9. Staff and Management

Complement

9.1 Staffing at the time of inspection was as follows:-

Management

9.2 The senior management team was led by the Governor, who had been in post for two years, and consisted of the Deputy Governor, a Head of Operations and Managers for the Activities, Human Resource (HR), Research and Development, Facilities and Finance functions. An extended management chart is included at Annex 2.

9.3 The seven senior managers all reported to the Governor and each had specific areas of responsibility. In addition to deputising for the Governor in his absence, the Deputy Governor had day to day responsibility for the Residential function, which included all the accommodation blocks and associated activities and regimes, including the Health Care provision. The Head of Operations was responsible for security systems and procedures, all prisoner movements, the Night Patrol, the operation of the Gate and the visit arrangements. The Activities Manager was responsible for Industries, Education and Social Work while the Facilities Manager had Catering, Estates, Laundry, Grounds Maintenance and Vehicles within his span of control. At the time of our inspection, the HR Manager’s post was vacant and we comment on this situation below.

9.4 The duties of the Research and Development Manager included preparing and developing the establishment’s Strategic Plan and monitoring and reviewing progress on the various initiatives which enabled management to remain focused and allowed specific targets for improvement to be set. Progress on a range of issues was monitored by means of a Climate Survey among staff and prisoners and three such surveys had been conducted. The results of those Surveys showed trends rather than conclusive positions but were a useful guide to management when priorities were being set.

9.5 The management team represented a cross section of experience and age and was committed to the Governor’s objectives for the establishment and his policy of empowering people to facilitate change. The development of individual self managing groups at Hall level was an example of that latter policy and there was some evidence that staff at the working level were making efforts to develop services in a positive way. However, not all staff were committed or fully understood this approach and we were somewhat concerned about the lack of co-ordination between the various groups which resulted in a wide variation of standards and routines within the various Halls. The meeting structure met the needs of the establishment at the higher management levels but we suggest that lateral communication needs to be improved at Supervisor and Hall levels. In discussion with the Governor, he recognised that further work was required in this area.

9.6 The management aim was that every member of staff within the establishment would have a specific, individual role and would exercise personal responsibility within the separate work groups. In this respect, Barlinnie was in a transitional phase and the highest priority had been placed on selecting the correct people for particular jobs. Each Hall was set up as an independently managed unit under a Unit Manager, supported by Supervisors. The objective was that other functional areas within the prison - e.g. Catering and Laundry - would provide appropriate levels of service delivery to these Units though Service Level Agreements.

Comment

9.7 The management of Scotland’s largest penal establishment is a complex task. The current management team was committed to positive change and was working towards improvements in many areas. The particular approach which they had adopted was not without its drawbacks - for instance, the lack of co-ordination and the potential dilution of standards which we comment on elsewhere - but the overall impression gained was that positive change was underway in this large, unwieldy establishment.

Human Resources

9.8 As noted above, the HR Manager’s post was vacant at the time of our inspection and though efforts were being made to recruit a suitable individual, there was no indication that a replacement would be found quickly.

9.9 As a temporary measure, two HR Officers had been appointed on short term contracts and at the time of our visit had only been in post for a short period. Each of these postholders had been given specific responsibilities. One was working on the introduction of the SPS computerised personnel system and the absence management system. This latter task was much needed as we noted that the establishment’s level of staff absence through sick leave was higher than the national average (see paragraph 9.12). The third area of responsibility for this postholder was the selection and recruitment of staff.

9.10 The second HR Officer was responsible for the delivery of the Personal Performance Programme (PPP), staff training and development and Industrial Relations. At the time of our inspection, both incumbents were coming to grips with their various responsibilities and commented positively on the support they had received from staff at all levels.

9.11 It was clear, however, that the absence of a proper, permanent HR structure was causing severe difficulties within the prison. Concerns expressed to us ranged from the lack of training and guidance available to Supervisors while the comparatively new PPP system was being introduced, through lack of staff training to the non availability of general guidance on personnel matters for Supervisors and other staff. These were obviously important issues and we formed the opinion that the lack of an HR Manager to provide the direction and leadership required, resulted in Barlinnie staff, in general, being poorly served. Some issues, such as the Staff Grievance Procedure, were being addressed in a reactive, ad hoc manner. We recommend, therefore, that an HR Manager be appointed forthwith in order to prevent a difficult situation becoming completely unmanageable.

Staff Sick Absence

9.12 Staff absence through sick leave was projected as being 18 days lost per member of staff per annum, a figure which compared unfavourably with the establishment’s target of 15 days. The levels of absence were declining but not quickly enough to enable the establishment’s target to be met.

9.13 A new Absence Management policy had been introduced to bring a stronger, more consistent approach to the issue. We were also informed that a more proactive approach was being taken in the management of those staff whose absence was more long-term.

Staff Training

9.14 There had been no staff training officer in post since December 1996. However, one of the recently appointed Human Resource Officers had been given responsibility for training and development but at the time of our inspection, had had no opportunity to make any impact. The responsibility for training delivery had been devolved to Unit Manager and Supervisor levels.

9.15 Internal and external training events had taken place but we were told by Supervisors that this approach meant that each unit was operating in isolation and that there was lack of co-ordination, resulting in some duplication of effort. In the absence of any central records we were unable to confirm that this was the case.

9.16 From information we subsequently received, it was clear that a range of training had taken place but that progress in Scottish Vocational Qualifications, which are compulsory for prison officer recruits, needed to be improved. Some 15 recruits had had their probationary period extended by six months in order to achieve accreditation. C & R training took place on a regular basis during the handover period between shifts and this had received added impetus by the recent appointment of two full time instructors. The facilities for staff training were satisfactory with two classrooms, an interview room and associated services and equipment.

Comment

9.17 Staff training was taking place without central oversight and we suspect that this in turn could be resulting in a duplication of effort. The development of an effective HR department is required in order to provide co-ordination and monitoring of training and development within the establishment. We also suggest that training records on each member of staff should be properly maintained.

Staff Facilities

9.18 In the reports of our last two formal inspections of the establishment, we have criticised the facilities available for staff; the provision of adequate facilities was, in fact, one of the recommendations contained in the 1993 inspection report. At the time of this latest inspection, there had been no noticeable improvement though we were pleased to see that work had begun on the provision of new facilities - see paragraph 9.20.

9.19 Existing facilities comprised a muster area with cooking/dining facilities in an area close to the Gate lodge. The area in question was rather run down and drab with less than adequate facilities, in addition to which it was too small for the number of staff in the establishment. There were also two locker areas - one adjacent to the muster area and one in a former prisoners’ dining area - but we were advised that not all staff had access to a locker. Staff showering facilities were very limited and were located in an area adjacent to the main locker room and in a mobile building close to the workshed gymnasium. One development that had taken place since our last inspection was that each of the accommodation Halls had now been provided with a female staff toilet, though male staff toilets were generally in need of upgrading. We were also pleased to note that car parking facilities had been extended with sufficient numbers of spaces now being provided for both staff and visitors.

Comment

9.20 At the time of our inspection, work had begun on the construction of a new visits complex and we were advised that part of that building would contain a new staff facilities area. Under those proposals, all the existing staff facilities throughout the establishment would close down and everything would be concentrated in the one area. Extending to approximately 1,000 sq. metres on the top floor of the building, the new facility would contain a staff rest/dining area, a fitness area with showers and a series of quiet areas and study rooms. In addition, a new locker area would be provided on the ground floor with a sufficient number of lockers for every member of staff; also on that floor, there would be additional toilets and showers. Present plans envisaged catering staff working in the new area on a rotational basis offering a hot meal service to staff. It was estimated that the new complex would be open around June 1998.

9.21 In addition to the new facility, we were advised that a local Development Planning Group, under the Chairmanship of the Governor, had just been established. Staff facilities would be included as part of the remit of the Group across the whole of the prison estate.

Staff Perceptions

9.22 During the course of the inspection we met formally with a range of staff covering all grades, specialisms and levels of experience. There was a wide range of issues raised in all of the meetings, with some areas of duplication.

9.23 We recorded the views of staff as they were put to us but that should not be taken to imply that the Inspectorate is in full agreement with any point raised. We do feel, however, that it is important that the views and perceptions of staff on aspects of the establishment be recorded. Where issues raised relate to aspects on which we have commented in detail elsewhere in this report, we have cross-referenced the relevant paragraphs. The following is a summary of the main points raised and staff’s comments on them.

9.24 The issues of staff training and related areas such as SVQs received criticism from all groups. The generally held view was that the lack of a Staff Training Officer in post meant that there was no resource for advice and information on courses, in addition to which there was a lack of in-house training events. This was perceived to be the cause of a lack of promotion success among Barlinnie staff, as well as adding to the problems of effectiveness for newly promoted managers who were required to identify the needs of staff and also organise the actual training. With regard to SVQs, the lack of co-ordination and a general lack of time during the working day were considered by many to be the main reason for some recruits failing to achieve accreditation during their probationary period - paragraphs 9.14-17.

9.25 Staff morale was perceived to be low and there was a general feeling that Barlinnie was getting a ‘raw deal’. Contributory factors were deemed to be the effects of long-term overcrowding, regular staff shortages, not being valued by management and staff being asked to take on secondary roles with little support or training. With regard to Operations Officers, there was general agreement that they had been brought in on low pay and some of the information given to them had been misleading - paragraphs 5.3-9 and 9.5.

9.26 There were strong views on staff facilities which were generally agreed to be poor. Team games had been prohibited in the gymnasium - which had not been well accepted - and it was suggested that there was a lack of support for those required to sustain fitness levels. Staff lockers were deemed to be a problem both in terms of numbers and location. Vending machines were available, but staff claimed the overall quality was poor and the contents were sold out very quickly, indicating that a much better service was needed - paragraphs 9.18-21.

9.27 Relationships with management were not seen in a positive vein. We were told that staff would do anything for each other, but very rarely did they see the Governor or any of the other senior managers. Newly promoted managers were not deemed to be as effective as they could be, due to a lack of experience and training. Managers in general were viewed as being far removed from staff with their main interest being that of budgets rather than staff or prisoners - paragraphs 9.2-7.

9.28 There were concerns raised around prisoner-related issues. The high numbers caused staff to feel that they had less time to spend with individual prisoners than they would have had in, say, Glenochil or Shotts and they felt that this ultimately damaged relationships. There were also issues raised around the number of prisoners requiring observation in overcrowded Halls and the lack of investment in the buildings and facilities. The number of long-term prisoners held in Barlinnie and the lack of movement among this group was also raised in a number of the groups - paragraphs 5.1.1 and 5.1.2.

Comment

9.29 The main concerns expressed to us by staff were all issues which we had either identified or examined during our inspection.

9.30 The fact that there was no Staff Training Officer in post had convinced many staff that little or no staff training was taking place but as we found out (see paragraph 9.16) this was not the case. Nevertheless, we had some sympathy with the staff view on this subject as the lack of co-ordination in training and development matters resulting from the lack of a proper HR structure did need to be addressed.

9.31 Levels of sick absence and the constant pressures on staff brought about by overcrowding did lead us to conclude that staff morale could be improved. However, we detected a strong esprit de corps among prison Officers and teamwork at individual Hall level appeared to be sound. We found a strong belief that Barlinnie was having to cope with problems of overcrowding, manage an ever growing number of LTPs and deal with individual difficult prisoners because other establishments refused to co-operate. However, in our view that belief was unfounded and we uncovered no evidence to support it.

9.32 We recognised that the overall standard of staff facilities was poor but the development of a purpose-built complex should address this issue.

9.33 We were not convinced that relationships with management were as poor as was related to us. We have commented elsewhere (see paragraph 9.5) on the lack of co-ordination at first line management level but efforts were being made to ensure positive communications were maintained.

9.34 The concerns raised about issues pertaining to prisoners were also issues which impact on the working conditions of staff and we agreed that these required to be improved. Behind these issues, however, there was a wish among staff to raise standards and become more involved in working closely with prisoners.

Communications

9.35 The Research and Development Manager was responsible for co-ordinating communications within the establishment and we were impressed with the series of pamphlets which had been produced under the general heading "Building a Better Barlinnie" and also with a staff information leaflet relating to training. A newsletter called ‘The Big Tissue’ had also been produced with the intention that it should be published bi-monthly. The more traditional approaches, such as the Governor’s Order Book, were also evident and we concluded that considerable management effort was being made to ensure good communications throughout the establishment.

9.36 As we often find, however, staff perceptions about communications within the establishment varied greatly. For instance, some staff considered that senior management were extremely remote while others considered that the Governor spoke to staff regularly. During our inspection we noted that the Governor met with groups of staff on three occasions to explain a new training initiative.

9.37 Meetings between Hall staff and their Unit Managers took place, though the frequency of such meetings varied. Informal channels were considered to be good and there was a majority view that middle management was readily available for information and support.

Comment

9.38 In a large establishment such as Barlinnie, the maintenance of effective lines of communication is never easy. However, we concluded that considerable effort and resources were being channelled to ensure that staff were kept informed. The Climate Survey was a useful communication tool for senior management as it allowed the temperature of the establishment to be taken at any given time as well as enabling staff and prisoners’ perceptions to be monitored.

Industrial Relations

9.39 There had been no recent meetings of the local Whitley Council, but there had been regular meetings between the Governor and other senior managers and representatives of the local branch of the Scottish Prison Officers Association (SPOA). Management considered that the local committee of the SPOA normally adopted a robust approach to local issues and at the time of our inspection, discussion on a number of matters was ongoing.

9.40 At their request, we met with two members of the local committee. Among the issues raised were overcrowding, especially in relation to the increasing number of LTPs, staff facilities and the H & S structure within the establishment. The SPOA also considered that the pay of recruits was unsatisfactory and would lead to retention difficulties. In more general terms, they considered relationships with the Governor and his Deputy to be open.

9.41 The committee representatives also raised a local issue which we subsequently found was being dealt with appropriately and we responded accordingly.