6. Regimes

Reception

6.1 Reception was located just off the sterile area and was adjacent to the main Halls and the Hospital buildings. The number of prisoners being processed through this area was exceptional - at over 20,000 admissions last year it was by far the highest in Scotland. On both Mondays of our inspection, the throughput involved some 180 admissions and 100 liberations. Despite this, the facility was bright, airy and reasonably well maintained.

6.2 Staffing comprised a Supervisor and seven Officers on each of the two main shifts during weekdays, with a reduction of two Officers at the weekends. In addition, two Data Processors were employed on the weekday backshift to process incoming warrants and to deal with most of the administrative work. The allocation of tasks was designed to ensure that prisoners were dealt with as quickly and efficiently as possible. However, the demand was such that on occasion prisoners were still held in the cubicles for lengthy periods of time, sometimes with two prisoners being held within a single cubicle.

6.3 Eight passmen were employed on cleaning and pantry duties; they were also involved in the process whereby prisoners’ clothing was removed and checked on admission. These individuals were required to work for seven days from 0630 to 2030 hours; consideration should, therefore, be given to the introduction of some form of shift working.

6.4 With the exception of YOs, all admissions were screened by Nursing staff. YOs were ‘fast-tracked’ through the reception process to the Halls where they were then seen by the nominated Nurse, a system which appeared to be effective in minimising contact with adult prisoners. There was, however, no information available to prisoners in the Reception area nor was there any access to telephones (though there were cards for those prisoners who did not speak English). Generally, the quality of information available on admission was poor and should be improved.

Comment

6.5 Though the facilities available were cramped, they permitted a high throughput of prisoners and included reasonable access to showers, meals and clean clothing. There was some evidence of graffiti in the cubicles, but otherwise the area was maintained to a reasonable standard. The clothing store was well maintained with the personal property of prisoners being neatly stored. A separate and secure valuables store appeared to operate well and provided staff with access to all the necessary items when dealing with prisoner movement.

6.6 Plans were also in hand to introduce interview rooms which would allow for a degree of privacy as well as an exchange of information.

Induction

6.7 The only induction process which was in operation at the time of inspection was an initial interview carried out on admission by the Gallery Officer. In most Halls, that interview was backed up by an information pro forma which was filled in at the time of interview and retained in Hall records. In ‘C’ Hall only a verbal brief was given.

Comment

6.8 There was little on offer by way of formal induction to any category of prisoner on admission, though plans were being drawn up to introduce a more sophisticated system. However, it is wholly unacceptable to operate in the present fashion and therefore, we recommend that the introduction of an induction programme should be treated as a matter of considerable priority.

Sentence Planning

6.9 Barlinnie’s role as a local prison would not normally include a formal Sentence Planning scheme, but this should not preclude the operation of a Personal Officer scheme as a means of managing the short-term prisoner population. There was, however, no evidence of either scheme in operation at the time of inspection, though in the past attempts had been made for groups such as prisoners on protection. However, a significant proportion of the convicted population was now LTPs who were also staying on at Barlinnie for upwards of 18 months. They should therefore be receiving the benefits of such a scheme.

6.10 A Project team was now considering a Needs and Risk Assessment (NRA) procedure which would be compatible with work being undertaken at National level concerning the piloting of Sentence Planning and NRA in long term establishments.

Comment

6.11 If it is not possible to transfer LTPs to their prison of allocation within a much shorter time, then arrangements to start a Sentence Planning process should be introduced forthwith.

Lifer Liaison Officer

6.12 The Lifer Liaison Officer (LLO) had only been in post for a week at the time of our visit; he had received no formal training but time for this had been allocated later in the year.

6.13 We were concerned to note that there was no established Parole review system and that those reviews that were being carried out were on an ad hoc basis, though the LLO appeared to have sufficient knowledge to ensure that a reasonable process was being adhered to. None of the other staff involved had had any formal training and the LLO was in the process of setting up a formal system, which would include social work and administrative staff. We suggest, however, that a formal system with appropriate training should be established without delay.

Labour Allocation Board

6.14 The Labour Allocation Board (LAB) was held twice weekly on Wednesdays and Fridays and allocated prisoners to work parties on a first come, first served basis. The Board consisted of the Activities Supervisor supported as necessary by information provided by Residential staff. This information included sentence details, an assessment of the prisoner’s fitness for work and details of any previous job experience. The selection criteria took into account the physical demands of the job and any security constraints imposed by the work location.

6.15 Some 60 prisoners per week were allocated to work parties but this often meant being placed on a waiting list when vacancies did not exist, though prisoners were sometimes offered a temporary job in lieu.

Comment

6.16 It was clear that insufficient employment opportunities were available: however, consideration was being given to the introduction of work sharing arrangements and other measures which would maximise the number of prisoners who could be gainfully employed. We were also told that Workshop Managers often ignored the waiting lists when selecting prisoners, preferring to take those individuals who were known to them from previous sentences. A Job Club or Surgery to deal with applications was being planned, as was a more vigorous system for monitoring the LAB process.

6.17 We also suggest that more weight should be attached to the LAB process and that Security and Residential Supervisors should be required to attend. The order of business should also be varied to ensure equal opportunities for all Halls. We noted that the Strategic Plan included a target of 800 prisoners to be working daily by the year 2000.

Employment

6.18 The industrial complex was made up of eight work parties and two certificated training parties. These work parties were involved in the delivery of both national and local contracts.

6.19 Three of these were textile working parties, one a cutting room and two machine shops. They were staffed by a Supervisor, two Officer Instructors and four Civilian Instructors. Seventy prisoners could be employed between the three areas making uniform trousers and donkey jackets.

6.20 The Joinery area consisted of two work parties - an assembly shop and a machine shop. Staff consisted of a Supervisor and six Officer Instructors. Forty five prisoners could be employed making cutlery and tea trays, garden furniture and benches.

6.21 The Concrete party was working on four main contracts which provided work for 30 prisoners under a Supervisor and two Officer Instructors. Metal Recovery concentrated on a local contract and provided employment for two Officer Instructors and 40 prisoners.

6.22 The General Purpose party provided a variety of employment for 35 prisoners on protection; this ranged from making fishing nets to packaging brushes and producing polythene bin bags. Supervision was provided by two Officer Instructors.

6.23 Vocational Training (VT) opportunities had been reduced from three to two courses as the Instructor in the VT Bricklaying course was due to retire and had been redeployed to the Joiners. The VT Painters employed up to 10 protection prisoners and one Officer Instructor who was able to instruct up to SCOTVEC Level 3, whilst the Industrial Cleaning party provided training to British Institute of Cleaning Services standard for up to 10 prisoners, with one Officer Instructor. It was planned to increase this activity by a further similar sized course, with one providing training and certification whilst the other concentrated on cleaning areas in the establishment.

6.24 In addition to the above parties, there was a Gardens party which came under the remit of the Laundry Supervisor. It was part of the Facilities function and was staffed by one Officer with up to ten ‘C’ category prisoners. They were responsible for tending the lawns, the garden areas and the football field within the perimeter wall in addition to which, vegetables and plants were grown in a poly-tunnel. The party also undertook general refuse collection.

6.25 Workshop areas were well-laid out and spacious, with prisoners being given an induction process which included the appropriate safety procedures for machinery, in accordance with national guidelines.

6.26 Security and searching procedures systems were in place and appeared to be operating to a satisfactory level, though there was one area of concern which has been taken up separately with the Governor.

6.27 Procedures and systems for H & S appeared to be appropriate in most work areas though we suggest that modesty screens should be introduced in all toilet areas. One area which did give us some cause for concern was the lack of washing/showering facilities in the concrete workshop. Prisoners employed in that area were regularly exposed to large amounts of dust and dirt and therefore had to return to the Halls for their meals in a very dirty condition; similarly, the staff office was located in the main working area which meant that it was also bombarded by dust. We suggest, therefore, that proper staff and prisoner shower/ablution facilities should be provided in that area and that an alternative location should be found for the staff office.

6.28 Efforts to achieve accreditation for prisoners had commenced with a small number of staff having received SCOTVEC training to D32 standards. This was planned for all staff and would assist in the drive towards Work Based Learning.

Comment

6.29 Whilst the range of work in the Industrial complex was more than adequate, there were insufficient places for those who required employment. The total capacity of the various worksheds, including the small garden party and laundry, was some 320 places; domestic work in such areas as the Reception, Kitchen and the Halls, provided a further 170 places giving a maximum of 590 prisoners gainfully employed on any one day. As Barlinnie would expect to have around 1,000 convicted prisoners this shortfall is considerable, though some work had been done on introducing shift-working in the Kitchen, a system which could be further expanded into other areas such as Reception. There was also a team considering the feasibility of timetabling work and other purposeful activities, including offending behaviour programmes; the team was due to report in August 1997. We recommend that their findings are acted on as a matter of great priority and that sustained efforts are made to provide more purposeful activity for all convicted prisoners on a more equitable basis.

Physical Education

6.30 In our previous Report we had noted the very limited facilities for PE and had commented on the importance that physical activities had in any prison regime. Unfortunately, our views had not been acted upon and we were therefore unable to record any improvement, beyond the recent resurfacing of the football field.

6.31 The PE department was staffed by a Supervisor and four Instructors and a PE programme was provided from 0800 to 2100 hours Monday to Friday and over the day shift on a Saturday. A temporary staff shortage meant that no activities took place on Sundays.

6.32 Facilities consisted of a small gymnasium (which lacked any changing facilities or storage space) and a converted workshed which provided a second gymnasium with a separate weights and fitness area. This area had a concrete floor, inadequate changing and storage facilities and was barely suitable for its purpose. A small portable unit was located adjacent to the workshed and provided a total of six showers, a facility which was totally inadequate given the large number of prisoners and staff who used the gym each day.

6.33 The programme delivered by PE staff concentrated on a core group of 21- 30 year old prisoners. A wide range of activities was on offer and the football field was frequently in use. The programme was delivered to about one third of the population, i.e some 400 prisoners per week, but the concentration on that core group meant that other groups were generally given only minimal access.

Comment

6.34 Physical activity can play an important part in the regime of any prison and we were particularly concerned that the majority of prisoners in Scotland’s largest prison should routinely be excluded from participation in a PE programme - especially when there was a general lack of purposeful activity elsewhere in the regime. We were impressed by the commitment and motivation of the PE staff who were making the best use of outdated and inadequate facilities. However, it is clear that the contribution which they can make to the health and well being of the prisoner population is presently limited by the lack of investment in this area. We therefore repeat our previous recommendation that a new PE complex commensurate with the size of the establishment should be provided.

Education

6.35 The Education Unit was housed in a self-contained building which had been in use since 1994. It was a two-storey purpose-built facility which, on the ground floor, contained one large classroom, a tutorial room, an office, a staff room and toilet and a student toilet. On the first floor there was a computer room, an art room, a small classroom, a kitchen/cooking classroom and a store cupboard. The accommodation was adequate but was over-crowded and lacked storage space, factors which helped contribute to an impression of untidiness.

6.36 The Unit was staffed by one permanent full-time member - the Education Co-ordinator - three permanent part-time teachers and seven temporary part-time teachers. The balance of staffing reflected the curricular demands of the prison. Staff were experienced and committed to prison education and their professionalism helped to create a positive atmosphere in the Unit. The work of the Unit was well organised by the Co-ordinator but there was an issue over her management time which remained unresolved and needs to be addressed.

6.37 The contract for education in the establishment was provided by Motherwell College, which was also responsible for contracts at Shotts, Dungavel, Low Moss, Dumfries and Penninghame, all of which were co-ordinated by the College’s Deputy Principal. Relationships and communications between the College and the prison were good and were likely to become even better if the College’s pilot project of Video-Conferencing with its linked prisons was successful. There were, however, some concerns related to the contract which were expressed by both the college and prison staff. These included clarity of line management and accountability issues as they affected the Education Co-ordinator, the need for a system of quality assurance and the need to extend the College system of Staff Review and Development into the Education Unit. These issues need, therefore, to be addressed.

6.38 A budget of £12,000 p.a. was delegated to the Unit; Motherwell College had also given valuable help by providing the Unit with four computer systems on a rolling programme of one per year.

6.39 The curricular programme of the Unit largely reflected the wishes of prisoners as expressed through a needs assessment exercise. During one week of the inspection, 195 students were attending classes in the Unit and an additional 20 were involved in Open Learning. We noted, however, that there were long waiting lists for all subjects. There was a very good range of curricular provision in the Unit with subjects such as Literacy, Numeracy and Computing forming a core and a range of options including Art, Music, Modern Studies, Yoga etc. There were good external links especially in Art where students’ work had been exhibited in Glasgow and Edinburgh.

Comment

6.40 Good quality teaching and learning was taking place in the Education Unit. The professionalism of the staff was being matched by the enthusiasm of the students and there was a good range of subjects and curriculum balance; in fact over 90% of the students were following a programme containing both core and optional subjects. Nevertheless, there were important management issues to be resolved, including line management and accountability and Staff Review and Development. We concluded that the Education Unit was providing positive experiences for those who attended and since its courses were heavily over-subscribed, consideration should be given to shifting greater resources to this area, thereby enabling many more prisoners to benefit.

Library

6.41 During the period of inspection, the prison library was operating under the difficulty of having lost its qualified Librarian. However, the Officer who was currently in charge was enthusiastic, hard working and well organised.

6.42 The library was well stocked with some 8,000 books and an annual budget of £8,000. There was no extensive audio -visual resources apart from a few tapes, but we noted that a good selection of law books was available. (These had been donated by a Glasgow firm of Solicitors.) Links with Glasgow’s Mitchell Library were in place and it was clear that the service provided was popular.

6.43 While the service provided by the library was satisfactory, the accommodation was of poor quality, restrictive and lacking in natural light.

Offending Behaviour Programmes

6.44 The provision of Offending Behaviour Programmes was being driven on the basis of developing systems which would accurately identify individual prisoners’ needs. This was also tied into the development of individual self managing groups at Hall level (see paragraph 9.5) the result being that at the time of inspection, the provision of programmes was uncoordinated and ad hoc. The development and delivery of programmes on a Hall basis had been significantly affected by demands, such as prisoner turnover and staffing levels and there was no central monitoring or guidance in place to ensure consistency of approach and delivery.

6.45 On the positive side, there was collaboration between community agencies and Prison Officers on some of the programmes which were being delivered. This was proving beneficial in developing relationships and the content of the programmes.

6.46 Cognitive skills courses were being delivered by Prison Officers and a graduate Psychologist, with two groups running at the time of inspection. The previous year’s target in this area had not been met partly due to a lack of coaches and partly due to problems releasing staff to undertake the courses. The former problem had been resolved when five Officers had received national training as coaches. However, the latter was still an issue, particularly as some of the coaches were on sick absence.

6.47 A sex offender programme - ‘Creating Control’ - was also available and was delivered jointly with the Social Work Department and driven by them. Each programme was for 10 prisoners over a six month period and developed links with the community to ensure continuity and support on the prisoner’s release. Staff in ‘B’ Hall undertook initial work with prisoners in groups to prepare them for the programme. Formal evaluation was expected to begin shortly.

6.48 Drugs and alcohol services have already been outlined in detail (see paragraphs 5.10-31) but were being supported by staff in the Halls carrying out mainly information sessions, particularly in ‘C’ and ‘E’ Halls. Some of this work was also supported by social workers.

Comment

6.49 The facilities available to deliver group work were not conducive to meaningful intervention. They ranged from recreation rooms to the social work unit to converted cells. However, funding had been obtained to convert an existing part of the industrial complex into five classrooms specifically for group work. This should be completed and in use by the end of 1997.

6.50 The range of programmes on offer to prisoners had improved since our previous inspection and there was a willingness on the part of staff to deliver them. Nevertheless, there were two issues which were still hindering the delivery of programmes. Firstly, staffing problems meant that programmes were often cancelled at short notice. Additionally, there was a need for the coordination and oversight of offending behaviour programmes to be taken on by one manager (possibly the Head of Activities).

Pre Release Programmes

6.51 At the time of inspection, there was no formal pre release programme in place for prisoners about to be liberated.

Comment

6.52 A course had been recently piloted but had not been sustained. Ad hoc attempts had been made in some of the Halls but feedback from managers had indicated that due to the lack of staff time, it had not been as successful as intended. Meanwhile the shortfall had been identified and a contract with APEX was due to start in June 1997, with regular courses for prisoners on ‘Employment Preparation’. Included in the contract was an element of training prison staff in ‘Counselling Towards Employment’ which would enable the establishment to develop a welfare role for Officers. Discussions were also underway with Sacro to formalise a supply of services.

Social Work

6.53 The Social Work Unit was staffed by a Social Work Unit Manager, two Senior Social Workers, six social workers (one of whom was on long-term sick leave), one social work assistant, one clerical supervisor and three full time clerical posts, one of which was a job share arrangement with half of the post being vacant. The team was stable though the Team Leader had only been in post for some months. At the time of inspection, one social work post was vacant but was expected to be filled over the summer period.

6.54 The Unit also accommodated a Social Work Mental Health team, comprising one social worker, two social work assistants and one clerical worker, with half of the social worker post currently vacant. The team was funded independently and was running the ‘Open Doors’ Project, a rolling groupwork programme which supported participants with mental health problems.

6.55 The Unit was accommodated in a two storey building close to the residential Halls. The main open plan area was bright and airy but considerable space was taken up by corridors and small rooms, most of which were too small to be of any real functional use. The Unit also contained some interview style rooms for family visits and a staff room which doubled as a groupwork room when required.

6.56 Actual interview facilities for social work staff in the residential areas were poor. The rooms, which were shabby, were unable to provide the level of privacy required and consideration should be given to providing interview facilities which afford adequate levels of privacy, whilst still ensuring staff safety.

6.57 Social work were involved in a wide variety of roles within the prison, though most resources were concentrated on statutory requirements such as throughcare arrangements, Supervised Release Orders and Schedule 1 offenders. Although referral systems were in place, there was no uniformity across the establishment and the matter of standardisation of process was under consideration. Equally, social workers were routinely dealing with welfare issues which could more appropriately be handled by prison Officers and they felt that their role should be clarified to make best use of their time and expertise. We support the current review of the tasks undertaken by Social Workers and Residential Officers which should lead to a clear policy and set of standards being developed.

6.58 Relationships with other disciplines and professionals were good at a management level, with the Social Work Unit Manager included as part of the Senior Management team and involved in a number of committees and working groups. A management plan had been agreed and planning and review systems were in place, with evidence of regular contact between prison and Social Work management at all appropriate levels.

6.59 This quality of relationship did not, however, appear to be replicated at all levels. Social work staff voiced concern over their perceived level of integration with the prison. For example, they felt that their role in the issue of Mental Health was not regarded with the same level of importance as other disciplines. This feeling was balanced to some extent by the good working arrangements between Social Work and prison staff in drug and sex offender groups, where a high level of co-operation was being achieved.

Comment

6.60 The fact that all prisoners were not seen as a matter of routine after admission gave us cause for concern. Given that Social Work do not provide any form of written information for staff and prisoners to raise awareness of the range of services provided, we regarded this as a major gap in service provision. If it is not possible for every prisoner to be seen on admission then the provision of information on the social work unit should be introduced as a matter of priority.

6.61 Social work staff were not issued with keys, which caused problems in terms of access and mobility. We noted this with some surprise, as this issue has been resolved in other establishments.

Psychology

6.62 At the time of inspection, there was no clinical psychology input specifically targeted at the prisoner population.

6.63 This was an area which was causing some confusion in the establishment, as there were actually two psychologists based in the prison. However, those psychologists were part of the central SPS Psychology Unit and were not a Barlinnie resource, though it was noted that the graduate psychologist who formed part of the psychology team was involved in co-working with a prison officer in the delivery of a Cognitive Skills group.

6.64 The two psychologists reported directly to the Head of Psychology at SPS HQ as funding for psychological services was now centralised. Negotiations were ongoing with the Head of Psychology for the provision of a dedicated clinical psychologist for the Barlinnie caseload.

Chaplains

6.65 The Chaplaincy team comprised five Church of Scotland (C of S) Ministers who provided a total of 62 hours per week, three Roman Catholic (RC) Priests and one Sister who provided a total of 54 hours and one Episcopalian who attended for 10 hours per week. One of the RC Priests was also a full-time Chaplain for the SPS. As a team, they worked very well together and met regularly for team meetings to discuss issues relevant to their work within the establishment. They were also represented at meetings of the Senior Management Group, multi-disciplinary casework meetings and suicide risk management groups.

6.66 Services were conducted every Sunday with an average total weekly attendance of around 150. We were advised, however, that the RC Mass coincided with the ‘C’ Hall exercise period and we suggest, therefore, that this situation should be reviewed as both events are statutory entitlements. Similarly, we understand that the time of the transfer of prisoners/YOs to HMP Low Moss and HMYOI Polmont meant that it was not possible for such individuals to attend Mass at either establishment; we suggest that those timings should also be reviewed. In addition to the Christian services, provision was made for prisoners of minority faiths. Also available in the establishment - for both convicted and remand prisoners - were a weekly Chaplain’s hour and Bible study groups and religious material was available for distribution as requested.

6.67 Facilities for religious worship were excellent; the Chaplaincy Centre comprised a large Chapel, ample office and private interviewing facilities and a small library. A SPIN terminal had been provided which enabled the Chaplains to access information about admissions so that arrangements could be made for interviews if appropriate. All prisoners were issued with a Chaplaincy card and request books were available in areas throughout the prison. Between three and five Chaplains were on duty every day with one carrying out interviews with convicted prisoners and one allocated to remands. Arrangements were also available for prisoners to receive visits from the Minister/Priest from their home parish. Similarly, arrangements could also be made for parishioners to visit the establishment for services or special religious occasions.

Voluntary Organisations

(i) Alcoholics Anonymous

6.68 Representatives of AA had been visiting the establishment for 15 years and at the time of our inspection, were holding meetings on three evenings per week. A pool of sponsors undertook the task of conducting the meetings with each representative having a commitment to attend approximately once every two weeks. Guest speakers were normally invited to address the groups which normally numbered about 10-15 prisoners per night. Prisoners learned of the meetings either by word of mouth or through the AA posters that were on display in the accommodation Halls. We were advised that the organisation’s representatives were well received within the establishment and that the whole operation ran very smoothly. The sponsors met as a group on a regular basis to discuss any issues of interest and they had a Rota Secretary who maintained a link with management in the establishment.

6.69 In addition to the Hall meetings, a one-to-one counselling service was also available. Representatives would also arrange to pick prisoners up from the prison on release to take them to their local destination and they would also provide details of where AA meetings were being held in the prisoners’ home areas. Being a very independent organisation, AA had no formal contacts with anyone else working in the establishment, including Barlinnie Alcohol Services - see paragraphs 5.28-31.

(ii) Prison Fellowship

6.70 Prison Fellowship (PF) representatives held a one hour meeting every week in the ‘B’ Hall library room with an average attendance of around 15-20 prisoners; normally some 8-10 PF volunteers attended each meeting. One member of staff was required to be in attendance at those meetings and it was the same Officer who undertook that task each week - even to the extent of coming in to the establishment when he was off duty. Previously, two Officers had been involved which had meant that prisoners from throughout the establishment could attend the meetings; a year prior to our inspection, however, that arrangement had been changed with the result that the only prisoners now at the meetings were those on protection. Contact with the establishment was through the Chaplains to whom the Fellowship representatives would in the first instance direct any problems or difficulties.

(iii) Toy Box

6.71 Toy Box, a voluntary organisation which looks after the children of visitors and prisoners, attended on Tuesday and Thursday afternoons between 1315 and 1515 hours.

6.72 Although the play area in the visit waiting room was small, it was a considerable improvement over what had been available at the time of our last inspection and the facility was much appreciated by visitors. We suggest, however, that once the new visit facilities become available, a TV and video recorder should be provided to maintain the attention of older children.

(iv) WRVS

6.73 The WRVS operated a small canteen selling hot drinks, sweets, biscuits etc., in the visitors waiting area between 1230 and 1500 hours on Monday, Tuesday, Thursday and Friday. The facilities were adequate for the demand and had been much improved since our last inspection.

6.74 Two volunteers were on duty each day from a total of eight who operated on a rota basis; one other member assisted with the purchase and delivery of stock. The volunteers did, however, feel somewhat isolated, claiming that they found it very difficult to get in touch with anyone in authority when necessary and that they had no formal contact with anyone in the prison management team.

Comment

6.75 This is a service which is much appreciated by prisoners’ visitors and helps improve the atmosphere in the waiting area. However, it is important that the organisation should be given management support and we suggest that this role could be undertaken by the FCDO - see paragraphs 6.83-84.

Butler Trust

6.76 We were disappointed to learn that for the past two years there had not been a local Butler Trust committee and consequently, no applications. Given that Barlinnie is an establishment with a tradition of successful awards under the scheme, it is hoped that the Governor will appoint a chair person to arrange a committee in ample time to ensure that the prison is involved in next year’s applications.

Family Contact

(i) Visits

6.77 Visits took place for remand prisoners between 0930 and 1600 hours Monday to Friday and 0930 - 1100 and 1330 - 1500 on Saturday. Visiting on Sunday afternoons was reserved for those visitors who had to travel in excess of 50 miles. Visitors were not required to book in advance, but as remand prisoners were allowed only one 30 minute visit per day, there was always the chance that a visitor could be turned away if someone else had visited that prisoner earlier in the day.

6.78 The statutory visit entitlement for convicted prisoners was a minimum of two hours of visits per month. However, because of the lack of actual visit accommodation space within the prison, a Direction to the Prison (Scotland) Rules 1994 had reduced that minimum to one hour per month for Barlinnie prisoners. In practice, this meant that prisoners received 2 x 30 minute visits for the first three months of their sentence after which it was increased to three per month. However, the provision of a new larger visits area - work on which had just started - would ensure that the SPS minimum entitlement will be met in future.

6.79 Visitors for convicted prisoners had access to a dedicated telephone line which enabled them to arrange a visit; in addition, future arrangements could be made at the end of a visit. Because of the numbers involved, visits to convicted prisoners took place on a sessional basis and though every effort was made to find a space, it could mean a fairly long wait. A fairly rigid structure was also required to ensure that the majority of visits took place as planned, which could result in some problems for those who had been delayed.

6.80 The visit room had 32 cubicles, 11 of which had sliding windows so that they could be used as closed visit facilities. The atmosphere was unpleasant due to a general lack of ventilation and shortage of space. Dark partitions separated the individual visit spaces, giving an impression of a crowded, noisy area which was hardly conducive to positive family contact.

6.81 The visitors waiting area had been enlarged with a much improved WRVS canteen. A small area for the Toy Box volunteers to supervise and play with children had also been provided. Other facilities included toilets with baby changing facilities, but it was clear that the area was barely meeting the needs of the establishment and the new facility was clearly long overdue.

Comment

6.82 Prior to our inspection, notices were displayed in the visits waiting room advising visitors of our inspection and inviting them to meet with members of the team. Though no visitor took up the invitation, members of our team took the opportunity at various times during the inspection to approach visitors informally and to seek their views on the visit arrangements and facilities. Most comments were satisfactory but there were some comments about the length of time visitors were required to wait outside the prison, though they did accept the security reasons for this. Another source of complaints was that sometimes staff were inflexible in their approach. However, we were satisfied that in order to manage the number of visits each day, it was difficult to accommodate those who arrived after the specified time. In our conversations with staff, we were assured that they did try to meet the needs of visitors wherever possible. Other visitors stated that they would like to see the canteen open more regularly and for the Toy Box facility to be made available daily.

(ii) Family Contact Development Officer

6.83 There were two FCDOs on each division, one of whom was a Supervisor from the Visits Group. They had been in post for six months but it had proved difficult for them to get together and take up a planned visit to see how the system operated at HMP Shotts. The development of the role in Barlinnie was in its very early stages but a visitors’ leaflet was in the process of being prepared. Two leaflets giving limited information were available and each FCDO had been given a particular task to supply up to date information.

Comment

6.84 We were extremely concerned to learn that very few staff, prisoners or visitors appeared to be aware of the existence of the FCDOs. Family contact has an important part to play in any rehabilitation programme and in an establishment as large as Barlinnie, consideration should be given to providing a full time FCDO post. As an interim measure, we also suggest that more support and guidance should be made available to the existing FCDOs.

(iii) Prisoners Visitors Scheme/Hope Group

6.85 The prison had an active Prisoner Visitors Scheme organised by the Hope Group. Chaplains identified prisoners who did not receive family visits and acted as mediators between the prisoner and the volunteer visitor. There were approximately thirty volunteers visiting twenty prisoners a week, with some volunteers having two or more prisoners to visit. Visits took place in the visit room as part of the normal visit procedure and allocation.

6.86 The Hope Group visited the prison hospital every Tuesday evening and talked to patients at random; some of the volunteers also maintained contact with prisoners when they moved to another establishment. The Group also provided assistance to families who had difficulty in getting to visits and also supported prisoners’ families in the community. A full time official of the Group also provided assistance in finding accommodation, employment or training.

Comment

6.87 The prison is fortunate in having such a willing group of volunteers covering so many activities for the benefit of the prisoner population and we consider it important that they should receive every support and encouragement from management.