HM Inspectorate of Prisons: Report on HMP Glenochil

In accordance with my terms of reference as HM Chief Inspector of Prisons for Scotland, I forward a report of a full inspection carried out at HMP Glenochil between 2-6 October 2006.

Five recommendations and a number of other observations are made.

Signature of ANDREW R C McLELLAN HM Chief Inspector of Prisons for Scotland

ANDREW R C McLELLAN
HM Chief Inspector of Prisons for Scotland

December 2006

1. PREAMBLE

1.1 Glenochil is already very much changed and there is more change to come. Anyone driving past the prison can see some of the change, for the building work is obvious. Since the last inspection three accommodation houseblocks have been demolished. One large houseblock, Harviestoun House, which holds almost as many prisoners as the three blocks which it replaces, has been opened; a new segregation unit, Devon Hall, has also been opened. The old-style 'D' Hall is still occupied. At the time of inspection work was moving toward completion for the construction of another houseblock, and a building to include the Health Centre, the visit area and the staff facility. It is difficult to manage a prison with so much building work and so much change. The report shows that the process has been, and is being, managed well.

1.2 Harviestoun House is very like the houseblocks which have been opened in Polmont and Edinburgh. Accommodation of this kind has been welcomed in other reports: it provides a much improved standard of cell, furniture and toilet access from the accommodation which it is replacing: and these better conditions are good for prisoners and also help to improve the working environment for staff. Nevertheless, as these houseblocks come into use, concerns are beginning to emerge. They are very large: any one of them holds at least 300 prisoners. This number is more than double the total population of some small prisons. On each floor, the distances from the centre, where staff are based, to the end is considerable, and it is difficult for staff and prisoners to avoid shouting. This distance may discourage interaction between staff and prisoners. There are ventilation problems, and the blocks can become very hot. However, there was more comment from staff and prisoners about one specific issue than any other. Significant numbers of long-term prisoners are sharing cells: and as part of progression will often move from a single cell into a shared cell. This has aroused anger.

1.3 While the residential arrangements might be different when the next new houseblock opens, at the time of inspection there were three groups of prisoners in Glenochil. The experience of each is different. The best experience, despite the anger over cell-sharing and the oppressive heat, is in the new houseblock. For everyone in 'D' Hall the experience is less good. But for prisoners on protection in 'D' Hall it is noticeably worse. They have the poorest opportunities for education and work, leading to the most time locked in cell, the fewest opportunities for progression; and they reported the least good relationships between staff and prisoners.

1.4 All prisoners spoken to said that they felt safe; there was frequent reference to the presence of cameras as a positive contribution to the feeling of safety. Relationships between staff and prisoners are good (although the SPS survey has a figure slightly below the SPS average for prisoners' perception of atmosphere). There have been no suicides since November 2003.

1.5 The new system of Integrated Case Management is designed to prepare prisoners better for release. One key component of the system is that social workers from the community in which a prisoner lives are involved in the process throughout the sentence. Recent reports on other prisons have hinted that early indications of the working of this new process have been encouraging. That is certainly true at Glenochil. However, this report indicates that the number of prisoners assessed as needing the new Violence Prevention Programme far exceeds the resources available: and is likely to cause problems in the working out of the ICM process. It is causing blockage in the progression system and anger among prisoners.

1.6 Three aspects of healthcare are singled out for comment. The service provided by the dentist is exceptionally good. Waiting times have been reduced, and plans are in place for other improvements. There is very good multi-disciplinary work in the areas of addiction, mental health and blood-borne viruses. On the other hand, the practice of officers shouting down halls to alert prisoners to the dispensing of medicines should be stopped.

1.7 There is not nearly enough work for prisoners. Moreover, in some cases prisoners assigned to a job are not able to do it since they have not received the proper training. There are vocational training opportunities, but they are not available in several parts of the prison where many prisoners work. Physical education provides a good experience for nearly every prisoner; and a good educational experience for several. Those prisoners who participate in education are well served; but the number is very small. More than half of all assessed prisoners (nearly one quarter are not even assessed) have high priority needs in literacy and numeracy; but less than 25% of all prisoners were attending education classes. Early in 2007 there will be an additional 230 prisoners in Glenochil. There is no evidence at this time that there will be sufficient work and learning opportunities to meet the needs of a population which will have increased by 52%.

1.8 Food in Glenochil is rated by prisoners well below the national average in the Prisoner Survey, and it is rated below the figure of three years ago. Apart from cell-sharing the quality of the food was the most frequent complaint of all prisoner groups. There may be two reasons for the lack of improvement. One is the time which meals spend in trolleys before it is served. The other is the budget. The cost of basic foodstuffs like potatoes has increased significantly in the last twelve months. The amount spent per prisoner is the same as it was in 1996.

2. POPULATION, ACCOMMODATION AND ROUTINES

Population

2.1 Glenochil currently holds adult male prisoners serving more than four years. It can house up to 42 protection prisoners on one floor in 'D' Hall. It can also house a small number of short-term prisoners following discussions with their local prison.

2.2 During the inspection there were 443 prisoners living in Glenochil: 120 in 'D' Hall, 313 in Harviestoun Hall and 10 in the Segregation Unit.

Accommodation and Routines

2.3 Glenochil has two main accommodation areas: 'D' Hall, which is the last remaining hall from the "old" prison, and Harviestoun Hall which is the first of two new 'super-halls' which will form the 'new' Glenochil. The Segregation Unit (Devon Hall) is described in Chapter 3.

'D Hall

2.4 'D' Hall has the capacity to hold 124 prisoners, including 42 protection prisoners. All prisoners have access to night sanitation.

2.5 On the first day of the inspection 35 prisoners out of 120 went to work, leaving most in their cells. This would appear to be the norm. No easy access to sanitation was available for these prisoners in their cells during the day: if the prisoner required to use the toilet he had to knock on his door and ask a member of staff.

2.6 The facilities and decoration, including the cells and toilets are tired and grubby. Each floor has a laundry room which holds a washing machine and dryer. Prisoners within 'D' Hall do not have access to the main prison laundry. In some areas there were shoe laces tied together to make a drying line. A recent development has been the introduction of a microwave and toaster within a kitchen area on each floor. These kitchens are clean and prisoners were positive about them. Due to loss or damage not all prisoners have access to a lockable cabinet in their cells. This should be addressed.

2.7 The outside area of the hall, although it is cleaned every morning, was still subject to rubbish being thrown from the windows, although the throwing of human waste seemed less prevalent than previously reported. Staff said that alterations to the night sanitation facility introduced a year ago were responsible for this. Prisoners now have unlimited access to sanitation during the night.

2.8 All prisoners have their own cutlery and dishes. Meals are served from the servery within an area at the entrance to the hall. Prisoners collect their food and make their way back to their cells. Protection prisoners are always served last. On the day of inspection, fruit was served as a choice.

2.9 Prisoners, except protection prisoners, have access to recreation on the ground floor. A maximum of 40 prisoners are allowed at any time, but the reality is that this facility is not taken up by many of the 'D' Hall prisoners.

2.10 Prisoners who require to make a complaint through the complaints procedure have to ask staff for a form as they are kept within cabinets within the staff offices. Forms should be readily accessible.

2.11 Access to physical education and to telephones was good. Both staff and prisoners felt that relationships were good but the lack of things to do was a problem.

2.12 It seemed that 'D' Hall was almost forgotten about. It was full of prisoners who had been removed from Harviestoun or who refused to share a cell. There was little or nothing happening and numbers leaving the hall for any activity was low. Protection prisoners seemed to be in a 'silo' of their own, again with little or nothing happening. The hall seemed to be waiting for the eventual opening of the new houseblock.

Harviestoun Hall

2.13 Harviestoun is an indication of what the future holds for Glenochil. It is a very large hall which opened in 2005. It has 244 standard cells on four floors, with two sections separated by grille gates on each floor. The floors are L-shaped so prisoners from one section cannot see into the other section. There are eight special cells spread throughout the hall and cell sharing takes place in eight larger cells in each section making the total design capacity of the hall 316. On the first day of inspection there were 313 prisoners living in Harviestoun.

2.14 Harviestoun has integral sanitation throughout, and the cells are large, spacious and bright. All standard single and double cells have electrical power in cell, a kettle and a television. There are some cells on each floor which are used specifically for disabled prisoners, prisoners at risk of self-harm or prisoners who are under supervision because they are suspected of having swallowed an illicit item at a visit. These cells are only used in very specific circumstances and are not counted as part of the normal hall capacity.

2.15 Staff tend to locate themselves at their workstation in the centre of each floor. This allows a good view into each section. However, the sheer size of the sections makes it difficult to see everything, and communicating from the centre of the floor to the sections during recreation periods is very difficult because of echoes and noise. It is also difficult for staff to avoid shouting.

2.16 Inspectors walked around the hall during the day and in the evenings. Although the atmosphere was relaxed there was not much evidence of staff regularly walking around. The size of the sections, the location of staff telephones and other communication aids as well as the amount of paperwork staff have to undertake makes it difficult for them to spend much time with prisoners. Nevertheless, staff and prisoners agreed that relationships were good. However, in the most recent Prisoner Survey, 83% of prisoners in Glenochil said the atmosphere in their hall was okay, good or very good. The overall SPS rating was 86%.

2.17 The most unpopular part of being in Harviestoun is that some prisoners have to share a cell. When prisoners were asked why sharing was so much worse for Glenochil prisoners than for prisoners in local prisons or in the Open Estate, the following responses summed up the feeling:

In local prisons it [cell sharing] is normal practice and has been for years, and you know as an LTP you won't be there for very long.
In Castle Huntly, if you have to share you can go for a walk if you need to, you have the key to the door so you can get away from your cell mate if you need a break from each other.
In Glenochil you could be sharing for months and you can't go for a walk.

2.18 Staff and managers spoke of the problems they encounter trying to persuade prisoners to move into a double cell. Some prisoners prefer to stay in the old cells in 'D' Hall rather than face the prospect of having to share in Harviestoun, especially when this is as a result of progression, and even though the process of allocating prisoners to double cells is done fairly and consistently. It is recommended that the prison should review the need for long-term prisoners to share cells.

2.19 The communal areas on each floor are well lit and attractively decorated. Each floor is well served with interview rooms and there is a well-appointed multi gym which prisoners can use during recreation periods.

2.20 'Harviestoun 4' (H4) is Glenochil's 'local top end'. It has a slightly more enhanced regime, although the enhancements are quite limited. H4 prisoners can move between sections during recreation periods when the section gates are locked to restrict movement on the other three floors. H4 prisoners are prioritised for onward movement although prisoners from other parts of the prison can also progress to a national top end or to open conditions in exceptional circumstances.

2.21 Harviestoun has two astro turf pitches in a yard adjacent to the hall. The gym staff use these for outside sports activities, mainly five-a-side football. The hall also has an outside exercise yard. The yard is spacious and well maintained.

2.22 Meals are served from serveries located in each section. Tables and chairs are located in the sections and prisoners have the choice of taking their food back to their cells to eat or eating in the communal areas.

2.23 There are three telephones in each section. The canopies fitted do not provide much soundproofing and prisoners said that it is difficult to have a conversation on the telephone during recreation. The prison should look at the possibility of fitting telephone boxes.

2.24 Recreation takes place in the sections. There is pool, snooker and table tennis. It is very noisy during recreation and many prisoners said that they could not get any peace and quiet in the evenings or at weekends. They feel trapped by the restriction in movement and this, coupled with the noise and no means of avoiding it other than locking your door occasionally led to frustration and anger. It is recommended that noise levels and restrictions in movement during recreation are addressed.

2.25 Another contributory factor to prisoners' frustration is the heat in the hall, particularly during the summer. Staff and prisoners said that the heat was sometimes "unbearable". The windows in the cells are large and let in lots of natural light but they are fitted with restrictors so they will only open a few centimetres. This means that fresh air in the cells is restricted. The prison hired large electric fans for each section during the summer and prisoners have been allowed to have smaller fans sent in for their cells. It is however unfortunate that a new building would appear to have such problems with temperature. It is recommended that the temperature in Harviestoun Hall is kept at a level which is comfortable for prisoners and staff.

2.26 In more general terms staff and prisoners spoke positively about how much better many things were now that they were in Harviestoun as opposed to where they had previously lived or worked. The Prisoner Survey reported the following as being okay, good or very good: -

If I want I can have a shower every day	100%
I can wash my hands before every meal	100%
If I want I can take daily exercise	98%

2.27 Access to cleaning materials, clean underwear and a clean towel have also improved since the last Survey.

2.28 In summary, prisoners in Harviestoun consistently criticised three things; having to share cells; a lack of peace and quiet during the evenings and at weekends; and the temperature in the hall. In each case staff understood and empathised with these views. The prison needs to address these issues.

3. CUSTODY AND GOOD ORDER

Security and Safety

3.1 There have been no suicides in the past year and ACT procedures have been initiated on six occasions in that period.

3.2 In 2005-06 there were two serious prisoner-on-prisoner assaults and between 1 April 2006 and 30 September 2006 there had also been two. There were 14 minor prisoner-on-prisoner assaults in 2005-06 and four between 1 April 2006 and 30 September 2006. There had been one serious prisoner-on-staff assault in 2005-06 and none between 1 April 2006 and 30 September 2006. There were five minor prisoner-on-staff assaults in 2005-06 and two between 1 April 2006 and 30 September 2006.

3.3 In the event of a display of violence taking place, an "Interpersonal Violence Form" is completed. The form is a robust and structured method of establishing details of what happened.

3.4 The weekly "Tasking Group" is a meeting attended by all First Line Managers. It is chaired by the Deputy Governor. The purpose is to ensure a flow of information on security matters. It is attended by representatives from Health, Industries, Residential, Operations and Intelligence.

3.5 In general the prison is pro active in dealing with security matters. Operations Group meet every prisoner on admission, and this is a good way of informing prisoners what to expect. Prisoners consistently said they felt safe.

Prisoner Complaints Procedure

3.6 The opportunity for prisoners to access Complaints Forms is inconsistent and requires to be reviewed. Ownership of the complaints process also needs to be clearly identified.

Prisoner Disciplinary System

3.7 The Orderly Room is held in the manager's office in the Segregation Unit (Devon Hall). During Orderly Room proceedings this continues to be an office with the manager working and using the telephone. This is an unnecessary distraction and the office should not be used for other purposes for the duration of the Orderly Room.

3.8 Disciplinary hearings are usually chaired by a Unit Manager. Proceedings were observed by inspectors. Prisoners involved were treated in a respectful manner and were given appropriate information about the process. They were given opportunities to ask questions and make statements on their own behalf. The disposals made were appropriate. Security unit staff are responsible for placing the information on the Prisoner Record System and the paperwork is then stored in the general administration area.

3.9 The office is spacious and the adjudicating manager sits at one end of a rectangular table. The clerk sits to the manager's right and the prisoner sits at the opposite end of the table from the chairperson. Two members of staff sit behind the prisoner. Apart from the distractions noted above the proceedings are carried out appropriately and according to SPS guidelines.

3.10 There are an average of five reports per day. An analysis of the paperwork indicates that there is a lack of detail provided, with the "record of adjudication" often left blank. Otherwise, the paperwork was appropriately completed.

Night Duty

3.11 One First Line Manager and eight Operations Officers cover night duty. Inspectors spent some time in the prison during the night. Night duty instructions were found to be very detailed and of a reasonable quality, although some of the instructions were old and out of date. The night duty instructions should be reviewed to ensure they are up to date and user friendly.

3.12 Officers were competent and confident when asked about their responsibilities. They had a good grasp of emergency procedures. It was noteworthy that none of the night duty staff in attendance were trained in first aid. Inspectors were informed that this was not a consideration when rostering staff for night shift. This should be reviewed.

3.13 When medical advice is needed during the night, the manager on duty will contact the duty doctor who will provide advice over the telephone or come to the prison if necessary. If a prisoner needs to go to hospital staff will call an ambulance or take him in a prison vehicle, depending on the advice from the doctor. This very rarely happens.

3.14 There are no major concerns relating to how night shift is managed.

Segregation Unit

3.15 The Segregation Unit (Devon Hall) has 14 standard cells and one 'silent' cell. The observation arrangements within this silent cell are not good. The Unit held ten prisoners at the time of inspection, four of whom were from other prisons. All paperwork was correct.

3.16 The Unit has two sections. There is a treatment/medication room and gymnasium available for the Unit as a whole. There are also showers within each section although one was out of commission due to snagging work still being carried out. One section also has an interview room for social work, chaplains, etc.

3.17 A kitchen area is used by staff to serve prisoners' food. Three exercise areas were in use during the visit: all were clean and clear of obstacles. Prisoners are offered daily exercise on a rotational basis.

3.18 There are two holding rooms (separate from prisoner cells), for prisoners awaiting attendance at the Orderly Room.

3.19 Food is delivered by the kitchen to the Unit and served on plates by staff. All utensils and cutlery were clean and appropriately stored when not in use. All prisoners have access to a telephone at published times.

3.20 All cells were clean, tidy and well decorated. All empty cells were clean and fully kitted out for new arrivals. One of the cells which had been used by a prisoner on a dirty protest had been cleaned by the industrial cleaners and redecorated. The cell still had a very strong, unpleasant smell.

3.21 Prisoners have the same access as other prisoners to the canteen and most sundry purchases.

3.22 Staff work from a central console. The rear of this console houses a staff kitchen and a disabled toilet area. There is one other office used as the Managers office, and for the Orderly Room.

3.23 The whole area is bright and well lit, although when electrical lights are switched off there is little or no natural light at all. Staff leave windows open to assist ventilation.

3.24 Inspectors attended four case conferences: the purpose of these case conferences is to move prisoners on from the Segregation Unit. A key part of this is that the sending hall retains ownership of their prisoners during their time in the Segregation Unit, and contact is maintained with personal officers. The way this is managed is an area of good practice.

3.25 The structure of the case conferences was good: all relevant areas were represented; those who cannot make the meeting supply relevant information to the personal officer; the officer introduced everyone in the room; and the prisoner was present during the entire process. He was given ample opportunity to comment. The prisoner's input was listened to and decisions made and recorded. One major obstacle for prisoners moving on from the Segregation Unit is that they might then have to share a cell. This was a significant factor in the decision making process.

4. ADDICTIONS

Introduction

4.1 The head of healthcare also has lead responsibility for addictions services. This means that the health and social care components of addictions services are jointly managed and well linked. Glenochil has a well formulated addictions strategy and close links with the Forth Valley Drug Action Team. There are 2.5 addictions nurses whose main task is to administer methadone and work with prisoners on the methadone programme. Medical input is provided by a GP addictions clinic every Thursday. One of the addictions nurses spends 2.5 days each week with the local community team. This team offers the facility of external clinical review in more complex cases.

Interventions

4.2 The main clinical intervention at Glenochil is the methadone programme. Phoenix House is contracted to provide a harm reduction package to prisoners at induction and to undertake assessments and interventions with cases referred to them. These cover both drug and alcohol use. Specialist alcohol counsellors are available through the Scottish Council on Alcohol. The Programmes Unit offers 'Lifeline', 'Alcohol Awareness' and 'First Steps'. Needle exchange packs are available on liberation together with clear information about the risks of 'overdosing'.

4.3 The mandatory drug testing programme is in a period of transition. The majority of tests being carried out are now voluntary and linked to progression and assessment for, or participation in, the methadone programme. In September 2006, 25% of the tests carried out were random or suspicion tests. Detoxification is used sparingly, normally in conjunction with withdrawal from methadone.

4.4 There is a Substance Misuse Strategy Group and a Substance Misuse Review Group in place. Both groups have wide and appropriate representation. The latter group provides for the regular review of individual cases.

4.5 Glenochil does not receive prisoners direct from the courts, and if a prisoner is receiving methadone in a sending prison he will receive it in Glenochil. For those not receiving methadone who want to access the programme there is an assessment process to establish suitability. This involves interviews and drug testing. The prisoners' perspective was that there was a waiting list for methadone (reinforced by the use of the term "waiting list" by staff and by a suggestion that there was a ceiling in the number of prisoners who could participate in the programme). The term "waiting list" is unhelpful. Prisoners were also critical of both the availability and length of detoxification.

4.6 Staff noted that their approach to work with prisoners participating in the methadone programme is 'patient led'. The key focus is on harm reduction and on stabilising drug use so that the prisoner can participate in the life of the prison. The GP oversees all methadone prescription in the prison. Addictions nurses administer the methadone daily and are responsible for the prisoners' care plans and related counselling and support. They aim to see each prisoner at least every 4-6 weeks. Each case is formally reviewed every three months.

4.7 Prisoners confirmed the 'patient led' approach saying that they could stay on methadone until they felt ready to stop. In practice this meant that many prisoners were staying on maintenance prescriptions for extended periods, some running into years. Some saw themselves staying on methadone throughout their sentence and not tackling reduction until after they were released. However they also said that not a great deal of help to reduce their dependency was on offer during their sentences.

4.8 The extent of methadone prescribing has increased significantly in recent years. Prescription of methadone should follow a full assessment and there should be alternatives. It would also be helpful if the length of the assessment of suitability for methadone was shortened (the strategy highlights 4-6 weeks but some assessments were taking up to three months).

4.9 All staff providing addictions services were concerned about the challenges posed by the forthcoming expansion in prisoner numbers in Glenochil and the possible introduction of short-term prisoners.

Phoenix House

4.10 Phoenix House staff appear to be integrated into the overall substance misuse and wider Integrated Case Management strategies. The team comprises one manager and 2.5 addiction counsellors. As well as delivering the harm reduction package, they contribute assessments and provide an individual counselling service to those referred to them. They commented that their intervention did not appear to count for as much as approved SPS programmes when prisoners were considered for progression. Some group work and family awareness sessions were planned.

Linking Prison and Community Services

4.11 Linking prison based with community based services is largely achieved through the arrangement with the local Drug Action Team. Because Glenochil does not receive prisoners direct from the courts, and because prisoners may move on to the Open Estate before liberation, staff do not normally have to make arrangements for prisoners to continue interventions in the community. The issue is more about transfer of information between prison establishments.

5. PRISONER MANAGEMENT

Reception

5.1 Glenochil only receives prisoners from other prisons, not directly from the courts. In the past year the Reception has dealt with 348 admissions, 89 liberations and 261 transfers out of the establishment. The Reception is staffed by two officers during periods of unlock. There are still reception cubicles although staff reported that the general rule is that all prisoners are held within the communal holding area and the use of the cubicles is kept to an absolute minimum. Inspectors did not see any cubicles being used during the inspection.

5.2 Appropriate information for ethnic minority prisoners was posted, and staff within the Reception have language dictionaries for use, if required. Reception staff also complete an information form relevant to ethnic minority prisoners. This form is passed to the Race Relations Manager the next day. The form covers religious and dietary information.

5.3 Storage within Reception is limited and barely adequate. Prisoners have a large number of items stored within the area: reasons being that some items are not allowed within Glenochil, or prisoners exchange certain items and haven't yet handed them out to visitors. The problem with storage should be addressed.

Induction

5.4 New admissions to Glenochil are allocated to a residential unit following the reception procedures. On arrival in the hall there is an in-hall induction programme covering immediate needs.

5.5 The main induction programme starts on the Monday after admission in the Links Centre and lasts for two weeks. Prisoners who have recently returned to Glenochil as a downgrade or re-admission are not required to undergo the full induction programme but receive a shortened version based on need. The facility is well laid out with adequate group and interview rooms. There are also offices, a spacious seating area and a library. The rooms however are not suitable for confidential interviews as the soundproofing is very poor. The soundproofing should be improved.

5.6 The first week of the programme is delivered by residential staff as an out of hall activity. This means that the programme is dependent on those staff being available. Sessions are also provided by staff from social work, chaplaincy, addiction, education, healthcare and employability. If specialist staff are not available to provide their session as timetabled then prisoners are referred if there is an identified need.

5.7 There are a number of handouts available to prisoners during their induction week. Some of these handouts require updating. There is no evidence that the handouts are in languages other than English. This should be addressed.

5.8 The second week of the programme is delivered by Lauder College and covers Health and Safety, Food Hygiene, Manual Handling and First Aid. This programme aims to equip prisoners with the necessary basic skills and information to live and work safely within the prison. Week two modules have certificates for successful completion.

5.9 Protection prisoners do not receive the same induction programme as mainstream prisoners. They are given their induction on a one-to-one basis in the hall. This programme is not to the same level as the mainstream prisoners. This should be addressed.

Integrated Case Management

5.10 Integrated Case Management ( ICM) was introduced in June 2006 and has now replaced Sentence Management. Core Screening is usually completed at the local establishment, but if not, it is completed at Glenochil. A risk assessment is completed by a prison based social worker. One hundred and eighteen Case Conferences were held between June and October, with 82% of community based social workers attending. Three Case Conferences have had family members in attendance. It is anticipated that the number of Case Conferences will increase when the new hall opens and the prison numbers rise to 670. There was anxiety about the increased work load.

5.11 There is widespread concern about the number of prisoners who are assessed as requiring to participate in the Violence Prevention Programme ( VPP), and the subsequent waiting time to take part. This can hamper the prisoner's progress to a top end or the Open Estate. A decision has therefore to be made by the local risk management group as to whether or not the VPP is essential before moving on.

5.12 Integrated Case Management allows for a multi-disciplinary approach and there is a formal link between the ICM manager and the establishment multi-disciplinary mental health team.

5.13 Early indications suggest that ICM is a more effective way to manage a prisoner through his sentence than Sentence Management was. The process allows for the formal involvement of the community based social worker and for the community risk to be brought into the prison and effectively addressed. The community based social worker is allocated at the beginning rather than the end of sentence.

5.14 The ICM process, once fully settled in, has the potential to drive regime development by matching interventions to need, and highlighting gaps in provision.

Progression

5.15 An internal progression system exists which provides an enhanced regime on the top floor of Harviestoun (H4). However, the benefits for prisoners moving there are not immediately obvious: one extra visit; lock up 15 minutes later that the rest of the prison; and free access between two sections are all that are on offer. A major disincentive for many prisoners is that they are likely to have been in a single cell for some considerable time and on progressing to the enhanced regime will be required to share.

5.16 Determinate sentence prisoners on protection are expected to move to Harvieston 4 before being considered for a move to open conditions. Many do not feel sufficiently safe to make that move. From the beginning of January 2006 to the time of the inspection 111 prisoners had moved from Glenochil to the Open Estate. In the same period 24 prisoners had moved to a national top end regime.

5.17 As mentioned elsewhere in this report, prisoners expressed frustration at the requirement to take part in the Violence Prevention Programme before moving on. Due to the long waiting list for this programme progress can be significantly delayed. This needs to be addressed.

Pre-Release

5.18 As an establishment holding long-term prisoners Glenochil does not have the high volume of liberations experienced at local establishments: between 5 and 13 per month. Many, though not all, liberations will be subject to licence conditions. For those prisoners who are liberated on licence their Community Integration Plan ( CIP) will be co-ordinated by the prison based social work department.

5.19 For those prisoners who will be liberated from Glenochil there are a number of agencies who will be involved in the support process. A Job Seeker interview is available approximately two months before liberation. Housing and Throughcare Addiction Services are also available. If as many as 5-13 prisoners a month are not being prepared for release in the Open Estate, then it is important that good arrangements are put in place in Glenochil.

Life Sentence Prisoners

5.20 There were sixty seven life sentence prisoners living in Glenochil at the time of inspection. Thirteen prisoners had been recalled from licence and six were serving an extended sentence: these prisoners are subject to the same procedures as life sentence prisoners. The life sentence prisoners are dispersed throughout the prison. Previously they were held together on one floor in 'A' Hall. Some life sentence prisoners share cells.

5.21 There is one full-time Lifer Liaison Officer ( LLO) in post. These duties are carried out from an office which also manages Integrated Case Management and Early Release. This allows a much more joined up approach to be adopted. A database holding information on lifers is in place. This covers action plans and decisions. The quality of record keeping and the information provided to support the process is excellent. Information is recorded in a way that supports both the individual prisoner management system and the general timetable of case conferences, reviews and tribunals. A sample of records was reviewed by Inspectors. The quality of the information system was found to be excellent.

5.22 All lifers receive an admission interview within 72 hours. A 'Lifer Group' also meets regularly and includes social work, psychology, the relevant Unit Manager and the LLO. This group monitors progress: prisoners do not attend.

5.23 The main priority for life sentence prisoners is to move them on to a 'top-end' or to the Open Estate. There is still some uncertainty amongst prisoners about what the Open Estate entails and what to expect there. It is recommended that information explaining what a move to the Open Estate entails should be readily accessible.

6. HEALTHCARE

Physical Environment

6.1 The Health Centre is clean and well organised. However, it is dated and no longer fit for purpose. Healthcare is moving to new, purpose-built premises early in 2007. The healthcare manager has been involved in the planning of the new premises and consideration has gone into requirements around space and functionality.

6.2 The Health Centre 'holding area' is a potential danger. Prisoners claim they can be kept there for 'hours' at a time awaiting escort. There is no access to water and although this is in part because prisoners have destroyed facilities in the past, it is still not acceptable and should be addressed. While there have been no incidents to date the situation should be kept under constant review.

Staffing

6.3 The Health Centre is adequately and appropriately staffed, and staff turnover and absence rates are low. Nursing staff run several clinics with a focus on the management of long-term conditions, including diabetes, asthma and epilepsy. Prisoners are informed of these in a booklet issued on admission. Prisoners with a Blood Borne Virus are seen at hospital-run clinics and there are plans to begin a pain management clinic.

Access to Health Services

6.4 As is common across healthcare in the SPS, nursing staff operate a triage system for written requests by prisoners to see the GP and other staff. If prisoners become acutely ill overnight, a call is made to the duty doctor or an ambulance called. If not acutely ill, they are seen at the triage clinic run by nursing staff at 08.30 the following day.

6.5 Prisoners can request direct access to the GP if they have a confidential issue to discuss. Prisoners did complain that there is always a member of nursing staff present at GP consultations and the healthcare manager confirmed that a healthcare assistant is present at most consultations, albeit to help the GP with forms, requests etc. However, this is not good practice and should be discontinued.

6.6 It is not good practice that prisoners' names are shouted from a central area when their medication is being dispensed. If prisoners do not hear their name they miss their medication. This should be stopped.

6.7 A Healthcare Forum is in place. Prisoners meet with staff at this and raise issues and make suggestions about good practice. The degree of buy in from prisoners was noticeable. This forum is an area of good practice. Health Promotion activities are the subject of particular focus twice a year and there are plans to hold an additional week-long health promotion event annually.

6.8 The Practice Nurse is also a sexual health specialist and runs a clinic that prisoners can self-refer to. Condoms are made available to prisoners at this clinic.

Medical Services

6.9 General medical input is provided by a GP through the MEDACS contract with the SPS. The GP holds surgeries five mornings per week and most prisoners are seen within 24-48 hours of requesting an appointment. Occasionally this is exceeded, for example over a weekend. A GP colleague who also works in other SPS establishments provides holiday and absence cover.

Mental Health

6.10 Psychiatric input is provided by two visiting psychiatrists, offering four sessions per week. There is no waiting list to see a psychiatrist. Psychiatrists are concerned at the lack of general counselling services available to prisoners and feel that if there were more mental health nurses a better and more consistent service with facilities like anger management and life skills could be made available. Follow-up and throughcare after liberation can be difficult. Where possible, Social Services are made aware of prisoners being liberated who have been receiving support with mental health issues, but this is not always possible.

6.11 The prison chaplains are included on the mental health team and have provided useful input and support to prisoners around particular issues, for example, bereavement. The organisation 'Open Secret' - an independent community-based group offering free, confidential support to adult survivors of childhood sexual abuse - is active in the prison. This is an excellent service. Awareness of the service is raised through the use of posters, by word of mouth and by staff already working with prisoners who have mental health problems.

6.12 The nurse in charge of the clinical team is herself a mental health nurse and she co-ordinates information sharing between staff dealing with mental health issues, addictions and blood borne viruses.

6.13 There appears to be some difficulty in accessing some levels of 'in-patient' type psychiatric care for prisoners. There is no local secure facility available in the NHS, and so the choice is between the prison or the State Hospital at Carstairs. In some cases neither of these will be appropriate.

Pharmacy Services

6.14 Pharmacy services are provided through the SPS contract with Alliance. The Pharmacist checks all prescriptions and raises any issues with medical and nursing staff. All repeat prescriptions are reviewed by the GP on a three-monthly basis. All medications are appropriately and safely stored.

Dentistry

6.15 Dental services are available two days per week. Waiting times have come down. Prisoners might attend a dentist in prison, having not been to a dentist in the community for ten or maybe twenty years. Some prisoners have not used a toothbrush for many years and have little idea about what constitutes good dental hygiene or dental health. Male prisoners have three times more tooth decay than the general public. For these reasons, the dentist feels that any waiting time for dentistry should be set in context. Demands on the service are so high that there is little time to do preventative dentistry. The service is mostly reactive.

6.16 Overall, the dentist was very committed and enthusiastic, and was keen to see dentistry develop across the SPS.

Allied Health Professional Access

6.17 Access to other services is good, with most prisoners travelling out of the prison to hospital-based clinics. This currently includes podiatry appointments, although there will be a dedicated podiatry suite in the new Health Centre. All prisoners aged 45 and over are referred to an optician on admission to the prison. Prisoners wait around four weeks for an appointment.

7. LEARNING, SKILLS AND EMPLOYABILITY

Access to Learning, Skills and Employability

7.1 All prisoners are entitled to education but for many this is constrained by operational issues. Prisoners in the Segregation Unit do not have access to education as a result of the limitations of local and national contracts. More than half of all assessed prisoners have high priority needs in literacy and numeracy. However less than 25% of all prisoners were attending education classes.

7.2 The Learning Centre offers full-time education for up to 10 prisoners through the Scottish Group Award in Computing at Intermediate 2 level. In addition, a number of prisoners participate in art, numeracy and communication programmes. The Learning Centre provides an effective English language service for speakers of other languages. Access to the library is not sufficient to meet the needs of more than a few prisoners.

Assessment of Need

7.3 All prisoners participating in education undergo assessment to identify their education and work potential. These prisoners have learning plans. However around 22% of prisoners had chosen not to participate in education and therefore had not undertaken this assessment. Staff did not have any information on the skill levels and abilities of these prisoners, and as a result they do not have individual plans for development of learning or skills.

7.4 Arrangements to engage and re-engage prisoners in learning are not sufficiently proactive to ensure the learning needs of prisoners most at risk of missing out on learning opportunities continue to be met. The criteria for allocating prisoners to vocational training activities are unclear and not linked sufficiently to prior qualifications and experience.

Delivery of Learning

7.5 Prisoners attending the Learning Centre receive high levels of support and encouragement from the teaching staff. This is particularly evident in the full-time computing programme, the art course and the numeracy and communication programmes.

7.6 Although the Learning Centre provides only 10 places for full-time education, prisoners wishing to develop their creative abilities are able to attend art classes at most times during the week. There are also opportunities to attend evening classes.

7.7 Arrangements for identifying and ordering books and periodicals for the library are not systematic and are not linked sufficiently to prisoner interests, learning needs and vocational training.

7.8 Opportunities for prisoners to gain vocational qualifications and skills for employment are available through specially designed vocational training programmes in Hairdressing, Painting and Decorating, Construction, Carpentry, Joinery, Electrical and Cleaning. However, there are no arrangements in place to provide certification for work-based activities such as engineering, general purpose, laundry and catering. In most cases, prisoners who attain qualifications at the prescribed level do not have sufficient opportunity to progress their skills and gain further qualifications.

7.9 The Hairdressing programme provides very good opportunities for prisoners to develop their vocational and core skills in a realistic working environment. Prisoners on this programme who progress to open conditions have good opportunities to continue their studies at a local college.

7.10 A number of prisoners have taken the opportunity to gain vocational qualifications and skills for employment in Physical Education including sports leadership, skills for work and SQA performance units. Programmes are well-planned and provide good opportunities for progression.

Prisoners' Learning Experiences

7.11 All prisoners attending the Learning Centre value their learning experience and were making very good progress in a range of curriculum areas.

7.12 In some workshops prisoners are not able to participate in the work activity as they have not received the required preparatory training. However most prisoners who are actively engaged in training programmes value their learning experience. In several programmes prisoners did not consider the programme to be beneficial to their future employment. It should also be noted that in several workshops there is insufficient work for the number of prisoners.

7.13 Almost all prisoners undertaking PE programmes were developing independence and personal responsibility for their learning. They make good use of these new skills when inducting and tutoring new prisoners.

Achievement

7.14 Prisoners are able to achieve qualifications in the range of curricular and vocational areas specified at paragraph 7.8, as well as the SGA in computing award. The prison values and recognises prisoner achievement and encourages staff and other prisoners to share in celebrating the success of all. Staff organise various events to encourage and celebrate success including participation in competitions, award ceremonies and charity events. However, there are insufficient opportunities for prisoners to develop and gain recognition for core skills such as ICT, literacy and numeracy within a vocational context.

Ethos and Values

7.15 Relationships between prisoners and learning centre staff are good. In almost all cases this contributes effectively to a positive learning environment.

7.16 Prisoners are not allowed to receive monetary rewards from competitions or sale of artefacts, and those participating in the "Storybook Dads" initiative are charged £2.00 for a CDROM. The need for this charge should be reviewed. "Storybook Dads", creative writing and personal finance are all innovative additions to the curriculum provided.

7.17 Insufficient liaison between and across all learning, skills and employability services has resulted in missed opportunities for a coordinated approach to prisoner development and employability.

Staffing and Resources

7.18 Staff are committed to providing a meaningful and relevant learning experience for prisoners. However many have not received appropriate training to enable them to support prisoners with additional learning needs, for example dyslexia.

7.19 The lack of availability of officers to escort prisoners to where they need to be often inhibits prisoner access to learning, skills and employability services.

7.20 The Learning Centre is well-equipped for the delivery of ICT and Art programmes, but general purpose classrooms are dull and not conducive to a positive learning experience.

Quality Assurance

7.21 There are no arrangements in place for systematically evaluating and improving the quality of the prisoner experience across learning, skills and employability. Informal arrangements are in place in PE but there is no structured identification and promotion of good practice across the full range of LSE. As a result there are significant missed opportunities to enhance and coordinate teaching activities and learning experiences. This is particularly apparent in the prison's approach to the development of core skills.

8. CARE

Suicide Prevention

8.1 The SPS suicide prevention strategy was revised in September 2005. There is evidence that the new policy ( ACT2Care) is implemented effectively on admission and throughout a prisoner's sentence in Glenochil. Since the last full inspection, the prison has discontinued the use of the prisoner accommodation in the " ACT Suite" in the Health Centre. Prisoners placed on high risk ACT or "at risk" are now usually located in one of the safe cells on the ground floor of Harvieston Hall. This creates potential problems for some protection prisoners in 'D' Hall. At times they only sleep in the safer cell and spend the day in one of the cells in the Segregation Unit.

8.2 Healthcare staff and officers are trained in, and fully aware of, the revised policy and are involved in the screening and support of prisoners at risk of self harm or suicide. A local ACT group meets every two months and there is good representation including senior management, chaplaincy, Samaritans, healthcare, residential and Listeners.

8.3 There has only been a need to initiate ACT procedures on six occasions in the past 12 months. This reflects a safe and stable environment. There have been no suicides during the same period.

8.4 A study of the paperwork shows that case conferences are conducted by a multi-disciplinary team in line with policy. Those attending include a mental health nurse, a residential manager, an officer and when required a social worker or a psychologist. The paperwork also indicates good quality care plans and an auditable care trail. Case conferences take place within 24 hours of an individual being placed "at risk" and are repeated at appropriate intervals until the risk has ceased.

8.5 At the time of inspection, there were eleven Listeners who felt that they were appropriately supported by both Samaritans and prison management. Prisoners have a range of referral options if they wish to speak to a Listener: they can self refer via a request slip in the Listener box in each hall; ask an officer to contact a Listener; or a member of staff will refer if they have concerns. Listeners also deliver a session to new prisoners during induction. Listeners said that the innovative initiative of them delivering a session at the ACT2Care staff training had dropped off over the past year and they felt that this was a missed opportunity to put the importance of their role across to the staff.

Family Contact

8.6 The Report of 2003 said the biggest inhibitor to good quality visits in Glenochil is the size of the visit room. That is still true. The room is completely unsuitable. It is old, of poor design and far too small. It is impossible in this room for staff to be unobtrusive during visits. The size and design of the room was the most frequently expressed complaint of prisoners about visits.

8.7 On the one hand, therefore, it is very disappointing that the same conditions surround visits now as did three years ago. On the other hand a new visit facility is due to open early in 2007. It was in the closing stages of construction during this inspection. It was therefore possible to see how significantly this new room is likely to improve the quality of visits and family contact. It will provide good access for visitors or prisoners with disabilities. There are four Family Contact Development Officers, all of whom combine the post with other duties. These arrangements are under review for the opening of the new facility.

8.8 In the present room there is only a small area for children. There will be better provision in the new room. At one time in Scottish prisons there were often workers, volunteers or paid, who undertook the responsibility of supervising play with small children during visits. For several reasons this could make the experience of visits a better one. In 1998 the Scottish Forum on Prisoners and Families published a report on the experience of children and young people visiting Scottish prisons called More than a box of toys. Eight years ago nine prisons provided supervised play sessions; now there are hardly any. The prison which had the best record in 1998 was Glenochil. The opening of a new visit room might be an opportunity for the possibility of such a service being reintroduced.

8.9 A similar comment might be made about the provision of a tea-bar for visitors in Glenochil. At one time this was provided by volunteers from the community; but now it no longer is available.

8.10 Despite the difficulties of the room, the atmosphere is generally relaxed and certainly not oppressive. The process of admission of visitors is also relaxed and respectful. Visits are easy to book; and there is often the opportunity for extra visits to be booked.

8.11 The report of 2003 also commented on one other difficulty for visitors: A major problem for visitors was getting to and from the prison, particularly for those using public transport. Many have to take small children out of school early to get to the prison on time for an evening visit and they have to walk the two miles from Tullibody to the prison, sometimes in the dark, and in all kinds of weather. Family contact is recognised as very important in reducing reoffending. So everything that makes family contact more difficult has implications not only for a prisoner in Glenochil and his family, but also for what happens when the prisoner is released. There is evidence that prison staff have made strenuous attempts to provide transport arrangements to the prisons but they have been unsuccessful. Perhaps there are community groups or churches which might see an opportunity here.

Social Work

8.12 The Social Work Unit is managed by Clackmannanshire criminal justice social work services. It comprises a social work manager and five social workers. There is a formal contract with SPS which sets out expectations. The Unit currently undertakes the following work:

Statutory work related to parole, extended sentence, and schedule 1 offenders. However, the unit still experiences difficulties in identifying schedule 1 offenders where their status is not highlighted.
A duty service (normally for short term work). Most referrals are appropriate and there is a clear understanding between social work staff and personal officers about who does what. Social work staff redirect any referral that personal officers can deal with.
Participation in Integrated Case Management. A social worker prepares a risk/needs assessment in every case, discusses this with personal officers, liaises with external social work services and attends case conferences.

8.13 There is social work representation on all the main multi-disciplinary groups including those relating to mental health, addictions and programmes.

8.14 The ICM arrangements which were introduced in June 2006 have triggered better attendance at meetings and case conferences by community based social workers, as highlighted elsewhere in this report. Overall the Social Work Unit is well integrated into the work of the prison.

Psychology

8.15 The Psychology Unit comprises one senior psychologist (80% dedicated to Glenochil), one project team leader (part-time), two psychologists (full-time) and one psychology assistant (part-time). Accommodation is currently very good: the team will move into the new Health Centre when it opens, along with medical, social work and addictions staff.

8.16 The team is involved in three main areas of work: risk management, programmes and mental health. Detailed reports are presented to the Parole Board and SPSHQ on the ongoing risk management of particular prisoners, usually life sentence prisoners approaching a tribunal. These reports are very intensive and time consuming, and can take up to three months to complete. Other reports are prepared to help inform decisions on progression. These reports tend to focus on prisoners who have been flagged through ICM as having needs relating to violence or sexual offending.

8.17 Significant psychology resources are devoted to prisoner programmes in terms of delivery and supervision. As described elsewhere in this report a major development in the past year has been the introduction of the Violence Prevention Programme ( VPP). The project team leader works exclusively on the VPP and one of the psychologists is also involved in the delivery and facilitation of this. This is a significant input of resource. Eight prisoners completed the first programme. The psychology team recognise that bottle necks are being created and there are a number of discontented prisoners who cannot now progress because they have not completed the programme, and are not likely to in the short-term. A balance between expectations and delivery of the VPP needs to be found.

8.18 The senior psychologist provides input one day each week to mental health issues, mainly Cognitive Behavioural Therapy. Cases are referred from the Multi Disciplinary Mental Health Team which meets once a week. A group work programme for prisoners with mild to moderate anxiety and depression is being developed.

8.19 The team feels very well integrated into the prison and is well supported by management. The transfer of line management responsibility from Headquarters to local management has worked very well and has allowed the team the opportunity to respond to specific establishment based requests.

Programmes

8.20 The programmes group comprises one First Line Manager and six staff. Accommodation is good. The programmes are delivered in three classrooms which are also good. The group works closely with the psychology and social work departments, as well as the ICM and addictions teams.

8.21 Cognitive skills was the only accredited programme being run at the time of inspection. Approved activities offered were:

Lifeline
Alcohol Awareness
First Steps

8.22 Programmes generally are being reviewed within SPS. Anger Management is being revised and training is in place for the new "Constructs" programme which will replace Problem Solving Skills and eventually Cognitive Skills.

8.23 The main development in the area of programmes as far as Glenochil is concerned has been the introduction of the Violence Prevention Programme ( VPP). This has achieved accredited status in Canada where it was developed, but not yet in Scotland. It is also delivered in HMP Shotts. The VPP is an intense programme for prisoners considered to be at high risk of offending with violence. The programme consists of 94 two hour sessions along with individual interviews. One VPP has been run in the past year in Glenochil, with the target being three programmes over a two year period. Ten prisoners take part, so the maximum number that could participate in two years is 30. During the first course two prisoners were deselected, with eight completing. Two hundred prisoners have been identified as having a need, although after sifting in terms of date of liberation and other considerations, 40 are waiting.

8.24 The Violence Prevention Programme has created an expectation which cannot be met within the current resources, and it is leading to problems. The Parole Board has an expectation that the course will be completed by those who qualify for it. Other prisons to which Glenochil prisoners might move also have an expectation that it will be completed. ICM is also creating expectations in terms of assessments. A bottleneck is being created in which prisoners who would previously have moved on are now staying in Glenochil and this is causing resentment amongst prisoners. Glenochil is trying to deal with this at a local level by referring people to the Risk Management Group who make the final decision about who moves to a top end or the Open Estate. It is too early to assess the effectiveness of the Violence Prevention Programme but it is recommended that a balance be found between the levels of delivery of the Violence Prevention Programme and the expectations created.

Race Relations

8.25 There were 18 ethnic minority prisoners living in Glenochil at the time of inspection. There is one Race Relations Manger ( RRM) in post who is also the Training Manager, SVQ coordinator and works within HR Department. Twelve Race Relation Officers support him.

8.26 Information in several languages is available within the reception area and a form is also completed on the admission of an ethnic minority prisoner that is forwarded to the RRM. An interpretation service is available as well as the Language Dictionaries for reception staff to use.

8.27 There have been two racial complaints made in the past year. One was found not to be of a racial nature and the other was dealt with internally and appropriately. The RRM plays an active part in the race relations forum and is current and up to date with new initiatives and policy. The RRM champions this area of work. However, a Multi-Disciplinary Race Relations Monitoring Group should be set up to support the Race Relations Manager.

Chaplaincy

8.28 The Chaplaincy Team comprises seven part-time chaplains, with a proposal to employ a full-time chaplain when the additional prisoners arrive. This is likely to lead to a reduction in the number of part-time staff. The team currently provides 66 hours per week and this covers Mondays to Fridays from 0900 to 1700hrs. A group of five Imams visit on a Tuesday evening. Accommodation is very cramped and there is no natural light.

8.29 A Roman Catholic service is held on Wednesday mornings (attended by 5-12 prisoners) and a Church of Scotland service on a Friday afternoon (attended by around 10 prisoners). An Ecumenical service is held once a month on a Sunday morning. A Religious Study Group takes place on a Monday morning and an Alpha Group for protection prisoners on a Monday afternoon. A Learning to Pray course is held on a Wednesday afternoon.

8.30 The team has produced a "Chaplains' Process Delivery" document for 2006. This sets out their policy, values, aims, key processes and themes, and a care plan. It highlights key areas of intervention in induction, progression, throughcare and social inclusion. This Delivery Plan is an area of good practice.

8.31 A request system is in place, as well as a roster to cover out of hours requirements. An information giving session is provided at induction, and prisoners are advised at that session about how to make an appointment to see a chaplain. This session is a group session and the chaplains make every effort to see every prisoner in this way. The chaplains also visit the halls, workshops and visits area.

8.32 The team is represented on several groups including ACT, Mental Health and Race Relations, and feel well integrated within the prison.

Visiting Committee

8.33 The visiting committee feels well supported by the Governor, management and staff and indicated that the change in how members are appointed has been positive. Analysis of minutes of meetings and the VC request book indicated that they fulfil their function.

8.34 Their representatives spoke positively about the new accommodation but felt that the policy of cell sharing was a negative development. The issue of cell sharing was the matter which prisoners within Glenochil spoke most frequently to them about both formally and informally. Prisoners also indicated to them that there was not a significant problem with illicit drug use within the prison.

8.35 Staff-prisoner relationships, they perceived, were positive. They felt that the quality of food had declined and this they believed was due to the lack of any meaningful budget increase over the years.

8.36 They indicated that there was a very good integrated approach to healthcare and that the increasing age profile of the prisoner population was a challenge which healthcare staff appeared to be dealing with very positively.

9. SERVICES

Estates and Facilities

9.1 Glenochil is currently going through a major redevelopment and this has been well managed. Staff have balanced the constraints imposed by the building work with running a prison.

9.2 The local community has been kept informed of developments that are likely to cause concern. The estates team report that although the first Houseblock and the Segregation Unit have been open for some time, "snagging" work is still taking place. This brings with it operational impacts as these buildings are occupied.

9.3 Links have been maintained with local emergency services to ensure that if assistance is required during the building work, the disruption will not affect the response.

Health and Safety

9.4 The health and safety co-ordinator works in Glenochil three days per week, the other two days are spent in HMP and YOI Cornton Vale.

9.5 The number of accidents involving staff has reduced in the last year, with about half of these resulting from Control and Restraint training. Between 1 April and the end of September 2006 there had been one accident involving a prisoner.

9.6 The Health and Safety Committee is chaired by the Governor. The Committee works towards, and monitors, a Health and Safety Plan. There is also a Health and Safety inspection plan which covers all areas of the prison. However this plan is inconsistent and is not completed as robustly as it should be.

9.7 Risk assessments and safe systems of work are available, although the quality and content should be improved.

Human Resources and Staff Training

9.8 There was a shortfall of four staff, across various grades, at the time of inspection. Staff absence has dropped dramatically over the year.

9.9 The training manager has responsibility for a number of areas including Race Relations and SVQ's. Demand for training was increasing but current competency levels are satisfactory. The number of staff taking Act2Care refresher training should be increased.

9.10 The training function is well supported by management.

Catering

9.11 The SPS Prisoner Survey shows that to every question asked about food except one the Glenochil response is less satisfied than the national average. The only exception is the time at which meals are served (despite the fact that Glenochil does not meet SPS Operating Standards in this regard). The same survey shows an increase in dissatisfaction in 2006 from 2005. Prisoner groups and individual prisoners reflected the same feeling - as did several members of staff.

9.12 Both the Visiting Committee and the Governor identified food as a challenge facing the establishment. The Visiting Committee, and catering staff argued that the limitation of the budget is the key issue. In several Inspectorate reports questions have been raised about the budget for food. The central allocation has remained unchanged since 1996, set at £1.57 per person per day. It is now possible for individual establishments to increase that allocation, but the money for that increase has to be found from some other source within the prison. Evidence was provided by catering staff that the cost of potatoes (a large component of food cost) has doubled in the last six months.

9.13 Another problem regularly identified was the amount of time between the preparation of the food and the eating of it. It appears that the time which is spent by the food in heated trolleys is greatly increased because of the arrangements of the prison timetable and the location of the new hall. The meals eaten by inspectors were warm rather than hot, were of good portion size, and were not unpleasant. Inspectors always eat meals chosen at random, from the serving in a hall; and eat them in the company of prisoners.

9.14 Fruit and vegetables are provided: but the availability is far short of five pieces per day. It was regularly claimed by prisoners that the quality of fruit is not good: during the inspection it was adequate.

9.15 The time gap between the serving of meals in the evening and in the morning at weekends is very long and does not meet SPS Operating Standards.

9.16 In most areas of the prison prisoners take responsibility for their own cutlery and for washing it after use. There are potential hygiene issues with this arrangement.

9.17 All prisoners working in the kitchen have received appropriate training: but there is no provision for any qualification in catering for prisoners. Prisoners like working in the kitchen. It is clean and a recent kitchen hygiene inspection by Clackmannanshire Council referred to "the high standard of hygiene being maintained". The food is sampled in the kitchen and in a hall by a manager every day: this is an area of good practice.

Laundry

9.18 Prisoners in Harviestoun put their clothes to be laundered in one of three sealed bags. These are numbered and are for light clothing, dark clothing and prison issue. Items within the prison issue bag are folded before being returned. The two other bags remain sealed at all times. All bags have individual sealed numbers. Prisoners can launder their clothes as often as they wish. Bedding can be added to the prison issue bag and can also be laundered as frequently as required. Duvets are laundered and returned on the same day the prisoner submits them. The laundry service provided to these prisoners is good.

9.19 The laundry provides work for eight prisoners. No qualifications are currently available.

9.20 No laundry service is offered to 'D' Hall prisoners as they have washing and drying machines within the hall.

Canteen

9.21 All prisoners are offered canteen facilities once a week. Items are issued on a Friday morning and Sundry purchases are issued on a Tuesday afternoon. The choice within the canteen list is extensive and updated on a regular basis. Some input on the list was provided by prisoners, but not in any formal or structured way.

9.22 There is an extensive list of items available to prisoners through sundry purchases, including fruit and some medicines. Twelve different types of fruit and vegetables are available. These are issued on the day of arrival. This is an area of good practice.

9.23 The medicines have been approved by the Health Centre.

9.24 All purchases are issued by bag & tag procedures of their purchases. The canteen is an excellent facility.

10. GOOD PRACTICE

10.1 The way prisoners are managed during their time in the Segregation Unit (paragraph 3.24).

10.2 The Healthcare Forum (paragraph 6.7).

10.3 The "Chaplain's Process Delivery" document for 2006 (paragraph 8.30).

10.4 The food is sampled in the kitchen and in a hall by a manager every day (paragraph 9.17).

10.5 Twelve different types of fruit and vegetables are available through sundry purchases (paragraph 9.22).

11. RECOMMENDATIONS

11.1 The prison should review the need for long-term prisoners to share cells (paragraph 2.18).

11.2 Noise levels and restrictions in movement during recreation in Harviestoun Hall should be addressed (paragraph 2.24).

11.3 The temperature in Harviestoun Hall should be kept at a level which is comfortable for prisoners and staff (paragraph 2.25).

11.4 Information explaining what a move to the Open Estate entails should be readily accessible (paragraph 5.23).

11.5 A balance should be found between the levels of delivery of the Violence Prevention programme and the expectations created (paragraphs 8.24, 5.11, 5.17, 8.17).

12. POINTS OF NOTE

12.1 Prisoners who are required to be in their cells in 'D' Hall during the day should have easier access to sanitation (paragraph 2.5).

12.2 All prisoners in 'D' Hall should have access to a lockable cabinet in their cells (paragraph 2.6).

12.3 Prisoner complaints forms should be readily accessible (paragraphs 2.10 and 3.6).

12.4 Staff in Harviestoun Hall should spend more time with prisoners (paragraph 2.16).

12.5 The prison should look at the possibility of fitting telephone boxes (paragraph 2.23).

12.6 Ownership of the prisoner complaints system needs to be clearly identified (paragraph 3.6).

12.7 The offices in the Segregation Unit which is used as the Orderly Room should be used only for that purpose during Orderly Room proceedings (paragraph 3.7).

12.8 The night duty instructions should be reviewed to ensure they are up to date and user friendly (paragraph 3.11).

12.9 All night duty staff should be trained in first aid (paragraph 3.12).

12.10 The observation arrangements within the silent cell in the Segregation Unit should be improved (paragraph 3.15).

12.11 The term "waiting list" for the methadone programme should be changed (paragraph 4.5).

12.12 Prescription of methadone should follow a full assessment and there should be alternatives (paragraph 4.8).

12.13 The length of the assessment of suitability for methadone should be shortened (paragraph 4.8).

12.14 The problem with storage in the Reception should be addressed (paragraph 5.3).

12.15 The soundproofing in the Links Centre, particularly in areas where confidential interviews are carried out, should be improved (paragraph 5.5).

12.16 Some of the induction handouts should be updated (paragraph 5.7).

12.17 Induction handouts should be available in various languages (paragraph 5.7).

12.18 Protection prisoners should be offered the same level of induction as mainstream prisoners (paragraph 5.9).

12.19 Good pre-release arrangements should be put in place for prisoners being liberated from Glenochil (paragraph 5.19).

12.20 Water should be available in the Health Centre 'holding area' (paragraph 6.2).

12.21 The arrangements in the Health Centre 'holding area' should be kept under constant review (paragraph 6.2).

12.22 The practice of having a member of the nursing staff present at GP consultations should be discontinued (paragraph 6.5).

12.23 Staff should not shout prisoners' names when dispensing medication in the halls (paragraph 6.6).

12.24 Problems in accessing some levels of 'in-patient' type psychiatric care for prisoners should be addressed (paragraph 6.13).

12.25 There should be effective planning for the development of individual prisoners' learning or skills (paragraph 7.3).

12.26 The criteria for allocating prisoners to vocational training activities should be made clear and should be linked to prior qualifications and experience (paragraph 7.4).

12.27 Arrangements for identifying and ordering books and periodicals for the library should be improved (paragraph 7.7).

12.28 Arrangements should be put in place to provide certification for work based activities such as engineering, general purpose, laundry and catering (paragraph 7.8).

12.29 Prisoners should receive preparatory training to enable them to participate in activity in the workshops (paragraph 7.12).

12.30 There should be sufficient work for prisoners to do in all workshops (paragraph 7.12).

12.31 There should be sufficient opportunities for prisoners to develop and gain recognition for core skills within a vocational context (paragraph 7.14).

12.32 The need for a £2.00 charge for the "Storybook Dads" CDROM should be reviewed (paragraph 7.16).

12.33 Learning Centre staff who need to should receive appropriate training to enable them to support prisoners with additional learning needs (paragraph 7.18).

12.34 Officers should be available to escort prisoners to the learning centre (paragraph 7.19).

12.35 Arrangements should be put in place for systematically evaluating and improving the quality of the prisoner experience across learning, skills and employability (paragraph 7.21).

12.36 Listeners should be given the opportunity to deliver a session at the ACT2Care staff training session (paragraph 8.5).

12.37 The current visit room remains inadequate (paragraph 8.6).

12.38 A Multi-Disciplinary Race Relations Monitoring Group should be set up (paragraph 8.27).

12.39 The accommodation for the chaplains is cramped, offers no natural light and should be improved (paragraph 8.28).

12.40 The Health and Safety inspection plan should be completed more robustly (paragraph 9.6).

12.41 The quality and content of the risk assessments and safer systems of work should be improved (paragraph 9.7).

12.42 The number of staff taking ACT2Care refresher training should be increased (paragraph 9.9).

12.43 The quality of the food should be improved (paragraphs 9.11 and 9.13).

12.44 The time gap between the serving of the meals in the evening and in the morning should be reduced (paragraph 9.15).

ANNEX 1: SOURCES OF EVIDENCE

Written material and statistics received from the prison prior to Inspection
Prison's self-assessment
Governor's briefing
SPS Prisoner Survey
Prison Records
SPS background material
Discussions with prisoners
Discussions with prisoners' families
Focus groups with prisoners
Interviews with prisoners
Interviews with prison staff
Focus groups with staff
Observations

ANNEX 2: INSPECTION TEAM

Andrew R C McLellan	HM Chief Inspector
John T McCaig	HM Deputy Chief Inspector
David McAllister	HM Assistant Chief Inspector
David Abernethy	HM Inspector
Stewart Macfarlane	Associate Inspector
Iain Lowson	Education Adviser
Karen Corbett	Education Adviser
Donald MacLeod	Education Adviser
Rhona Hotchkiss	Healthcare Adviser
John Waterhouse	Addictions and Social Work Adviser
Margaret Daly	Associate Inspector
Gunnar Oldfelt	Observer, Swedish Prison and Probation Administration

0034002.pdf

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