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8.1 A wide ranging review of administration arrangements was underway at the time of the inspection. Amongst other things, it was examining the possibility of the prison returning to a general office format to replace the current functionally based approach. The current arrangements were considered to be rather fragmented with some accommodation being located in the secure area and others in the main administration building. The criminal court desk functions were, for example, currently located in Reception and while this had advantages in terms of information flow, the room was cramped and not suitable for two people. Proposals to move all accommodation to the proposed new build should help ease this space issue.
8.2 A further disadvantage of the current arrangements was that each functional area was relatively isolated and it was difficult to provide cover during periods of annual leave or illness. Different areas also reported to different managers: stores and procurement were managed by the Finance Manager, the criminal/court desk was managed by the Remand Unit Manager and the parole desk was managed by the LTP Unit Manager. We recognise that the Review is looking at all of these issues and assume that they will be resolved through that means.
8.3 Overall however, administration staff had few complaints about the conditions in which they were working. They did note however that the IT systems were very slow.
8.4 The stores area was considered adequate for purpose. It was spacious and bright and security arrangements were in place to protect stock and uniforms. Prisoners were not allowed access to the stores. A computer programme had been set up to monitor stock levels and this was backed up by manual checks on a monthly basis.
8.5 Over-the-counter canteens remain in place in Chrisswell House and Ailsa Hall. They were well stocked and price lists were readily available. Systems were in place to monitor stock levels and record purchases. A 'bag and tag' system had just been introduced to Darroch Hall, but it was too early to judge how successful this had been.
8.6 A new laundry had been opened in July 2000 and was now fully operational. The equipment included three washing machines, two tumble dryers, one gas press and four pieces of finishing equipment. Twelve prisoners were employed on a full-time basis and the laundry operated on a daily basis. The dryers were started at 0800 and shut down at 1600 to allow cooling, cleaning and general housekeeping to take place.
8.7 Clothes, sheets, pillow cases and duvet covers were laundered on a daily basis and duvets on a monthly basis. All items are returned same day – nothing is stored overnight. However, there was a large vent on the outside wall which made the laundry extremely cold in the winter. While a temporary shutter had been erected, and did help temperature levels, this is an area which should nevertheless be examined more closely. As might be expected, the laundry is fairly noisy, but there was nowhere for prisoners to escape the noise. Consideration should be given to ensuring they have access to a quiet area for respite.
8.8 The fundamental review of the whole catering operation recommended in our last full inspection report was completed shortly after that report. The catering arrangements were now significantly improved from the position noted in 1995, which was highlighted in subsequent intermediate inspections reports.
8.9 Staffing currently comprised four basic grade officers and a supervisor. This was considered to be the optimum staffing required. Fifteen long term prisoners and two PADS were also employed in the kitchen, with the PADS preparing meals specifically for the top flat in Ailsa. Four prisoners were also employed in the Ailsa pantry.
8.10 The dining in association for Darroch and Chrisswell prisoners worked well, with a slight staggering of meals to ensure there was no congestion at the servery or tables. Food was served within the dining area which was bright, spacious and clean. The dining area in Ailsa was also clean and spacious although the practice of prisoners taking away and sterilising their own cutlery does not ensure consistent standards of cleanliness. A system of pre booking of meals was in place for Darroch and Chrisswell prisoners but, given the difficulties involved with a transient population, not for those in Ailsa.
8.11 The prison operated a four weekly cycle of menus. Three options were available each weekday lunchtime with two choices plus two filled rolls and fruit and chips and beans available each weekday weekend teatime. On Saturday and Sundays a brunch plus cereal, toast and yoghurt was available. A healthy vegetarian option was always available. We considered the quality and variety of the food to be good.
8.12 Accommodation in the kitchen area including storage was considered adequate. The rest room for prisoners was however dirty and housekeeping arrangements here should be of a higher level.
8.13 At the time of our previous inspection in November 1995, the estates function was in the midst of being market tested. The major project underway at that time was the construction of Chrisswell House with construction of a new visits complex due to start in January 1996. These have been completed.
8.14 Since that time, a number of other changes have also taken place. Maintenance services are now provided by an eleven strong in-house team. A Service Level Agreement has been developed which specifies the standards and resources available.
8.15 The standard of maintenance in the prison was high and a review of performance monitoring arrangements showed that the planning, organisation and completion of work was being carried out efficiently and cost effectively, while invoice payment performance has been maintained at 100%.
8.16 Major projects which have recently been completed include the refurbishment of Ailsa and Darroch Halls and the building of the new laundry facility.
8.17 We were advised that plans were being taken forward for the role of the Estates Manager to be developed to that of Facilities Manager which will include responsibility for catering, laundry, gardens and industrial cleaning services.
8.18 We were pleased to note that the Estates Department was an efficient, effective unit, which maintained the fabric of the prison at a high standard and we welcome the logical, further development of the facilities management. The clarity and discipline of operating to a Service Level Agreement was obviously a major factor in achieving the high standards of maintenance and customer service and we commend the practice.
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