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9. SERVICES
Estates and Facilities
9.1 As mentioned throughout this report, Edinburgh prison has been transformed in the last seven years. This has led to a major change in the way the Estates Department operates. All building maintenance is out-sourced to a private contractor. This means that the main functions of the Estates Department are managing the maintenance contract, doing any security maintenance that is not in the contract and managing the establishment development plan.
9.2 There is a programme of planned preventative maintenance in the contract. This has included repainting the cells in Glenesk and the stairwells in Hermiston. Communal areas are next on the list. A business case has also been submitted to replace all cell furniture in Glenesk. It is planned to decorate the cells again at the same time.
9.3 In the transition phase of the establishment development plan, estates staff have worked with regimes staff using prisoner work parties when appropriate to decommission some areas and make some temporary changes to make them suitable for another function. The best example of this is the use of the former Forth Hall as a painting and decorating workshop.
9.4 Estates is very integrated into the management of the prison. This seems to be helped by the central role they take in monitoring the building work and working up the future stages of the Development Plan.
Health and Safety
9.5 Health and Safety is well managed. There is a full time co-ordinator and regular meetings are held with representatives from all parts of the prison. The Deputy Governor chairs these meetings. Standing agenda items for the meetings include accident reports, green issues, infection control, workplace inspections, staff training, safe systems of work and Disability Discrimination Act compliance.
9.6 The establishment had recently been subject to an audit by the SPS Health and Safety Adviser and the results of that audit are being used to inform an action plan. It is anticipated that this work will be completed by the end of 2005. None of the matters identified in the audit gave inspectors cause for concern. The number and type of accidents reported in the prison was also not a concern for inspectors.
9.7 There is clear linkage between the Health and Safety forum and other parts of the prison as well as trade union side partners who attend the meetings. Staff training needs are identified and checks on how effective training has been are discussed at the meetings. Examples were given of how training had been effectively used in real situations. Relationships have been made with external agencies to help the prison with some planning and training.
9.8 Minutes of the Health and Safety meetings were viewed and one meeting was attended by an inspector. The commitment to improving performance was apparent and the prison has an excellent grasp of how to deal with legislative and policy developments, develop local strategies to cope with the changes and plan their actions accordingly.
Human Resources
9.9 Edinburgh has one HR Manager, one personnel officer and one administrator. The HR manager also oversees the staff-training department. The main work in the HR department recently has been related to recruitment and resourcing: the main issue here has been resourcing the Health Centre. The HR Manager also plays a significant part in managing absence in the prison.
9.10 The establishment recently achieved the SHAW (Bronze) Award, and has a very active staff recognition committee.
Staff Training
9.11 Staff training is well resourced and well supported. There is a very clear link between senior management and staff training. Line managers take a leading role in developing their staff in partnership with the two training managers who support this. Core competence rates reflect the establishment's commitment to training. All are at a satisfactory level. Even where there is a small shortfall there is a plan in place to address it. IIP status was achieved in 1999 and re-confirmed in 2003.
9.12 Facilities are excellent. There is a conference facility, two classrooms, an IT room, a Learning Resource room and two training offices. There are also dedicated Control and Restraint and Fire training areas.
9.13 A Friday afternoon training session takes place every week. There is a list of different training modules available and training managers and other functional managers liaise to generate a timetable that best fits the training gaps and the availability of staff. The establishment's move to a "college culture" for prisoners has also affected training for staff. A variety of training has been organised for staff to support the move to a greater amount of training and accreditation for prisoners.
9.14 A new training facility is part of the next stage of the development of the prison and the training managers will be part of the team designing the new facilities.
9.15 Overall, there is a strong commitment to staff training and a significant amount of achievement in a variety of training opportunities in the prison.
Catering
9.16 The catering function still suffers from some of the same issues highlighted in previous reports. The kitchen was built in 1993 as a temporary facility with a 10-year life span. Although it is still clean and there is ample space for equipment it is now showing signs of age. It was, however, pleasing to note that in July 2004 the kitchen received a good report from Environmental Health Inspectors. Their report concluded, "good practice within the kitchens and service areas could not be faulted and can only be beneficial to the prison". A new kitchen is part of the next phase of development for the prison.
9.17 A pre-selection menu system is in place. There are 18 satellite serving points and heated trolleys, but it can take up to 45 minutes to get the food from the kitchen to the residential areas. The food was very good at the point of cooking but had deteriorated by the time it was served. However, this was less marked than in some prisons as Edinburgh try to keep the time food spends in the trolleys to a minimum. Hall pantries are excellent, all quite new and regularly checked by catering staff.
9.18 Fruit is available on the menu every day but even if a prisoner chose fresh fruit or vegetables every time he could he still would not get five portions a day. This is not unique to Edinburgh. Choices are available every day for Muslim prisoners. A local Imam assists the prison in dealing with any dietary issues.
9.19 The menu cycle rotates every four weeks and the menu is changed every six to nine months. Managers sample the meals in the kitchen most days. The kitchen diary showed that a manager had sampled a meal on 21 of the 30 days prior to inspection. The catering manager for the prison is a member of the SPS Good Food Safety Group. A recently formed project team to look at improving prisoners' perceptions of food across the estate.
9.20 Catering staff felt that attracting the right kind of prisoners to work in the kitchen had become more difficult. This was because prisoners could earn more in the Vocational Training parties. Training opportunities in the kitchen are limited. More in-depth training and qualifications should be available to prisoners working in the kitchen.
9.21 The Administration and Finance Manager chairs the monthly Catering meeting. Staff and prisoners from the halls as well as catering staff attend. This is an excellent model. The minutes demonstrate a clear commitment from the prison to listen to prisoners and staff and try to improve the service where it can. The Administration and Finance Manager also receives a monthly report from the catering manager on matters impacting on the function. This helps to keep the senior management team in touch with this very important area.
Laundry
9.22 The laundry arrangements for Hermiston and Ingliston are very good. A review of the systems in place was carried out in March 2004. This review looked at wash temperatures, care of clothes, stain removing, etc. All laundry staff are trained in the "Guild of Cleaners and Launderers" which means that as well as the skills they can deploy in the laundry, they can provide vocational training for prisoners. Six prisoners are currently completing Module 2 of the qualification. Once five of the six modules has been completed, prisoners are guaranteed an interview as operatives with participating companies in the community.
9.23 Prisoners in Hermiston and Ingliston can have their clothes and bedding washed on a daily basis (week days) if they wish. Personal items are placed in a bag colour coded by hall. The bags are sealed and delivered to the laundry by residential staff. They are returned later that day. Reports indicated that this system had led to fewer complaints and less pilfering. The bags are, however, quite small and prisoners commented that clothes were occasionally damp when returned.
9.24 The laundry itself was very clean and tidy and was coping with the extra work created by the additional long-term prisoners.
9.25 Remand prisoners in Glenesk are less well served. None of the prisoners are able to "personalise" their prison issue clothing. Clean underwear is available in the hall every day but it is on a first come first served system and seldom is there enough to go round. Personal clothing, sweatshirts and polo shirts tend to be kept in the hall and washed by the prisoners themselves.
9.26 Because the net bag system is not in place in Glenesk the prisoners there do not receive as good a service. The high turnover of prisoners means that clothing becomes used and worn more quickly. Prisoners in Greenock said that it was very difficult to change old and shabby bedding and clothing for new so rather than do without they kept the old.
Canteen
9.27 A well established 'bag and tag' canteen system is in place. This provides a good range of items at reasonable prices. Every effort is made to obtain goods not on the canteen list via sundry purchases. On the day of inspection, 164 items of fresh fruit had been ordered for the next day on the Sundries Order Sheet. These are paid for by the prisoner. Greeting cards and chocolates are available for special occasions. Untried prisoners have access to the canteen twice a week, convicted prisoners once a week. A prisoners' canteen meeting takes place on a regular basis and the discussions are recorded and acted on.
9.28 Prisoners spoke very highly of the canteen arrangements and this was reflected in high satisfaction rates in the SPS Prisoner Survey.
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