Scottish Government

9. SERVICES

Estates and Facilities

9.1 The Estates and Facilities team has responsibility for all service events, planned and emergency maintenance of the buildings, the catering function and fire safety. The Estates Manager has a detailed service level agreement with the Governor covering all aspects of planned and reactive maintenance, including timescales.

9.2 Greenock has the task of maintaining premises that vary between new buildings such as Chrisswell House and Ailsa Hall which is now more than 100 years old. Throughout the inspection all communal areas and most buildings, corridors and offices were clean, tidy and well decorated. There were however a few exceptions. Most notably the cells in Ailsa were in need of redecoration despite this having been done as recently as 2003. A proposal to use prisoners trained in painting and decorating had been rejected, and the alternative is to contract this work. However it is done, the cells in Ailsa should be redecorated.

9.3 The toilet arrangements in Ailsa and Darroch were also poor with only a screen hiding the toilet, not a cubicle as is the case in most other prisons. The prison has undertaken the necessary work to identify the cost of putting cubicles in the cells in Darroch and Ailsa Halls.

9.4 A business case has been submitted for both of these projects but it has not been supported at this time.

9.5 A "Greening Greenock" project led by the Estates Manager is also well established. Leaflets are distributed throughout the prison giving clear and easy to understand advice on the part everyone can play in protecting the environment.

9.6 Estates also drive the fire safety agenda. The Fire Safety committee meets quarterly, chaired by the Estates Manager. After a recent inspection by HM Inspectorate of Fire Services some minor changes were made to procedures to increase evacuation simulations and improve fire safety equipment. A regular check of equipment and procedures is in place and is auditable.

Health and Safety

9.7 There is a good Health and Safety culture in Greenock. After a Health and Safety Executive Inspection in March 2005 an action plan to address recommendations was developed and recommendations acted on. A multi-disciplinary Health and Safety Committee meets bi-monthly. This meeting is chaired by the Governor and minutes show that it is well attended by all areas of the prison. Safe systems of work and area risk assessments are carried out by the Health and Safety co-ordinator and the POA(S) Health and Safety representative. The levels of training in Working Safely and Managing Safely are at appropriate levels.

9.8 The establishment recently introduced a new Smoking Policy. This is being reviewed again to make sure it is in line with new legislation proposed for March 2006.

Human Resources

9.9 Human Resources is a small department consisting of one HR Manager, one Administrative Assistant and one Training Manager who also acts as Health and Safety coordinator. The HR Manager also line manages the partnership liaison representative ( PLR). Partnership arrangements seem to work well.

9.10 Staff absence has been a particular problem in Greenock: in the recent past more than 20 staff have been absent at any one time. During inspection this was 16. The staffing complement in Greenock is resourced to cope with up to 12 staff being absent at a time. The recording system for monitoring absence is good. It is clear that timescales for absence monitoring meetings are met and that there is a robust audit trail linked to a daily management report. This report is a very useful tool describing all essential staff related issues. It is being adopted by other establishments and is an example of good practice.

9.11 Staff recruitment has also been a problem, particularly in the Health Centre. The recent arrival of two new nurses has helped. Although there is a commitment to acting up between grades from the operations group, the overall staff in post equates to the agreed staff complement.

9.12 Greenock has a well established staff rotation system in place. Staff and managers spoke positively of its impact on reducing the likelihood of 'burn out'. It works in such a way that staff do not work too long in one of the more demanding areas, while at the same time ensuring that not all of the experienced staff are moved on at one time.

9.13 Health promotion is also managed by the HR department. This can include activities and events for staff and prisoners. The Silver SHAW award was achieved in June 2005 and the prison is now working toward the Gold award.

9.14 Greenock has also established the practice of making bowls of fruit available around the prison, in the boardroom, training room and staff rest room.

Staff Training

9.15 Staff training is well organised. There is a built in "training day" on the staff roster. This identifies nine staff every Wednesday who can take part in training or cover for others to do so. The link between line management and the training manager is well established and it is clear that flexibility exists on both sides when necessary.

9.16 Training facilities are good. A spacious classroom doubles as the Control and Restraint training area. There is also a resource room with six computers and a small kitchen. Staff can also use the resource room to carry out other paperwork.

9.17 It is clear that there is a strong commitment to staff training in Greenock. The training manager is well supported by senior managers and his peers, and most staff take an active role in their own personal development.

Catering

9.18 Food in Greenock received a very positive response from prisoners in the most recent SPS Prisoner Survey. The statistics are worth recording. The percentage figure relates to the prisoners who said OK, good or very good:

9.19 The factors which led to these results were apparent and confirmed during the inspection:

• Prisoners are served by catering staff
• The kitchen/servery is adjacent to the dining room
• Prisoners can eat their meals communally
• Chips are prepared in the kitchen/servery immediately prior to serving
• Food is served straight onto the prisoners plate - the prisoner controls portion size
• Self-service is available in some areas
• There is a menu choice for all, including remand prisoners
• Managers sample the food regularly, including eating in the dining room with prisoners
• Fruit is available in Chrisswell House and Darroch Hall every day

9.20 One issue identified during inspection was breakfast in Ailsa. Whereas prisoners in Darroch and Chrisswell have unlimited access to cereal, Ailsa prisoners received only a roll, a portion of jam and a portion of butter. Catering staff said that when cereal was given to Ailsa prisoners most of it was thrown out of cell windows. By not issuing cereal to prisoners in Ailsa catering staff said that resources could be realigned to improve other meals. Inspectors were told that Ailsa prisoners would be given cereal on an individual basis if they asked for it. A clear system should be identified to ensure cereal is issued to those prisoners in Ailsa who want it.

9.21 The menu choices available to prisoners cater for all religious, cultural and dietary needs. Whilst there is no formal complaints system staff said that any complaints were dealt with at source since it was catering staff who served the meals.

9.22 The kitchen itself is an old building, but it is clean, well organised and functional. A recent EHO inspection uncovered only minor problems which have subsequently been addressed. The kitchen is a popular work party for prisoners. Informal training is available and a competence record for each prisoner is held. A formal Food Hygiene qualification is available and more formal qualifications are planned when the staff achieve their A1 accreditation.

9.23 Staff and prisoners told inspectors that there was a direct effect on the quality of food when numbers in the prison increased. And it was not as simple as, for example, ten more prisoners meaning ten more portions: because staff from the kitchen serve the meals it takes longer to serve an additional ten prisoners and therefore there is less time for the preparation of meals meaning quality can suffer. In extreme circumstances catering staff said they can spend 50% of their shift serving and only 50% preparing. This is another "hidden" effect of overcrowding.

Laundry

9.24 The laundry is well organised and efficient. Prisoners in all three halls put their clothes in individual bags which are taken to the laundry. The clothes are removed from the bags for washing and drying and then replaced in the bags (the clothes and bags are tagged to avoid any mistakes). A good tracking system of items and complaints is in place.

9.25 Twelve prisoners work in the laundry although none were undertaking a qualification at the time of inspection. Prisoners should be offered the opportunity to study for the Guild of Cleaners and Launderers qualification.

Canteen

9.26 The canteen system in Greenock is excellent. Prisoners are regularly surveyed to give them the opportunity to influence what is available from the canteen. There is also a comments box on the canteen sheet for prisoners to make complaints or suggestions. The prisoner focus groups in each hall also regularly make suggestions to the canteen office staff. The canteen is managed by two administrative staff helped by two prisoners. The organisation of the store is impressive. The canteen timetable facilitates all prisoners being able to access the canteen at least twice a week. The canteen list is extensive and updated on a regular basis. In speaking to the staff in the canteen and the manager responsible for the area their comments were that "we try to make it easy for ourselves by listening to what the customers want". This approach works well. The canteen system in Greenock is an area of good practice.