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5.1 The induction and risk/needs assessment processes for mainstream convicted prisoners were carried out in the Throughcare Centre.
5.2 The programme involved the provision of information from a range of sources including residential and programmes staff, social work, education, chaplains, listeners and APEX. The residential package provided information about routines and access to facilities and services. We were pleased to note that residential packages were also available for reference in the accommodation areas.
5.3 The social work input, which was jointly delivered by a social worker and a residential officer, highlighted the developing role of prison staff in dealing with routine issues and referring more complex cases for specialist support and intervention.
5.4 The Education Department provided information about the opportunities available and offered one-to-one interviews. During induction, the prisoners were given the opportunity to sit an education test as part of the needs assessment process.
5.5 Members of the Prisoners' Listeners Group, in following up on the ACT video which describes anti-suicide measures, also informed prisoners of the available services and how to gain access to support.
5.6 On completion of the primary information-giving phase of the induction programme, Programmes staff carried out risk and needs assessments, which focused on key issues of addictions, employment and accommodation.
5.7 For prisoners serving less than three months, the main focus was on immediate needs and contact with agencies in the home area, both while in prison and immediately upon release. For prisoners sentenced to up to six months, a greater number of opportunities to address needs in prison was available, including cognitive skills, addictions and anger management as well as referral to and contact with community-based agencies. For prisoners sentenced to up to four years, psychometric testing provided a more objective basis to identify needs, which were then discussed with the prisoners.
5.8 In each case, the outcome of the process was the development of a throughcare plan which listed the risks and needs, identified actions required, listed the achievements and referrals and identified throughcare links to outside agencies, with follow up contact pre- and post-release. Throughcare plans were retained in the prison and were reactivated should the individual be reconvicted. In addition to informing the risk/needs assessment processes, this also provided some feedback on effectiveness of interventions, services and throughcare links.
5.9 Community-based agencies, including APEX, employment services, drug agencies (including Simpson House) and Edinburgh Campaign and Services for Homeless People had been incorporated into the induction and throughcare processes. They shared offices in the Throughcare Centre and were an integral part of the committed and enthusiastic team.
5.10 On completion of the induction process, a Labour Allocation Board was held to allocate prisoners to vacancies in work parties. This followed an interview to establish relevant skills, work experience and training needs, workshop employment criteria and consideration of security and good order issues.
5.11 The induction and risk/needs assessment processes for mainstream prisoners is an excellent example of an integrated and rational approach towards the management of short term prisoners. The focus for prisoners serving very short sentences is on establishing links and arranging initial meetings in prison with community-based agencies, which has been shown to be effective in reducing the number of appointments that are not kept on release. Individuals were also provided with a wallet containing details of appropriate local support agencies and advice about the risks of drug-taking following release.
5.12 Prisoners serving longer sentences have greater access to opportunities to address their offending behaviour, in addition to the referral system for support in the community on release. Prisoners who had committed more serious offences (as reflected in longer prison sentences) engaged with a more detailed and objective process to identify needs and risks, which could then be prioritised and addressed appropriately.
5.13 We were impressed with the documentation and record keeping, which facilitated the sharing of information with other agencies and provided, uniquely, a logical, objective basis for target-setting for the delivery of prisoner programmes.
5.14 There were two areas where further development was necessary. Firstly, induction for remand prisoners, which had previously taken place in Glenesk, had suffered from a lack of co-ordination following the relocation of under-21 remands and had effectively ceased. This is unacceptable. The second area is in the induction of prisoners who require to be kept separate from their peers and who were located in 'B' Hall. Although the reference material was available in the Hall, we saw little evidence of any structured induction and risk/needs assessment processes. As a matter of urgency, delivery of induction and risk/needs assessments for remand and protection prisoners requires to be brought up to the same high standards as are being achieved for mainstream prisoners and we so recommend.
5.15 Four members of APEX Scotland operated from the Throughcare Centre and offered a range of services for prisoners, including an employment assessment that identified training needs, current skills and employment options. Following assessment, training was available to improve literacy skills to enhance employment prospects on release, job search skills (including positive methods of disclosing a criminal record), presentation skills, negotiation and confidence building programmes. Further developments were planned for pre-release courses and addictions support, particularly for alcohol abuse.
5.16 The project, which had been funded for three years by a Lottery Grant, had opened in June 2000 and a key element was the arrangement of appropriate post-release support during the individual's time in custody. It was recognised that the Throughcare Centre provided excellent facilities which promoted effective multi-agency working and fostered co-operation.
5.17 Based in the Throughcare Centre, a representative from the Edinburgh Council for the Single Homeless (ECSH) attended the prison for two days a week, the main purpose of this initiative being to help prisoners find housing or hostel accommodation on release. The project had started in April 2000 and funding for two years had been provided through the Rough Sleepers Initiative.
5.18 Prisoners who wished help were interviewed on a one-to-one basis and referral forms were available in the residential Halls. Prisoners requiring help were also identified through the risk assessment process or through other agencies working in the establishment. The ECSH representative completed an assessment form for each prisoner who was to be seen, and part of the help that was offered included networking with other agencies throughout Scotland. Between April and August 2000, a total of 202 prisoners had been seen under this project.
5.19 There were no problems about getting access to prisoners. The ECSH representative also enjoyed excellent relationships with prison staff based in the Throughcare Centre and with the representatives of the other agencies that also worked there.
5.20 The quality and variety of work training opportunities at Edinburgh continues to compare well with most other establishments (as noted in our 1996 inspection report, though this also referred to the unsatisfactory situation of worksheds being closed due to staffing difficulties). Details of the worksheds, including the numbers of prisoners employed, are at Annex 3.
5.21 In the course of recent follow up inspections, we had noted how changes to the industry team had seen these issues being addressed in a vigorous, determined and effective way. This had resulted in a major increase in the number of prisoners purposefully employed, significantly improved performance in meeting production targets and enhanced morale, not only for industries staff (who were no longer taken off post at short notice to cover escorts), but also for prisoners who had complained of boredom and frustration. This improved performance had resulted in greater continuity, contracts being placed with the establishment and investment in plant and facilities.
5.22 On this occasion, we were encouraged to note that drug free worksheds had been established and were operating well (though we had some concerns about how the areas designated as 'drug free' were to be managed). Plans were being taken forward to provide greater and more varied work opportunities for protection prisoners and in due course, remands. We were pleased to note progress in the establishment of a workshop efficiency scheme to reflect more closely the working environment outside prison, which will contribute to the 'employability' of prisoners on release.
5.23 It was particularly frustrating to find that these hard-won gains were once more being eroded due to chronic and acute staff shortages and an apparently relentless increase in the demand for escorts. This was illustrated by the fact that during our inspection, there was not a day when some work parties were not shut and prisoners retained in the Halls. Staff shortages in the Halls meant that prisoners were usually locked up.
5.24 Industries staff to whom we spoke all voiced their frustration and annoyance at being prevented from doing a job that helped prisoners to develop work skills and 'employability'.
5.25 The work opportunities and accredited training reflect the significant progress achieved since our previous inspection. It is, therefore, all the more galling that these achievements and future plans are being jeopardised by chronic staff shortages, which are caused by a high demand for escorts and sickness.
5.26 The closure of work parties and the disruption to programmes that address offending behaviour are not only frustrating for staff and prisoners; when they occur, they can reduce the prison's role to one of containment.
4.27 Sentence management for LTPs is predicated on detailed risk and needs assessment processes, demonstrable progress in addressing the issues that lead to offending and the exercise of greater personal responsibility to consolidate changed behaviour in preparation for release.
5.28 Sentence management of LTPs in Edinburgh is based on Pentland Hall – a national top end facility which provides 77 spaces for selected LTPs serving 12 years to life who have served over six years and are classified as security category 'C'. The majority of the prisoners (70/77) were lifers.
5.29 The aim of Pentland Hall is to develop an individual management plan with the prisoner, which will form the basis for progression from closed conditions to gradual access to the community in preparation for transfer to open prison and eventual release. A major stakeholder in this process is the Parole Board.
5.30 There had been considerable turnover of both prisoners and staff in Pentland Hall in the last year, following a recognition that it was achieving little in preparing prisoners for release and that selection procedures were not consistently identifying prisoners at an appropriate stage of their sentence. It was plain that there was now a much sharper focus on the role of the Hall and the need for prisoners to address their offending behaviour in order to prepare themselves for release - not to rely simply on a clean record in prison, community placement or special escorted leave. This had contributed to the turnover and a number of grumbles from some prisoners that "the goal posts had been moved".
5.31 To demonstrate progress in addressing needs and reducing the risk to the public, a reliable and complete record system is fundamental. We were disappointed to note, therefore, that much had still to be done in this regard. The records we checked during the inspection were incomplete and there was no evidence of analysis of some significant variations in the psychometric test results.
5.32 However, we were encouraged to note that more rigorous staff selection criteria had been developed, leading to a greater involvement of personal officers in the prisoner management processes. It was also pleasing to note that liaison with Chrisswell House at Greenock, which carries out a similar role to Pentland Hall, was continuing to develop. This allows comparisons to be made to ensure consistency of approach.
5.33 We were also encouraged by recent initiatives to involve the families of Pentland Hall prisoners in preparing for progression and eventual release.
5.34 Like most observers, we recognise that risk and needs assessments should be completed at an early stage of a prisoner's sentence and that offending behaviour and attitudes should have been challenged and addressed prior to selection for transfer to a national top end facility. Equally, we recognise that it is entirely appropriate, even at this relatively late stage and until such time as sentence management is fully integrated from admission through induction to liberation or release on licence, that every effort must be made to reduce the risk to the public.
5.35 The LLO/ERLO was the unit manager for Pentland Hall and had recently taken up post. He had not yet attended the training course offered by the SPS College although he was a member of the Lifer Management Group, which was chaired by the Deputy Director of Custody. This Group includes LLOs from other establishments, as well as a senior representative from the Parole and Lifer Review Branch of the Parole and Legal Aid Division of the Scottish Executive.
5.36 The priorities for the management of lifers and LTPs in Edinburgh prison included the development of individual management plans, based on a rigorous risk/needs assessment process which, ideally, should have seen the major offending behaviour issues addressed prior to transfer to Pentland Hall. Critical to the delivery of these plans was the development of positive relationships between prisoners and personal officers and priority was being given to the selection and development of staff to work with prisoners to achieve the key targets in their preparation for progression to open conditions and eventual release.
5.37 One of the major difficulties presently being tackled is the backlog of unaddressed needs of some Pentland Hall prisoners. However, it was appreciated that until the Parole Board was satisfied that such issues had been effectively tackled, thus reducing the risk to the public, early release on parole or life licence was unlikely.
5.38 The Prisoners Programmes Group consists of a first line manager (who was also the drug test co-ordinator for the prison) and 13 staff. It was the focal point for programme delivery within the prison, which is an accredited site for the delivery of cognitive skills and drug relapse prevention programmes. Additionally, courses were offered in drug education, drug action and change (jointly with social work) and a pilot programme – drug watch – which was run to provide information and encouragement to prisoners who were not, at that time, contemplating major changes to their drug taking behaviour.
5.39 The Programmes Group was closely involved in the work of the Throughcare Centre during the induction and risk/needs assessment processes. They also enjoyed very positive professional relationships with other service providers in the prison, such as healthcare and social work, as well as with programme staff in other establishments.
5.40 The Programmes Group was also represented on the drug referral team, which is a highly effective multi-disciplinary team tasked with the co-ordination of service delivery for drug misusers in the prison and liaison with community-based support agencies. To ensure that services were being delivered, each referral was followed up to review the progress that had been achieved and to assess the need for further action.
5.41 A local anger management programme had been offered in the prison but had been overtaken by the introduction of the preferred programme, the quality assurance process for which required objective needs assessments and evaluation processes to be in place. Unfortunately, there had been a six month delay in acquiring psychology support, but we were satisfied that this situation had now been resolved. The prison was expected to meet the revised target for delivery of the course to help prisoners manage and better control outbursts of anger and aggression.
5.42 Plans were also being progressed to develop further courses to meet needs identified during the induction process, including alcohol misuse and domestic violence, along with improvements to the pre-release course, which was to be delivered by residential staff.
5.43 In addition to meeting current targets for programme delivery, the Group were developing skills and exploring further improvements and options, including relaxation techniques incorporating alternative therapies such as acupuncture.
5.44 As already described at paragraphs 3.29-32, plans were at an advanced stage to run a pilot STOP 2000 programme. A considerable amount of training for this course had already been undertaken by selected programme staff, including female officers, who would not now be able to deliver the programme because of the need for an appropriate gender mix of course facilitators. The psychologist and social worker who would provide risk assessment, supervision, evaluation and throughcare inputs to the programme were both females and this precluded other female staff.
5.45 Programme staff were actively involved in the delivery of staff training, including providing skills training in mandatory and voluntary drug testing and incident debriefing, as well as providing information on the role of the Programmes Unit and HIV/AIDS awareness training for staff.
5.46 We were impressed with the work carried out by the Programmes Group in the delivery and development of offending behaviour programmes. The role was generally soundly based on an analysis of the offending profile of those admitted to the prison and robust risk/needs assessment processes, which were subject to monitoring and tracking of progress. In 1999, for example, 20% of admissions had a history of crimes of violence, 25% had a history of acquisitive crime, much of it to fund addictions, whereas less than 2% of admissions had sexual offences as the index offence.
5.47 It would appear sensible, therefore, that priorities for programme delivery in the prison should address these major challenges and the associated difficulties, such as homelessness and low educational achievement and we were satisfied that this was the case. It is less clear, however, what the rationale was for the priority and allocation of major resources being given to the STOP 2000 programme.
5.48 The 21-place work placement hostel, previously known as the TFF hostel was located within the security perimeter of the prison. It provided accommodation for those LTPs in the final stages of their sentence who had been considered ready for testing and reintegration into the community. Individuals were selected following recommendations made by the Parole Board and spent an average of six months in the hostel prior to liberation.
5.49 Whereas previously we had referred to this facility as being underused and having a neglected air about it, on this occasion we found a more rejuvenated atmosphere. Now designated the 'work placement hostel', it also accommodated a number of limited 'D' security category prisoners from Pentland Hall who regularly travelled into Edinburgh on work placement.
5.50 The quality of work and wide variety of community-based placements available in the Edinburgh area was most impressive. The entire operation seemed to be well supervised and documented.
5.51 Nevertheless, some limited category 'D' prisoners claimed that while work placements accounted for three days of the week, the rest of the week lacked structure and occupation.
5.52 A major overhaul of the visit facility was underway, with an expected completion date of Christmas 2000. This would provide an area where 50 visits could be accommodated at any one time. The purpose-built facility would also include a creche for prisoners' children, an office for the Family Contact Development Officer (FCDO) and a WRVS shop that would sell drinks and foodstuffs to visitors. Adjacent to the main visit area, there was to be a closed visits section and a suite of rooms for agents and social workers, which was already in use. The completion of the visits complex will provide welcome relief from the temporary arrangements that were in place. It will also complement the service provided by the Visitors Centre.
5.53 The Visitors Centre, situated opposite the main Gate was opened in April 2000 and now provides purpose-built waiting facilities for prisoners' visitors and their children. This includes toilets for male, female and disabled visitors, a baby changing facility and internal and external children's play areas. A well stocked cafeteria was available along with lockers to retain personal items securely and information leaflets providing information on a range of pertinent topics. The Visitors Centre was run by the WRVS for the SPS, who pay an annual management fee for the service. Relationships between the WRVS employees and SPS personnel were positive and considerable attention had been paid to managing the links between the two areas. Arrangements for supervision and support to WRVS staff were under review at the time of our inspection.
5.54 Visiting times for remand prisoners were 1330-1540 Monday, Wednesday and Friday, 1830-2045 Tuesday and Thursday and 1430-1545 on Saturdays. There were no remand prisoner visits on a Sunday. Visits normally lasted 30 minutes and could be booked by calling a visitors helpline between 0900 and 1200 hours. Providing the prisoner had listed the visitor's name on his visit card, the caller was allocated a space on one of the three available sessions. This arrangement was, however, unpopular with many prisoners, who complained that the helpline was swamped with calls during the three hour booking period. Long delays while waiting to be connected to the operator were time-consuming and sometimes resulted in the 1200 hours deadline being missed. We suggest, therefore, that the booking arrangements for remand visits be reviewed in light of experience elsewhere.
5.55 The booking system that was in place for convicted prisoners required them to notify the Hall staff about their intention to have a visit two weeks before the date selected. This was done on a first come-first served basis and meant that prisoners moving into the Hall were sometimes disadvantaged because all the spaces were already taken. Records kept by the visits staff showed that the number of visitors who did not arrive for visits was high. This is a likely consequence of a system which dictates that places are booked so far in advance. We understand that these arrangements will be reviewed in preparation for the re-opening of the visit complex.
5.56 The visit area for legal agents and other professional visitors has been completed. The area was bright and spacious and offered appropriate interviewing facilities. There was however, no designated waiting area nor toilets for prisoners. Additionally, we were concerned to note a number of potential weaknesses which would need to be addressed and brought these to the Governor's attention.
5.57 The renovation of the visit room had taken into account many of the issues raised in previous reports, including:
5.58 When the project is complete, the quality and quantity of visits will be considerably enhanced.
5.59 Four members of staff had been appointed to act as FCDOs, in order to provide cover on a full-time basis. (That said, the post was one of the first to be called upon to cover staff shortages in other areas.) There was, however, a genuine enthusiasm to develop the role and the benefits of having a FCDO were clearly recognised. A credible development plan for the role had been compiled and it was intended that the re-launch should coincide with the opening of the new visit facility. With appropriate management support, the staff should be able to establish a worthwhile and valuable service to prisoners and their families.
5.60 Since the introduction of the contract system to prison education, the provider had changed from Stoke-on-Trent to Falkirk College and since April 2000, to Lauder College.
5.61 To deliver the contract, there were two full-time and six part-time teachers, which gave a full time equivalent of 4.6. The education department was led by an experienced full-time manager, who was well supported by prison management and by the liaison manager from Lauder College.
5.62 The induction process for prisoners, which was part of the programme in the Throughcare Centre, was thorough and effective. Students joined education, which was a voluntary service, in healthy numbers and Lauder College was building on the average of around 150 students established by the previous regime of Falkirk College. There was evidence that education was being well promoted among prisoners and was proving popular. This was helped by the positive climate created in the Learning Centre, where there were good relationships between students and staff. Priority of access was given to convicted prisoners and LTPs, though efforts had been made to provide for under 21s.
5.63 Within the Learning Centre, students participated at an early stage in Basic Skills Assessments to identify their learning needs. The maximum time allocation for students in education was 10 hours. That said, full-time education was available but on a restricted basis and only after evidence of previous commitment to education. There was the opportunity for students to proceed to the Open University if they were willing to subject themselves to a process of external screening.
5.64 The curriculum available in the Learning Centre had a clear rationale based on Core Skills of Literacy and Numeracy and Information Technology. Care was also taken to ensure that the processes of 'problem solving' and 'working with others' permeated the curriculum. This core curriculum was also closely linked to the world of work. The curriculum was enhanced by classes in Art, Guitar Playing, Current Affairs, Social Sciences and Languages, normally French and German. The rationale of the core curriculum with some additional options was sound though it may be that it could be extended to include Personal and Social Education. Efforts were being made to include elements of this across the curriculum and also to link into other prison activities. While these are desirable initiatives, it is important to ensure that this important aspect of the curriculum is not omitted.
5.65 Most of the courses offered were prepared within the 'Higher Still' framework and were open to national assessment and certification. Unfortunately, due mainly to changes of contract, there was little evidence of national results. One of the benefits which greater stability should bring to the education department is that more students should complete their courses and earn national certification at the appropriate levels.
5.66 One interesting and encouraging development was the use of 'the Progress File', which enabled students to record their achievements on an on-going basis and which they could take with them to the next establishment or on liberation. This should act as an incentive to students while in prison and should improve their prospects of employment on discharge.
5.67 During the inspection, visits to classes showed students and teachers engaged in effective and worthwhile learning experiences. The commitment of students and staff was impressive but it was regrettable that these activities had to take place in such drab and unattractive surroundings. There is, therefore, an urgent need for refurbishment of accommodation in the Education Department. Resources to support the curriculum are adequate but more computers are needed to support areas of the curriculum beyond Information Technology.
5.68 There was evidence of strong commitment from the contractor to raise educational standards within. Considerable efforts were made to ensure effective communication between the prison and education management teams, both in the prison and in the College. One aspect of the contract which was unsatisfactory was the way the College was penalised financially for events beyond their control - e.g. late arrivals of students in class due to shortage of prison staff.
5.69 The quality of educational provision in the prison was good. However the following areas require improvement:
5.70 The contractor was well aware of these issues and was intent on addressing many of them.
5.71 The prison had a well-established and successful contract with Edinburgh City Libraries. This provided the prison with a high quality library provision, operating as a full branch of Edinburgh City Libraries.
5.72 The funding was based on a per capita fee – currently £10.00 – which funded the book supply and exchange, as well as providing for administrative and maintenance costs. There was a regular turnover of books, which were almost entirely fiction.
5.73 The Library provided an excellent service in respect of the range and number of fiction books available. Consideration should, however, be given to extending its range to include computers and audio-visual materials. We acknowledge that there are security issues involved in such a proposal but in our opinion they are not insurmountable. Benefits would also accrue from re-locating the library to the Education Department, as this would improve the links with education and encourage greater use of curriculum support materials.
5.74 The library was well staffed by an enthusiastic prison officer and a well-trained passman.
5.75 The Social Work Unit was led by a team manager and consisted of two experienced senior social workers, six social workers (including a seconded worker and a part-time worker) and two clerical workers. At the time of inspection, the Unit was fully staffed, a situation described by the team manager as unusual. There were a number of reasons for vacancies in the recent past, not least the uncertainty about the future, which resulted from the SPS's decision not to proceed with a service level agreement with the City of Edinburgh Council for social work services but to opt instead for competitive tendering for the provision of such services from April 2001.
5.76 Priorities for the delivery of services were clearly laid out and in accordance with National Objectives and Standards. There had been a 12% increase in the number of Parole Board assessments in the last year, mainly for life sentence prisoners, and a 34% increase over the last five years. There had also been an 11% increase in the last year in the number of prisoners released on licence, a significant number being released on non-parole licence. Since 1997-98, the number of cases had risen by nearly 90% and highlighted the need for robust risk assessment and management processes. Similarly, the number of prisoners subject to Supervised Release Orders had risen by 67% in the last year. A Supervised Release Order may be made by the sentencing court for offenders who are deemed to pose a particular risk to the public on release – i.e. typically men who are repeat offenders with chaotic lifestyles. Like many non-parole licensees, they are often resistant to intervention and require risk assessment and risk management plans to be put in place and liaison with community-based supervising officers. Indications are that the number of such cases will continue to rise.
5.77 The number of sex offenders and offenders against children (Schedule 1 Offenders) admitted to the prison had reduced by 10% to 83 in the last year. Approximately half of that number were LTPs, who would normally be transferred to HMP Peterhead, which specialises in the treatment of sex offenders and has earned an international reputation as a centre for excellence. The remaining 40 short term prisoners would expect to stay at Edinburgh and be located in 'B' Hall. Regrettably, the SPS preferred programme for short term sex offenders had ceased but plans were at an advanced stage to run STOP 2000, the new sex offender programme, at Edinburgh prison. However, the Social Work Unit had not been successful in securing the necessary additional resources to carry out this work.
5.78 We were impressed with the way that the Social Work Unit was integrated into the work of addressing the needs of the prisoner population. In spite of the additional work in preparing for competitive tendering and the number of vacancies, which had recently been filled on a non-permanent basis, the level and quality of service had been maintained at a time of increasing workload. In part, this had been achieved by developing the welfare role of prison staff, which had resulted in an enhanced role for residential officers and better use of social work skills. Comprehensive notes of guidance for Residential Officers, which addressed the most frequently asked questions, had been compiled and were available in the residential areas.
5.79 One difficulty, exacerbated by the shortage of prison officers in the establishment, was the lengthy delays in escorting prisoners from the residential or industrial areas to the Social Work Unit (see also paragraph 6.41). This issue would need to be resolved to enable the delivery of social work services as defined in a contract since such delays would have an adverse impact on the apparent efficiency and performance of the Unit.
5.80 One factor which appeared to militate against effective multi-disciplinary working was the different risk assessment processes adopted by the City of Edinburgh Criminal Justice Social Work teams and the SPS psychology services. We did not explore in depth the reasons for such differences but suggest that common processes would support collaboration and improved effectiveness in the management of offenders to ensure public safety.
5.81 Staffing in the gymnasium comprised a Supervisor and four staff, with facilities available on midweek days from 0745 to 2030 hours and at weekends from 0915 to 1500 hours. These comprised a gymnasium, a separate weights/fitness area and two outside all-weather floodlight five-a-side football pitches, which replaced the full-sized grass football pitch that had been available at the time of our last inspection. One of the present football pitches was located next to Glenesk Hall and was exclusively for the use of remand prisoners.
5.82 The most significant change since the last inspection had been the upgrading of the old showers area, which previously had been the subject of considerable criticism. There was now a much more modern facility, which incorporated separate lockable male and female staff facilities. However, the main gymnasium was still very small for the size of the prison and consequently, there were limits on the programme that could be provided. We did note, however, that there were proposals for a number of minor improvements to upgrade the overall facility - e.g. the conversion of the former separate cells area into classrooms and to alter the toilets in the weights/fitness area to provide a separate changing/shower facility for that area.
5.83 A varied physical education (PE) programme was in existence and though there was no PE from the worksheds because of work production targets, prisoners had adequate opportunities to participate. Convicted prisoners had a minimum of four sessions available to them each week, whilst YOs and under-21 remands had seven and adult remands five. On average, about 30 prisoners attended each session and there was a computerised record-keeping system for prisoners' attendance.
5.84 In addition to the normal range of activities, prisoners could participate in different activities leading to qualifications. These included weight and power lifting, first-aid and football coaching and refereeing. In order further to enhance these opportunities, there were proposals for PE staff to undertake qualifications under the auspices of Perth College as SQA assessors. The PE staff also arranged team-building exercises for groups of prisoners as well as groups of staff, with plans in hand for such activities to be recorded on video for subsequent analysis. Contact had also been made with an external organisation with a view to them doing a particular type of team-building exercises with prisoners as preparation for release.
5.85 Staff also had access to the PE facilities and they were mainly used for this purpose during staff meal breaks, though some staff did participate in activities at the same time as prisoners. The PE staff did fitness testing for other staff in the establishment and frequently prepared personal fitness plans. They also provided a health check facility, which it was hoped could be extended to prisoners. There was a room adjacent to the weights/fitness area that had been used by some of the PE staff as a treatment room for staff who had suffered injuries from sporting activities or who had other minor muscular-type complaints. Although the PE staff concerned had qualifications for the treatment that they provided and carried their own insurance, a policy decision had been taken by SPS HQ that such treatment facilities within SPS establishments should cease to operate, though the matter was the subject of ongoing discussion.
5.86 We were satisfied with the range of PE activities and with the amount of prisoner access. We were also pleased to note the efforts that were being made by staff to enhance the programme, especially through the proposals to obtain qualifications as SQA assessors, and that the PE staff felt that they received excellent support from senior management in the establishment.
5.87 Whilst it was pleasing to see that the old showers area had finally been upgraded, the problem still remains that the gymnasium is far too small for the prison population, though we understand that a further bid for a new gymnasium was being made through the Strategic Planning process.
5.88 We noted that prisoners from Pentland Hall had unsupervised access to one of the football pitches in the evening. Whilst we fully support the idea of top-end prisoners having this privilege and support the idea that it was helping to promote a more active lifestyle, we also had some sympathy with the concerns expressed by PE staff about the possibility of claims arising from an injury - or about possible damage to the equipment being used. It is not our intention to prevent these prisoners from having the opportunity to have an informal game of football, but we suggest that there should be a meeting between management and PE staff to devise an agreement that addresses both opinions.
5.89 The Chaplaincy Team consisted of five Church of Scotland, two Roman Catholic and one Church of England part time chaplains, assisted by auxiliaries. Their activities, together with those of the Prison Fellowship and Hope Group, were co-ordinated from the Chapel, which was located in the centre of the prison.
5.90 Regular services were held on Saturday and Sunday and there was a wide variety of evening meetings. The chaplains were also involved in most other aspects of daily prison life – for example, with the mental health team and suicide prevention. They attended most Heads of Department meetings.
5.91 Volunteers attached to this Group assisted with the provision of a range of services, which included the befriending of prisoners who were far from home or lacking in family ties. They also helped with the transport of children and elderly relatives to the Visitors Centre.
5.92 Since the last formal inspection, a support group office had been established in Gillies College in central Edinburgh.
5.93 Sessions continued to be held in the Chapel and included bible study, general outreach work and discussion groups for all prisoner categories. The possibility of running Alpha Courses was also being explored. Additionally, the Fellowship tried to keep in touch with individuals after their release into the community.
5.94 We thought the way the Chaplains, Hope Group and Prison Fellowship worked together was one of the best examples of its kind to be found in the SPS. In addition, we were delighted to see that the Chaplaincy Centre had recently been refurbished.
5.95 The chaplains' main frustration was that they felt they could do much more to help the prison and its prisoners, were it not for a lack of discipline cover. They also briefly referred to the lack of a dedicated outside telephone line in their Centre. We suggest that this issue, which could be addressed fairly quickly, would be of considerable benefit to the work of the Chaplaincy team. We also strongly support plans to establish a full-time chaplain.
5.96 The establishment's Ethnic Minority Liaison Officer (EMLO) was the Glenesk Hall Manager, with support being provided by three Race Relations Officers - i.e. two Officers from Glenesk and one Operations Officer. The EMLO had been appointed shortly before our inspection and none of the team had so far received any training for their roles, though this was due shortly to be provided to coincide with the introduction of the SPS's new policy on race relations. There was a local Race Relations Policy, in addition to which a Race Relations Management Team had recently been constituted.
5.97 Every day, Administration staff produced a print-out giving details of every prisoner in the establishment who had been identified from their warrant details as being of an ethnic minority background. Whenever a new name appeared on that list, the prisoner was immediately identified by a member of the EMLO team to find out if there were any problems and to discuss any special needs. The establishment had a contract with an external company for the provision of interpreters and good relationships had been established with religious representatives and agencies dealing with the specific needs of individuals from ethnic minority backgrounds. The Chaplains and catering staff were also involved with such prisoners to ensure that any special religious and dietary requirements were being satisfied. There was no specific foreign language reading material within the establishment but there was a proposal to download such information from the Internet on an as required basis.
5.98 At the time of our visit, there were 11 prisoners in the establishment from ethnic minority backgrounds and in recent times, there had been one incident involving racial abuse. This had, however, been dealt with in a satisfactory manner.
5.99 We noted with interest that the establishment was represented on the Lothian and Borders Uniformed Services Committee, which was a group that examined ways of encouraging ethnic minority recruitment into areas such as the Prison Service.
5.100 Generally, we were satisfied with the arrangements that were in place to look after the needs of prisoners from ethnic minority backgrounds. We noted, however, that there were no foreign language information cards in the Reception (we were assured that these were currently in the process of being prepared - see paragraph 4.23).
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