| Report
on HM Prison Shotts
HM Inspectorate of
Prisons for Scotland 1998
7. PRIMARY SERVICES
Catering
7.1 Staffing in the kitchen comprised a Catering Manager,
two Supervisors and five Officers who worked a shift pattern that ensured that the area
was covered from 0530 to 1730 hours on weekdays and from 0600 to 1700 hours at weekends.
Support was provided by a party of 22 prisoners with Catering staff being involved in the
selection process. All prisoners working in the kitchen were given a two week trial period
after medical clearance and before their appointment was confirmed. In addition to their
initial training in food handling and hygiene, training to SVQ Level 2 was available with
qualified catering staff delivering the training and conducting assessments. Prisoners in
the party were paid a basic wage of £11 for a five day week with the offer of an
additional £1.50 per day for working Saturday and Sunday.
7.2 At the time of our inspection, catering was being
conducted from a temporary kitchen pending the completion of a completely refurbished
facility which was due to open very shortly after our inspection and appeared to be a
first class facility.
7.3 An advance menu system was in operation and was based
on a four week menu cycle. Lunch comprised a choice of main courses and a sweet, with the
evening meal consisting of soup and a choice of main course. All medical and religious
diets were catered for and supplies of halal meat were kept. During the course of our
inspection, we sampled various meals at a number of locations and were satisfied with the
quality of what was on offer.
7.4 Meals were transported to the Halls in heated trolleys
and prisoners then ate their meals in their cells, though consideration was being given to
introducing dining in association for a limited number of prisoners in ‘C’ and
‘D’ Halls. The kitchen was also responsible for providing the meals for the NIC
and for HM Unit Shotts with an appropriate system in place for those two establishments to
be charged at the standard rate for prisoners’ meals. At the time of our inspection,
the Catering function was operating successfully within budget.
7.5 Recently, a survey had been carried out to get
prisoners’ views on the meals on offer and to invite suggestions for change. Based on
the results of that survey, a new menu was in the process of being prepared and was
scheduled to be introduced to coincide with the opening of the new kitchen. The menu was
checked from a health point of view on an annual basis by the establishment’s MO
whilst every six months, a dietician from the local Health Board was invited to comment on
its nutritional value. Temperature readings of all hot foods were taken both in the
kitchen and at the point of serving and samples of meals were tested in the Halls by
Residential Managers and by members of the Visiting Committee (VC). Members of the
Catering staff made regular visits to the Halls when meals were being served and a food
complaints and a food compliments system were in place to offer prisoners the opportunity
to give their opinions.
7.6 In an effort to maintain standards and to answer any
criticism, a system of focus Groups was about to be introduced. These groups would
comprise prisoners and staff, including Catering staff, with one group covering
‘A’, ‘B’ and ‘C’ Halls and a separate group operating for
‘D’ Hall. The aim was that the groups would meet on a regular basis to consider
improvements to what was currently on offer and to respond to any questions.
7.7 A good relationship had been established with the local
Environmental Health Office whose representatives made regular visits to the establishment
with no major concerns being raised. Similarly, the Catering function was inspected on a
regular basis by the SPS’s Catering Adviser.
Comment
7.8 We were impressed with the Catering function and in
particular, the way in which it had continued to operate whilst major refurbishment work
was in progress. The range and quality of the meals were satisfactory though it should be
noted that some of the meals were being served at times that did not comply with the
SPS’s Operating Standards. We were told that Catering staff would be able to provide
meals at the prescribed times but this would require a new attendance pattern for
Residential staff and currently there was a formal dispute over this issue. We suggest,
however, that steps be taken to ensure that meal times are adjusted to comply with the
relevant Standard.
Canteen
7.9 Each Hall had its own canteen which was located in a
secure room adapted for that purpose. Designated Officers from each Division were
responsible for operating the canteens for which the main opening time was on a Thursday
evening, after prisoners’ wages were paid, with ‘top-up’ sessions being
available on Friday and Monday evenings. All transactions were in cash and we were
satisfied with the financial control system that was in place. Similarly, we were
satisfied that stock turnover and replacement were being adequately managed.
Comment
7.10 We were disappointed with the unimaginative range of
stock on offer and the general absence of price lists. This was an issue that had been
raised in the report of our last inspection and we suggest, therefore, that a price list
should be placed on prominent display at each canteen together with a list of the items
available for sundry purchase. A number of copies should also be available on the
landings.
7.11 We were also informed that, in line with the practice
now being employed in a number of other establishments, consideration was being given to
the introduction of a ‘bag and tag’ system for canteen purchases.
Laundry
7.12 The laundry was a modern and well equipped facility
which, in addition to meeting internal requirements, continued to undertake laundry work
for other establishments, including HMPs Low Moss and Barlinnie, HM Remand Institution
Longriggend, HMYOI Polmont and the SPS College. Additionally, it had a small seasonal
contract with an external customer.
7.13 A business-like approach to its daily operation had
been underpinned by the recent introduction of a Quality Assurance Policy and by the
development of Service Level Agreements with its main SPS customers, a task which was
ongoing at the time of our inspection. The rationalisation of its internal processes would
be further strengthened by the proposed introduction of a garment finishing area. First
line management was provided by a Laundry/Gardens Supervisor and the facility was staffed
by three Officer Instructors though we noted that only one of the Instructors had received
accredited training. The prisoner complement was 50 and had doubled since our last formal
inspection, essentially due to the closure of former VT Workshops and the streamlining of
the recently introduced enhanced work parties.
7.14 Nevertheless, despite the work generated by other SPS
customers, the laundry was only working at 50% of its operational capacity (29 prisoners
were working on the day of our inspection but there appeared to be insufficient work even
for this reduced number). Additionally, all Residential Halls had been equipped with
industrial washing machines and dryers which were operated by the Hall laundry passmen and
were used to wash personal items of kit, although the main laundry had also introduced a
net bag system for this purpose. Each Hall was responsible for replacing worn out items
and ensuring that larger items such as bedding were forwarded to the main laundry for
washing.
Comment
7.15 We were pleased to note the comprehensive nature of
the laundry facilities and the full compliance with the SPS’s Laundry Operating
Standards. Similarly, the developments to place the laundry on a more business-like
footing are also welcomed. However, there was insufficient work for the number of
prisoners allocated to the laundry and we therefore suggest a marketing effort to secure
further external customers. We suggest also that improvements be made to the
prisoners’ rest room facility. Finally, we have written to the Governor suggesting
that accredited training be provided for all the Officer Instructors.
Estates
7.16 The Estates Team consisted of an Estates Manager, two
Clerks of Works, two Tradesmen and one Administrator. In addition, there was a Contracts
Team which comprised a Manager supported by three Supervisors, 20 Tradesmen and two
Administration/Stores staff. We were advised that relationships between the two teams were
very good.
7.17 We were satisfied that small repairs were being
carried out efficiently and having inspected a number of minor works projects, we were
impressed by the high standard of workmanship. At the time of our inspection, three
capital projects were ongoing - viz, a £1.6m refurbishment and extension of the kitchen,
an upgrading of perimeter security at a cost of £640,000 and the creation on the site of
a former blaes surface football field of a grassed pitch with a running track together
with a smaller all-weather sports pitch at a total cost of £124,000. We noted also that
all WTIs were up to date though we were advised that the painting schedule was not always
up to programme, with the Reception area in particular being in need of some attention.
Comment
7.18 In overall terms we were satisfied with the general
maintenance of the buildings, which was due to the enthusiasm of the staff working in the
establishment and support from the Estates Directorate at SPS HQ. We were advised that the
present Estates contract for maintenance was due for renewal in December 1998 but had been
extended to March 1999 in order to bring it into line with the financial year. A new
service level agreement had been agreed.
Energy
7.19 The main sources of energy were electricity and gas
and we were advised that the establishment was on target for energy spending for the
current financial year. Nevertheless, we suggest that a local Energy Committee should be
formed.
7.20 When the establishment had first been designed, the
plan had been for it to run an extensive laundry service and for that reason, two large
boilers had been installed. However, those plans had been subsequently scaled down with
the result that the boilers were inefficient due to over-capacity. We therefore support
Management in their Strategic Bid for the installation of a smaller boiler which, we were
advised, would pay for itself within a few years.
Fire Precautions
7.21 The establishment’s Fire Precautions Officer
(FPO) was an Estates Supervisor who was supported in that function by a Deputy FPO who was
an Estates Officer; both had attended the relevant training course at the Scottish Fire
Services College. Both were also members of a recently constituted local Fire Committee,
the other members of which were from all other functional areas of the establishment. It
was the aim of the Committee that it would meet on a quarterly basis. The FPO was also a
member of the local Health and Safety (H & S) Committee.
7.22 Excellent relationships had been established with the
local Fire Brigade who made regular visits to the prison and who had made a video of the
establishment for their own training purposes. The prison suffered from a relatively high
incidence of wilful fire raising and in accordance with agreed procedures, the Brigade was
called out on every occasion. After every such incident, a full investigation was
undertaken including, where appropriate, photographs of the damaged areas and if the event
was considered to have been serious enough, there was a full debrief exercise to try to
identify any faults in local procedures.
7.23 The FPO had a session on the induction process for all
staff new to the establishment and for that purpose, had prepared a comprehensive set of
guidance notes on fire related issues which was given to every new member of staff. There
was, however, a problem about getting other staff away from their core duties to deliver a
similar training package though we were assured that efforts were being made to resolve
that difficulty.
7.24 Short duration breathing apparatus (SDBA) was in place
and all staff had received basic training in the use of that equipment. An area previously
used by the establishment’s Gardens Party had been allocated for the purpose of
providing SDBA (and Control and Restraint) training though we noted that the area in
question had had to be furnished using various odds and ends acquired from other parts of
the prison. However, that area had now been designated as the site of the proposed new
staff facilities - see paragraph 9.16 - and no indication had been given as to where the
training area would next be allocated, leading to some uncertainty on the part of the
staff involved. We were advised that due to difficulties in getting staff released for
training, there was now a considerable backlog in providing refresher training in the use
of the SDBA equipment for Residential staff which meant that many of them were no longer
competent to use the equipment.
7.25 All fire appliances were being regularly checked and
maintained and there was a detailed computerised record-keeping system in place. Fire
Orders had recently been updated and widely circulated and a copy of the hydrant plan was
held by the Fire Brigade. All cell doors had been fitted with inundation bungs, the levers
to open these being held in the hose reel boxes, for which every member of staff had a
key.
7.26 There was a fire alarm system in the establishment but
no smoke detection system, though the installation of such a system had been recommended
in the report of a recent inspection by HM Inspectorate of Fire Services. That report had
also contained a number of other recommendations and a comprehensive programme to address
these had been put in place.
7.27 At the time of our inspection, a system of fire risk
assessments was about to be introduced. All the relevant paperwork had been prepared but
it was proposed to undertake a form of pilot study - perhaps in the new kitchen - to
develop the system more fully before introducing it throughout the establishment.
Comment
7.28 We were impressed by the way the FPO and the SDBA
instructor were trying to raise the profile of fire precautions within the establishment.
We were pleased also to note that senior Management was supporting them in their efforts.
However, a number of issues needs to be addressed, including the following:-
7.28.1 Steps should be taken to ensure that all staff
receive appropriate training in fire related matters, including addressing the backlog in
refresher training for SDBA equipment;
7.28.2 Fire exit signs should be installed at all
appropriate locations; and
7.28.3 A system of holding regular fire drills should be
introduced.
Health and Safety
7.29 Two H & S Committees had been established within
the establishment - an Executive Committee, which comprised the Governor and Senior
Managers and which held responsibility for the establishment’s overall H & S
policy as well as providing high-level impetus; and a subsidiary Liaison Committee, which
was responsible for implementing the policy at operational level. A local H & S policy
had been published some time ago and was being routinely revised at the time of our
inspection.
7.30 Risk assessments had been completed in 75% of work
areas and safe systems of work had been developed. All new staff were given awareness
training and plans were in hand to deliver further training at appropriate levels,
including NEBOSH, ‘Managing Safely’ and ‘Working Safely’ training. The
SPS H & S Advisor had recently visited the establishment to conduct an audit and work
was in progress to address points raised in his report, which had been delivered in
October 1998.
Comment
7.31 We were satisfied that H & S issues were being
given a high profile, that the issue was being managed effectively at an appropriate level
and that the necessary work was being actioned. We were particularly interested to note
that as a part of their uniform, all staff had been issued with belt-pouch first-aid kits,
containing mouthpiece, surgical gloves, protective apron and a bag for the disposal of
body-fluid contaminated items. In addition to providing staff with the tools necessary to
respond to first aid emergencies in a practical and tangible way, this measure also had
the effect of raising the H & S profile in the establishment. This is a practice which
we strongly commend to other establishments.
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