6. REGIMES

Reception

6.1 The Reception, through which all remands and adult convicted admissions were processed, was located beneath the main administrative area which meant that it was easily accessible from both the gate and the visits area; it was also adjacent to ‘D’ Hall to which all remand admissions were sent initially.

6.2 It was staffed by one Residential Officer on an early and back shift and a day shift Officer Monday to Friday; at weekends there were two day shift Residential Officers. A Court Officer, who dealt with all of the warrants, courts and movements outwith the establishment, was also available on a day shift basis from Monday to Friday.

6.3 The Reception Officers were responsible for checking the remands out to court as well as processing all returns and admissions; staffing levels permitting, assistance with those tasks was normally provided by Hall staff. The staff dealt with clothing, property and valuables, with appropriate information being entered onto and off the cash Pass books. During visits in the afternoon and evenings, they were also responsible for recording any changes of personal clothing. Two convicted adults were employed as passmen and were responsible for cleaning the reception area and maintaining and issuing kits to the remands.

6.4 The accommodation consisted of one large and one smaller holding room and 11 holding cubicles. There were also three showers, a bath and toilet facilities as well as a small area for storing prison kit. The store for remands’ clothing was large and airy and offered sufficient storage space. At the end of the room there was a locked-off area which held the convicted prisoners’ clothing which again was of ample size. There was a further room with a washing machine and a dryer which was used by the laundry officer but that presented problems within the Reception with regard to condensation. The Court Officer had an office which was adequately furnished and equipped and was where warrants and valuable property were securely stored. Finally, there was an office set aside for medical screening on admission.

6.5 The reception process was carried out quietly and efficiently, whilst at the same time ensuring as much privacy as possible. Each individual was dealt with singly from the holding cubicles into a changing cubicle and then into the shower. When staffing permitted, the remands were retained in the holding rooms at either end of the process, otherwise there could be up to two in a holding cubicle waiting to be processed. Information was not made available within the Reception, but processing could be as quick as 10-15 minutes and usually no longer than an hour.

Comment

6.6 The Reception area was well organised and efficient in meeting its requirements with the only area of uncertainty being around the levels of support supplied by the Residential Halls. This meant that the level of service provided could vary and regular Reception staff often had problems in being released for meal breaks on time. However, this issue was being pursued and was expected to be resolved in the near future. Foreign language information cards require to be updated, particularly as PADs were now being held in the Institution and we have written to the Governor about this.

Induction

6.7 The induction area was situated on the second flat of ‘D’ Hall where all admissions, except those requiring observation, were initially located. Due to the high turnover in the remand population, all admissions were normally relocated prior to 1000 hours the day following their arrival in order to make room for the newcomers. With admissions arriving at the establishment at approximately 1000 and 1500 hours, the induction period lasted less than 24 hours in all cases.

6.8 Staff working on the Induction flat and on the bottom flat of the Hall (where the observations were located), were identified as the Induction Officers. However, their remit lacked clarity and direction as well as the support of any meaningful training. In addition, the Officers in those posts were having to contend with staff shortages but also had to provide an input to secondary duties; again, this detracted from the amount of time that could be allocated to induction.

6.9 That process consisted of the remands receiving basic information on the routine of the establishment, the request and complaints procedure and the services that were available, including the BASIL scheme, social work, etc; they were also provided with a copy of the information to visitors leaflet as well as a letter to send to family/friends. Time and staff permitting, those who were being admitted for the first time were shown a short Induction Video. Access to admission phone calls varied in that if contact with relatives was required, some Officers would make the call on the remand’s behalf whilst others would allow the remand to make the contact personally. Movement on to other Halls was determined by vacancies or preference, but there was no follow-up to that initial induction process.

Comment

6.10 The induction process that was undertaken was sufficient to meet only the most basic of needs and there was an inconsistency in provision which was mainly determined by staffing, time and resources. We were satisfied that staff did make extra efforts to spend time with those who had been admitted to the establishment for the first time but we were disappointed that in a Remand Institution, there was no real induction programme or process. Despite the high turnover, we recommend that the induction process be reviewed with the aim of introducing a system which is both adequately resourced and able to meet the needs of this potentially vulnerable population.

Adult Prisoners

(i) Routines

6.11 All the convicted adult prisoners were located in ‘B’ Hall. Breakfast was optional at 0715 hours and as with all meals, was eaten in cell. At 0750 hours the prisoners were escorted to their respective work parties by the ‘B’ Hall Officer. Work continued until they were collected at 1145, with lunch being available at 1200 hours. During the lunch period there was free access to the recreation room and the exercise yard. Return to work was at 1300 hours with the completion of the working day being at 1545. The evening meal was provided at 1615 and from then until 1800 hours, the cells were left open and prisoners could take showers or use the recreation room. On Monday evenings eight places (on a rotational basis) were available for swimming at HMYOI Polmont, whilst from Tuesday to Thursday, the gymnasium facilities were available from 1800 to 2030 hours.

6.12 There was a Bible Class on a Tuesday evening and prisoners could attend Church Services on a Sunday with the remands. A music class had recently commenced on a Friday afternoon in the Learning Centre from where Distance Learning packs were also available on request.

6.13 The home leave scheme that had been operating had been restricted in accordance with SPS policy, but plans were in hand to recommence pre-release home leaves. The Sentence Planning scheme had also commenced - see paragraphs 6.25-28 - and it was hoped that that would lead to further opportunities and incentives being made available.

6.14 Where prisoners either did not comply with the regime or were considered to be undermining good order, they were liable for immediate return to Barlinnie.

(ii) Employment

6.15 On admission, all prisoners were allocated to the kitchen where 10 were employed on a variety of duties. Other employment opportunities included Reception, Laundry, Gardens and various general cleaning duties around the Gate/Administrative area as well as in the Hall. Prisoners indicated by request if they wished to change employment and this was then determined between the Hall and the relevant Party Officers. When a request was turned down, reasons for that decision were given.

(iii) Prisoners Perceptions

6.16 During the course of our inspection we met with a group of adult prisoners whose views we recorded as they were put to us. However, this should not be taken to imply that the Inspectorate is in full agreement with every point raised, but where the report covers any of the comments in more detail, the relevant paragraph numbers are shown. (Perceptions of the remand population are contained at paragraphs 10.1-10.)

6.17 Concern was expressed over the fact that the Home Leave scheme had been curtailed as it was generally felt that this had been the prime motivator for staying at Longriggend. Most of the prisoners indicated that they would prefer to move to open conditions if the scheme could not be restored - paragraph 6.13.

6.18 The issue of trust was raised by a number of prisoners, particularly with regard to their C/D Category status. We were told that all prisoners were escorted everywhere within the establishment regardless of their security category. There was also inconsistency with regard to access to the recreation room and the telephone in that some Officers locked the area at night and others did not.

6.19 Visits were regarded as being satisfactory both in terms of frequency and the atmosphere within the visits area - paragraphs 6.69-75.

6.20 The regime was criticised as catering mainly for the remands with the convicted prisoners being regarded purely as workers. It was generally felt that there should be greater access to PE, Education and Library facilities whilst a wages review was also felt to be necessary - paragraphs 6.11-15.

6.21 The facilities within ‘B’ Hall were considered to be reasonably satisfactory apart from the uncomfortable chairs in the recreation room and the lack of a microwave, though the biggest issue was that of the cell windows where ventilation problems were causing dampness, particularly to their clothing - paragraphs 3.14-16.

6.22 Relationships with staff were felt to be good. Also, meetings had commenced with the Acting Governor, which were viewed very positively.

Comment

6.23 The impression which we gained was that management and staff were making positive efforts to introduce changes which would improve the conditions for the adult population. There were aspects that with only slight adjustments, could be improved - for example, the movement of prisoners around the establishment, consistency in access to telephones and the recreation room and some small improvements to the facilities within the Hall. Compared to the regime elements which other establishments are striving to achieve, it was clear that what was on offer at Longriggend was certainly very basic. A policy for adult prisoners is therefore required to ensure that this group is not overlooked when addressing needs.

6.24 We were, however, impressed with the positive relationships within ‘B’ Hall and the willingness of all concerned to seek to make living and working conditions as relaxed as possible.

Sentence Planning

6.25 Although there was no national requirement to do so, there had been a recent attempt to introduce Sentence Planning for the adult prisoners. At the time of our inspection, the scheme had only been operating for a period of one month in ‘B’ Hall but each prisoner who indicated a willingness to participate had been included in the scheme and the appropriate documentation had commenced. About half of the convicted prisoners were participating.

6.26 The staff who were operating the scheme were enthusiastic and keen to promote the benefits to prisoners. Unfortunately, as yet there had been no opportunities for the staff to receive training or familiarisation visits to other establishments, though it was indicated that this was expected to take place in the near future.

Comment

6.27 The Sentence Planning scheme was due to be reinvigorated at a national level but we were impressed by the commitment locally to put in place a scheme which would be of benefit to both prisoners and staff. The issue of training and support for staff does, however, need to be addressed as quickly as possible.

6.28 The remand population was a much more complex area in terms of Sentence Planning but nevertheless, we suggest that a Personal Officer scheme would be both appropriate and within the bounds of possibility.

Physical Education

6.29 PE was provided by a Supervisor and three Officers on the basis of two on a day-shift Monday to Friday and one on back-shift, Monday to Thursday. Weekend cover was provided either by one or two Officers on a day shift. The Supervisor provided mainly weekday day-shift cover but as with all the PE staff, worked flexibly to maintain the programme.

6.30 The PE facilities were divided between a small gymnasium, a weights/fitness room and a tarmac outdoor football pitch. The gymnasium was adequate though there were problems with the heating; plans had, however, been drawn up to address these. The weights/fitness room was an excellent facility with adequate equipment and space. However, in our opinion the football pitch was an area which required upgrading as the surface was not suitable for the purposes for which it was being used. The showering facilities had been upgraded and were satisfactory, both in terms of condition and for supervision purposes; a staff shower had also been installed. Additional storage space had been provided for some of the larger pieces of equipment and appeared to meet the requirements of a busy functional area. The provision of kit was restricted to shorts and training shoes which were maintained in a hygienic condition and were appropriately stored.

6.31 PE, which was optional, was provided over five sessions for the remand and prisoner population, with staff having access for three sessions. The remand population was targeted during the day time sessions and each group was given access every day, i.e. from those on observation to those based in any of the Halls. The adult prisoners were also catered for by the entire evening session being given over to them, including swimming at HMYOI Polmont every Monday. However, there was no access for them between Friday and Monday as remands were given priority at the weekends. The programme on offer was varied and appeared to appeal to the majority of the population.

6.32 The PE staff were obviously committed to providing a good standard of service and we were impressed by the initiative of setting up a local weightlifting awards scheme for the remands. The adult prisoners were able to attain nationally recognised certificates. The Supervisor was also in the process of setting up a Sports and Recreation Leader Certificate award and we look forward to seeing this in place.

6.33 Staff access to the gymnasium was particularly good and we were impressed by the level of service given to new recruits. The PE staff offered and promoted regular fitness testing and individual fitness/healthy eating guides and this appeared to be reflected in the use made of the facilities by staff.

Comment

6.34 The PE staff were found to have the same high levels of commitment and enthusiasm as in many other SPS establishments. However, the services which they provided to staff - and especially the new recruits - are to be commended as it was certainly beyond that which we would normally expect to find. In turn, they were very much appreciated by the staff concerned.

6.35 Facilities and equipment were generally found to be of a satisfactory standard, with the exception of the outside yard. The amount of usage that this facility gets, along with the central role that PE plays within the remand regime, lead us to recommend the upgrading of this facility by the provision of an all-weather surface. We understand that the cost of such a project would not be prohibitive and would in our opinion, significantly improve the facility. It might also lead to a further enhancement of the PE programme.

6.36 Finally, though the staffing appeared to be adequate for the establishment’s needs, the cover provided at weekends was inconsistent. We suggest, therefore, that the programme and staffing requirements for the weekends be reviewed to ensure a consistency in provision.

Education

6.37 Education was provided by two full-time and three part-time lecturers. The part-time staff had been in post for approximately two years, whilst those employed full-time had been in post for six years and four years. The Learning Centre was managed by the Senior Lecturer and the contract for education was being fulfilled by Coatbridge College, who had been the original supplier prior to the contracts being put in place. The Learning Centre was also supplied with an Operations Officer on a daily basis mainly for the purposes of security and good order. However, there was a number of other tasks which could have been undertaken by the postholder had there been some consistency in the staffing of that post. Proposals had been put forward to establish this post with a permanent member of staff and it was hoped that those proposals would come to fruition in the near future.

6.38 The Learning Centre itself consisted of two large multi-functional classrooms, a small office, a storeroom and toilets. The building was a temporary unit, but appeared to be well maintained. The rooms were bright and airy, with the exception of the storeroom which required some form of shelving. Each classroom contained three computers and each could hold up to 18 people.

6.39 The full-time lecturers could between them provide tuition on up to 12 subject areas, whilst the part-time lecturers delivered Art, Music and Essential Skills. Every session was made up of composite classes with four sessions being provided between 0850 and 1540 hours each weekday. The contract provided for tuition over 50 weeks of the year but on a day time basis only, so no evening activities were available. In addition, the focus was on the remand population which meant that there was no provision within the contract for either schoolboys or the adult prisoners. Schoolboys did attend the Learning Centre every day but only for one session with no full time education being offered to them. The adults were being provided with a Music class every Friday and despite the contractual arrangements, access to distance learning packages.

6.40 If they were willing to attend, remands could have weekly access to two sessions from ‘A’ Hall and four to five sessions from ‘C’ and ‘D’ Halls and we were pleased to learn that between 65% and 70% of the population made some use of the facility. On admission, the remands could indicate preferences for subject choices but in addition, the lecturers attended the Halls each day to assist in collecting them and would, therefore, encourage as many to attend as could be managed. Nevertheless, we were surprised at the differences in access to sessions between ‘A’ Hall and the other two remand Halls, particularly as there was no progression system in place.

6.41 Some subjects could only be offered to those who were known to be spending some time within the establishment, whilst the remainder were catered for on a wants or needs basis. Certification was not deemed to be a priority, whereas flexibility and raising self esteem were the main focus of the service provided. There had been entries into the Koestler Awards Scheme and a course, which was sponsored by Scottish Enterprise, focusing on how to run a small business.

6.42 With regard to the Education Contract, there did not appear to be any difficulties or problems in terms of its management or monitoring both from within the establishment and from Coatbridge College. Relationships were well-established and the Senior Lecturer had developed good multi-disciplinary working liaisons with local management and other service providers.

Comment

6.43 Overall, the Learning Centre was well integrated within the regime of the establishment and was being well used by the remand population. We were particularly impressed with the practice established by the lecturers of attending the Halls, as it acted as a motivator to this young population.

6.44 We were pleased to see that the adult population was being provided with at least a minimal service, even though there was no provision for this in the contract; if more could be achieved then this would prove beneficial. However, we were greatly concerned by the lack of availability of full-time education for schoolboys. This is an issue that needs to be addressed urgently and we have, therefore, written to SPS HQ expressing our concern.

6.45 The method of sessional provision should also be revisited in order to ensure consistency and fairness, particularly between the Halls, as well as prioritisation based on need. The provision of an evening programme should also be considered, particularly given our view that there was a lack of stimulation in the current overall recreation provision. We also support the proposal for continuity in the staffing of the Discipline Officer post within the Learning Centre; this could provide an added resource without incurring additional cost.

Library

6.46 The provision of library services was the responsibility of the Deputy Governor, who had also recognised the poor quality of facilities available to both remands and convicted prisoners. Each of the Halls had a lockable cabinet but the books which were contained therein were neither sufficient in number nor of a quality to encourage readers. Indeed, we were told that many of the books had been left by those moving on. In our opinion, the dearth of facilities currently available could not be described as a library service. That said, a member of staff had been given the responsibility of upgrading the service and we urge that this task be given a degree of priority as it offers the opportunity to provide a further source of stimulation, particular to the remand population.

Offending Behaviour Programmes

6.47 At the time of our inspection, there were four groups available to the remands. A Support Group for vulnerable remands was taken by the Senior Social Worker and the Senior Lecturer twice weekly. A Bullying Awareness Group was available most weeks to admissions but had been reduced by half an hour to a one hour session. An HIV Awareness Group was available for a one and a half hour session with a Drugs/Alcohol Group available for two such sessions, though both were offered only intermittently.

6.48 The organisation and delivery of groupwork appeared to have been in a state of disarray for almost a year, resulting in few groups actually taking place and no records of what had been provided, when and to whom. There was apparently a number of staff who had received training to undertake groupwork, but there were no records available of that training and any use that was made of staff to run groups was done on an ad hoc basis. A Residential Supervisor had recently been tasked with reviewing the organisation and delivery of groupwork but there had been insufficient time for him to have made any significant impact.

Comment

6.49 There was no policy available on the requirement for and the focus of groupwork within Longriggend and it was evident that any attempt at delivery or co-ordination was proving difficult and inconsistent. We suggest, therefore, that a clear policy be set out on the role of groupwork, from which the management and delivery of courses can be consistently achieved for the benefit not only of the remands but also the staff.

Social Work

6.50 The Social Work Unit was staffed by a Senior Social Worker who had been in post for four years, a full-time Social Worker who had been in post for seven years and the part-time addictions worker (see paragraphs 5.10-15). Clerical support was provided by the establishment at a rate of ten hours per week. However, a dedicated part-time clerical post should be considered, particularly if the addictions worker became full-time in line with our recommendation - see paragraph 5.12.

6.51 The Unit accommodation was within the main administration block and comprised a small office which was occupied by the Senior Social Worker, together with a larger room for both the social worker and the addictions worker. That latter room was also used for meetings when required. There were also two interview rooms - one located next to ‘A’ Hall and the other next to ‘D’ Hall.

6.52 All admissions were provided with leaflets outlining the social work services available. In addition, one-to-one interviews were held with any remand who was considered to be potentially at risk - eg, first time in custody, under sixteen, alcohol/drugs misuse, mental health problems and such like. Thereafter, the referral system was based on an information sheet which indicated whether the matter was appropriate for a Residential Officer or a social worker. That referral sheet had been introduced to ensure clarity between the welfare role of the Residential Officer and the role of the social worker and did appear to meet that need. However, the welfare tasks being undertaken by Officers were to be the focus of further development and training by local management.

6.53 Of particular concern was the number of schoolboys located in the Institution on ‘Unruly Certificates’. A substantial amount of time and attention was given to organising case conferences within 48 hours of reception and undertaking the follow up action which then had to be carried out for these individuals. However, the figures showed that this concentration of efforts was impacting on length of stay, thereby justifying the resource implications.

6.54 Social Work staff had been consistently involved in delivering groupwork up until October 1996 but following a re-prioritisation of the work by local management, their participation now extended only to the Support Group for those at risk and the Bullying Awareness Group - see paragraph 6.47.

6.55 The work of the Unit was undergoing a change of direction, with the aim of having more involvement in training and supporting Residential Officers in delivering services to the remands. However, this change was not being driven by a clear policy from the establishment. Much of the work being undertaken was relevant and of value but needed to be tied into a clear direction for all of the services and staff on the development of the regime for remands. Nevertheless, the work being undertaken by the Social Work Unit was clearly focused on risk and vulnerability.

6.56 At the time of the inspection, a workload management system was being used which it was hoped would not only inform operational priorities and target resources but would also assist in the move towards a Service Level Agreement.

Comment

6.57 The Social Work Unit was well organised and clearly proactive in providing services to the establishment. There appeared to be sound relationships at all levels and a sense that the Senior Social Worker was involved in implementing some positive initiatives. Both the Annual Management Plan and the structures for managing it were clear and appropriate and social work input was being provided in a number of multi-disciplinary forums. The focus on risk and vulnerability appeared to be appropriate to the population, but obviously the outputs from the workload management system should provide more information. Joint working within the establishment was being undertaken and the team was represented at appropriate management and cross-functional meetings.

6.58 The main issue for social work, as with most of the other service providers, was the need to be given a clear direction on policy so that service delivery could be aligned more clearly to local requirements.

Psychologist

6.59 At the time of inspection, there was no Psychology service being provided. It was expected, however, that when the new Governor was in post, the services of the Educational Psychologist from HMYOI Polmont would be provided at the establishment on a part-time basis. In addition, the Head of Psychology Services at SPS HQ was developing a formal translation of the establishment’s requirements into service provision.

Chaplains

6.60 The Chaplaincy team comprised three Church of Scotland Ministers who provided a total of 16 hours and one Roman Catholic Priest who provided 11 hours. Services for both denominations were held every Sunday with attendances ranging from the very low (sometimes only one or two) to around 25, with parishioners from the Chaplains’ parishes frequently attending the services. In addition to those formal services, the Chaplains offered meditation classes and occasionally organised concerts; they also moved freely about the Institution and talked to remands and prisoners in their cells. They were represented on the SRMG and were actively involved in the BASIL Scheme.

6.61 Premises for the Chaplaincy service were excellent and comprised a good sized Chapel and adequate office space. When not in use for religious services, the Chapel was available for other uses - eg. it was the adult prisoners’ visit room at weekends - but though a booking system was supposed to be in operation, it was not always used which could at times lead to some confusion.

6.62 Good relationships had been established with staff at all levels in the Institution. Every two months, the Chaplaincy team met formally with the Governor and other senior Managers and regular contact was also maintained with staff in the Social Work Unit and the Learning Centre. They were also available to offer pastoral support and guidance to members of staff. The only disappointing aspect of their work which was identified to us, was the fact that the transient nature of the remand population meant that it was very difficult for the Chaplains to undertake any follow up work. However, they were pleased to find that many of the remands who returned to the Institution continued to attend the Sunday services.

6.63 The Chaplaincy service was augmented by Prison Fellowship representatives who attended twice a week and by Bible Class volunteers. Two Bible Classes were held every Wednesday - an afternoon class for remands and an evening class for adult prisoners.

Voluntary Organisation

(i) Sacro

6.64 A representative from Sacro attended the Institution every second week to hold a surgery for any remand or adult prisoner who requested help. Details of the service on offer were posted on notice boards throughout the establishment and normally about three or four individuals attended on each occasion. As a way of developing that scheme, consideration was being given to the feasibility of having designated members of staff acting as Sacro liaison officers in the Halls. The services that were available included such things as collecting clothing or writing to remands’ parents to let them know their sons whereabouts. Full liaison with the Institution’s Social Work Unit was maintained at all times to prevent any duplication of effort.

6.65 In addition to the services outlined above, Sacro also ran a Visitors Scheme for any individual who did not receive visits from family or friends. Around 30 volunteers were involved in that scheme with Sacro providing all the necessary training. A pen-pal scheme was also in operation. At the Sunday visit sessions, a Sacro volunteer was in attendance in the visits waiting area to deal with any problems or requests for assistance from visitors.

(ii) Alcoholics Anonymous

6.66 Representatives of the organisation had been visiting the establishment to hold meetings once a week since 1980. The meetings, which were attended by both adults and remands, normally attracted an attendance of between 12 and 15 with an Officer supervising; guest speakers also regularly attended. In addition to the group meetings, one-to-one counselling was available on request and representatives of the organisation also offered to pick up individuals on release to take them to their home area and if requested, to take them to local AA meetings. Over the years, good relationships had been established with staff at all levels and no significant problems or difficulties were identified.

Butler Trust

6.67 The Butler Trust Scheme was the responsibility of the Operations Manager who had been given that remit some six months prior to our inspection. As a previous recipient of a Butler Trust Award, it was clear that he was providing a definite commitment to and an understanding of the scheme. There was also evidence of encouragement being given to staff and remands both to participate in the scheme and to recognise the benefits which it offered. Posters and literature about the Scheme were on display throughout the establishment and a Local Assessment Panel had been set up, consisting of the Operations Manager and a Supervisor from each of the Operations and Residential functions. The Panel had met in May 1997 to consider a nomination which had then been submitted for consideration at national level.

6.68 We were satisfied that the level of interest in the Scheme was appropriate to the size and function of the establishment.

Family Contact

(i) Visits

6.69 The visits room and the waiting area were located in the lower part of the Administration block. The open visits room was spacious and decorated to a satisfactory standard but due to the layout of fixed tables arranged in columns and the requirements for supervision, the number of visits that could be accommodated at any one time was limited to 17. There was a small number of vending machines in the area which could be used to purchase soft drinks, hot drinks and snacks during visit sessions. Remands were required to wear distinctive tabards during visits and staffing levels appeared to allow appropriate supervision within an overall atmosphere of relaxed relationships between visitors and staff. In addition to the open visits area, there were two closed visit booths for those found abusing the open facilities. We noted that there was no CCTV surveillance of the visits area; this should be reviewed if funding is made available for a new Control Room - see paragraph 4.13.

6.70 The visitors’ waiting area had been greatly improved since our last inspection and now contained a play area for children, television and video facilities and a spacious seating area. Lockers were also available to enable visitors to store personal items. There was an adequate number of toilets, which included baby changing facilities, but the general cleanliness in those areas was not of an acceptable standard and we have suggested to the Governor that the passman responsible for keeping the area clean should be given a higher degree of supervision. During visiting times, the waiting area was staffed by a vestibule Officer which ensured that assistance was available for visitors with any queries or information. Leaflets from various organisations who could provide assistance to families and friends were also available, as were the services of a Sacro volunteer during the Sunday visit session.

6.71 Visits for remands took place from 1400 to 1600 hours and 1830 to 2000 hours midweek, as well as between 1400 and 1600 hours at weekends. The daily entitlement was 30 minutes though due to the location of the establishment and the difficulties encountered by family and friends in getting there, every effort was made to extend that minimum period - for example, during midweek some visits were extended to two hours. However, due to much greater demand at weekends, visit times during that period were often reduced to 15 minutes duration. In our opinion, this was not a satisfactory situation, particularly given the time which it took many visitors - who might only be able to visit at weekends - to get to the Institution. We have, therefore, recommended at paragraph 5.1.2 that every effort be made to improve this position and consideration should be given for instance, to a re-design of the layout of the visits room with the aim of increasing its capacity. We believe that improvements in that area could be achieved without affecting either privacy or supervision

6.72 As noted at paragraph 6.9, all admissions were provided with an information leaflet about the establishment which they could send out to relatives or friends. We suggest that in addition to the information which it contains about visit times, a bus timetable and a map would considerably assist those who were unfamiliar with the area. We also suggest that the Governor should be responsible for undertaking the sending out of that leaflet on behalf of admissions under the age of 16 years.

6.73 Convicted adults were provided with visits on a Saturday and Sunday between 1400 and 1530 hours. They were entitled to three or four visits per month depending on their security category and each visit lasted the whole session. The visits were held in the Chapel which appeared to offer satisfactory facilities. We noted that this arrangement involved escorting visitors into the establishment but we were satisfied that appropriate supervisory arrangements were being made.

6.74 Official visits from agents and social workers took place in a building specifically set aside for that purpose, which was located between two of the accommodation Halls. Arrangements and facilities appeared to be appropriate to meet the demands of a remand population and agents frequently commented favourably on the speed with which remands were delivered for their interview.

Comment

6.75 In general terms, visit facilities and arrangements were of a satisfactory standard though we did have considerable concerns about weekend visits. In our opinion, it is unacceptable to offer a visit of about 15 minutes for a remand population when, given the location of the establishment, some families and friends can be travelling for two or three hours just to get there - hence our recommendation at paragraph 5.1.2.

(ii) Remands’ Visitors

6.76 We took the opportunity to speak to a number of visitors to the remands. Some complaints were made about the location of the establishment and the difficulties in getting there by public transport, the length of visits at weekends and the standard of cleanliness in the toilets. There were also complaints about the vending machines running out of supplies, especially at weekends, which was particularly frustrating for those who had spent a considerable time travelling to the establishment. On the positive side, staff were described as being courteous and helpful and visitors appreciated the efforts which were made to increase the length of the midweek visits.

(iii) Family Contact Development Officer

6.77 The role of the Family Contact Development Officer (FCDO) was being undertaken on a part-time basis by an Operations Supervisor who had been responsible for that function for some time. For most of that period, only limited support and resources had been made available to him which meant that little progress had been made. More recently, however, some impetus had been given locally to the role and the postholder now had an office off the main visitors waiting area and six Officers from the Halls had been appointed as his deputies. That increased level of support had meant that more effort could be given to the task resulting in the improved facilities and atmosphere in the waiting area, as noted at paragraph 6.70.

6.78 Nevertheless, considering the role of the establishment and the population which it holds, we believe that the FCDO should have a more significant role in contributing towards the contact between the remands and their families and friends. We suggest, therefore, that senior management should take a more active role in developing and resourcing this important post.