agement of High Risk Prison Facilities; Organising Elections (ToT); Organising Elections in Penitentiary Establishments; The Right to take Photos in a Penitentiary Establishment; Suicidal Adult Assessment Protocol (SAAP); and Working with Asylum Seekers, Refugees, Stateless Persons and IDPs in Penitentiary Establishments. The Public Defender welcomes conducting the above training sessions. However, it is also important to include in the programme such topics as the personnel’s rights and duties in the discharge of official responsibilities, including respect for the dignity of all prisoners, prohibition of torture, other cruel, inhuman and degrading treatment or punishment; concept of dynamic security; the use of force and means of restraint; management of resistance and preventive and diffusing techniques of negotiation and mediation; psycho-social needs of prisoners and appropriate dynamics of prisons; and social care and assistance, early diagnostics of mental health problems. The Public Defender recommended in 2015 concerning the evaluation of effectiveness and sustainability of training outcomes as well as elaboration of effective mechanisms for supervising the practical use of obtained knowledge and skills. According to the information received from the Ministry of Corrections, the Systematic Monitoring Division of the Inspectorate General is in charge of monitoring the practical application of the knowledge and skills obtained through trainings. The Public Defender welcomes the fact that the Monitoring Division of the Inspectorate monitors the practical application of obtained knowledge. The Public Defender, however, deems it important that the methodology of each programme and training session should provide for the evaluation and examination of the practical application of the knowledge received by trainees. This should include evaluation of the personnel through observation of their participation in various simulated practical situations and role-plays. Accountability of penitentiary personnel is essential for ensuring human rights, security and order in penitentiary establishments. Prison management should create a set of internal indicators, processes and structures that enable internal and external assessment and monitoring of the performance of the prison as a whole, staff performance and the ability of the prison to maintain good order. The creation of such a legal framework will enhance transparency, accountability and credibility of penitentiary establishments.103 The Law of Georgia on the Special Penitentiary Service defines principles, rules and competences of the Special Penitentiary Service of the Ministry of Corrections, the status of its employees, the system of continuous professional training, legal, security and social protection safeguards. Furthermore, Order no 144 of the Minister of Corrections of 19 October 2015 approved Disciplinary Regulations for officers and privates (hereinafter referred to as ‘employees’) of the Penitentiary Service of the Ministry of Corrections, incentive rules, the Code of Ethics defining grounds of disciplinary responsibility and for incentives, types of disciplinary penalties and incentive measures, and rules for imposing disciplinary penalties upon the employees. The Code of Ethics defines standards and rules of behaviour that facilitate reinforcement of principles of fairness and responsibility, adequate performance, human rights protection, and enhance public trust and respect. 103 The United Nations Prison Incident Management Handbook, 2003, p. 13. 64 HUMAN RIGHTS SITUATION IN CLOSED INSTITUTIONS