16. TRAINING

Introduction

16.1 This section of the Prison Service's comprehensive statement deals with

various training issues in the following order:

1) Training policy

2) Prison Officer Entry Level Training

3) Juvenile Awareness Staff Programme

4) Information flow and use of information

5) Security training and use of information

6) Local training

7) Leadership and Management Development

16.2 While this section provides some information on Prison Service healthcare

and diversity training (particularly in relation to Prison Officer Entry Level

Training), full accounts of training in these areas are given in the sections

dealing with those topics.

Training Policy

16.3 The Prison Service's training policy is set out in PSI 09/2003 and PSI

22/2004. The intention behind those instructions and an account of the Prison

Service's training policy generally is given in PW3. Except where indicated in

this statement, the information provided in PW3 remains current.

Prison Officer Entry Level Training (POELT)

16.4 As explained in paragraph 9 of PW3, the Prison Service introduced a pilot

revised POELT course in late 2004. The revised course became live from

February 2005. POELT is subject to continual review and improvement; it is

not the end of a new officer's development. The course provides a

foundation-level training and so new officers are not fully and independently

operational on their first day following completion of POELT. They need

support and further development once at their home establishment.

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16.5 In July 2003 a Course Review was undertaken at the Prison Service College

at Newbold Revel as part of the process of quality assurance for educational

courses. The Panel, consisting of Governors, College staff and external

educationalists from Higher Education, reported that they acknowledged the

current POELT had undergone significant changes over the previous 12

months. They applauded the efforts of all staff involved in delivering to a high

standard a complex course. The Panel also noted that the majority of student

feedback had been positive.

16.6 However, the Panel concluded that from an educational perspective there

was need for further work. Some of its recommendations included:

• Linking the training to NVQ and National Occupational Standards;

• Reviewing course aims and objectives;

• Giving attention to how the course is assessed;

• Having greater integration of some subjects, such as diversity and

mental health; and

• Creating a more robust partnership between establishments and

the College.

16.7 In response to the Panel's recommendations, the Head of POELT

strengthened the POELT delivery team and established more robust links

between the delivery in establishments and the Prison Service College. The

decision was taken to use the Panel's recommendations as a catalyst for

updating the POELT Course. A Senior Academic from the University of

Hertfordshire was seconded to the POELT team, to work with them in

redesigning the course, course material and assessment strategy.

16.8 The course aims and objectives are now based on NVQ and National

Occupational Standards at Foundation level. Additionally, links have been

made; for example race and diversity, mental health awareness, self-harm

and suicide reduction were crossed referenced with the health service's The

Ten Essential Shared Capabilities (Doll 2004). The Ten Essential Shared

Capabilities, developed in consultation with service users and carers together

with practitioners, provides, in one overarching statement, the essential

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capabilities required to achieve best practice for education and training of all

staff who work in mental health services.

16.9 As the course has been developed very much as a 'foundation' training, some

subjects have been removed from the delivery and given as student

reference material. The reference material has been reduced in volume,

presented in a more user-friendly way and in corporate style. Consequently,

students are encouraged to undertake directed learning, for example, by

reading PSOs on the intranet. The students are also directed to reference

material to supplement the training, for example websites such as

http://dspace.diaLpipex.com/bob.dunning/bobthe.htm, which is an excellent

site with many links to other relevant mental health web pages,

www.cre.gov.uk (Commission for Racial Equality) and www.doh.gov.uk

(Department of Health).

16.10 Trainer notes are now in a corporate style and include structure, timings and

directions for delivering the material. A corporate lesson plan has also been

produced for trainers. Student pre-reading is no longer a prerequisite for all

sessions and there is no testing before the material is taught.

16.11 Students are no longer required to complete a Personal Development

Portfolio (PDP) but are asked to compile a reflective journal that will help

them and trainers to identify their development. The assessment now

involves both formative and summative assessment of both knowledge and

skills.

FormaUve assessment

16.12 This is carried out during employment or the coupe of study being

undertaken. It:

• Gives feedback

• Records progress

• Allows candidates to rectify mistakes

• Allows trainers to modify training

• Monitors training

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• Builds on positive achievements

• Test the whole learning event

• Is continuous

• Is closely linked with guidance and support

16.13 Characteristically formative assessment is informal and can range from a few

confirmation questions at the end of a session to a mock exam or practical

assessment.

Summative assessment

16.14 This is the final assessment which occurs at the end of a period of

employment or when a person completes a course of study. It:

• Provides information for employers

• Provides information for certification

• Lists achievements

• Aids evaluation

16.15 Summative assessment is generally a formal process. Examples could

include, an exam with a minimum pass mark, or a practical demonstration of

a skill with only a limited amount of errors.

16.16 It is important to note that if an individual fails to meet the criteria of a

summative assessment there is then a necessity for further action. Further

action could be a period of retraining followed by a reassessment or the

candidate fulfilling the training deficiency by following an agreed action plan.

16.17 Good interpersonal skills, establishing rapport and stress management have

often been cited by leading academics as either some of the key factors

necessary for dynamic security or elements missing from prison officer

training. In response to these criticisms and feedback from establishments,

subjects such as interpersonal skills have been introduced into POELT.

Interpersonal skills, together with mental health, race and diversity, violence

reduction and safer custody, have been included as distinct subjects within

the early part of the course and are revisited within other sessions.

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16.18 The aim is for students to have a foundation knowledge and skill base, which,

after the initial college period, would be developed in the following

probationary period and then throughout their professional career.

Reflection

16.19 An important element of the new POELT course is the completion of a

'Reflective Journal'. Reflective writing in the form of a journal is becoming one

of the main ways in which teaching at school, college and university focuses

students on their own practice as a source of learning. It also gives the

student confidence to relate their practice to their understanding of the

teaching and learning process and the learning context in which it takes

place. Research in this area shows that, while people can choose quite

different styles in which to write their journals, there is general agreement that

reflective journals should record:

i. summaries of teaching sessions;

ii. examples of learning events (for example while doing an exercise

in class or within the college grounds);

iii. scrutiny of the event linking in both the teaching sessions and the

wider learning environment, (that is, while in establishment); and

iv. suggestion(s) of way in which the scrutiny can inform their future

learning.

16.20 In writing a journal, it is important that entries are made frequently and that

time should be made, as near as possible to the incidents being recorded, so

that all four of the above issues can be worked through. Students are also

encouraged to use their journal time to look through previous journal entries

to assess if general themes are forming which might need a separate focus -

particularly if the outcome of a similar incident has been affected by the study

of a previous journal entry. A student will be able to identify, using the

reflective cycle:

• What happened?

• What they were thinking or feeling at the time?

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• What was good or bad about it for them?

• What sense they made of it?

• What else could they have done?

• What could they do differently, if the same or a similar thing

happened again?

16.21 At the end of the course, the journal should be kept as part of their

continuous development. Early indications from the students and trainers are

that the reflective journal has been an invaluable learning tool for students

and that there is clear evidence that the students are linking different parts of

the taught components. Additionally, the journals are proving to be an

excellent means for students to identify their own strengths and weaknesses.

Developing as a lifelong learner

16.22 The importance of training and personal/professional development cannot be

stressed enough. The benefits of continual learning are many. They include:

• Improved practice by improving knowledge and skills.

• Career progression through continuing education and

development.

• Self-awareness, which can improve team working.

• Self/peer support and better self-confidence and motivation.

16.23 The POELT course is the first step along this route for prison officers. The

revised version of POELT will have a major impact on the quality of prison

officers' interpersonal skills, their understanding of mental illness and safer

custody issues generally. Additionally the students will have a greater

understanding of how race and diversity underpin all aspects of the dynamic

security of prisons. The course will give prison officers a foundation upon

which they can build their professional career.

The structure of the POEL T course

16.24 The following documents are used on the course:

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POELT Trainer Manual

POELT Training Material

POELT Student Manual

These course materials are documents 83 to 85.

16.25 POELT is an 8-week course, with training shared between home

establishments and a training venue, which may be the Prison Service

College at Newbold Revel or a local training centre.

16.26 The weekly delivery pattern is 1-3-1-3. The first week is for induction at the

prison. A total of six weeks is spent at the college, split by Week 5 back at the

prison.

Week 1 - Establishment induction

16.27 New officers spend the first week of training at their home establishment.

They complete the compulsory sections of the POELT pre-course training -

Key Security and Chaplaincy - and attend the local orientation and/or

induction programme.

Weeks 2, 3 and 4 - PSC Newbold Revel (or local training centre)

16.28 These weeks involve an intensive combination of classroom based learning,

practical training and team building exercises. Formative assessment

(discussed in detail below) throughout helps students to identify their

progress and development needs. A written exam confirms learning at the

end of this phase.

Week 5 Establishment based week

16.29 Week 5 is an important element in the new officer's continuous professional

development. Trainees have the opportunity to get to know their colleagues

and workplace. Most importantly, local POELT/Training Managers ensure

that students achieve the Establishment Based Learning Objectives listedbelow.

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• Discuss and adjust their Week 5 programme to meet local needs.

• Meet their line manager and mentor.

• Visit their work area, which should ideally be Residential-based for

their first year. They should participate in wing-based activities with

the guidance of their mentor or experienced colleagues.

• Meet Healthcare staff to discuss local healthcare issues.

• Under supervision, take part in rub down and full searching

(previously known as strip-searching).

• Use the radio under supervision.

• Meet the Diversity Officer to discuss local roles and procedures.

• Under supervision, take part in cell searching and Accommodation

Fabric Checks.

• Observe prisoner application procedures and general wing

routines and procedures.

• Observe an adjudication.

• Observe outgoing and oncoming staff handover procedures.

• Lock and unlock cell doors under supervision.

• Observe an external escort.

16.30 Managers encourage students to practice as many new skills as possible.

The different experiences of students in Week 5 are discussed and compared

later in their POELT course.

Weeks 6, 7 and 8 - PSC Newbold Revel (or local training centre)

16.31 This period consolidates earlier learning and provides new skills and

knowledge through realistic prison-based scenarios. Classroom work

continues, with more practical assessment - including Control & Restraint.

There is a second exam to pass prior to successful completion of the course.

The graduation ceremony is held on Friday morning of the final week of the

eight-week POELT course.

Assessment during POEL T

16.32 One major change with the latest version of the POELT course is the waystudents are assessed.

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16.33 Assessment is vital to ensure that the specific aim and several objectives that

every session in the POELT course contains, and which must be met by the

end of the lesson, are achieved. This checking is done through observation

and assessment of the practical lessons, formative questioning for the more

theoretical subjects and two summative assessment exams.

16.34 This degree of assessment is particularly important as trainers have the

ability and skill to amend lessons to take account of the differing learning

groups and their preferred learning styles. Indeed, there is a requirement for

trainers to take account of differentiation in the classroom. Also, trainers have

all developed their own lesson plans as each trainer has their own preferred

style. Consistency is maintained by trainers covering in each session all of

the key points, aim and objectives, which are checked by way of assessment.

16.35 The course has both formative and summative assessments throughout in

both knowledge and skills. The formative element is simply a means of

developing the students' knowledge and skills through

teaching/demonstrating, before the students are either assessed or asked to

practice a skill. Feedback is then given to the student by the trainer in such a

way as to help them improve or develop. It is not a case of passing or failing.

Finally the student is formally assessed (summative). Here the student is

either passed as competent or referred and will have to be reassessed. Both

the knowledge and skill elements have to be passed before a student is seen

to have completed the college part of the course.

16.36 No formal grading is awarded. On completion of the course, the student is

qualified as follows:

a) A 'capable student' - capable of carrying out all the duties of a Prison

Officer at Foundation level.

b) An 'at risk student' - capable of carrying out all the duties of a Prison Officer

at Foundation level, under supervision. Such students undergo continuation

training before being reassessed in respect of the outstanding objectives.

16.37 Trainers use a range of formative and summative assessment techniques to

test essential knowledge, skills and attitude during POELT. There is ongoing

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continuous assessment of commitment and attitude as well as practical

assessment of control and restraint and searching techniques and the two

written exams.

16.38 In order to ensure a standardised approach, all trainers are briefed during

training on procedures for carrying out summative assessment. The team

leader will carry out sample summative assessments throughout the course

to ensure that consistency is maintained. Should trainers experience difficulty

they should seek advice from the Lead Trainer.

16.39 The exams form part of the overall assessment. They are not a stand-alone

measure of ability. Students are encouraged to keep them in perspective.

16.40 The exams are in Week 4 and Week 8. They cover the subject material from

the preceding weeks. There are three sections of about 20 questions each in

the exams.

• In Section One students must chose the correct answer from those

given.

• In Section Two students must decide whether a statement is true

or false.

• In Section Three students are asked for short, factual answers

recalled from memory.

The information needed to answer the exam questions is in the student's

reference material given out during the course.

16.41 Those referred at the first attempt will be given limited remedial instruction

and then retested. Those referred a second time will be retested without

additional instruction. Those failing on their third attempt will be given

structured, supervised continuation training before being reassessed in

respect of the relevant objectives.

16.42 Should a student be referred on a third occasion for a practice element of the

course, any subsequent reassessment must be undertaken in the student's

establishment by the training manager or NVQ assessor.

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16.43 As trainers use an ongoing assessment process, they will not fail a student

who has difficulty in only one area, be it an exam, an assessed observation or

difficulty in understanding a particular issue or subject. However, if a student

continually fails to meet the requirements of the course, whether in terms of

performance, conduct, attendance or commitment, then trainers will contact

their home establishment with a recommendation as to their suitability to

become a prison officer.

Student reference file

16.44 Students are given a Student Reference File at the beginning of the course.

They will build this up over the course. It will include:

• Factual information on the subjects taught

• Teaching aids used, such as handouts

• Personal notes

Students are also expected to complete their daily reflective diaries.

16.45 Trainers keep and update a student file containing the following:

• Trainer's weekly assessment sheets

• Observation records showing competence in practical skills

• Exam/test/assessment results

• Classroom based activities sheets

• Reference information for use during and after POELT

These records are used during student tutorials and where appropriate will be

given to the students to place in their reference files as evidence of

achievement.

Written reports

16.46 Trainers provide a written report on every student at the end of the course.

This includes comment on their overall performance, general attitude, exam

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scores and a list of skills tested during simulated observations. Serious

concerns will be referred to the establishment and the student in advance.

Local defivery of POEL T and transition to the revised course

16.47 Currently around half of new officers currently attend the POELT course at

the Prison Service College, Newbold Revel, while the rest attend courses

delivered locally. Owing to the fact that not all local POELT trainers have yet

been trained in delivery of the revised course, some of these are still

delivering the Phase 1 version of POELT rather than the new course.

16.48 By way of example, POELT is delivered to students at the following

establishments as follows:

• Feltham and Wormwood Scrubs: Phase 1 POELT delivered at

Feltham (the revised course will be delivered from August 2005).

• Lancaster Farms and Hindley: the revised course is delivered at

Wymott.

• Parkhurst and Pentonville: the revised course is delivered at

Newbold Revel (but some trainees from Pentonville attend the

Feltham POELT).

• Wayland: the revised course has been delivered from 23 May

2005 at Stirling House, Suffolk.

16.49 As well as monitoring the quality of training delivered at Newbold Revel, the

Training and Development Group carry out structured Quality Assurance

visits to local training centres. The Training and Development Group use

FENTO (Further Education National Training Organisation) assessment

criteria to conduct observations of trainers and provide verbal and written

feedback to identify their strengths and areas for development. Assessors

review the suitability of local training facilities and have discussions with

students. Their visit reports contribute towards the improvement of POELT

and indicate which centres are suitable for future use.

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Content of the course

16.50 By way of example of the content of the course, the following are topics

covered in varying degrees of detail during POELT. It is important to bear in

mind that POELT is aimed at the general residential wing officer. It cannot

cover all possible roles that officers may fulfil during their careers in the

Prison Service. In devising the revised course, the Training and Development

Group's POELT team carried out an assessment of the core requirements of

new residential officers in order to identify what topics trainers should teach

and to what depth those topics should be taught. For example, cell sharing

risk assessment and the use of the PER form are tasks for officers with

specific roles, especially reception staff. Additionally, Safer Custody Group

have particular responsibility for cell sharing risk assessment. The POELT

course can do no more than provide an introduction to these topics.

Use of information

16.51 Intelligence gathering and report writing are vital components of the POELT

course (see Training Manual sessions 21, 26, 27).

16.52 As well as covering report writing, Security 5 includes an introduction to the

role of the Discipline Office in the flow of information. However, as POELT

training sessions do not have access to IT, much of the topic is only dealt

with in depth at the students' establishments.

Cell sharing risk assessments

16.53 POELT has no specific sessions that concentrate on risk assessments.

However, within 'Security 4 - Wing Security' documentation relating to all

wing activities, including cell sharing risk assessments, is discussed and

shown to students.

Prisoner Escort Record (PER)

16.54 Officer's use of the PER form is included within POELT (session 23).

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16.55 The PER form is shown to students and its purpose as part of the equipment

required for an escort is explained to them.

Mental health

16.56 Mental health is mainstreamed throughout POELT, it being evident within, for

example, the diversity and search sessions. An example is the approach to a

prisoner's refusal to undergo rub down searches, which is no longer that of

suspicion. Students are actively encouraged to pursue any mental health

issues that may be displayed by the individual. POELT Training Manual

session 10 is specifically about mental health, and session 13 deals with

suicide and self-harm. The training material used in the POELT course was

developed with specialist healthcare input.

Personal officer training

16.57 There is nothing specific within the POELT course on the personal officer

scheme. However, like mental health, the tools a personal officer requires are

woven into other sessions; for example, there are sessions on interpersonal

skills and diversity. The new course focuses upon the 'softer', more pastoral

skills, to begin with, before concentrating upon the prison aspects.

16.58 There is also no national training course available. However, a training

module on personal officer schemes is currently in development. There are

local arrangements for this training, which are dealt with below.

Cell searching and fabric checks

16.59 Cell searching is trained within POELT (Training Manual session 20). There is

also a Dedicated Search Team course, targeted at Category A

establishments.

16.60 Fabric checks are covered fully in security 4; students are assessed carrying

out accommodation fabric checks using national occupational standards.

16.61 Training for cell searching and fabric checks is carried out in mock cells that

represent single and shared accommodation. The cells contain typical prison

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furniture, clothing, prisoner possessions and certain unauthorised articles.

The cell searching session in the trainers' manual gives a description of how

the session is taught.

Responding to incidents

16.62 Session 26 (Security 6, Incident management) gives an overview of how to

manage an incident that may occur on the wing at any time.

16.63 Session 11 (Security 2) deals with hostage taking.

16.64 Session 19 (Security 4) deals with all aspects of Wing security, and handing

over from night duty to day and day duty to night.

Incentive and earned privileges

16.65 An introduction to the incentive and earned privileges scheme is contained in

the student reference file section of the POELT student manual and students

are expected to read this during the course. Substantive training on the

scheme is then provided at the students' home establishments.

Reporting wrongdoing

16.66 PSOs 8605: Reporting Wrongdoing and 1215: Preventing and Handling Staff

Wrongdoing (documents 45 and 46) set out how the concerns of staff,

including concerns about mistreatment of prisoners, should be raised and

dealt with (for further information see the Reporting Staff and Raising

Concerns section of this statement). The POELT team, together with the

Professional Standards Unit, have devised a session on reporting

wrongdoing, which to date has been delivered to some student groups with

the intention to roll the session out to all students. Rollout is scheduled before

the end of June 2005. A copy of the draft module is document 86. The

"whistle blowing" leaflet (document 47) is also given to entrant officers when

they begin their training.

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Juvenile Awareness Staff Proqramme

16.67 Young offenders institutions also run the Juvenile Awareness Staff

Programme (JASP), a seven-day participative programme approved by the

Youth Justice Board that seeks to prepare staff for working with under-18s in

Prison Service custody. Among the establishments whose staff benefit from

this programme are Hindley and Feltham.

Background

16.68 The introduction of JASP and associated elements of staff training was

intended to address the following problems:

• No specific training available for those working with children and

young people in Prison Service accommodation.

• Uncoordinated training provision across the estate.

• Lack of incentive to work with juveniles.

• No nationally recognised juvenile specific qualifications for staff.

16.69 The then Head of Staff Training and Development carried out a review of staff

training across the secure estate. A decision was made, in partnership with

the YJB, to develop a National Qualifications Framework (NQF).

The present

16.70 The situation has improved as follows:

• National Qualifications Framework introduced in 2004. A copy is

attached as document 87.

• YJB corporate target 6:"80 % of staff working with Juveniles

helped to gain a professional qualification by April 2006".

• Targets agreed between the Prison Service, YJB and the Home

Office. As of the 1 April 2005, 347 Officers and 311 other staff

have been trained in JASP or PCEP (Professional Certificate in

Effective Practice).

• There are 57 Trainers trained to deliver JASP in establishments.

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• The Prison Service has exceeded the 2004/5 targets.

What is JASP?

16.71 JASP is a multi-disciplinary, modular, foundation-training programme for

those who work with children and young people in custody. It was developed

in partnership with the YJB, The Trust for the Study of Adolescence (TSA),

Staffordshire Area Child Protection Committee, Training Consultants,

Establishments and other key stakeholders.

16.72 JASP is considered to be the minimum standard required for those working

with young people in custody and forms part of the Gateway Access

Programme. It consists of seven taught days in length and is delivered in two

parts as follows:

JASP 1

Topic Duration

Child Protection 1 day

Understanding and working with

Children and Young People in Custody 2 days

JASP 2

Topic Duration

Understanding the Youth Justice System 1 day

Vulnerability Training 1 day

Training Planning and Resettlement 1 day

Managing Difficult Behaviour ½ day

Final Student Assessments ½ day

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16.73 Students are issued with a resource pack and a participants pack which

contains all the information they will required for the course and serves as a

reference for their time working within the Juvenile Secure Estate.

The future

16.74 JASP needs to be a dynamic programme if it is to continue to be fit for

purpose. A review is underway which will consider changes in light of:

• The Children Act 2004.

• Every Child Matters: A change for.

• Children's Workforce Strategy.

• The Common Assessment Framework.

• The Common Core.

• Changes in legislation.

16.75 The following changes will be managed in 2005:

• Development of a ½ day modules in Mental Health, Substance

Misuse and Safeguarding.

• Seek accreditation of the programme.

• Retrain the Trainers.

• Selling JASP to a wider market.

Information Flow and Use of Information

16.76 In addition to the training officers receive during the POELT course and from

their home establishments, the Prison Service provides training in how to use

its computer systems. An important new information resource is also provided

by the training officers receive as part of the Assessment, Care in Custody

and Teamwork programme.

LIDS (Local Inmate Data System)

16.77 The National Offender Management Information System (NOMIS) will provide

replacement functionality for the LIDS system. This is a centralised system,

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so data will be available between establishments automatically, and it is a

fully integrated IT programme designed to support offender managers in both

the Prison and Probation Services.

16.78 The LIDS training material is document 88.

Offender Assessment System (OASys)

16.79 The Training and Development Group have now taken on OASys training

following the initial rollout of the system.

16.80 OASys training for practitioners in the Prison Service (assessors, supervisors

and administrators) includes risk assessment, interviewing and IT skills. For

general OASys users in prisons a Computer Based Training (CBT) package

has been developed and is accessible from the OASys website on the HMPS

Quantum Intranet.

16.81 As part of the implementation programme for the Prison Service a

comprehensive training course was developed by the project training team in

discussion with NPS training colleagues and delivered by a dedicated OASys

team based in (the then) What Works in Prison Unit in Prison Service

Headquarters. The project training team finished its work on 14 December

2004 having delivered a national training programme on target and on

budget. A limited number of contracted out prison staff also received training.

With effect from April 2005 the Prison Service Training and Development

Group based at Newbold Revel delivers OASys training.

16.82 The OASys rollout-training course consisted of two one-day introductory

sessions on risk assessment and interviewing skills for assessors and

supervisors, a two-day course on use of the business process and underlying

IT systems and a period of personal practice followed by a competence test.

16.83 The training course has since been further developed with the business

process, underlying IT, personal practice and competence test being

incorporated into a four-day event. The two one-day introductory sessions on

risk assessment and interviewing skills are unchanged.

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16.84 Upon successful completion of the training course, and competence having

been demonstrated through assessment, access to the live system is granted

at the appropriate level.

Assessment, Care in Custody and Teamwork (ACCT)

16.85 PSI 18/2005 introduced the Assessment, Care in Custody and Teamwork

(ACCT) programme. The Training and Development Group have taken

responsibility for ACCT training from 1 June 2005 and Appendix D of the PSI

(document 89) explains what is comprised in the training courses.

16.86 ACCT is the Prison Service's risk management process. Currently it is being

phased in as a replacement for the F2052SH process.

16.87 ACCT introduces two new roles:

• The ACCT Assessor (to ensure that prisoners identified at risk

receive an assessment of their needs and risk - to allow care to be

individual).

• The Case Manager (to ensure that the care planned is actually

delivered).

16.88 Staff who play both of these roles require specific training. In addition,

although the actual responsibilities of the majority of prison staff remain the

same as under the F2052SH system, staff need to contribute to a care

system that is more flexible, individualised, involves the prisoner/trainee in

his/her own care more and may manage people who use self-harm to

manage painful feelings and memories somewhat differently from those who

are at acute, immediate risk of suicide. Therefore all staff receive training in

the new system.

16.89 Training is a major part of preparing to implement the ACCT Approach.

16.90 A description of the content of the training courses, who delivers the courses

and who they are delivered to is provided below.

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16.91 Trainers from establishments are being trained to deliver the courses at

national (and sometimes area)"Train the Trainer" courses. The programme

of Train the Trainers courses has been run by Safer Custody Group with

support from the Training and Development Group.

ACCT Foundation Module

16.92 The Foundation Module covers Self-harm and Suicide, ACCT process and

documentation, and a case study using the ACCT process to plan care. The

learning methods are presentation, discussion and workshop with handouts

of the ACCT pocket book for all staff. The foundation module lasts 3 hours

and is classified as Basic Level training.

16.93 The Foundation Module replaces the Suicide Prevention "core module' for

staff in ACCT sites. It is delivered by the Local Safer Custody Associate

Trainers, Suicide Prevention Co-ordinators or other staff from the

establishment who have the following characteristics:

• Comfortable with open, direct talk about suicide.

• Have some experience of talking to suicidal prisoners.

• Able to present to groups of 12 or more.

• Able to facilitate discussion.

• Respect people from diverse backgrounds.

16.94 All staff in contact with prisoners should receive the Foundation module.

ACCT Unit Manager Manager training

16.95 This training is divided into three parts. Part 1 covers Self-harm and suicide,

ACCT process and documentation. Part 2 covers mental disorder and

suicide, substance dependence and suicide, estimating risk and taking

immediate action. Part 3 covers Care-planning, including reviewing risk over

time.

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16.96 The learning methods are again presentation, discussion, case studies and

workshop, with course length being 6 hours. The course is classified as

Intermediate Level training.

16.97 The course is delivered by a pair of establishment trainers, one of whom may

be a Safer Custody Associate Trainer, Suicide Prevention Co-ordinator of

senior officer grade and the other should ideally be someone who uses

person-centred care-planning in their professional work (for example,

Probation Officer, Psychologist, mental health worker). Both trainers should

have the characteristics outlined in the "ACCT Foundation Module" section

above.

16.98 All Senior Manager/Unit Managers, including the Healthcare Manager and

Night Orderly Officers should receive this training.

16.99 Note 1: STORM (Skills Training in Risk Management) can substitute for Part

2 of the Case Manager training only.

16.100 Note 2: Case managers who have completed the foundation module do not

need to do it again as part of Case Manager course.

ACC T Assessor training

16.101 A three-day course for ACCT Assessors is available. This course covers the

role of the ACCT Assessor, signs and symptoms of mental disorders,

communication and documentation skills, estimating suicide risk, carrying out

the ACCT Assessment, liaison with Case Manager and other staff and care

planning. It is possible to deliver it as 3 days together or on three separate

days. Staff from Bournemouth University Institute of Health and Community

Studies and HM Prison Service developed the course. It has been through

eight pilot deliveries and been thoroughly and positively evaluated.

16.102 The course should be delivered to ACCT Assessor teams by a pair of

trainers, one of whom has experience of working with prisoners/trainees with

mental disorders. Both trainers should have positive attitudes to

prisoners/trainees, a flexible attitude to suicide, good communication skills

and good presentation skills.

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16.103 In addition, ACCT Assessors should receive training that allows them to the

opportunity to practise under supervision and receive feedback. At present,

approved options are:

(i) Manchester University's Skills Training in Risk Management (STORM)

training, modules 1 and 2; or

(ii) Livingwork's Applied Suicide Intervention Skills Training (ASIST).

16.104 Both of these courses focus on communicating with a person who is suicidal

and helping them over the initial crisis. They both have a strong focus on

skills-practice and are independent of any process.

Who can be trained to be an ACCT Assessor?

16.105 The team consists of individuals of any professional background who meet

the person specification, have received the ACCT Assessor training and are

volunteers.

Role specification

16.106 The ACCT Assessors will be located throughout the prison primarily within

Residential Units and Healthcare Centres. A multi-disciplinary team with

members from a wide range of disciplines/backgrounds is valuable.

16.107 They will complete the task of assessing the needs and level of risk of

identified prisoners/trainees within the framework of their existing work detail

- this role will be included in their SPDR.

16.108 They will:

• Be asked (usually by a Unit Manager or the ACCT Administrative

Support Officer) to interview of a prisoner/trainee who has been

identified as being at risk.

• Agree arrangements with the Unit Manager or ACCT

Administrative Support Officer to interview the person-at-risk,

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wherever possible at a time that will facilitate the first case review

taking place immediately after the assessment.

• Respond to the person-at-risk and explore the issues to enable a

care plan (CAREMAP) to be formulated, helping the prisoner over

the crisis he/she is currently in.

• Participate in the first case review wherever possible, along with

the prisoner and the Unit Manager or, where this is not possible,

pass the assessment information on to the Unit Manager.

• Establish good working relationships, communicating formally (for

example, making referrals to healthcare) and informally with other

colleagues, where appropriate and as the needs of the prisoner

dictate at the time.

16.109 An ACCT assessor works primarily as a support to residential staff, helping

them decide on appropriate care to meet the individual needs of prisoners

and (jointly) making the decision as to who to refer to health care and who not

to.

16.110The Assessor will normally complete the "Agreement to sharing of

Information' with the individual. This is on the inside front cover. This does not

mean that the entire ACCT document is 'medical in confidence'. However, all

prison staff are professionals and all have a duty of care, which includes the

duty to treat information about prisoners/trainees sensitively.

16.111 It is good practice for ACCT Assessors, wherever possible, to arrange their

assessment interview at a time that means that the Unit Manager/Case

Manager can be present immediately afterwards, so that the first case review

can take place straight away and there can be good communication between

the Assessor and the Case Manager and other staff.

16.112 Members of ACCT Assessor Teams are not trained or required to carry out a

mental health assessment; that is, they are not asked to diagnose a particular

mental condition or to assess its severity. Their role is to respond to a

distressed person and to engage them in talking about what may have

triggered or may underlie their distress. The assessment interview aims to

identify the person-at-risk's problems, their strengths and any positives in

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their lives and it asks systematically about risk of suicide to help estimate

that. Regarding mental health, the aim is simply to identify signs that there

may be something wrong in that area, so that they can refer the individual if

appropriate to someone who will carry out a mental health assessment. Most

prison staff are good at identifying that something is wrong.

Person specification - attributes required

16.113 The following are required:

• Committed to improving the quality of the prisoners/trainees lives

especially whilst helping them through a crisis.

• Excellent interpersonal skills, including good rapport-building and

interviewing skills.

• Flexible attitude to suicide.

• Willingness to learn about how to deal with distress of a prisoner.

• Willingness to learn about mental disorder.

• Good recording and documentation skills.

• Ability to communicate with other colleagues, therefore a team

player.

16.114 It is strongly recommended that establishments do not appoint staff as

Assessors who are rigid in the way they approach and deal with

prisoners/trainees (for example, not prepared to consider use of first names

in addressing a prisoner) or have negative attitudes to those who self harm or

attempt suicide which they are not prepared to examine.

Selection

16.115 Members of ACCT Assessor teams should be volunteers. Establishments are

advised to seek volunteers from as wide a range of disciplines as possible

(for example, Chaplains, Probation, Psychology, nurses, officers) who meet

the person specification. Training is provided that covers the knowledge and

will reinforce the skills needed for this role. However, where the individual's

attitudes and overall approach to prisoners/trainees does not meet the person

specification, training will not be sufficient to address these deficits. Staff who

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have had Negotiating Skills training or Motivational Interviewing training can

make particularly good ACCT Assessors, as they are likely to already have

the required communication skills to a high level. Establishments should

consider interviewing potential ACCT Assessors using the person

specification to ensure that this role is appropriate to them.

Security Training and Use of Information

16.116 The training courses 'Working with information' and 'Security Intelligence

Systems' support the National Security Framework (communication and

surveillance) and inform how Security Information Reports are to be

completed and used.

16.117 Copies of the course materials for these courses are documents 90 and 91.

Local Training

16.118 As explained in PW3, PSI 22/2004 sets out the arrangements for managing

training at a local level and provides a framework to support achievement of

the audit baselines for training. PSI 22/2004 supports improvements in local

training management following the abolition of mandatory training. By way of

example, the following is an account of how individual establishments

approach the training of specific topics.

Feltham

1. Flow of information

16.119AII Security staff attend the 'Working with Information course', a week's

course at Newbold Revel. As they put into practice the procedures learnt in

this formal training, security officers are supported by the

established/experienced staff in the department and their managers. There is

also a job description for the duties of the Night Security Officer.

16.120 Training on the recording of information is delivered on the POELT course

and is reinforced, when officers take up post, by their line managers and

experienced staff in the working area.

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16.121 Feltham's Resettlement Group have a comprehensive Working Agreements

document giving detailed information as to how the department's role must be

fulfilled when working with other agencies within the establishment, for

example Offending Behaviour, Voluntary Supported Education, Education,

Connexions, Anti-bullying, Remand Management Service, Trailblazers,

Juvenile Substance Misuse team, CARATS, Child protection, Custody

Administration, Suicide Prevention, Chaplaincy, Residential units and VCC

Advocacy.

16.122 The information folder that supports the Custody Administration's job rotation

scheme contains guidance on the procedures required in connection with

Adjudications, Bails, Discharges, Discontinuances, Release from Court,

Parole and Productions and a POELT information pack.

16.123 Training about what files to read is also delivered on the POELT course.

Again, when in post, new staff will seek guidance from more experienced

staff or their line managers.

16.124 Operational Support Grades undertake the completion of PER forms. They

are taught the procedures by more experienced colleagues. With regard to

the example of ticking the box marked 'Violent', the information required is

gained from LIDS and, if necessary, from the prisoner's/trainee's security file.

If staff are in doubt about any issue they have ready access to members of

the Security Department, progressing up the levels of seniority until their

enquiry can be answered.

16.125 If any member of staff requires guidance on the completion of SIRs, this can

be gained from experienced staff, their line manager or from members of the

Security Department. Any form that has not been completed to expected

standards is returned to the member of staff and advice given by a member

of the Security Department as to the appropriate procedure/terminology.

16.126AII SIRs are checked and follow the normal procedure of intelligence

assessment followed by the Security Manager's and Governor's comments.

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2. Risk assessments

16.127 Cell sharing risk assessment forms are completed on Feltham's induction

units. Staff learn how to complete these under the guidance of experienced

staff and their line managers (senior officers). Unless information arrives with

the prisoner/trainee, staff are reliant on information, such as previous

offences, given to them by the prisoner. This information is checked as soon

as the relevant documentation is forwarded to the establishment and is

usually found to be accurate.

16.128 Information regarding prisoners/trainees who pose a risk to others is normally

received via the SIR procedures. Other avenues of receiving information are

via Resettlement, Remand Management or Probation. When such

information is received, the relevant line manager or more senior manager

(depending on the level of risk) give guidance on the management of that

prisoner/trainee to staff. Where necessary a F2058 security summary sheet is

inserted in the prisoner's/trainee's flimsy to raise staff's awareness of risk.

3. Personal officer scheme

16.129 The Personal Officer policy is held on each unit. Information relating to

trainees can be provided from a number of sources, for example Pre-

sentence report, Remand Care Plan and Asset sheet. Unit staff are provided

with a Personal Officer Scheme policy statement and staff information booklet

and further guidance can be sought from line managers and other

experienced staff.

4. Night patrol officers

16.130AII new Night Patrols receive a two-week shadowing induction when they

begin night duties. They are doubled up with Night Patrols on various units,

giving them a range of experience. This is recorded on the Daily Lock Up

Sheet. During this period they read the Night Orders and have one-to-one

mentoring with the established Night Patrols and they have access to the

Night Manager at all times. At the end of the two weeks, one of the managers

will talk with them to discuss what they have learnt and ascertain if they are

confident in their role. If either party feels a few more nights shadowing is

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advisable, this is facilitated. Depending upon competence, night patrol

officers are then detailed accordingly.

16.131 Prior to starting Nights night patrol officers receive the usual Officer Support

Grade (OSG) Induction to Feltham, which is provided during the day.

5. Incentive and earned privileges scheme

16.132 The incentive and earned privileges policy is available on each unit and staff

are regularly involved in the review process. Experienced staff and line

managers give guidance.

6. Vetting security files

16.133 The Night Security Officer, who sees the files of all receptions, undertakes

the vetting of Security Files. Information can be assessed and passed to the

relevant staff/departments by the early morning the day following reception.

16.134 Training for this role is provided to all Security staff when they attend the

'Working with Information course'. As they put into practice the procedures

learnt in this formal training, Security staff are supported by the

established/experienced staff in the department and their managers.

Hindley

1. Flow of information

16.135 All information that comes into Hindley follows a logical flow. All prisoners

who come via the escort system and GSL (the escort contractors) produce a

PER form which contains vital information. In addition, the Juvenile Youth

Offending Team Workers produce an ASSET document which gives full detail

and history of the youngster. The Probation Service and the Prison Core

Record provide the basis of the information on each young offender received.

16.136 All information on each youngster then passes through the induction and first

night process, ensuring that all departments buy in to the induction process.

The Public Protection unit undertake to use the information to ensure that all

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departments are aware of risks that are inherent both inside and outside the

establishment.

16.137 All members of staff have on the job training through mentoring by a senior

more experienced member and much of the information is gathered from the

LIDS system which all relevant staff have access to. If any more training is

required it is each line manager's responsibility to ensure that guidance is

provided and that each member of staff comes up to the requirement of the

grade.

16.138 Each member of staff on induction is given a comprehensive induction pack

which includes abbreviated terminology and the meaning of words known

only to the Prison/Probation Service. Within the system all SIRs, which can

be completed by any member of staff, are checked and follow the intelligence

assessment procedure which is then communicated upwards and sideways.

2. Risk assessments

16.139 Cell Sharing Risk Assessments are started by reception staff on initial arrival

at Hindley. The format for these risk assessments is laid out in a Governor's

Order (document 92). The staff in reception and the first night staff are

experienced, having undergone on the job training through the mentoringscheme.

16.140 The process for ensuring that cell sharing risk assessments remain up to date

is audited by our Safeguards Manager to ensure compliance and to ensure

that staff are vigilant about continually assessing risk.

16.141 If any information is received via the SIR procedure which makes a significant

impact into the risk assessment, the risk assessment will be amended.

16.142 Healthcare pays an integral part in gathering information which feeds in to the

cell sharing risk assessment process. At present training for this process is

provided by experienced officers and senior officers who are guided through

the process by members of staff from the Public Protection unit and Safer

Custody Unit at Hindley.

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3. Personal officer scheme

16.143 Hindley have issued a Personal Officer Policy which has been distributed to

every member of staff with an explanation (a copy is document 93). Each

member of staff who is a personal officer has time on the weekly shift

patterns to complete this work. No officer has more than 6 young offenders

on his caseload.

16.144 There have been two full staff briefings on Personal Officer Casework and the

process for detailing officers has in it mandatory checks by senior officers,

principal officers and governor grades.

16.145 The personal officer has access to either a juveniles DTO or ASSET file and

a young offender personal officer has access to the OASys and Sentence

Management file for all young offenders.

4. Night patrol officers

16.146 OSGs (not Night Patrol Officers) who work nights have a shift pattern which

frees up a day for training every 16 weeks. The training that operational

support staff receive is on 2052SHs, first on scene, first aid and fire

awareness. In addition, fully trained officers are on duty at nights who are

there to work with OSGs to ensure everyone's safety.

5. Incentive and earned privileges scheme

16.147 Hindley's incentive and earned privileges scheme policy is comprehensive

(the scheme is document 94). There is a copy of the policy on the intranet for

all staff to look at if they need to. The policy was drawn up after full

consultation with staff and young people. There have been wing meetings

and discussion groups concerning the scheme. All staff, through mentoring,

are involved in formulating reports on youngsters for the scheme.

16.148 The scheme goes out to all work places including education, provided by staff

at Wigan and Leigh College who have been given guidance on how to

complete these forms.

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6. Vetting security files

16.149 Hindley does not provide any local training for security officers other than

working with a much more experienced member of staff. The Security

Principal Officer and Senior Officer go on National Security courses to help

them provide mentoring and supervision.

16.150 In addition, we have on site a Community Police Officer who works with our

staff in disseminating information and sharing it.

Lancaster Farms

1. Flow of information

16.151 Assessment of Care in Custody Teamwork (ACCT) covers all the issues of

flow of information with regard to the assessment and well being of prisoners

in custody. Whilst this is a specific tool to help prevent the risk from suicide,

its processes would reveal any need for concern which was displayed by a

prisoner at risk.

16.152 Out of a staff of 432, many of whom are employed in jobs with little or no

inmate contact, Lancaster Farms has trained 211 Prison Service Staff in

Basic ACCT procedures and 85 non-prison service staff with inmate contact.

The establishment has trained 20 Prison Service Staff as Assessors and 7

non-prison service staff. Also Lancaster Farms has trained 47 Prison Service

staff as Case Managers and 1 non-prison service member. The nationally

produced ACCT Pocket Guide for Staff was issued to all staff. A copy of

Lancaster Farms' local instructions on ACCT is document 95.

16.153 In addition, Juvenile Awareness Staff Programme is specifically targeted at

staff working with juveniles. The modules are centred on Child Protection and

Adolescent Behavioural information and understanding. The training is much

more resource intensive (Module One 3 days and Module Two 4 days) and

as such has only been delivered to date to around 56 staff.

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2. Risk assessments

16.154 No specific training in terms of a course has been given in the operation of

Lancaster Farms' cell sharing risk assessment. However, the staff operating

the procedures have had full on the job training in the procedures involved.

Every inmate is initially treated as a single occupant and the assessment

form opened by Reception. The caseworker on the establishment's Induction

Unit completes the form, which with input from Health Care, is assessed by

the Senior Officer. If the SO is concerned that he cannot meet what he feels

is appropriate or mandatory he passes the matter to the PO of the Induction

Unit. The process is always completed within 24 hours.

16.155 At present training for this process is provided by way of guidance booklets

and PSIs issued to staff who will be completing assessments. Planned

developments in this area include a full review of process by a PO and two

SOs encompassing training and standardisation of assessments and reviews.

3. Personal officer scheme

16.156 Whilst elements of personal officer duties come into various training courses,

Lancaster Farms has no specific local training course. This training is very

much shadowing and mentoring especially for new officers units. In Lancaster

Farms' personal officer scheme inmates are designated a named officer.

However, as a busy local prison with a fast turnover it cannot be run in the

same way a scheme could in a prison with a more stable population. The

training of new officers in this duty is done in the early stages of their training

when they are supernumerary to staffing levels and can be closely mentored

by experienced officers.

4. Night patrol officers

16.157 There is no formal local training for night patrol staff The Night Orderly

Officers have the resource to allow new staff on these duties to piggyback

with and experienced Night Patrol Officer in different areas and learn in that

way. They all have night instructions and the Night Orderly Officer ensures

that they understand them and what to do in an emergency. Night Patrols

have had ACCT Training made especially available to them in early morning

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following there nights. Lancaster Farms does not provide night patrol duties

from the OSG pool but they are a dedicated night team. This does provide an

element of consistency and specialisation in terms of their responsibilities.

5. Incentive and earned privileges scheme

16.158 When the updated incentive and earned privileges scheme was introduced in

December 2004 the new policy was fully explained to the individual

residential areas before the staggered role out by an experienced senior

officer who was instrumental in the review process. A copy of Lancaster

Farms' local instructions on IEP is document 96.

6. Vetting security files

16.159 Lancaster Farms has no specific local training course for staff whose duties

include vetting security files. However, suitable handover training is provided

and staff who work in security are never new or inexperienced officers. The

officers who work in Security will almost always have had at least 5 years

experience as a prison officer.

Parkhurst

1. Flow of information

16.160 Training on the flow and use of information is delivered through on the job

learning from experienced colleagues in the course of normal duties. No

formal training is provided, although various members of staff have attended

the centrally run courses such as Working with Information.

16.161 The Security Group publishes a monthly security bulletin to disseminate

important security intelligence to all staff. This is published on the intranet and

displayed in the staff information room. Communications with other

departments such as Public Protection and Residence is commonplace. The

Security Department operate an open door policy which encourages all staff

to share information held within security files.

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16.162 Wing managers check the information recorded on residential units regularly

to ensure it is relevant and correct. New members of staff have their POELT

training reinforced with guidance and advice by experienced staff and

managers. Regular unit meetings ensure all staff are updated with any

pertinent information, and give staff the opportunity to raise any concerns.

2. Risk assessments

16.163 No training is given on cell sharing risk assessments at Parkhurst. The

relevant PSI and guidance notes attached to it are available to all staff who

carry out such assessments.

16.164 Cell sharing risk assessment forms are completed in Parkhurst's Induction

Unit. Staff use all the available documentation received about the prisoner

together with information supplied by the prisoner. Assessments are updated

as relevant documentation arrives. The members of staff at Parkhurst

completing risk assessments are experienced in doing so, with new staff

learning under their guidance.

3. Personal officer scheme

16.165 Anyone chosen to become a Personal Officer undergoes a period of on the

job guidance and shadowing with an experienced officer until considered

competent to undertake the duties. Experienced staff and managers will show

new staff how to carry out the role. Whilst there are some specific duties such

as writing reports and contributing to sentence plans/OASYS which may

require some coaching and/or training, much of the work now falls into the

generic duties of a prison officer.

4. Night patrol officers

16.166 Parkhurst does not have Night Patrol Officers but does have a number of

regular night staff and all unified staff are detailed periodically for night duties.

Nights are covered by a combination of OSGs and officer grades. The normal

procedure for staff new to night duties is to undergo a period of shadowing/on

the job induction. During that induction they are made aware of contingency

plans for dealing with an emergency.

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16.167 All OSGs on nights are able to seek face-to-face advice from the officer grade

in the adjoining wing. The senior officer visits all staff periodically throughout

the night.

5. Incentive and earned privileges scheme

16.168 The local incentive and earned privileges scheme is widely published and

involves a range of residential managers who attend a weekly board.

Through these meetings, they have developed an understanding of the

scheme and are able to share this with their staff. When a new officer starts

on a wing, he or she will be allocated a mentor who will explain how the

system operates.

16.169 Parkhurst has recently introduced incentive and earned privilege

representatives on each wing, reporting to a lead senior officer responsible

for the IEP standard. The lead senior office receives feedback and gives

advice and guidance on the IEP scheme.

6. Vetting security files

16.170 There is no specific training provided for the vetting of security files for all

Security staff, although a number have attended the "Working with

Information" course. Staff working in Security tend to be experienced; it is

unusual to put a probationer into Security. They therefore have sufficient

experience to know what they are looking for with some help and direction

from a manager. Any training provided during induction will be "on the job" or

mentoring.

16.171 The Department's procedure for vetting security files is that an experienced

security collator will examine all new receptions' security files on the day of

arrival or the following day. Any relevant information will be shared with the

appropriate department.

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Pentonville

1. Flow of information

16.172 A Public Protection Officer and a member of Healthcare interview every new

prisoner who arrives at HMP Pentonville. Part of this process is to complete

the Cell Sharing Risk Assessment - the information that is gathered from this

document will flag up any possible concerns the officer may have in relation

to that prisoner, for example if they are a Vulnerable Prisoner or Medical

Transfer. If the information they receive indicates the prisoner as being high

risk the Duty Governor is informed and information is passed on to them. It is

then the decision of the duty Governor to decide on what action is to be taken

and where the prisoner is to be located. Public Protection Officers and

members of Healthcare are trained to complete these interviews by on the job

training, which is done by the more experienced members of the group. New

members of staff carry out these interviews with the experienced member of

staff and only begin to conduct them on a one-to-one basis once they are

confident to do so.

16.173 Also during this process the Public Protection Officer initiates the prisoner's

F2050A (prisoner compact). This document is important as it 'follows' the

prisoner to all locations within HMP Pentonville and any other establishment

they prisoner may be transferred to. Any concerns are recorded in the

F2050A along with any action that needs to be taken in relation to that

prisoner. A carbon copy of the cell sharing risk assessment is also attached

to the F2050A. This document will be open the entire time the prisoner is in

custody, so at any time the prisoner is at HMP Pentonville all relevant

information will be recorded, for example behavioural warnings or any

concerns in relation to the prisoner.

16.174 Information is also passed on by the use of PERs. The Escorts Officer is

responsible for completing this documentation prior to any escort. The

Escorts Officer is part of the Security Department and is a small number of

designated officers who are responsible for that task. They receive in depth

'on the job' training and will shadow the Senior Escort Officer for a period ofone week.

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16.175 All POELT trainees receive in depth training whilst on the POELT course on

recording of information. Line Mangers and their mentor reinforce this once

they go 'live'.

16.176 The SIR is also a valuable tool in the flow of information. The POELT training

course provides in depth guidance to POELT trainees on how to correctly

complete this document. All other new members of staff who begin at HMP

Pentonville receive a one-week induction programme and included in this

package is a security talk which provides guidance on how to complete SIRs

correctly. The Security Manager checks all SIRs.

2. Risk assessments

16.177 As described above, Public Protection Officers and Healthcare staff complete

the CSRA when the prisoner is admitted into custody and any prisoner who is

flagged as high risk is referred to the Duty Governor. No new prisoner is

located until the CSRA has been completed.

16.178 There is no formal training for officers and Healthcare staff who complete

these forms; however when the CSRA was introduced the Prison Service

issued a guidance booklet on how to complete the assessment. A booklet is

provided to every member of staff who is required to complete the

assessment. Also all staff receive full on the job training on how to correctly

complete the CSRA.

3. Personal officer scheme

16.179 Pentonville does not operate a Personal Officer Scheme due to quick

prisoner turnover, resource and competing priorities. The establishment tries

to offer a "Named Landing Officer Scheme".

4. Night patrol officers

16.180 All new members of staff will receive a one-week induction programme before

they commence duty. This training includes:

• Security and key Talk

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• Health and safety Induction

• Fire Safety and safe Lifting

• Diversity Awareness

• First on Scene

• Radio procedures

• Rub Down Search

16.181 Night patrol officers also receive on the job training, which requires someone

to work alongside an experienced worker for a week of nights. The Local

Operating Procedures (LOP) contain detailed job descriptions for each

person on duty and relates to their position for example, night orderly officer,

assistant night orderly officer and Healthcare Officer. The LOP also contains

details of how to deal with specific incidents for example, planned intervention

and emergency intervention.

5. Incentive and earned privileges scheme

16.182 The current policy is document 97 and is circulated to all staff who are

involved in implementing the scheme. It is currently the responsibility of the

senior officers and principal officers on the units to carry out reviews.

16.183 A revised policy is to be introduced within 3 to 4 weeks.

16.184 HMP Pentonville provides a local training session on adjudication procedures

and the IEP Scheme. This training is delivered to all new officers in their

induction week (week 9) prior to their going live.

6. Vetting security files

16.185 The initial vetting of security files at Pentonville is conducted by the Night

Security/Communications officer, who assesses the files of all of the previous

day's receptions. The officer is required to transfer any relevant security

information onto a locally produced 'Security Collators Initial Assessment

Form'. A copy of this form is attached to each prisoner's F2050A, and a copy

is forwarded to the Security Collator's Office.

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16.186 Security staff undertaking nights for the first time are required to 'shadow' an

experienced security officer for a minimum of two nights in order to receive on

the job training, which includes training covering the assessment of security

files. Officers deployed into the Security Group usually have some year's

worth of prison experience - probationary staff are not deployed to the group.

16.187 The following morning, Security Collators will ensure that any information

relating to Escape, Violence, Hostage taking, Drugs, Racism, Public

Protection/Harassment and other security related information are recorded

onto the '5x5' security information system. The collators are responsible for

informing wing managers of any specific risks posed by a particular prisoner

on their wing. The collators will also provide details to the prison's Police

Intelligence Officers if there are any security issues likely to be of

interest/concern to them.

16.188 Security Collators undergo an initial two-week training period before they are

allowed to work on their own. Once this training is complete, experienced

staff and group managers continue to provide appropriate support and

guidance.

Wayland

1. Flow of information

16.189AII officers receive training on the recording of information on the POELT

course; this is reinforced and supplemented when returning to the

establishment through the mentoring of new officers by experienced, selected

officers.

16.190 There is guidance regarding the recording of information on prisoner's history

sheets, the F2052A, entitled 'Management of prisoner's history sheets'. This

provides a comprehensive guide about what to record and how to record it

(copy attached as document 98).

16.191 Staff are encouraged to consult F2052As for all reports that they need to

write, for example in the case of parole reports on life sentence prisoners, the

confidential summary dossier, the F2050 and previous reports.

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16.192 There are daily briefings on each wing, using the observation book, to inform

staff of concerns, previous day's events and recent receptions onto the wing.

16.193 Each residential unit has an assist RRLO who is required to read the wing

observation book and report, on a weekly basis, any incidents or concerns to

the RRLO.

16.194 All members of staff receive training on the completion of SIRs on Induction

to Wayland; in addition to this Officer grades have also received further

training in completion of SIRs in conjunction with Norfolk Police and our

Security Department.

16.195 All completed SIRs are reviewed by the Prison/police Intelligence unit, any

information that is identified 'at risk' or has security implications, is flagged

and dealt with immediately. Staff working in this unit have received specialist

police training to national level. The Security Manager's and Governor's

analysis, comments and signature follow security assessments.

16.196 All members of Security staff have received, or are due to receive, the

"Working with Information" course delivered by Newbold Revel. In addition to

this training they have received training by the Norfolk Police Service to

support the unique and innovatory joint Police Prison Intelligence Unit at

Wayland.

16.197 Intelligence gathered by this Unit, through Prison and Police sources, is

disseminated to staff, highlighting potential risks where and whenever

possible.

16.198 The Security Manager and staff working in the Intelligence Unit have also

received training in HIS and CHIS (human intelligence sources and covert

human intelligence sources).

16.199 The completion of PERs is carried out by members of the Security staff,

information required is gained through LIDS, security files and security

database, any information of risk or racist nature is immediately flagged and

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handled with immediate priority. Staff have received specialist training in this

area.

16.200 The ticking of any PER warning boxes must be supported by factual evidence

within the officer's knowledge or recorded in the prisoner's documentation,

whether IMR, F2058, LIDS (IRS) or other file.

2. Risk assessments

16.201 At the time of introduction of the cell sharing risk assessment, the guidance

packs were provided to all staff, with a brief from the then Head of Residence

to Reception staff.

16.202 Some members of the reception staff have attended the new reception

officer's course that covers the completion of a cell share risk assessment.

16.203 Induction staff received on the job training on how to review these

assessments from experienced staff and keep the register of risk

assessments. This process is supervised by the Induction wing Senior and

Principal Officer.

16.204 All risk assessments are reviewed after one month and then three monthly

thereafter. The log is maintained on the Induction wing. The Principal Officer

maintains a separate log of high-risk prisoners.

16.205 With regard to assessments of risk generally, staff rely on SIR system,

general recording of information and hand .over briefings, both verbal and

written, between staff via observation books and F1052A, the procedures for

which they learn in initial training and which is then reinforced by supervision

at the establishment. Wayland also has a MAPPA multi-disciplinary team who

have been provided with in-house training by our Senior Probation Officer.

16.206 All members of staff receive training on the cell sharing risk assessment

document with periodic reminders inserted onto weekly bulletins. There is

also a guidance notes and written procedures hyperlinked to the intranet

which leads to a immediate access 'risk' document upon which all information

received of an at risk prisoner is recorded immediately and has daily review

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and update. This allows immediate and constant access to at risk information

by every employee of the establishment

3. Personal officer scheme

16.207 All residential officers are allocated, as a personal officer, between 6 and 12

prisoners. The officer is usually the first point of contact for the prisoner if he

has a query or request. The officer is also responsible for the completion of

reports on the prisoner required by various departments and agencies.

16.208 Wayland provides training in the personal officer scheme with the induction of

new staff who are allocated to residential duties. More senior officers

introduce them to those for whom they will have personal officer

responsibility. Details of this are given in the new staff induction programme

(attached as document 99). Officers also receive training, guidance and

advice through the mentoring system.

16.209 First line managers monitor the Personal Officer Scheme and, through the

SPDR process, can request additional or supplementary training as required.

16.210 Officers receive report-writing skills training on the POELT course; this is

supplemented with further training on Induction.

4. Night patrol officers

16.211 All Wayland's night patrols have received some first on the scene training.

This is also included in the Induction programme for OSGs. In addition to the

Induction programme they receive a period of shadowing an experienced

night patrol on various wings.

16.212 As part of their attendance system night patrols are scheduled a 'training day'

every eighteen weeks. This was introduced in 2004. The 'training day' is used

to deliver the appropriate training required by night patrols; this includes

Diversity training, first on scene, anti-bullying, safer prisons, suicide and

security awareness.

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16.213 Night patrols have access to 'Quantum' and all the information contained on

the system. In addition the Night Orderly Officer and his/her assists are

available for guidance and assistance.

16.214 Each night patrol collects a folder at the start of their shift that contains night

instructions and operational instructions.

5. Incentive and earned privileges scheme

16.215 Training on the operation of the incentive and earned privileges scheme is

covered within the new staff induction programme.

16.216 Personal officers are made aware of the local policy document and their role

within it. This includes the completion of the three-monthly review of

prisoners. Officers are also made aware of the requirements of PSO 4000

that covers Incentive and Earned Privileges.

16.217 Experienced staff and line management give guidance as required.

6. Vetting security files

16.218 Both now and in the past there has been no national training course that

covered the dissemination of information contained in the security file. The

Security staff receive specific guidance by their line managers who are senior

officers. The current and established practice of vetting security files of newly

received prisoners is as follows:

• Security file is received into the security office in a sealed

envelope.

• Opened by the security AO. All warnings for Escape, Violence,

Drugs, Racism, Public Protection, other security threats etc are

recorded into the Remarks section of the '5x5' (formerly 4x4)

security information system.

• Specific threats, for example to female staff or other prisoners, are

notified to the residential unit, by the security SO or dog handler

and accompanied by a request to have the information recorded in

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the staff observation book. The information is also communicated

more widely by the monthly security briefing.

• The security files are then forwarded to the Prison Intelligence Unit

for more in depth intelligence gathering.

Wormwood Scrubs

16.219 Training is held formally on the following dates & times:

SO/EO Training Wednesday's 14:00 - 16:00 (Weekly)

PO/Governor Training Thursday's 14:00 - 16:00 (Weekly)

All Staff Shutdown Training is held on the first Tuesday of every month

between 13:30 - 16:30 (monthly).

Wormwood Scrubs also tries to hold training on an ad hoc basis as and when

required. Training held locally is normally provided by staff within the

establishment. On occasions trainers from other establishments and London

ADT have attended.

1. Flow of information

16.220 All members of staff working within the Security Department attend a

'Working with Information' course held at Newbold Revel.

16.221 Wormwood Scrubs' Assessment and Resettlement Centre (ARC) manages

all transfers which deals with the flow of information into the establishment.

Local on the job training is held within the department; this is carried out by

means of new members of staff job shadowing an experienced member of

the team. All members of staff within the ARC have attended the OASys

training organised by Newbold Revel.

16.222 An officer from the Assessment and Resettlement Centre on occasions holds

advice sessions for officers on report writing.

16.223 For new members of staff training on recording information on history sheets

and records is carried out during the POELT training.

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16.224 There is a local Violence Reduction, Anti-Bullying and Suicide Prevention

Policy (ACCT will shortly be implemented). Local training on these policies is

delivered to all staff by the coordinators. This covers information required at

reviews and how to record comments. The training is delivered during POELT

establishment training weeks and during shutdowns or as and when

requested by departments.

16.225 PER forms are raised and completed by the Custody Department, then

forwarded to the Security Department for security information to be inputted

and then Healthcare complete their part before the forms are sent to

Reception. In all these departments, on the job training is given where by a

new member of staff job shadows an experienced member of staff.

2. Cell sharing risk assessment

16.226 The Head of Offender Management and two members of her staff have

carried out local training sessions to all areas. This has been carried out

through shutdown afternoons and at other ad hoc times, for example during

weekly SO/EO and PO/GOV training. Training has also been added to the

POELT induction programme. The training looks at how to complete the form

and assessing prisoners over a 4-week period.

16.227 A copy of the training materials is document 100.

3. Personal officer scheme

16.228Wormwood Scrubs does not have a personal officer scheme but run a

support officer scheme for prisoners on a F2052SH. This is arranged through

the Suicide Prevention Officer.

4. Night patrol officers

16.229 Wormwood Scrubs holds training sessions during the night for night patrol

officers on the following topics: Fire Prevention (including Inundation Hole),

Suicide Prevention (including kit) and Contingency Planning. All OSGs attend

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a local two-week induction before transferring to their night duties. The

training is held over a two-week period to ensure both divisions are trained.

16.230 A night patrol OSG will job shadowing an experienced member of staff their

first week of nights.

5. Incentive and earned privileges scheme

16.231 All line managers involved in the incentive and earned privileges scheme

attend a training course on how it operates at Wormwood Scrubs. A copy of

the training material is document 101. Line managers inform new staff, for

example at the weekly wing meetings, of the way the scheme operates.

Wormwood Scrubs' local IEP policy is displayed in all areas and gives a

simple guide to the process.

6. Vetting security files

16.232 Members of Wormwood Scrubs Security Department vet all security files.

Training given is on the job. An experienced member of staff, usually the

principal officer, trains new members of staff. Training and job shadowing

continue until the member of staff is considered competent.

Leadership and Management Development

16.233 The Laming report of 2000 was critical of Leadership and Management

development in the Prison Service and acted as a catalyst for changes

across the Service in this area. Since then the Prison Service has begun to

move away from the transactional process of management, beyond

'instructing', and instead aims to transform the way people manage and

encourage a greater degree of decision making at all levels.

16.234 The approach taken has been to provide timely and tailored development for

individuals as soon as they receive promotion to the next grade. The Training

and Development Group now provides bespoke development programmes

for managers at all levels, from first line managers up to Senior Operational

Managers. The Training and Development Group also provides a range of

qualifications for managers to improve management education across the

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Service. The qualifications framework includes the Level 3 Certificate in

Management, Level 4 Diploma in Management and the Masters in Applied

Criminology at the University of Cambridge. Mentoring and coaching

opportunities are also available, particularly for senior staff and those in their

first Governing Governor post.

16.235 Promotion at the three key operational management levels, Senior Officer,

Operational Manager and Senior Operational Manager, is governed by

national Job Simulation Assessment Centres (JSACs), which provide the

overall standards for managers at each level. Staff are required to

demonstrate the following core management skills in a number of typical

workplace scenarios: Briefing, Inquiring, Caring, Developing, Acknowledging

Achievement, Giving Constructive Criticism (feedback), Persuading and

Managing Conflict.

16.236 If successful at the JSAC, and therefore deemed suitable for promotion, all

managers are invited onto one of three nationally provided leadership and

development programmes, which are tailored to their new responsibilities.

First fine managers

16.237 At first line, senior officer or executive officer, staff are invited to attend the

Leadership Development Programme, which is the Level 3 Introductory

Certificate accredited by the Institute of Leadership and Management. In

addition to this, according to individual development needs, as identified

through the Staff Performance and Development Record (SPDR), staff may

attend other learning programmes, including courses that provide some of the

practical management skills including managing SPDR, managing

attendance and the Board Members course. Additionally a range of

programmes is provided within establishments and by area-based staff locally

(Area Training and Development Teams and Area Leadership Advisors).

16.238 The principal features of the Leadership Development Programme are:

• Identifying Self Development Needs

• Leadership

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• Planning Change

• Building Teams

• Giving and Receiving Feedback

• Managing Performance

• Resolving Conflict

• Problem Solving and decision-making

• Delegation

• Managing Diversity

16.239 Delegates also have to complete a Work Based Assignment covering

Problem Solving, Planning Change and Using Information for Decisions. By

way of illustration of the course content, a current Leadership Development

Programme handbook is document 102.

Middle managers

16.240 On promotion to operational manager, there is a requirement to attend a

leadership development programme consisting of the following modules:

• Personal style and impact

• Role of operational manager in context

• Self-analysis of current experience measured against

Development Grid

• Recognising 'whole' prison perspective

• Checking Learning

• 360 ° Feedback

• Measuring achievement

• Strategic Perspective

• National issues, partnerships etc

• Self-development and next steps

16.241 In addition to this, these managers will be invited to attend three operational

management courses to ensure they acquire the necessary skills in

adjudication, investigation and incident management. This is based on

detailed personal development planning, which begins with one-to-one

feedback after the operational manager JSAC and continues whilst staff are

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on the programme - approximately 12 months. In addition, workshop based

activities ensure managers reflect on their personal and professional practice

in order to improve performance (Action Learning Sets). Attendance and

progress on the programme is reported to line managers and Governing

Governors by Area Leadership Advisors. A copy of the framework for the

Operational Manager Development Programme is document 103.

16.242 Non-operational managers, including specialists (heads of finance and

personnel, psychologists and catering managers), have tailored programmes

in a similar vein to the operational managers. Their programme consists of:

• Personality and performance

• Situational leadership

• Leading change

• Handling conflict

• 360° briefing and development planning

16.243 They receive their 360 ° feedback from the leadership advisors, who also

assist with personal development planning and future development on a one-

to-one basis.

Senior managers

16.244 On promotion to senior operational manager there is a requirement to attend

the national leadership development programme, consisting of the following

modules:

• Impact on others of personal style and behaviour

• Role of senior operational manager now and emerging trends

• Recognising whole system

• Developing the Personal Plan

• Communication and influencing in the prison, upwards and

outwards •

• Group dynamics and personal influence style

• Managing dialogues with senior teams

• Interpreting and utilising other organisations' agenda

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• HMPS in the NOMSenvironment

• Leading and developing senior teams

• People and Performance: developing and utilising talent within the

establishment

• Resource and risk analysis to inform and develop the business

case

16.245The Succession Planning Committee, chaired by the Deputy Director

General, has approved the contents of the programme. The programme

begins with detailed feedback on their performance at the assessment centre

from professional leadership staff and continues through one-to-one support

from leadership staff over the 12 months of the programme. Attendance and

progress is reported by Area Leadership Advisors to Area Managers and by

the Head of Leadership and Management Development to the Succession

Planning Committee.

16.246 A copy of the framework for the Senior Operational Manager Development

Programme is document 104.

Governing Governors

16.247 All first time Governing Governors are offered the opportunity of a mentor,

usually a recently retired Governing Governor who has received training to

act as a mentor.

16.248 An external coaching scheme in which specialist providers individually coach

senior managers, including Governing Governors and senior civil servants, is

also available.

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