88
IPCO Annual Report 2017
13.27
It is of note that these failings have been reflected in previous IOCCO annual reports.
13.28
In addition, 35% of the prisons inspected failed to carry out suitable reviews of the
authorisations. This was particularly the case when there were low numbers of monitors
or monitor supervisors.
13.29
It is critical that the prison authorities make a sufficient recording of every intercepted call to
meet the requirements of the case, and that they are listened to in a timely way. Additionally,
summaries must be forwarded to the appropriate member of staff. Self-evident risks will
arise if this does not happen.
13.30
To improve standards of interception and to ensure that risks are managed correctly, the
2016 instruction recommended the creation of a Daily Management log. This electronic
document is designed to summarise daily the intelligence gathered on each prisoner who is
subject to interception. Although a number of prisons have instituted these electronic logs,
the process of implementation remains markedly incomplete. We will look for improvements
in this context in 2018.
Surveillance and CHIS
Her Majesty’s Prison and Probation Service
13.31
HMPPS, previously entitled the National Offender Management Service, was established
on 1 April 2017 and brings together HM Prison Service and the National Probation Service.
13.32
Deploying covert tactics in prisons is an inherently difficult and risky undertaking. Frequently
this is necessary step because other tactics are not viable and it is in the public interest to
utilise this tactic to prevent and detect crime.
13.33
HMPPS is working on legislative, technological and operational solutions to the undoubted
difficulties that accompany the prevalent use of illicit items in the prison estate. Covert tactics
are a part of the approach to these problems.
13.34
Lord Judge, the last Chief Surveillance Commissioner, was concerned as to how the National
Offender Management Service used and managed the available covert powers, as reflected
in his 2016 and 2017 annual reports. Lord Judge and the present IPC have discussed the
more acute issues with Mr Michael Spurr, the Chief Executive, and members of his strategic
management team. The OSC identified a lead inspector to work with the prison service in
order to help improve compliance. This has been a successful innovation which we have
continued since the creation of IPCO.
13.35
HMPPS has made considerable efforts to address the recommendations outstanding from
last year and has implemented eight of the ten recommendations. As already highlighted,
intelligence plays a vital part in ensuring good order and discipline within prisons, and it
generally assists in the prevention and detection of crime. There are undoubted attempts to
run organised crime enterprises from inside prisons, and terrorists and extremists frequently
attempt to influence others. To that end, HMPPS has established an Intelligence Strategy,
underpinned by the ‘Agency Intelligence Model’, which is similar in all respects to that used
by law enforcement. There has also been significant investment in training and IT.