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7.1 Staffing in the kitchen comprised a Supervisor, who worked Monday to Friday, and three Officers, who worked on the basis of 12 days on and nine days off, a system that had been in operation for a number of years. Support was provided by a party of nine YOs, the vast majority of whom were undertaking SVQ qualifications. The Institution was also currently involved in a project whereby they were trying to get placements in the catering industry for suitable YOs after their release. In addition to the catering qualifications, three of the YOs were also involved in undertaking industrial cleaning qualifications and their practical exercises included carrying out this task on a regular basis in the kitchen.
7.2 There was a four week menu cycle and during the week, three choices were available at lunch time and two for the evening meal, with each of those meals including a vegetarian option. At weekends, there was only one choice for each meal though special arrangements were made to suit the needs of any vegetarian or other diet. YOs in 'B' Hall had an advance menu system but for all other YOs and prisoners, meals were on the basis of first come first served.
7.3 A number of different dining arrangements operated within the establishment. YOs in 'B' Hall were served from a pantry and dined in cell. Food for that Hall was sent up from the kitchen in a 'dumb waiter'. Female prisoners had their meals delivered to their Unit in insulated containers and they then dined in association. YOs from 'C' Hall and the local remand/convicted population from 'D' Hall ate their meals in two separate sittings in the dining hall adjacent to the kitchen. We noted that the evening meals were always being served earlier than the times set out in SPS Operating Standards and this is an issue that requires to be addressed. We sampled the meals at various times during the course of our inspection and were satisfied that they were of acceptable quality and were being served at an appropriate temperature. We did have some concerns about the transportation arrangements for the meals for the Female Unit, as the insulated containers were not ideal for ensuring that the food was as good by the time it reached the prisoners as it had been when it left the kitchen. However, we accept that the physical layout of the Institution meant that it would be difficult to come up with a better alternative.
7.4 The kitchen was adequately sized for the task that it was required to undertake and the equipment in use was generally in good working order. Some items were nearing the end of their normal working lives but recent bids for funds to replace them had been unsuccessful. We were disappointed to find that there had been no change to the staff office/changing facilities, which had been criticised in the report of our last formal inspection. We were advised, however, that efforts had been made to identify ways of providing better facilities but without success. Because of the layout of the establishment, the kitchen was located in an area that presented difficulties when it came to food deliveries. However, in an attempt to improve that situation, a hoist was in the process of being installed.
7.5 The catering facility was the subject of regular inspection by both the SPS Catering Adviser and the local Environmental Health Office and appropriate action was taken on any reports received as a result of those inspections.
7.6 A member of the senior management team made regular visits to the kitchen to sample the meals. We noted also that there was a Catering Committee which met monthly and included YO and prisoner representatives from all parts of the Institution as well as staff.
7.7 We were satisfied with the catering function and YOs and prisoners to whom we spoke were satisfied with the quality of the meals on offer and with the size of the portions. Nevertheless, it was clear that using the insulated boxes for transporting meals to female prisoners was not ideal. However, the route to the Unit from the kitchen precluded the use of a heated trolley and the transient nature of the population made self-catering an unrealistic option. In the absence, therefore, of any suitable alternative, we accept that the present arrangements will have to continue.
7.8 There were three canteens within the Institution -; one adjacent to 'C' Hall for the convicted YOs, one in 'D' Hall for the local remand/convicted population and one in the Female Unit. The facilities were managed by Residential staff with appropriate arrangements in place for relief cover. Accounting procedures appeared to be in accordance with SPS instructions.
7.9 The actual facilities were adequate and secure and a good range of stock was on offer. Price lists were on display at the canteens, with copies also being distributed to the Halls. All transactions were on a credit basis and we were satisfied with the amount of access that was available for both YOs and prisoners. A separate sundry purchase scheme was also in operation which enabled some items that were not available through the canteen to be purchased through local suppliers.
7.10 The laundry, which was managed by an Officer with a dedicated relief, was the main work party for vulnerable YOs within the Institution. All machinery within this area was in good condition and appeared more than adequate for the work that was required to be done.
7.11 In addition to the normal washing duties, the laundry was also responsible for the labelling and issuing of all admission kits to the YO population, with a computerised system being used for the numbering and recording of these kits. Condemned kits were also identified by the laundry and changed as required. Similarly, although the kits for the 'D' Hall prisoners were managed from the Hall, their condition was managed by the Laundry Officer and replaced on an as required basis. There was also an outside contract for washing the kits of a local Rugby Club.
7.12 We were very impressed with the laundry facility and in particular, by the way that kit control was being managed by the laundry Officer. We noted also that he had put in place a purposeful and balanced regime for the vulnerable YOs working in the party. This included a recreation programme that they would otherwise have been denied and we commend him for his efforts in arranging this.
7.13 The Estates Department consisted of a Manager, a Supervisor, an administration assistant and eight staff with varying specialisms. Accommodation for the team was in the one area and contained workshops and storage areas that had proper lighting and ventilation and were well maintained. There was an adequate supply of safety equipment and arrangements for the maintenance and security of locks and ladders were satisfactory.
7.14 As noted earlier in this report, the Institution was going through a major refurbishment programme. As regards Minor Works, the programme was up to date and the introduction of a computerised system for dealing with small repairs, which involved a priority rating being given to each application, had improved response times in this area. A leaflet produced by the Estates Department informed staff of all ongoing work and initiatives.
7.15 The Estates Manager was also the Energy Manager for the establishment and for that function, he was supported by a committee that was chaired by the Deputy Governor and had membership covering a wide range of functions. The main sources of energy were gas, electricity and water, with a standby oil emergency system. Sub-meters were now in place to measure usage in specific areas and a centralised computer system monitored use throughout the Institution.
7.16 In an attempt to reduce energy consumption within the establishment, a number of initiatives had been undertaken. These included alterations to the lighting in the Administration and visit waiting areas, thermostatic radiator controls in various locations and the installation of hot water boilers. Leaflets encouraging energy savings were also circulated to all areas of the establishment whilst the Estates Department's leaflet included a section specifically dedicated to this issue.
7.17 The Estates Manager was the Institution's Fire Precautions Officer (FPO) with support nominally being provided by six Deputy FPOs, representing different parts of the establishment. We were advised, however, that because of other commitments, only one of those Deputies was available on a regular basis. There was a combined Fire, Health and Safety (H & S) and Energy Committee which met on a quarterly basis. The Institution was inspected on a regular basis by HM Fire Inspectorate and we were pleased to learn that appropriate action had been taken to address all the issues highlighted in the most recent Inspectorate report.
7.18 A Maintenance check was carried out every week on a number of the Institution's fire extinguishers, a system that ensured that every appliance was checked on a four weekly basis. Proper records of all checks were being kept. There was a fire alarm system in the workshed and Administration areas and a new alarm and smoke detection system was being installed as part of the central core/'A' Hall refurbishment programme. We were disappointed to learn that the last fire evacuation drill, which had involved Administration staff only, had taken place about a year prior to our inspection though we were advised that staff and prisoners/YOs did receive basic fire precaution training as part of their respective induction packages. Fire evacuation signs and Fire Notices were on prominent display at various locations throughout the Institution and all cell doors had been fitted with inundation bungs.
7.19 Excellent relationships had been established with the local Fire Brigade, who were about four minutes travelling distance away from the Institution. Representatives of the Brigade made two familiarisation visits each year, as well as attending regular meetings. There were also regular joint exercises involving staff from the Brigade and the Institution. Fire Orders were available throughout the establishment, including at the Gate, and the local Brigade had been supplied with a copy of the hydrant plan.
7.20 A sufficient number of staff had been trained in the use of the short duration breathing apparatus (SDBA) and containers holding these sets were at convenient locations in the establishment. Training in the use of the SDBA equipment was normally undertaken in some vacant accommodation in the local Crichton Hospital. However, as with other aspects of fire training, national initiatives -; such as training in the new suicide strategy -; had meant that there was something of a backlog that needed to be addressed.
7.21 We were impressed with the commitment being shown to fire precaution issues and in particular, the relationship that had been established with the local Fire Brigade. Our only concern related to the fact that fire drills were not being undertaken on a regular basis and never with YOs and prisoners. We suggest, therefore, that these should be undertaken on a more regular basis.
7.22 As noted above, there was a joint Fire, H & S and Energy Committee that met under the chairmanship of the Deputy Governor. In addition to a Supervisor who was the H & S co-ordinator, an Officer was employed as a full-time H & S Development Officer and we were satisfied that this structure ensured that H & S issues were being accorded the proper degree of priority. The co-ordinator, the Development Officer and all the Committee members had been trained to appropriate levels.
7.23 The Development Officer had produced an H & S induction package for staff and prisoners/YOs which included sections on HIV/AIDS and drug awareness. There was training for staff and prisoners/YOs to deal with the spillage of blood and body fluids and kits were located throughout the establishment to deal with this type of event. A series of H & S booklets and leaflets was also available for staff and prisoners/YOs. First aid boxes were located throughout the establishment and were replenished regularly by nursing staff.
7.24 Accident statistics were maintained in a computerised format with a tracking system in place to ensure timeous completion of the relevant forms. Risk assessments had been undertaken in all areas of the establishment and all relevant items of equipment -; e.g. scaffolding -; had been properly labelled and dated to indicate compliance with the necessary safety requirements. All external contractors were briefed as appropriate on H & S issues.
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