Report on HM Prison Noranside

HM Inspectorate of Prisons for Scotland 1998

6. REGIMES

Reception/Induction

6.1 The reception and induction functions were integrated and located on the upper floor of the Administration building. The main area had been refurbished since our last inspection and its open plan layout was appropriate to meet its dual role. The upper end of the facility contained the Induction Officer’s office (which contained a SPIN terminal) and an individual interviewing facility; the lower end was suitable for conducting small group sessions. A small ante-room was used as a store for prisoners’ private property and clothing not in use.

6.2 The facility was staffed by one Officer on a fixed post basis with a weekday main shift attendance pattern. Staff were specifically selected for the post with full account being taken of the interviewing and assessment skills required. Both of the regular postholders had been fully trained in the new ACT procedures.

6.3 All admissions were arranged to arrive on Mondays but prior to each individual’s arrival, a detailed sift and selection procedure would have taken place based on the Transfer to Open Conditions Application - i.e. Form 312 - with the final approval for all transfers being ratified by the Governor or his Deputy. Before each admission arrived, the Induction Officer would have prepared an individual sentence planning folder and would have examined general information about the prisoner from the Prisoner Records System database held on SPIN.

6.4 An examination of admission records showed that Noranside received applications from all the relevant closed establishments. However, following clarification of HMP Dungavel’s role within the long term progression system (i.e. SPS Circular 38A/97), the majority of successful applications, particularly over the three months prior to our inspection, had originated there.

6.5 All prisoners were interviewed by the nurse and by the Medical Officer (MO) within 24 hours of admission. They also all received a very comprehensive four day induction programme as part of which they received detailed information about the establishment’s procedures and routines. The remaining part of the programme was taken up with interviews by social work and education personnel, allocation to a work party (see paragraphs 6.20-22), an initial needs assessment by the Induction Officer to identify any appropriate programmes that might be required and a sentence planning update including the allocation of Personal Officers. An outline of the programme is contained at Annex 4. In addition to that formal programme, there was a very comprehensive and regularly updated local section in the Prisoners Information Pack.

Comment

6.6 We were very impressed by the enthusiasm and commitment of the induction staff and by the comprehensive and personalised aspects of the Reception/Induction programme, which fully met the relevant SPS Operating Standards. Particularly worthy of note were the arrangements made to establish the prisoner/Personal Officer relationships quickly, especially the individual Personal Officer profiles, including photographs, when they were initially being introduced to the admissions.

Sentence Planning/Management

6.7 At their first formal meeting, prisoners and Personal Officers confirmed the initial targets for the last stages of their sentences and the timetabling required to achieve these targets. Personal Officers were required to meet formally with their allocated prisoners once a month in order to review progress, with written records being kept of all such meetings.

6.8 A further key area of Personal Officers’ responsibilities was the completion of detailed liberation interviews within the last 12 weeks of sentence, covering all areas of this critical period and including post-release arrangements. Appropriate procedures were in place effectively to manage the scheme.

Comment

6.9 We were pleased to note that sentence planning was being effectively promoted at Noranside, with the commitment of both Personal Officers and line management being worthy of mention. However, many of the forms still in use were not totally compatible with the changes taking place in the new system of Sentence Management and will require to be updated in due course.

6.10 Additionally, the quality of the sentence planning information arriving at Noranside from the sending establishments was extremely variable. Each prisoner’s sentence planning folder should, in our opinion, be a comprehensive growing and evolving record, documenting a prisoner’s progress from the start of his sentence and should not, as is presently the case, require new folders to be opened at each new establishment with the information from the sending establishments then being committed to file. We therefore urge a review of sentence planning records and the procedures for the passage of information between establishments.

Offending Behaviour Programmes

6.11 Overall responsibility for prisoner programmes rested with the Resources and Activities Manager and at the time of our inspection, a number of group work and awareness courses, supported where necessary by individual counselling, were available mainly to deal with addictions issues. Courses were co-ordinated by two teams of Residential Officers who had been trained to COSCA level 2 standard and who were assisted in delivery where appropriate by workers from relevant external agencies. There was also a range of drug support interventions - see paragraphs 4.13-17.

6.12 Individual counselling for alcohol problems was provided by counsellors from Tayside Council on Alcohol who delivered a service, based on harm reduction principles, one day per week over 40 weeks a year. On average, the counsellors completed six individual sessions each day with an average of 30 prisoners receiving help at any one time. Support for this work was provided by a team of four Residential Officers who obtained feedback from the counsellors regarding attitude, openness, time keeping and general progress.

6.13 The services of Alcoholics Anonymous were also available one evening a week, with average attendance in low single figures.

6.14 The Social Work Unit had delivered four Anger Management Courses over the year prior to our inspection and had led Offending Behaviour and Home Leave Groups in addition to contributing to Pre-Release Courses but all those programmes were temporarily in abeyance. Management had, however, given a commitment in the current Strategic Plan to the continuation or resumption of Anger Management, Pre-Release and Home Leave Programmes.

Comment

6.15 We were pleased to note the dedication and commitment of the Residential Officers and the external Agencies towards the provision of the services currently on offer. In our view, however, more focused strategies, structures, procedures and resources will require to be put in place before Noranside can deliver a range of opportunities appropriate to the needs of the prisoners at that stage in their sentence, in order to smooth the transition from prison back into society.

6.16 We were also concerned about the appropriateness of delivering Anger Management courses within an open establishment. Although we fully recognise the importance of this type of intervention, we believe it is more appropriate to be delivered within closed establishments and that the primary thrust of non-statutory work at Noranside should be concentrated on a range of interventions to prepare prisoners fully for release and on multi-agency forums to ensure continuity post-release.

6.17 We therefore recommend:-

(i) A comprehensive review of the Offending Behaviour Programme Strategy, to be carried out in conjunction with SPS Regimes Directorate, in order to specify those issues that should be addressed in closed establishments and those that may be tackled at open establishments; and

(ii) A review of the management processes including throughcare providers - and first line management - in order to support staff involved in programme delivery, including preparation time and pre and post delivery support, and to improve co-ordination.

Apex

6.18 At the time of inspection, discussions were ongoing with a view to introducing the services of Apex (Scotland). The proposal was that this would include the possibility of some work based placements in the Angus area with the following services also being provided by the organisation:-

• Pre-release employability assessment interviews, with the aim of producing employability CVs and action plans identifying the next steps to be taken and by whom;

• Pre and post release Apex attendance and support under which arrangements would be made for prisoners to attend their local Apex Unit during home leaves and after release; and

• Parole employability assessments with reports, based on two hour sessions with each relevant prisoner, being prepared to fit in with the timescale set for parole dossier completion.

6.19 In addition to these services for prisoners, consideration was also being given to the possibility of staff secondments to Apex to gain an insight into their services and approach and one-day training courses for groups of up to 10 staff.

Labour Allocation

6.20 About three months prior to our inspection, the Catering Manager had taken responsibility for oversight of the labour allocation process, a function which she estimated accounted for about 20% of her working week. The main task involved interviewing the admissions, who were required to complete a form detailing the employment in which they had been involved inside and outside of prison together with details of any education or offending behaviour programmes in which they had participated. That information was used to identify suitable work placements and the details provided by the prisoner were then stored on a computerised record. Throughout the prisoner’s stay at Noranside, changes in employment and details of courses undertaken were recorded. If the prisoner moved to another establishment the updated record was also passed on as part of the transfer documentation.

6.21 The other task was dealing with changes in work parties. All vacancies were notified to the Labour Allocation Co-ordinator and details, in the form of job advertisements, were then passed to Wing staff for display on the prisoners’ notice boards. Prisoners’ applications for such vacancies included a report from their Wing and their present Work Party Officers whilst applications for enhanced jobs - see paragraph 6.24 - would also include medical and security reports. Applicants were then interviewed by the Co-ordinator who made the selection and advised all the applicants of the results and the reasons for selecting the particular individual. Selections for enhanced jobs had to be approved by the Regimes and Activities Manager.

Comment

6.22 We were very satisfied with the arrangements in place for the filling of job vacancies and we were pleased to learn that all applicants were being given the reasons why selections were being made. We understand that the Co-ordinator is planning to improve the current procedures by advertising all vacancies at one central location - probably the dining hall - where there would also be a selection of job application forms. This is an initiative to which we give our full support.

Employment

6.23 With the exception of those on full-time education and those who were going through the induction process, all prisoners were in some form of employment. In addition to the outplacement scheme - see paragraphs 6.32-35 - the main work parties included concrete products, farms and grounds and forestry and gardens. These were staffed by one Supervisor and seven Officers. There was also a working party for the kitchen - see paragraph 7.1.

6.24 The average rate for prisoners’ weekly earnings was £9 but prisoners employed in enhanced jobs could earn up to £12 per week. In total, there were six enhanced jobs within the establishment - viz, two in the Farm Shop and one each in the Visits Centre, Canteen and the Governor’s and the Garage passmen.

6.25 Apart from the current contract for concrete products, all other revenue was generated by forestry, farms and gardens and sold through the Farm Shop which was open to the public and staff. As noted above, the shop was manned by two prisoners and we were satisfied with the tight financial controls which were in place. Goods sold through the Shop in 1997-98 amounted to some £34,000. Despite transport difficulties, some 10 establishments regularly purchased vegetables from Noranside.

6.26 In addition to the main parties, there was a VT Painting party which employed ten prisoners under the supervision of one Instructor. Scotvec modules were delivered within the Painters, Catering, Farms, Gardens and Forestry parties.

Comment

6.27 We were impressed by the way work formed the core of the regime at Noranside. Prisoners were being fully employed on useful tasks and working harder than we have observed in most other prisons. The working day was also longer than elsewhere and in our opinion, was preparing prisoners for a return to society with realistic expectations of what would be expected of them by prospective employers.

6.28 Much of the work on which prisoners were employed was undertaken out of doors, often in inclement weather, but we noted that there appeared to be a shortage of waterproof clothing. This situation ought to be remedied.

Noranside Environmental

6.29 Within the gardens at Noranside, an innovative and imaginative project has been set up to explore options for dealing with biowaste. The aim of the project was to collect all biomatter waste produced by Noranside, render such waste inert and dispose of the end product safely. The main pressures for this initiative were impending European legislation on the disposal of biowaste in ecologically sensitive ways and the likelihood of escalating financial and environmental costs for the dumping of waste.

6.30 Noranside Environmental had chosen to implement two methods to render inert large volumes of biowaste:-

"In vessel" bacterial degradation composting, in which any type of organic waste, including meat, fats, fruit and vegetables, paper waste and sludge, was broken down in stainless steel containers and transformed into compost in a few weeks; and

"Vermiculture" in which worms eat organic waste including animal manure, plant and timber waste, paper, treated human sewage and food industry spoil and waste. They then transform it into a fertile medium which can be used as a soil conditioner or high quality growing compost. This process is self sustaining and can transform ten tonnes of organic waste into six tonnes of worm cast in a week.

Comment

6.31 We were very impressed with the enthusiasm and obvious commitment of the staff and prisoners involved in this remarkable project. Inevitably, they had been teased by colleagues but the financial and ecological arguments they put forward appeared unassailable. Noranside Environmental was a registered body with Entrust, an agency of HM Customs and Excise set up to encourage alternatives to landfill dumping. It was a serious project addressing difficult issues in a practical way and as such, had been recognised and supported by the City of Dundee Council and Angus District Council. Scientific research was being undertaken by a post-graduate student from the Scottish Crop Research Institute at Dundee and Angus Rural Forum had agreed to sponsor research projects for sixth year students in schools in Angus and Dundee. The potential benefits to the establishment and to the SPS included significant long term savings in transport and tipping costs for landfill sites, together with the production of commercially viable quantities of organic fertiliser and compost.

Outplacements

6.32 Media attention, much of it adverse, has focused on all three open prisons and their outplacements in the community in recent years, with some tabloid coverage in 1997 having had a particular impact on Noranside. As a result, the number of placements had been reduced but at the same time, a complete review of selection procedures had been made, resulting in the introduction of much clearer responsibilities and guidelines.

6.33 At the time of inspection, eight prisoners were working at a total of seven different placements, two of which were bringing in approximately £6000 per annum to the establishment. Placements included several Day Care Centres for the elderly and those with learning difficulties; prisoners were also working at a nearby Animal Sanctuary and a local RC Church in Forfar. All but one of these placements were employing prisoners on a full-time basis - ie, five days a week. Requests for help with a variety of community projects in the evening and at weekends were also received whilst seasonal outplacement employment included the refurbishment of a nearby mountain bothy. Six individuals were also fully employed within the establishment on enhanced posts such as the Farm Shop and the Canteen - see paragraph 6.24. Full time outworkers were paid £12.00 per week, in addition to which they were given £1.00 per day to supplement the packed lunches which were provided by the establishment.

6.34 There were plans to increase the number of full-time outworkers in the community to between 12 and 14 by the start of 1999.

Comment

6.35 The revised procedures which had been introduced were amongst the best we have seen, with supervision arrangements much improved. This had resulted in even better protection for the public, though we would caution against any rapid expansion in future.

Physical Education

6.36 The establishment had only one full-time Physical Education Instructor (PEI) which meant that he was not available throughout the week to supervise the gymnasium activities. Instead, his working pattern was as follows:-

6.37 At the time of our inspection, the PEI had only been in post for a short time; previously, he had been a Relief Officer for the Concrete Party, the VT Painters workshop and the gymnasium. However, his replacement in that post had not been given PE as part of his remit which meant that there was no relief cover for this function. In theory, assistance in running the PE programme was provided by four Games Officers but because of their other commitments within the establishment, their assistance was on an ad hoc basis and only in the evenings.

6.38 PE facilities comprised a first class gymnasium, a well equipped weights room, a separate fitness room and adequate showering facilities, one of which had been designated for use by female staff. Within the gymnasium complex, there was also a no-smoking TV room which was available to prisoners in the evenings when the gymnasium was open. There were also outdoor grassed playing areas. Prisoners had the opportunity to participate in two one and a half hour sessions per week for which they were given time off from their work parties and a very flexible programme was in existence in order to meet prisoners’ requests. At weekends, any number of prisoners could attend the gymnasium and again, the activities would reflect the wishes of the participants. Numbers attending the various sessions normally averaged around 15 from the work parties and between 20 and 30 at weekends. Prisoners on outplacements could attend in the evenings and at weekends.

6.39 The facilities were also available to staff at lunchtimes and twice a year, the PEI would offer ‘Well Person’ Clinics which offered general health and fitness advice to prisoners and staff and their families. Assistance in running these Clinics was provided by the Nurse. We were interested to learn that the gymnasium facilities were also made available once a week to a group of local people with special needs to give them weightlifting training facilities to enable them to prepare for the Special Olympics and other competitions.

6.40 In addition to the daily PE programme, there was a prisoner football team which played friendly matches against prisoners from other establishments and local amateur teams. Informal outdoor football games were also played at weekends and in the evenings. Groups of up to 10 prisoners were taken to a local swimming pool on one evening per week. At one time, supervised hillwalking outings had been available for groups of up to eight prisoners but the current PEI did not have the necessary qualifications to continue that activity (though he was hoping to achieve this). After prisoners had been on their first home leave, they were allowed to go running outwith the establishment on special licence though in order to qualify for this, they first had to pass a fairly strenuous fitness test. We had some doubts as to the reason for this pre-condition or indeed, why prisoners could not simply go for a walk over the designated routes and we suggest, therefore, that there should be a review of this local procedure.

Comment

6.41 We thought that the PE facilities at Noranside were excellent. We were impressed by the programme on offer and the flexibility which it offered in order to meet demand. We were, however, disappointed to learn that the gymnasium complex was closed on a number of occasions either at weekends or in the evenings. It is our view - and the view of many prisoners - that the regular availability of such a facility would go a long way to reduce boredom and we suggest, therefore, that there should be a review of the staffing arrangements with the aim of having the facility open for longer periods on a more regular basis. Such a review should include consideration of the feasibility of re-instating the post of relief PEI or ensuring the regular assistance of Games Officers. The statutory position with regard to the supervision of prisoners using the facilities should also be clarified.

Education

6.42 The education/library facility was a self-contained unit situated adjacent to the gymnasium. It comprised a staff office, one large classroom which could be divided to give two smaller classrooms, a library/study area, a store room and separate staff and prisoner toilets. Appropriate teaching aids and support services were provided. The cleaning of the unit was provided by the education passman who also assisted in the library on three days a week.

6.43 The unit was staffed by a full time education co-ordinator, supported by two part-time teaching staff. Educational services were provided on a contractual basis, 44 weeks per year, by Angus College based at Arbroath with the five year contract currently in its fourth year. One of the part-time staff delivered computer studies on a Wednesday morning and the other delivered introductory computing and maths at various levels each Thursday (including evening classes) as well as on a Friday morning.

6.44 An educational assessment of all new admissions to the establishment was carried out based on recently introduced SPS Initial Assessment criteria. At the time of our inspection, there were only four prisoners who required Basic Skills educational support. The Core Skills curriculum was reflected in the majority of the educational programme which offered all courses to Scotvec accreditation standard, including Mathematics, English, basic IT skills and literacy and numeracy support for the VT classes. Class sizes were restricted to a maximum of 12 and there were waiting lists for all classes, the average waiting period being four to six weeks.

6.45 Education provision to National Certificate level was available through three college outplacements at Angus College with sources of funding for those placements including The Scottish Office, the prisoners’ respective Local Education Authorities and the prison’s education budget. However, funding for higher education had become increasingly difficult to obtain and had been a factor in the reduction of college placements since our last inspection - in 1994 there had been six. Open University funding was also restricted since SPS procedures did not allow for costs to be met by prisoners’ families.

6.46 The co-ordinator had forged a close liaison with external Colleges of Further Education and was a member of the establishment’s Throughcare and Development Group. She also provided six hours training on Job Seeking Skills to the Pre-Release Course - when these were running.

6.47 The education unit was a regular contributor to the Koestler Awards Scheme with entries being submitted in the Art and Creative Writing categories.

6.48 External line management was provided by the College’s Assistant Principal whilst the establishment line manager was the Resources and Activities Manager. Although the latter did meet formally with the education co-ordinator to decide the scope and volume of educational services at the beginning of each term, there did not exist any formal structure between the purchaser and the supplier regularly to review the quality of the educational service being delivered. Also, there was no evidence of the existence of any agreed performance indicators.

6.49 The quality of the service delivery had been affected by a cut in the current year’s educational budget of £11.5K which had had a significant effect on the curriculum, with the immediate loss of two evening and five day classes and the closure of the unit for one week in October resulting in a total loss of 400 teaching hours. This situation had been exacerbated by the fact that a communication breakdown between the purchaser and the supplier had resulted in this cut, which represented over 20% of the total budget, not being communicated to the supplier until half way through the financial year. There was a possibility that the educational programme for the spring term (January to March 1999) would also be affected.

6.50 The educational service has also been affected by the withdrawal, since April 1998, of the Community Education teacher based in Forfar who had delivered individual Basic Literacy services one morning per week.

Comment

6.51 In our view, the education facility and the educational services provided by the teaching staff and in particular by the education co-ordinator, have been of a consistently high standard despite recent difficulties.

6.52 However, the co-ordinator had found herself somewhat isolated and under pressure, partly due to difficulties in the management of the education contract. Those problems had been exacerbated by the significant cuts to the educational budget in this financial year and the late notification to the providers. We found no evidence to suggest that these cuts had been based on an accurate assessment of the establishment’s educational needs and we are seriously concerned as to the immediate and long term impact on prisoners’ self development, particularly in an open establishment where these services should be maximised. In the light of these concerns, we wrote to the Governor suggesting that as a matter of priority, there should be a formal meeting between senior prison management and the management of Angus College, including attendance by the SPS Educational Adviser, to review the present contractual arrangements, to develop procedures and mechanisms to monitor delivery and to examine funding issues.

6.53 The recently published SPS Prisoner Education Policy correctly emphasises the need to concentrate on the provision of core skills. We believe, however, that it should also outline for open establishments the appropriate curriculum balance between basic literacy elements and core skills underpinned by the New Deal Programme and Higher Education. There would also appear to be a lack of clarity around current and future funding arrangements for prisoner attendance at College outplacements and Open University courses.

6.54 As recently stated by the Scottish Office Minister for Home Affairs, education can impact on re-offending by enhancing prisoners’ self-esteem and motivation by improving their ability to cope with every day life. We therefore recommend that:-

(i) A comprehensive educational needs assessment of the prisoner population should be carried out to determine future service provision, to include distance/open learning;

(ii) The SPS Prisoner Education Policy should clearly outline the appropriate curriculum balance for open establishments; and

(iii) A review of Open University funding should be undertaken in order to maximise the number of funding sources.

Library

6.55 As noted above, the library/study facility was located within the education unit and housed approximately 1,800 publications, both fiction and non-fiction, on open shelving. Audio materials and cassettes were also available, as were suitable reading materials for ethnic minority prisoners. Copies of Prison Rules, HMCIP Reports and SPS Prison Surveys were also readily accessible. The education co-ordinator had maintained close links with Forfar District Library and book exchanges took place quarterly. Individual prisoner requests were also responded to from this source. The facility was managed by the education co-ordinator with assistance being provided by the education passman. Prisoners had access on three occasions per week, including one evening.

6.56 On admission, all prisoners received a brochure which outlined the library services and encouraged them to use it as a study and reading facility. User figures showed that the library was a popular service, being used regularly by over 50% of the prisoner population.

Comment

6.57 We were pleased to note that this small but well organised library was providing such an excellent service, as evidenced by the prisoner uptake. It not only offered a borrowing service but also provided a first class study and reading facility.

Social Work

6.58 The Social Work Unit was located on the top floor of the Administration building and comprised one large office which accommodated the two full-time social workers, with an adjoining small office which was used by the part-time clerical worker. At the time of our Inspection, one of the full-time posts was vacant but a number of applications had been received for the trawled post. The remaining Social Worker had been in post for four years and had changed from part-time to full-time in May 1997. The clerical officer had been in post for ten years and worked a total of 20 hours, five mornings a week. All staff were employed by Angus Council.

6.59 External line management was provided by the Senior Social Worker leading the Criminal Justice Services team based in Arbroath, whilst the establishment line management was provided by the Resources and Activities Manager. The external line manager attended the prison approximately one day per week to deal specifically with prison business and to supervise the team. We were informed that the regular liaison meetings that had previously taken place between the Resources and Activities Manager and the Council line manager to review and monitor social work service delivery had not taken place for some time, mainly due to pressure of work on the Social Work Unit. That pressure had also meant that over that same period, social work representatives had not attended the Throughcare and Development Group which met quarterly to discuss regime matters, nor had they attended the monthly cross-functional meetings, though these had ceased due to the long-term sick absence of the Residential Supervisor who co-ordinated them.

6.60 We were assured that negotiations between the establishment line manager and Angus Council to agree, by the end of September 1998, the future scope and volumes of social work service had been completed on schedule, with the establishment ordering 80% volume in statutory work and 20% in non-statutory. Current social work delivery consisted primarily of statutory work relating to Parole and Pre-Release work, with admission interviews and Home Leave assessments also taking up a significant proportion of the workload.

6.61 Since December 1997, the Social Work Unit had delivered four Anger Management Groupwork programmes and had led Home Leave groups, though these had not been running recently. Social Workers had also led Offending Behaviour groups and had contributed a session to the Pre-Release courses, which had also suffered recently from a lack of continuity.

6.62 There was a positive relationship between social workers and basic grade prison staff, particularly at Personal Officer level, and the Social Work Unit had conducted training with fifteen Residential staff over a three day period in 1997 to enable them to undertake basic welfare tasks. We were informed that from everyone’s perspective, this was working successfully.

Comment

6.63 In our view, the Social Work staff provided a good standard of practice and service delivery. However, there were gaps in the continuity of provision, particularly in the area of Pre-Release and Home Leave courses.

6.64 Our primary concern related to the lack of formal mechanisms to monitor and evaluate the work of the Social Work Unit and in particular, the absence of formally recorded meetings between prison management and Angus Council line management. Additionally, we were concerned about the isolation of the Unit and its lack of involvement in any formal multi-disciplinary regime structure within the establishment. Irrespective of the outcome of the service level agreement negotiations, we suggest that these areas should be addressed by prison management as a matter of priority.

Chaplains

6.65 There was one Church of Scotland (C of S) and one Roman Catholic Chaplain, each of whom attended the establishment for seven hours a week. Their main function was to make themselves available in all areas of the prison so that prisoners could have access as required. Prisoners who wished to attend Sunday services were taken by prison transport to the relevant churches in the local area. There was also a chaplaincy group which met on a Wednesday evening between the hours of 1900 and 2100 and was attended by both Chaplains.

Comment

6.66 We were satisfied that all statutory requirements with regard to prisoners’ access to a representative of their faith were being met. Our only observation is that the present ad hoc arrangement for C of S Chaplaincy coverage should be resolved as soon as possible.

Prison Fellowship

6.67 We met with two representatives of the Prison Fellowship who were among a number of volunteers who attended the prison regularly on a Tuesday evening, with attendance at those meetings ranging from 5 to 20. The Fellowship representatives confirmed that they enjoyed a good relationship with staff of all grades and with the Chaplains; they were happy to visit the prison and were pleased with the way in which they were received. We noted that new guidelines for Fellowship members visiting the establishment had recently been drawn up.

Family Contact

(i) Visits

6.68 The isolated location of the prison presents difficulties in travelling for the majority of prisoners’ families - indeed, a number of prisoners informed us that they did not ask their families to make such a journey but relied instead on the Home Leave Scheme.

6.69 Visits took place between 1830 and 2030 hours Monday to Friday and between 1000 and 1600 hours at the weekend. A booking system had recently been introduced to ensure that every prisoner was guaranteed a weekend visit every month and a review was due to take place to assess the impact of this change. Visit passes were not required and other than at the weekend, there were no restrictions on the number of visits a prisoner could have.

6.70 Prisoners who qualified for the Home Leave Scheme could go home for 48 hours every four weeks, in addition to a five day home leave in the summer and over the Christmas period. Those prisoners could also apply for one eight hour day parole per month which had to be taken in Dundee. On such occasions, prisoners could be accompanied by their family.

6.71 A new visits area had been opened since our last inspection and was being maintained to a high standard, though some damage to the floor covering in the children’s play area had occurred due to a leaking roof. The isolation of the establishment was considered to be a factor in the lack of voluntary involvement at the visits but there was a collection of toys and games for the children’s play area.

6.72 There were restrictions on the type of food that prisoners’ visitors could bring on visits but the rationale for such restrictions was unclear and we suggest that this practice should be reviewed. Filled rolls and snacks were available for purchase at a shop in the visits room which was operated by a prisoner. During good weather, prisoners and visitors were allowed access to parts of the prison grounds though we have written to the Governor suggesting that there should be a sufficient number of benches for all visitors.

(ii) Prisoners’ Visitors

6.73 As is our normal practice, prior to our inspection a notice had been published extending an invitation to visitors to speak with members of the Inspection team. Unfortunately on this occasion, no one took up that invitation.

(iii) Family Contact Development Officer

6.74 The Family Contact Development Officer (FCDO) was active in trying to establish and maintain links with a number of volunteer groups in the local area who might be prepared to offer some form of service. However, as noted above, the perceived isolation of Noranside meant that there was no regular input from such voluntary agencies at the time of our Inspection, though there had been donations of toys and games for the children’s play area.

6.75 A visits information sheet was provided during the Induction process and contained a great deal of useful information for families. Arrangements for Assisted Prison Visits were in place and were working satisfactorily.

6.76 We support the FCDO in his efforts to have an FCDO Forum established on SPIN, as a way of sharing best practice. We were, however, disappointed that it had been decided not to survey visitors for their views on the revised visit arrangements and we suggest that this should be done in future.

Lifer Liaison/Early Release Liaison Officer

6.77 As part of its current eligibility criteria, Noranside could accommodate up to a maximum of ten life sentence prisoners who had been assessed as suitable to serve the latter part of their sentence in open conditions. At the time of our inspection there were nine such prisoners in the establishment, one of whom was serving a designated life sentence.

6.78 The establishment’s Lifer Liaison Officer (LLO) was a Residential Supervisor, a function for which he had held responsibility for five years. That same individual was also the establishment’s Early Release Liaison Officer (ERLO) - see paragraph 6.80. Support in that former role was provided by a Deputy who was one of the nominated Induction Officers. The LLO had established a close liaison with his opposite numbers in the closed establishments and attended seminars organised from time to time at the SPS College.

6.79 The LLO conducted an in-depth interview with each life sentence prisoner as part of the induction process and met with them regularly both individually and in a group setting. He also ensured that their Sentence Plans fully met the requirements of any Parole Board directions, in addition to which he monitored the quality of Parole Review documentation and liaised regularly with Parole Board members and with the Parole and Lifer Review Branch. A suitable Parole Interview room, centrally situated in the Administration area, was available for these purposes.

6.80 With the increase in the number of short-term convicted prisoners being held at the establishment, particularly over the last 12 months, the role of the ERLO had increased. Personal Officers were required to complete detailed liberation interviews with both life sentence prisoners and those subject to early release procedures and the LLO/ERLO co-ordinated these arrangements and liaised with the Social Work Unit.

6.81 We were pleased to note the comprehensive nature of the arrangements and procedures in place for both these functions and the professional manner in which they were carried out.