This was progressing.

1.93 Staffing levels should be reviewed and linked to a needs assessment. (6.10)
Not yet achieved.

1.94 A medical secretary should be employed.
One had been employed together with one and a half typists.

1.95 The 44 beds in the Health Care Centre should be taken out of the prisons Certified Normal Accommodation. (6.11)
Not implemented. The reduction in the use of HCC, reducing from below the level required for health care admissions, was very welcome but HCC beds still remained on the CNA and, as such, were still liable to misuse. We repeat the recommendation that the Health Care Centre should be taken out of the prison’s Certified Normal Accommodation.

1.96 A Clinical Nurse Manager should be appointed.
Achieved.

1.97 The admission policy should meet Health Care Standards. (6.13)
Achieved.

1.98 Additional staff should be made available to implement the core day. (6.13)
Implemented.

1.99 Staff who have left should be invited to comment on their reason for leaving through a questionnaire or by interview. (6.13)
This was now done.

1.100 Links with local NHS secure unit should be improved. (6.13)
Eight patients were awaiting transfer under the Mental Health Act 1983 but an informal audit showed that there were another ten in-patients whose needs would have been much more appropriately met by transfer to the NHS mental health service. An audit of patients with serious mental health problems should be undertaken in conjunction with EHH health authority and the London regional mental health lead.

1.101 More Registered Mental health Nurses (RMNs) should be recruited and the skills of existing RMNs should be fully deployed. (6.13)
Much improved with existing RMNs being fully deployed and both managers being RMNs.

1.102 F grade nurses should have duties equivalent to their grade. (6.13)
This had yet to be resolved but only one member of staff was involved.

1.103 Training relating to the needs of adolescents should be introduced. (6.15)
Partially implemented. 50% of staff had completed the Nature of Adolescence course.

1.104 Additional training in required areas should be provided. (6.16)
Implemented.

1.105 The waiting area for patients should be improved. (6.17)
Not implemented. Specifications had been given to the Works department but had been turned down by them as not being perceived to be urgent. The waiting area for patients should be improved.

1.106 The in-patient area should be redesigned. (6.19)
Implemented. The move to Albatross had transformed the physical environment for in-patients and this was now very good.

1.107 A named nurse/doctor system should be introduced. (6.22)
Achieved and working well.

1.108 There should be more continuity in the use of nurses. (6.22)
This was felt to be improving.

1.109 All patients should have 12 hours out of room every day with six hours activity that is clinically advised. (6.24)
Partially implemented. Patients had between eight and ten hours out of room.

1.110 An occupational therapist should be appointed. (6.24)
This had not occurred but the therapist employed sessionally was very good.

1.111 Regime monitoring forms should form part of the quality assurance programme. (6.26)
Some monitoring and audit had been set up but the quality assurance programme was in need of development.

1.112 Nursing notes should contain daily records of each individual patient’s therapy and activity. (6.26)
Achieved. An operational support grade (OSG) had been appointed to act as a liaison point for the paperwork involved.

1.113 The local policy on seclusion should be adhered to and seclusion should be used only when deemed necessary though professional judgement. (6.27)
Achieved.

1.114 A policy review on the use of seclusion for clinical reasons should be undertaken. (6.28)
This had been completed this year.

1.115 Consideration should be given to introducing a twilight shift to enable a move towards a 24 hour therapeutic environment. (6.31)
There were problems with staff getting home after such a shift and, until those were resolved, this appears not to be possible.

1.116 Interviews with patients should be held in private. (6.32)
There was a good interview room and family room in the new inpatient unit.

1.117 An audit should be undertaken to assess the reasons for late identification of mental disorder. (6.34)
Many acutely mentally ill patients were held for months before transfer. An audit should be undertaken to assess the reasons for late identification of mental disorder

1.118 Action should be taken to ensure that the dentist is not left without patients due to lack of staff. (6.37)
The waiting list for general treatment was managed by both the Practitioner and an OSG. It was within reasonable limits and understood to be reducing. The flow of patients to and from the clinical sessions was managed by the OSG and it appeared to work well, the Practitioner not losing too much time between patients.

1.119 A room suitable to its purpose should be provided for medical receptions. (6.37)
The room used still needed upgrading.

1.120 A psychiatrically qualified health care worker should be on duty in reception. (6.37)
On the evening we inspected, there was a psychiatrically qualified health care worker on duty in reception but this was not always the case.

1.121 A doctor should see all new arrivals and all those who have change status on the day they arrive. (6.37)
This was not happening but we have commented on the impracticality of the Health Care Standard in other inspection reports. The Health Care Standard is being changed. We recommend that a doctor should be required to see on the day of arrival/return only those identified by a qualified nurse as needing to see the doctor.

1.122 There should be a Throughcare policy group. (7.04)
A monthly Throughcare policy group had been established, chaired by the Governor 4 Head of Activities and Services. Minutes of meetings reflected attendance by many representatives from outside agencies. This was an example of good practice.

1.123 Efforts should be made to improve contacts with external agencies who will provide supervision when Young Offenders leave custody. (7.06)
The seconded probation team notified all outside agencies involved with a young offender routinely, following his induction. However, we were informed that agencies seldom maintained contact with individuals. The probation team were frustrated by their failed efforts and felt powerless to do anything about it. We believe that it is essential that young prisoners maintain contact with those agencies that have a statutory involvement in their well being and therefore recommend that the Throughcare policy group address this issue as a matter of priority. There should also be direction from the Prison Service on the procedures to be followed for those who have been in and still qualify for Social Services care.

1.124 The showering facilities should be refurbished to include more showerheads. (7.13)
One of the two showering areas had been refurbished and the number of showerheads increased accordingly as recommended. The finished area was impressive and allowed much greater staff supervision of young prisoners in both showers and changing areas. However, PE staff should be able to regulate the temperature and pressure in the showers manually. The second shower area was about to be refurbished in exactly the same way as the first.

Both shower and changing areas were much cleaner than at the last inspection. However this standard clearly did not satisfy the new principal officer manager who was determined to raise standards to levels which the establishment has never achieved before. He was employing a full-time young prisoner painter in the department, an admirable initiative that was already bearing fruit. The manager’s intention was to make the whole department much more interesting for young people as part of making it cleaner and smarter.

Two physical education officers were on duty in the shower room when young people were using them. Showers are traditionally one of the main danger areas where bullying takes place in young offender institutions, as had been observed during our previous inspection. On this occasion, the result of staff actively tackling the problem showed in the whole atmosphere which was unthreatening and therefore encouraging young people to make use of the facilities.

1.125 An effective and consistent induction programme should be introduced without delay. (7.19)
Current arrangements were for a PE officer to attend the induction unit and introduce the work of the department to newly arrived young prisoners. This was not ideal because they were not able to see the facilities for themselves at the same time. However, excellent plans were in hand which included the provision of a four-hour assessment and induction programme for all new juveniles. We were delighted to see the imaginative idea, copied from HMYOI Aylesbury, of sticking information about the gymnasium onto the cell furniture in the induction unit so that young people came face to face with it as soon as they arrived in their cells on their first night. Not only was it an excellent idea but we were very encouraged to find one establishment actually copying the good practice of another.

1.126 PE activities should be compulsory for convicted young offenders. (7.21)
We were very impressed with the plans being made for compulsory PE after April 2000. Having examined the plans in detail we have every confidence that the excellent attitude and understanding noted in the PE staff will deliver compulsory PE for young people in the right way; i.e. encouraging under achievers to take part without fear of them being shown up or intimidated. The whole programme was being designed to give all young people at Feltham at least 3½ hours access to the facilities every week; juveniles would get much more. A great variety of activities was being planned as many as possible of which would lead to qualifications, the object being to teach transferable skills.

1.127 Overall, we were extremely impressed with progress already made in the PE department and, particularly, with the impact of the new PE manager, who had been in post only a few weeks. We were concerned to find that, because of a shortage of principal officers, he still had to spend a significant period of that time carrying out discipline duties rather than managing the PE department. He fully understood the reason for this and did not complain to inspectors; however, particularly in a YOI, the PE manager has a very important and demanding job to do in conducting programmes and maintaining appropriate standards in the PE department and should not be used on discipline duties. Both the Governor and the Head of Inmate Activity had supported his plans to increase the PE team to 15 by the autumn of 2000 which will be the minimum required to keep juveniles constructively occupied out of cell for 14 hours a day, seven days a week. We were pleased to note that the team will include two female PE officers.

1.128 We congratulate the Governor, Head of Inmate Activity and PE manager for the progress that has already been made in developing the PE department. The establishment, which was at a particularly low ebb at the time of our last inspection, has first class sports halls, playing fields and weights areas which are most useful assets. We are pleased to note that this includes the regeneration of the previously neglected and underused outside playing fields. But even these excellent facilities may not be enough to enable the programme to stretch young offenders in the way that they need, and we support the plan to convert the present staff rest restaurant to another fitness area. We note the plan to build a separate sports hall for the juvenile part of the establishment.

1.129 A strategic plan for the provision of psychological services should be developed. (7.26)
This recommendation had not been carried out.

1.130 An analysis of the increase in the number of assaults by prisoners on other prisoners should be carried out. (8.04)
An analysis had been carried out in June 1999, resulting in an increased use of the incentive and earned privilege scheme as part of the Anti-Bullying Strategy. There had also been increased emphasis on taking action against bullying behaviour, including young prisoners shouting through windows.

1.131 A strategy should be developed to reduce the use of C&R. (8.05)
The use of C&R appeared to have reduced since 1996. We were told that reduced use of force was a regular agenda item on monthly C&R meetings.

1.132 The use of mattresses should be considered in the special cells. (8.07)
The use of mattresses had been considered and it had been decided that young prisoners spent such short periods of time in the special cells that they were not necessary. Records of the use of special cells showed that young prisoners did, in fact, spend relatively brief periods in them. We were assured that a mattress would be provided in the unlikely event of an overnight stay.

1.133 The use of a juvenile as a cleaner in the segregation unit should stop. (8.08)
Achieved. The cleaner in the segregation unit was a older young offender.

1.134 The level of Mandatory Drug Testing should be increased. (8.09)
Mandatory Drug Testing (MDT) at Feltham was struggling to reach the levels required by PSO 3601. While random testing was close to the required 5% very little targeted testing was taking place. In addition no MDT was undertaken at weekends. We were told that this would be addressed from the 3^rd October 1999 when the re-profiling exercise would allow the necessary staff time to achieve targets.

There had been significant changes in the establishment’s drug strategy since our last inspection. A decision had been made not to develop a therapeutic programme for drug users and to concentrate resources instead in fulfilling the requirements of the national CARATS (Counselling, Assessment, Referral, Advice and Treatment Services). This was eminently sensible given the demands of providing a baseline service to such a large and fast changing population, whose substance abusing profile appeared not to have changed since our last inspection, including the use of crack cocaine by such a comparatively large percentage of young prisoners before custody.

1.135 The prisoners resource centre should continue to be funded. (8.15)
A decision to change the contractor (The Prisoners’ Resource Service) which had provided the specialist drug service to the establishment for the last four years had been taken, as a result of a national competitive tendering exercise. This meant that there would be a gap in service provision until the new contractor had recruited sufficient staff and they had established themselves in Feltham. Whilst we were not in a position to comment on this particular contract we recommend that the Prison Service considers carefully whether this type of tendering exercise is the most effective way of commissioning, services for young prisoners, particularly if it involves such an interruption to delivery.

1.136 There was is still much work to do before Feltham achieves the aims of both the Government’s and Prison Service’s strategies in reducing the harm caused by drug use to young people and the wider community. There is however definite evidence that renewed commitment in this area is strongly supported at a senior level.

1.137 During this unannounced short inspection we did not re-inspect the recommendations of the previous report about the construction and maintenance of the estate. However we were impressed with an initiative by the Governor concerning water pipes which could result in a saving for the establishment of up to £50,000.

1.138 Reception interviews should be carried out with a degree of privacy. (10.07)
Not implemented. These took place in a corridor just off of the main processing area, rather than in a specific room. The young prisoner and the officer carrying out the interview sat in a passage way which was part of the thoroughfare to the kitchen area, the medical room and the cells reserved for disruptive prisoners. As a result there was no privacy, and when reception was busy the area became noisy with many distractions.

1.139 An alternative method of providing meals should be introduced. (10.08)
Partially implemented. The kitchen provided a variety of frozen meals and bread, on a daily basis, which were heated up in a microwave in reception when young prisoners arrived. Prisoners still were not provided with a hot drink, only a drink of water if they asked for it.

1.140 The provision of basic reception information and reading material should be reviewed. (10.09)
Not implemented. There was a small notice on A4 paper in each of the holding cells containing details of the reception process. This should be made much more obvious. We also discovered three large noticeboards with these details on in a corner of reception. These should be put in prominent positions without delay. We found little other useful information in the holding rooms, but there was important information about anti-bullying and the BOV in the main processing area. Unfortunately prisoners were in this area for a very short time so were unable to read it. It would be more appropriately displayed in the holding rooms. There were no information booklets available nor were any arrangements made to cater for the needs of non-English speaking prisoners or those who were unable to read.

1.141 Closed Circuit TV cover should be improved. (10.09)
Not implemented. There was CCTV in four of the holding rooms. However there was none available in the room used to hold vulnerable prisoners or those at risk of self-harm. This room was of particular concern as there was no cell call bell and visibility and supervision of the area was poor. In addition an iron grill in the ceiling made an obvious ligature point. Use of this area as a holding area should cease or supervision and its suitability for its purpose should be drastically improved.

1.142 All new arrivals should be given the opportunity to shower. (10.10)
Not implemented. This was not given in reception allegedly due to lack of staff to supervise.

1.143 Unwashed dressing gowns should not be reused. (10.11)
Not implemented. Additional dressing gowns had been supplied since our last inspection. However we were told that if unused dressing gowns ran out unwashed ones were reused, but they were turned inside out first. This practice should cease.

1.144 Young offenders employed in reception should receive hygiene training. (10.12)
Not properly implemented. We were unable to check the extent of the training of these young prisoners, as the person who kept the records was unavailable. When asked, young prisoners stated they had received training although this appeared to be cursory. We repeat the recommendation.

1.145 The environment in reception was very poor. There is very little space the only search area creates a bottleneck. The whole area was dirty, the holding rooms being particularly filthy, with walls covered in graffiti. The neglected condition of reception created a very poor first impression of Feltham. The environment in reception should be improved, decorated and kept clean.

1.146 First receptions and those returning from court were correctly kept separate from young prisoners, but there was no facility to keep juveniles separate from those over eighteen.

1.147 Although new receptions were given a phone card to use the available telephone in reception was not suitably placed, being outside the holding rooms and in full view of everyone in the area. It had no privacy hood and the whole area around it could be extremely noisy. At the time of our inspection the telephone was not working and apparently had not been for the previous three weeks. Young prisoners should be given the opportunity to contact their family at some point during their first night in the establishment.

1.148 We were concerned about the procedures for changing young prisoners into prison clothing. They were strip-searched and given a dressing gown, their clothing having been removed. Having collected their prison issue clothing they were then expected to change either in a holding cell or in the passageway outside these cells, usually in full view of any other prisoners and staff in the area. The procedure is humiliating enough without being subjected to this additional distress: adequate provision should be made to provide young prisoners, particularly juveniles, with a suitable level of privacy.

1.149 We were also concerned about the lack of suitable procedures for taking care of young prisoners who had been identified as being vulnerable to suicide, when they arrived back into the establishment from court. Their wellbeing was not being assessed in reception and it should be.

1.150 In general staff in reception were working exceptionally well under the circumstances. They were not uncaring in their approach to young prisoners but, due to the pressures created by the sheer numbers they were required to process, simply did not have time to give new receptions the attention they needed. However we were pleased to note that young prisoners were located on to living units relatively quickly, rather than being kept for longer than necessary in such unsuitable surroundings.

1.151 All new arrivals and those who have changed status should be able to contact their families on the day of their reception. (10.15, 10.26)
Not implemented. While phone cards were issued on reception, the difficulties over actually using the available telephone are explained in paragraph 1.146 above. Once on the Induction wing, a worker from the pre-release programme saw all new arrivals and was prepared to make a call on their behalf, because they were not allowed to use the phones on the unit themselves. During the inspection we spoke to a number of juveniles and young offenders who had still been given no access to the phone on the day following their reception. We could see no good reason for this, particularly as during this period they spent long periods of time sitting in a holding room waiting to be seen by a variety of people. We recommend that procedures that ensure that young prisoners have access to a telephone within 24 hours of reception are implemented.

1.152 First night reception packs, which include reading and drawing material, should be introduced. (10.15)
Partially implemented. First night reception packs, included basic necessities, were being issued in reception. Reading and drawing materials were not included on the grounds that these were available ‘on request’ in the Induction Unit. In practice, however, new arrivals were unaware that they could make this request. Staff should offer these facilities to all new arrivals as a matter of routine.

1.153 Inmates should not be expected to carry out the staff task of answering cell bells. (10.16)
Implemented.

1.154 The cell check system should be made effective to ensure cells are clean. (10.17)
Not implemented. The general state of the cells on Lapwing, the Induction unit, was unsatisfactory; they were in a poor state of decoration and repair. Young prisoners complained in particular about the cold and that the blankets were dirty. One young offender told us that he had contracted scabies on the unit and several complained of developing rashes. There appeared to be no system of ensuring that blankets were regularly changed and cleaned. We recommend that the living conditions on Lapwing be immediately addressed by senior management and brought up to an acceptable level.

1.155 The induction programme should be greatly improved (10.20)
Not implemented. The Induction programme consisted mainly of a number of individual interviews with a variety of representatives of parts of the establishment. However the need to improve and expand the induction programme had been recognised as a priority by management and was included in the Strategic Development plan. An improved programme should be implemented as a matter of urgency

1.156 Induction and unit regime information should be clearly explained, presented and repeated as necessary. (10.21, 10.33, 10.47)
Not implemented. New arrivals were poorly informed and confused about what was happening to them. We were perturbed that some officers regarded the processes of induction as taking precedence over dealing with easily resolvable problems or concerns. We recommend that all young offenders and juveniles should be seen individually by a member of staff at the first possible opportunity after reception, to ensure that they are clear as to what to expect and to enable any immediate issues to be identified and addressed.

1.157 The quality of sentence plans should be improved and contain structured programmes of work and training. (10.39, 10.42)
Not implemented. Sentence planning, where it was taking place, was recognised as being inadequate and failing to reflect the requirements of recent policy developments involving CARATS and Youth Offender Teams. A review was due to take place with the intention of making sentence planning a key responsibility of the newly created Resettlement Group. Feltham however was having problems in recruiting staff to the Resettlement Group which was causing a delay both in improving quality and responding to the increased demands on sentence planning. Sentence planning is a key activity and plans to improve it should be expedited as rapidly as possible.

1.158 The work of the Personal Officers must include introducing themselves and recognising the demands young offenders can make. (10.35)
Partially implemented. The role of Personal Officer at Feltham was covered by Governors Order 7/99, which laid out some basic guidelines on its execution. It had, however, been overtaken by the demands of policy development and in particular the necessity of engaging young offenders in constructive programmes designed to decrease potential re-offending.

However the need to develop the role of Personal Officers had been recognised in that it was intended that they should play a central role in sentence management. This too was to be facilitated and supported by the Resettlement Group. It was unclear, however, as to how it was intended to provide training and support to Personal Officers, to ensure that they were able to meet the expectations of the post.

1.159 Personal Officers must ensure confidentiality is maintained. (10.38)
Implemented.

1.160 Links with outside agencies should be improved to obtain background information on young offenders and juveniles. (10.41)
Implemented. A positive attitude towards outside agencies working in partnership with staff at Feltham was much in evidence, Feltham is to be commended for developing links with the outside community. Attempts were being made to ensure that relevant background information on the young prisoner population was obtained. This will be developed further by the clear emphasis on the involvement of external agencies in sentence planning.

1.161 There should be guidelines and examples set by staff on the standards required of youngsters. (10.49)
Partially implemented. Different units still operated different incentive schemes with varying numbers of incentive levels. Some units had set out clear policies about the standards required of young prisoners, but others had not, nor could they enforce them. We were told that a standard Incentive and Earned Privilege scheme was to be introduced before the end of the year and we urge that this be done as soon as possible.

1.162 The Incentive scheme should more fully reward positive efforts. (10.51)
Partially implemented. Incentive schemes across the establishment tended to concentrate on the punishment of bad behaviour. However we were impressed by the number of staff who were aware of this tendency and were attempting to encourage the rewarding of positive efforts. Whilst a relatively high percentage of the establishment had earned the right to be on the enhanced (or equivalent) level of the incentive scheme, the number of youngsters allowed to enjoy an enhanced regime was limited for operational reasons. This is quite wrong. Privileges earned must be provided or the credibility of the scheme itself will be undermined. We recommend that the new Incentive and Earned Privileges Scheme, when introduced, rewards positive achievements and that the numbers on the enhanced regime be dictated by their behaviour and not limited by any other reason.

1.163 The dormitories should be taken out of use and converted into cells. (3.12, 10.53)
This recommendation had not been implemented. We repeat the recommendation that all the dormitories should be taken out of use and converted into cells.

1.164 Group Work should be introduced on Waite Unit. (10.59)
Implemented. A programme of group work had been introduced on Waite Unit facilitated by the Senior Psychologist. Uniform staff were presently observing classes with a view to them delivering the programme at an appropriate later date. This was an example of good practice

1.165 Access to a telephone should be provided on Waite Unit.
Implemented. A card telephone had been installed on the unit. Residents had access to the phone at least twice per week. This could be increased through positive behaviour.

1.166 There should be a full evaluation of the effectiveness or otherwise of Waite Unit. (10.60)
Not yet achieved. As group work had only been introduced in July 1999 it was too early to make any real sense of the impact of the work with young prisoners. However, we were impressed by the level of insight shown by young prisoners currently housed on the unit both in regard to the nature of their bullying behaviour and the consequences of their actions for their victims.

1.167 The quality of action plans for those felt to be at danger of suicide should be improved. (10.72)
Implemented. There had been a marked improvement in the quality of F2052SH documentation. This was possibly due to the creation and development of the Healthcare Outreach Team which was responsible for supporting young men in the general population considered to be at risk of suicide. The training of unit officers in the observation and support of those felt at risk should remain a priority.

1.168 The central register of those felt to be at risk of suicide should not be held in the Health Care Centre and its accuracy should be ensured. (10.72)
Implemented. The central register of those felt to be at risk of suicide was now held centrally, Outreach Team checking the status and accuracy of its records on a daily basis. The five full time staff on the Outreach Team were supported as necessary by other healthcare staff. Working on a similar model to that developed in the community, it was able to maintain an average caseload of 85 individuals each month. There was a clear need to train liaison staff on the wings to ensure good communication and partnership between disciplines.

1.169 More suicide awareness liaison staff should be trained. (10.73)
Implemented. There was concern that because the Outreach Team were being seen as specialists in working with those felt to be at risk of suicide, management of these individuals was no longer the responsibility of unit staff. Managers on units need to ensure that their staff are both aware of their primary responsibility for those at risk and are able to access relevant training.

1.170 Confidential access to the Samaritans should be improved. (10.74)
Not implemented. There was no confidential telephone access to the previously used Samaritans’ mobile phones, which had been withdrawn because of hoax calls to the emergency services. No alternatives had been developed. We repeat the recommendation that confidential access to the Samaritans should be improved.

1.171 A listener scheme should be introduced. (10.74)
Not implemented. There was no listener’s scheme as we were told the local Samaritans did not support their use at Feltham. It is unfortunate that there is no standard approach to the use of listeners or "buddies" in the young offender estate, with different establishments adopting different policies. Senior management should take responsibility for negotiating these issues and developing alternatives if necessary.

1.172 A crisis suite should be constructed. (10.75)
Not implemented. Although some safe cells had been created, healthcare staff would still like to see a suite being established. The Suicide Strategy Group should review this.

1.173 Young offenders and juveniles should be represented on the Race Relations Management Team (RRMT). (10.81)
Not implemented. The issue had been discussed at a recent RRMT meeting, but it had been suggested that youngsters may feel intimidated by inclusion at such meetings and that it would be more effective to have young prisoner groups, which fed their recommendations into the RRMT through a system of unit representatives. We urge that this issue is kept under review by the RRMT to ensure that youngsters have a input into these meetings.

1.174 The number of staff and managers from ethnic minority, especially Afro Caribbean, backgrounds should be increased. (10.83)
Partially implemented. The number of staff and managers from ethnic minority backgrounds was slowly increasing. There had been some proactive work with Hounslow equal opportunities team and the establishment was to be heavily involved in a careers fair aimed at ethnic minorities in the local area to take place in November 1999. In view of the current shortage of staff, and the need to recruit a considerable number to ensure delivery of the strategic plan, we believe that this issue is as much one for the Prison Service as for the establishment. However, while recruiting remains a local responsibility we recommend that the proactive work currently taking place to recruit staff from ethnic minorities should continue to be developed.

1.175 All staff in direct contact with youngsters should be trained to deal with the needs of young people. (12.06)
Partially implemented. "The Nature of Adolescence" courses had been planned for each month in 1999 except August and December to produce 100 trained staff. However, to date only 15 staff had been trained since the beginning of the training year in April, which we were told, was due to staff shortages. This is an essential element in the training of staff to work with young offenders. The recommendation remains valid and is therefore repeated.

1.176 The Time Off in Lieu (TOIL) owed to staff should be brought under control. (12.08)
Implemented. TOIL stood at an average of 12 hours, disproportionately affected by a number of senior and principal officers whose individual levels were high. Senior managers were addressing this issue.

1.177 A rota system should be introduced for the staffing of bedwatches. (12.09)
This recommendation had been superseded by the introduction of overtime payments for staff deployed on bedwatches.

1.178 The work of the institution and the use of staff should be re-examined. (12.10, 12.11)

1.179 The attendance patterns of the Gate senior officers should be reviewed. (12.12)

1.180 Cluster groups should be reduced to manageable sizes. (12.09)

1.181 Each group should have a single manager who should have total responsibility for deployment of his/her staff. (12.09)
Implemented. The above recommendations had been encompassed in a fundamental reprofiling exercise and new shift attendance patterns were to be introduced into residential groups during the week following this inspection. Work on operations group changes was still in progress.

1.182 Officers should be replaced by prison auxiliaries in the Gate and communications room. (12.12)
Implemented.

1.183 The work of the movements officer should be devolved to staff of the appropriate grade. (12.12)
Achieved.

1.184 Tasks devolved to prison auxiliaries should only be carried out by officers in exceptional circumstances. (12.13)
Achieved.

1.185 The majority of the work carried out by senior officers in the external group should be devolved to clerical staff. (12.13)
This was part of the operations group re-profiling which had been put on hold until the residential groups’ profiles had been implemented.

1.186 The recommendations from the 1996 inspection report should be implemented. (2.01)

1.187 The Prisons Board should ensure that young prisoners are held at Feltham in acceptably decent and safe conditions. (2.02)
There were 181 recommendations in the report following the 1996 inspection. The short unannounced inspection in 1998 revealed that little had changed and in many cases the conditions for and treatment of young prisoners had deteriorated. Hence the recommendation in the 1998 report that all the recommendations of the 1996 report should be implemented.

It is clear that dramatic improvements had been made in some key areas and that plans were well advanced in many other areas. However, it will be clear from this report that there were still many outstanding recommendations which have yet to be implemented, which is why a good number of them are repeated yet again. The effect of the strategic plan can be seen in improvements that are awaited, but it has not yet made any significant impact on the treatment and conditions of young prisoners.

1.188 An additional facility for young prisoners held on remand should be created in the vicinity of London. (2.03)
This recommendation was made to try to relieve Feltham of the "intolerable pressure" of being the only young prisoner remand centre serving London. We have already mentioned the proposed plan to build a new young offender establishment in Greenwich, to the east of London as we recommended. In the meantime, the identification of Chelmsford prison should ease the pressure by taking remanded young prisoners from that side of London, and be of considerable benefit to Feltham.

1.189 Every young prisoner held at Feltham should be assisted to prevent him reoffending. (2.04)
The whole of this report indicates that there are now substantial plans to improve the regime for young offenders. Some action had already taken place and more was due to follow imminently. However at the time of this inspection it has to be said that there had been no significant improvement in assisting young prisoners to prevent re-offending. We also remain concerned, as do senior management at Feltham, that details and funded plans are so dependent on successful recruitment and retention of staff, which is proving to be a most difficult problem.

1.190 A Director on the Prisons Board should be accountable for improvements to be made to the treatment of young people held at Feltham as identified in the time targeted action plan. (2.07)
A task force reporting directly to the Director General of the Prison Service was set up following publication of the 1998 report. The new Director General has reinforced the need for the operational line and the Assistant Director for young offender policy to work closely together in the development of regimes for young prisoners.

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All recommendations marked * are repeats from the last report

2.1 Consolidated and updated guidance on the use of seclusion and alternative approaches to managing disturbed behaviour should be issued. (1.6)

2.2 More employment opportunities offering work skill training should be provided. (1.55)

2.3 The Governor should be enabled to recruit the number of staff needed to run the establishment.

2.4 * Staff not working in Curlew Unit should be made more aware of its aims and tasks. (1.20)

2.5 All child protection procedures should be reviewed. (1.21)

2.6 * There should be a standardised policy on display of offensive material. (1.22)

2.7 * A programme of redecoration and refurbishment (including the installation of privacy screens) should be implemented as a matter of urgency to improve the condition of cellular accommodation identified as being in a poor condition. (1.24)

2.8 Accommodation designed to hold one young prisoner should not be used to hold two. (1.24)

2.9 All showers should be refurbished and the ventilation and drainage improved. (1.24)

2.10 * The Education department should have closer involvement with each young prisoner at their induction phase. (1.31)

2.11 * Education should be fully able to support all cultural needs as and when required. (1.33)

2.12 * The Head of Activity and Services should take steps to ensure the punctual arrival of young prisoners for classes. (1.37)

2.13 The education department should be better informed about young people who are unemployed so that staff can contact them directly. (1.39)

2.14 Education department staff should have better access to individual records and psychological screening information for assessing the risk posed by young prisoners on education. (1.40)

2.15 The education department should be more closely involved in the sentence planning and the preparation of court reports. (1.41)

2.16 Staff development should be targeted on key skills and TDLB assessor awards. (1.42)

2.17 There should be a better balance between full-time and fractional or sessional staff. (1.43)

2.18 More work should be done on identifying the most able young prisoners and making provision for them. (1.44)

2.19 * Young prisoner access to the Library should be improved. (1.46)

2.20 The quality of records and their untimely forwarding from one establishment to another needed urgent attention. (1.49)

2.21 * A needs analysis exercise should be undertaken. (1.55)

2.22 * Visitors should be called to the visits area from the Visitors Centre. (1.59)

2.23 * The use of Prison Auxiliaries/OSG should be increased. (1.60)

2.24 * The vulnerable young offender’s waiting room and toilet should be redecorated. (1.62)

2.25 * The establishment should employ appropriately qualified staff to run the crèche facility if there are not sufficient volunteers. (1.63)

2.26 * Hygiene training should be given to all of those involved in the preparation and serving of meals. (1.65)

2.27 The design problems within the kitchen should be reviewed and resolved. (1.72)

2.28 The practice of putting food on trolleys early is unacceptable and should cease with immediate effect. (1.73)

2.29 Young prisoners should be allowed to take food to court with them. (1.74)

2.30 Young prisoners serving food should be provided with the correct clothing and hats. (1.75)

2.31 * A strategy should be developed to restore confidence in the cleanliness of the blankets. (1.80)

2.32 * A relief laundry worker should be appointed. (1.82)

2.33 * A patient’s charter should be provided. (1.88)

2.34 Staffing levels should be reviewed and linked to a needs assessment. (1.92)

2.35 *The Health Care Centre should be taken off the prison’s Certified Normal Accommodation. (1.94)

2.36 An audit of patients with serious mental health problems should be undertaken in conjunction with EHH health authority and the London regional mental health lead. (1.99)

2.37 The waiting area for patients should be improved. (1.104)

2.38 *An audit should be undertaken to assess the reasons for late identification of mental disorder. (1.116)

2.39 * A room suitable for its purpose should be provided for medical receptions. (1.118)

2.40 * A psychiatrically qualified health care worker should be on duty in reception. (1.119)

2.41 * Contact should be improved with external agencies that will provide supervision when Young Offenders leave custody. (1.122)

2.42 The PE staff should be able to regulate the showers manually. (1.123)

2.43 The PE manager should not be required to carry out discipline duties. (1.126)

2.44 * The provision of basic reception information and reading material should be improved. (1.139)

2.45 The holding room used for vulnerable prisoners should either cease to be used as a holding area or the supervision and suitability of it should be drastically improved. (1.140)

2.46 The practice of using unwashed dressing gown should cease. (1.142)

2.47 The environment in the reception area should be improved, decorated and kept clean. (1.144)

2.48 Young prisoners should be given the opportunity to contact family at some point during their first night in the establishment. (1.146)

2.49 Adequate provision should be made to provide young prisoners with a suitable level of privacy particularly bearing in mind the needs of juvenile prisoners. (1.147)

2.50 The wellbeing of young prisoners on an open F2052SH should be assessed in reception. (1.148)

2.51 The establishment should implement procedures that ensure that young prisoners have access to a telephone within a reasonable time, following reception. (1.150)

2.52 * Staff should offer reading and writing materials to new arrivals as a mater of routine. (1.151)

2.53 The living conditions on Lapwing should be immediately addressed by senior management and brought up to an acceptable level. (1.153)

2.54 * An improved programme should be implemented as a matter of urgency. (1.154)

2.55 All young offenders and juveniles should be seen individually by a member of staff at the first possible opportunity after Reception to ensure that they are clear as to what to expect and to address any immediate issues. (1.155)

2.56 * The quality of sentence plans should be improved and should contain structured programmes of work and training. (1.156)

2.57 Senior Management should ensure that the role of the Personal Officer is developed to facilitate its participation in the multi-disciplinary approach to youth offending. (1.157)

2.58 * There should be guidelines and examples set by staff as to the standards required of youngsters. (1.160)

2.59 A new Incentive and Earned Privileges Scheme should be introduced. (1.161)

2.60 The training of unit officers in the observation and support of those felt at risk should remain a priority. (1.166)

2.61 Liaison staff on the wings should be trained to ensure good communication and partnership between disciplines. (1.167)

2.62 Managers on the units should ensure that their staff are aware of their primary responsibility for those at risk and that they are able to access relevant training in suicide prevention. (1.168)

2.63 * Confidential access to Samaritans should be improved. (1.169)

2.64 * A listener’s scheme or alternative should be introduced. (1.170)

2.65 * The Suicide Strategy Group should review the need to establish a crisis suite. (1.171)

2.66 The RRMT should ensure that youngster have an input into RRMT meetings. (1.172)

2.67 The proactive work currently taking place to recruit staff from ethnic minorities should continue to be developed. (1.173)

2.68 * All staff in direct contact with youngsters should be trained to deal with the needs of young people. (1.174)

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Appendix 1 - Management Structure

Appendix 2 - Inspection Team

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Other Inspection Reports

HM Inspectorate of Prisons

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