7. PRIMARY SERVICES

Catering

7.1 Staffing in the kitchen comprised a Supervisor and four Catering Officers supported by a party of 10 adult prisoners, each of whom worked a six day week. Prior to starting work in the kitchen, each prisoner was given medical clearance and had to go through a form of induction training which included tuition in the use of items of equipment; health and hygiene training was provided on an ongoing basis with certificates being awarded on completion of the course. Comprehensive folders were kept for each prisoner and contained signed job descriptions, full training and medical report records and copies of any certificates awarded. In addition to providing training for prisoners, a total of 118 members of staff in the Institution had been put through an Elementary Food Hygiene certificated course. At the time of our inspection, the catering staff were in the process of undergoing training with a view to introducing SVQ courses for prisoners.

7.2 A four-week menu cycle was in operation which included a cooked breakfast each day and during the week, a choice from three main courses and a sweet for lunch and soup and one main course for dinner; at weekends, the choices were more restricted. The lunch meal always included a healthy eating option and in preparing the menu, nutritional and dietetic advice had been obtained. With the exception of the evening meal which was served from 1600 hours, all meal times were in accordance with SPS Operating Standards. In line with all other establishments, there had been a recent increase in the weekly catering allowance to £11 per person and we were pleased to learn that actual expenditure almost exactly matched the annual budget. The Catering staff had, in fact, designed a computer programme which helped with the overall monitoring of expenditure and assisted in budgetary control.

7.3 A number of different dining arrangements operated within the Institution. Remands in ‘C’ and ‘D’ Halls ate in a dining hall adjacent to the kitchen whilst those in ‘A’ Hall had their own separate dining area to which the food was delivered in insulated containers. Those who were in the ‘D’ Hall Support Units dined in their cells with the meals being delivered in sealed individual trays. Adult prisoners not working in the kitchen also dined in cell, again using the individual trays. Anyone who required a special diet was interviewed by a member of the catering staff so that the appropriate arrangements could be put in place and stocks of properly certified halal meat were held in order to satisfy any religious requirements.

7.4 During the course of our inspection, we sampled a variety of meals on different occasions and were impressed with the quality of what was on offer. We did receive some adverse comments about the food - see paragraph 10.4 - but in general terms, the majority of remands and prisoners were content with what was on offer. We noted that a member of the senior management team visited the kitchen every day and that appropriate records were being maintained of temperatures at the point of serving.

7.5 Since our last formal inspection, a number of improvements had been made to the working environment in the kitchen. A new wall surface had been installed which meant that there were no more occurrences of tiles falling off. Also, proper cleaning schedules had been introduced and were being strictly adhered to. Improved shower/toilet and changing facilities had been provided for prisoners in addition to which there was now a small laundry store, with prisoners being provided with clean whites every day. Kitchen equipment was of a good standard with no major problems being experienced over repairs or maintenance. Recent reports on the catering function had been prepared by the SPS Catering Adviser and by the local Environmental Services Department, but neither report had contained any serious criticism and the points which had been raised were all being attended to.

Comment

7.6 We were impressed with the catering arrangements. As is normal practice on inspections, we received some complaints about the food but in our opinion, those relatively minor comments were without any real foundation. A varied and interesting menu was on offer and efforts were being made continually to effect improvements. We noted with interest that a Service Level Agreement for the kitchen had been drawn up and was currently with the Governor prior to being signed off. The enthusiasm and commitment of the Catering staff were evident to see, not only in their efforts to provide a very good service but also by the way in which they ran an efficient and clean kitchen. Our only concern related to the timing of the evening meal which should be brought into line with the relevant SPS Operating Standard.

Canteen

7.7 There was one central canteen for the Institution to which remands had access every day except Friday, that day being set aside for admissions and was when the weekly stocktake was carried out; adult prisoners had access on Thursdays. The facility was run by staff from the Operations Group and it opened for business each day just after 0600 hours and closed when the last customer was served. There were no cash transactions and each day the Canteen Officer was provided with a print-out of the amount of money which each remand/prisoner had available to spend. All transactions were recorded on that sheet which was signed by the individuals making the purchases. Details of each day’s business were then transferred on to computer via a terminal in the canteen, which enabled cash balances to be checked and the following day’s opening statement to be produced. Once all that work had been completed, the Canteen Officer would assist with other Operational duties - e.g. Agents visits.

7.8 Stock order sheets were prepared by the Canteen Officer and passed to the General Office where all the ordering and payments were done. The canteen held a good stock of items in a safe environment with adequate and secure shelving; price lists were on display both at the canteen and in the Halls. A sundry purchase scheme was available for the adult prisoners only, with all such items being purchased from local shops by the Institution’s driver.

Comment

7.9 In overall terms, we were satisfied that the Canteen offered a good level of service with remands and prisoners having adequate access. Our only minor concern was that at just after 0600 hours, it opened rather early in the morning. We fully acknowledge that the Canteen Officer is required to assist with other duties once the canteen business has been completed but we have written to the Governor suggesting a review of that opening time.

Laundry

7.10 There was no main laundry as such within the Institution; instead, an agreement was in existence with HMP Shotts whereby Longriggend would send denims, sheets, towels and shirts for laundering. However, we were told that because of sub-standard returns, only denims and sheets were now being sent and all other items were being laundered locally in two areas - one in Reception and one at the entrance to ‘C’ Hall. Each of those areas contained a washing machine and a dryer but other than a number of normal domestic irons in the Accommodation blocks, there were no pressing or ironing facilities which meant that all items laundered locally were crumpled and did not give the impression of being clean. A central store acted as the focal point for the distribution and collection of all laundry items.

7.11 The local laundry service was operated by the ‘B’ Hall Residential Officers as part of their duties, with assistance being provided by two of the convicted adult prisoners. However, there was no evidence of training in laundry management though it was apparent that the statutory requirement for kit changes was being achieved; that said, the provision of only one small towel for showering and daily use was inadequate - see paragraphs 3.9 and 3.32.5. Remands who chose to wear their own clothes were provided with a small kit change on a daily basis if required, with other items of clothing being exchanged on a one-for-one basis as clean clothing was handed in.

Comment

7.12 The overall impression created by the laundry service was one of an ad hoc arrangement with considerable ambiguity as to its ownership. In our opinion, it would be impractical to suggest that Longriggend should be provided with a fully equipped laundry facility with adequate staff resources. Rather, the use of the existing facility at HMP Shotts would appear to offer the most suitable arrangement and if properly controlled, should be able to meet Longriggend’s needs. We suggest, therefore, that a formal dialogue should begin between the two establishments with the aim of re-introducing a mutually acceptable arrangement, perhaps via the constitution of a proper service level agreement.

7.13 It was encouraging to note that a local committee had been formed to look at laundry issues and to consider alternative forms of clothing for remands, e.g. polo shirts. The commitment of staff in making the best use of limited facilities and a desire to improve the quality of the service was evident.

Estates

7.14 The Estates Manager was responsible for one Supervisor and one Officer and had administrative support on two days per week. The Contracts Team was led by the Acting Contracts Manager (who was a Contracts Supervisor) and consisted of a second Supervisor, six tradesmen (covering all trades) and administrative support but the team was two under complement at the time of our inspection. The Estates and Contract Managers held formal monthly meetings and also had informal daily contact to discuss ongoing projects. There appeared, in fact, to be sound working relationships, which assisted in the progress of work.

7.15 The general maintenance of the establishment was up to date, as were WTIs and small repairs. However, as stated elsewhere in this report, we considered that some areas were in need of redecoration. We were advised that work on the decoration of the establishment had been concentrated over the summer period on outside areas and it was acknowledged that some internal work required to be prioritised due to deterioration. We suggest, therefore, that the cyclical maintenance programme should be examined with a view to improving the state of the internal decoration - see also paragraph 3.29.

7.16 There was one capital project - a recladding of the gymnasium - and one minor project in the reception area, both of which were scheduled to be completed within the current financial year. In addition, there was a major maintenance project concerning the sewage plant which was also scheduled for 1997-98.

7.17 With regard to energy, there was a Committee which met every two months to consider local initiatives aimed at achieving savings. Overall, the establishment was on target to meet its budgetary requirements but the use of electricity on domestic appliances was an area of concern that would need further targeting.

Fire

7.18 The establishment’s Fire Precautions Officer (FPO) was the Estates Manager and there were two Deputy FPOs; a third Deputy had been identified and was due shortly to attend a training course at the Scottish Fire Services Training School. There was no separate Fire Committee but one of the FPO team attended meetings of the Institution’s Health and Safety (H & S) Committee.

7.19 Good relationships had been established with the local Fire Brigade who had made a video of key parts of the establishment which was used for training their staff; in normal circumstances, call-out time for the Brigade was about 12 minutes. Fortunately, deliberate fire raising was not a common occurrence within Longriggend - the last such incident had been in December 1996 - but the Fire Brigade was called out in every instance. Comprehensive local fire orders had been drawn up and were at strategic locations throughout the Institution, including at the Gate where there were also the appropriate Fire Marshall identification jackets. The local Brigade had been provided with a copy of the hydrant plan.

7.20 The Institution had been inspected by HM Inspectorate of Fire Services in 1995 and the majority of the issues raised in that inspection report had either been attended to or were in the process of being dealt with. The major item which was outstanding was in relation to the installation of an automatic fire detection system which, because of the costs involved, was currently with SPS HQ for approval. In the interim, the Institution had installed domestic style battery operated smoke alarms in all residential areas.

7.21 All fire extinguishers and hose reels were being maintained on a regular basis by Estates staff with appropriate records being kept. Fire notices and emergency exit signs were on display at strategic points throughout the Institution and hose reel bungs had been fitted to all cell doors. There was an admission that in recent times, fire training for staff - including refresher training in the use of the new breathing apparatus (BA) equipment - had fallen behind. The BA equipment had been installed at key locations but there had been some problems with the compressor which had resulted in a back-log of training. A solution to those problems had been identified and it was hoped that the training would re-start very shortly. An area immediately below one of the accommodation Halls had been identified as an ideal location to train staff in basic fire survival techniques and it was planned to develop that area in the immediate future.

7.22 Fire drills were being carried out every quarter and immediately after each of those drills, a comprehensive written report was prepared on the outcome followed by a full risk assessment to identify any areas where improvements were required. A report on each drill was given to the H & S Committee and the results of the risk assessments provided the FPO team with an outline of the tasks which required immediate attention.

Comment

7.23 It was very clear that the FPO and his team were committed to the task of fire prevention in the Institution, as witnessed particularly by the fire drill and risk assessment procedure. The main area of concern was the fact that staff training on fire-related issues had fallen somewhat behind. However, steps were now being taken to address that shortfall and in overall terms, we were very impressed with the arrangements which were in place to reduce the risk of serious fire incidents within the Institution.

7.24 The practice of holding regular drills followed immediately by detailed risk assessments impressed us and we commend it to other establishments for adoption.

Health and Safety

7.25 The Deputy Governor chaired the quarterly meetings of the H & S Committee, the composition of which ensured that all staff in the establishment were represented; the Estates Manager was the co-ordinator.

7.26 A local H & S policy was in place and the most recent inspection by the SPS Health and Safety Adviser had not identified any major problems; all recommendations in his subsequent report had been actioned. Following an Institute of Occupational Medicine (IOM) inspection for asbestos, all identified contaminated areas had been cleaned with the exception of one area above the Estates office, which was not considered to be a danger. The local branch of the Scottish Prison Officers Association (SPOA) has been provided with a copy of the IOM report.

7.27 The Statutory H & S notices were on display in appropriate areas and given Longriggend’s requirement to maintain a sewage plant, instruction cards relating to Leptospirosis had been issued to staff employed in that area. All records relating to accident reports, H & S policies from contractors, method statements and the monitoring of H & S matters were being maintained to a satisfactory standard. In line with instructions from the SPS’s H & S Adviser, risk assessments were in the process of being put in place.

7.28 Awareness of HIV/Aids was the remit of the SDO but there was no record of awareness training for staff having taken place, a situation which requires to be addressed. First Aid Boxes and Crash Packs were the responsibility of the health centre and from our examination, they appeared to be in order.

Comment

7.29 We were satisfied that H & S issues were being managed and co-ordinated effectively, with a profile consistent with the working environment. We did note, however, that with the exception of the co-ordinator, management members on the H & S Committee had not received any formal training and we have, therefore, written to the Governor suggesting that this shortfall should be addressed in order to maintain the highest possible standards.