7. PRIMARY SERVICES

Catering

7.1 Staffing in the kitchen comprised a Supervisor and four Catering Officers working a day and back shift pattern with weekend cover being provided. They were assisted by a party of 15 prisoners who each worked a six day week. Prior to starting work in the kitchen, each prisoner was medically cleared by the MO and basic food hygiene training was provided by the Education Unit. Folders for each prisoner were being maintained with each one containing all medical and training records as well as individual job descriptions. Vacancies for jobs in the kitchen were filled through the labour allocation system and though the Supervisor had no input to that process, he did not see that as a problem.

7.2 An advanced menu system, which worked on a four-week menu cycle, was in operation and the aim was to review the menu at least twice a year; we were impressed by the fact that, rather unusually, remand prisoners were included in that system. On weekdays, breakfast comprised porridge, roll and toast while at weekends there was cereal and a cooked breakfast. Lunch consisted of three choices, including one vegetarian option, and there were four choices for the evening meal including one vegetarian and one healthy eating option. All medical and religious diets were catered for with any such prisoners being interviewed to determine their requirements. A member of the Management team visited the kitchen every day to sample the meals.

7.3 Those on protection were served their lunch prior to the mainstream at 1150 hours and their evening meal at 1650 hours; meal times for other prisoners were in line with SPS Operating Standards. A plated meal system was in operation with prisoners receiving their meals about 20 minutes after they were plated. Unfortunately, many of the trays no longer provided an effective seal with the result that there was considerable heat loss by the time the meals were served. We sampled meals at different locations and while temperatures were very acceptable in the kitchen, the same could not be said in the Halls at the point of serving. We noted that regular food temperatures were being taken but again this was being done in the kitchen where very high readings were being recorded. We were pleased to learn that a member of staff from the kitchen visited the Halls when meals were being served but we suggest that that should be where all temperature readings are taken.

7.4 Cleaning schedules were in existence and were being strictly adhered to; in addition, the Industrial Cleaning party cleaned the floor every day as well as doing a full clean of the ovens every second week. Some recent problems had been encountered with new items of equipment but it was hoped that these would be resolved in the near future; it was hoped also that money would be provided to purchase some badly needed items, such as plastic storage containers and new shelving.

7.5 The cooking area within the kitchen was rather small but seemed adequate to meet the needs of the prison. However, the area where the meals were plated was very cramped and the trays and trolleys had to be stored in the adjacent ‘B’ Hall recreation room - except when it was being used as a recreation facility, at which times the equipment had to be moved back in. Similarly, the prisoners’ changing facilities were extremely cramped though the situation had been eased slightly by the conversion of the former canteen premises in the recreation area into a TV/rest room for the work party. In an attempt further to improve the situation, a Strategic Bid was being made to enable one of the existing walls to be moved so that a part of the recreation area could be used for kitchen premises, including a new prisoners changing area, thereby easing the pressure on space.

Comment

7.6 There was no doubt that considerable improvements had been made to the catering service since the time of our last inspection but we did share the prisoners’ concerns about meal temperatures at the point of serving. In our opinion, the main problem lay in the fact that many of the trays used for the plated meal system had become ill-fitting through wear and tear and abuse. We understand that the establishment had recently been unsuccessful in a bid for funding for the purchase of some new trays but until that problem is resolved, meals will continue to be served at temperatures much lower than when they leave the kitchen. We strongly urge, therefore, that action be taken to find some way of providing warmer meals.

7.7 On the positive side, we were encouraged by the enthusiasm and commitment of the catering staff. We hope also that favourable consideration will be given to the Strategic Bid for the funding necessary to move the wall to create some much needed additional space.

Canteen

7.8 There was a central canteen facility which was located close to both accommodation Halls. The premises had two separate serving hatches - one for convicted prisoners and one for remands - and the area was secure and alarmed; the area also housed the canteen store. The facility was run by two TFF hostel Officers and their reliefs though at the time of our inspection, consideration was being given to transferring responsibility for its management to the General Office.

7.9 Convicted prisoners had access Monday to Friday and their transactions were all in cash; wages were paid through the canteen on a Thursday. Remand prisoners had access on Monday to Thursday afternoons and again on Friday evenings but their transactions were on a credit basis and spending was restricted. Those who were on protection could visit the canteen on wages day but for all other days they gave a list of items to a member of staff which were then delivered to their cells. The canteen also served those being held in the Female Unit though because of its location, they were restricted to submitting lists of items to staff; the same arrangement applied to those being held in the Segregation Unit. Price lists were on display at appropriate locations throughout the establishment and a limited sundry purchase scheme was in operation.

7.10 We were satisfied that all purchasing and invoice procedures were in accordance with SPS instructions, as were the procedures for dealing with the cash received from sales to convicted prisoners. No problems were being experienced with regard to the supply and delivery of items of stock and we were satisfied that a sufficiently wide range of goods was on offer to satisfy the needs of the prisoner population. However, given the staff costs involved in managing the function, we fully support the proposal to consider transferring responsibility for the canteen to the Administration function.

Laundry

7.11 The main laundry service for the prison was provided by HMP Peterhead with deliveries being made to and from that establishment on a twice weekly basis. That arrangement ensured a regular supply of laundry but meant that kit stocks had to be maintained at the level of at least four changes per prisoner in order to comply with SPS Operating Standards. For that reason, there were plans to create a central laundry store to ensure effective monitoring and maintenance of stock - at present, stocks were being held in converted cells in the Halls. That store was to be located in the workshop complex, thereby releasing the accommodation in the Halls which would allow the creation of at least two further cells for occupation.

7.12 Within the prison there was a Laundry Officer who was responsible for a small laundry area which comprised two washing machines and a tumble dryer and was located in the workshop area. That facility was used mainly for laundering personal clothing belonging to prisoners from the convicted Hall (remand prisoners were required to exchange personal clothing at visits) though any prisoners who wished to retain their prison underwear and T-shirts could also send those items in personal laundry bags. In addition to that main facility, the washing machines in the Reception area were utilised by the Halls to launder duvet covers and that appeared to be a satisfactory arrangement. The Female Unit also laundered towels and small kits for the remand Hall though with the proposed changes to the laundry storage system, it was envisaged that the Unit would in future only take on the laundering of the cooks’ whites from the kitchen.

Comment

7.13 Overall the service provided, though patchy, appeared to meet the demands of the prisoners and SPS Operating Standards. The only real issue of concern was the location of the laundry adjacent to a toilet area used by prisoners. However, plans to move the equipment to a more suitable location, which would require some upgrading work, had been included in the Minor Works programme for 1998-99. That proposed change, together with the creation of a new central laundry store and the impending upgrading of the laundry equipment at Peterhead, should ensure an enhanced service which would mean quality as well as quantity for prisoners.

Estates

7.14 The maintenance of the establishment had been the subject of market testing in 1995 resulting in the award of the contract to the In-House Team. That Team comprised a Contracts Manager, a Supervisor, five tradesmen and full-time administrative cover. There was also an Estates Team, whose responsibility it was to ensure that the Contracts Team met its obligations, which comprised an Estates Manager - who reported directly to the Governor - supported by a Clerk of Works, an Officer employed mainly on the maintenance of fire fighting equipment and locks and a part-time administrative assistant.

7.15 The new arrangement was working well with the teams co-operating fully with each other. Both teams were located in purpose-built accommodation which comprised two offices, toilet facilities, a store and a number of workshops. In overall terms the accommodation was adequate in size, though the Estates Manager was required to share an overcrowded office with the other members of his team. We considered that such an arrangement was inappropriate and suggest that a separate office should be provided for the Estates Manager.

7.16 The major projects which had been completed since our last inspection had been the installation of integral sanitation units in ‘B’ Hall and the Female Unit, the construction of a new gymnasium, the creation of an MDT unit and the conversion of part of the former Works Unit into offices for Social Work staff. The major task immediately facing the Estates Team was the conversion of the now virtually redundant toilet areas in ‘A’ Hall into additional prisoner accommodation. Work on that project was due to begin early in 1998 with completion scheduled for some time in the 1998-99 financial year.

7.17 As regards small repairs, the main problem was the missing window panes in the cells though, as noted at paragraph 3.17, the annual programme of replacement was about to begin. We were satisfied that all WTIs were up to date.

7.18 The Estates Manager was also responsible for energy management within the establishment and we noted that expenditure on gas and water was on target though there was a potential overspend on electricity.

Comment

7.19 In overall terms, we were satisfied that the maintenance of the establishment was of a high standard and that all documentation was being processed correctly. We do suggest, however, that given the volume of work involved, consideration should be given to providing the Estates Team with an additional member of staff which would also provide cover for annual leave and other absences.

Fire

7.20 Fire precaution duties were shared between two Residential Officers - one from Reception and an ‘A’ Hall relief Officer - both of whom had attended the appropriate training course at the Scottish Fire Services Training School at Gullane. There was no separate Fire Committee in the establishment but one of the Fire Precautions Officers (FPO) attended the local H & S Committee.

7.21 Very good relationships had been established with the local fire brigade who made regular familiarisation visits to the prison, particularly with new staff. The call out time for the brigade was only about two minutes and fortunately, wilful fire raising was not a major problem. The brigade was, however, notified of every fire which occurred and made the decision on whether to attend. The brigade also had a copy of the establishment’s hydrant plan and the appropriate identification jackets together with spare key chains were held at the Gate.

7.22 Fire awareness training for staff formed part of the regular training programme for Friday afternoons - see paragraph 9.7 - and all staff had received their initial training in the use of the short duration breathing apparatus which had now been installed at appropriate locations in the establishment. There was an ongoing programme to provide refresher training but there were problems about finding a suitable location within the prison other than to enable staff to practice putting on the apparatus; for practical exercises, staff had to go to HMP Peterhead. At the time of our inspection, around 40 staff still had to receive their refresher training.

7.23 Fire drills in various parts of the establishment had been carried out and further ones were planned. Regular maintenance of portable fire appliances was undertaken by Estates staff and we were assured by the FPOs that this work was being carried out satisfactorily. In addition, staff throughout the prison carried out daily checks of all extinguishers to see whether they required to be re-filled or had been tampered with and had to sign appropriate records to confirm that their checks had been undertaken. Fire notices were in appropriate locations and proper emergency exit signs were also on prominent display. All cell doors in the male part of the prison had been fitted with inundation bungs; in the Female Unit, the doors were not of the type which could accommodate bungs though each did have a large hatch. There was a smoke detector system in the Halls where there was also a system of portable hoses which could be fitted to a series of outlet pipes adjacent to the cells. There was a fire alarm system in existence but it was rather old and prone to faults and plans were being drawn up for a replacement system.

Comment

7.24 The two FPOs showed a commendable commitment to the task of reducing fire risks within the establishment and we noted with interest that they had taken space in the locally produced staff information newsletter - which was issued on a regular basis with staff’s salary notification slips - to provide an article about fire awareness. However, in common with many other establishments, one of the main problems facing the FPOs was the lack of time to undertake their duties. Whilst we recognise the pressures which the establishment is having to face in ensuring that all duties are covered, nevertheless we suggest that some way should be found to enable the FPOs to be given time off for their other duties. We have also written to the Governor suggesting that a review be undertaken to try to identify some way in which staff could be able locally to carry out practical exercises as part of their SDBA training rather than the present time-consuming and expensive system of them having to go to Peterhead.

Health and Safety

7.25 The H & S Co-ordinator was the Estates Manager and the local H & S Committee had recently been re-organised so that it now included all senior Managers in the establishment (with the exception of the Governor I/C), one of the FPOs and a representative of the local Branch of the Scottish Prison Officers Association (SPOA). The Committee met quarterly or more frequently if required. The Co-ordinator and Deputy Co-ordinator had been trained to NEBOSH level but none of the other Committee members had received any proper training in H & S issues, a situation which was currently being addressed in conjunction with SPS HQ.

7.26 The biggest single issue currently requiring the Committee’s attention was that of risk assessments; that said, safe working practices had already been put in place locally and were, therefore, currently in the process of being reviewed. At one time, local H & S inspections had been undertaken with the prison being divided into a number of zones for that purpose. However, pressure of other duties had led to the ending of that practice which was now only being undertaken following any significant accidents. The Committee did, however, work very closely with the local H & S Executive who had undertaken an inspection of the establishment in July 1997. No major issues had been raised in the report of that inspection and all the items had, in fact, been addressed; similarly, appropriate action had been taken on a recent report by the SPS’s H & S Adviser.

7.27 All statutory notices were in place and we noted that an H & S notice board had been installed in the staff muster area and was used to display relevant items of information, including copies of minutes of H & S Committee meetings. Accident report forms were being completed appropriately with quarterly statistics being forwarded to SPS HQ. Contractors working in the establishment were required to provide copies of their own H & S policy statement and if it was not regarded as coming up to an appropriate standard then the Contractor in question would be required to adopt the prison’s. We were pleased to learn that prisoner outplacements were checked from an H & S perspective on a regular basis.

Comment

7.28 We were very impressed with the commitment that was being given to the important issue of H & S matters within the establishment and with the efforts that were being made to raise awareness amongst staff - for example, the majority of staff had completed a basic First Aid course. We were pleased to note also that there were very few reportable accidents in the prison, another sign perhaps of the positive efforts being made by all concerned.