9. MANAGEMENT AND STAFF

Management

9.1 The senior management team was led by the Governor, who had been in post some 18 months, and consisted of the Deputy Governor and Managers for the Operations, Regimes, Residential, HR, Administration and Estates functions. An extended management chart is included at Annex 2; Annex 3 contains a breakdown of the entire staffing complement.

9.2 The Deputy Governor and the Managers of HR, Administration and Estates all reported directly to the Governor, though all of the senior managers attended the Governor’s daily meeting. The Deputy Governor, as well as deputising for the Governor in his absence, had day to day responsibility for the Operations, Residential and Regimes functions. This covered all the accommodation areas and their associated activities and regimes, the security systems and procedures, all prisoner movement, Industries, Education, Catering and Social Work. In addition to the posts outlined above, there was also a Direct Entry Manager who had joined the SPS in February 1997 and who was still undergoing training and development, though he had been given some areas of responsibility within the establishment. He reported to the Deputy Governor and appeared to be settling well.

9.3 The HR Manager covered areas such as communications, the day-to-day personnel functions, staff training and development, SVQs, Investors in People (IiP), sick absence and the Health Centre. He was also responsible for organising an annual staff survey which covered a range of issues relevant to staff and important to the operation of the establishment; the results of that survey served as a useful management tool. In addition, Aberdeen was one of two pilot sites for an Employee Assistance Programme.

9.4 The management team represented a cross section of experience both at Aberdeen and within the SPS. There was a strong commitment to the Governor’s management style which was open, flexible and supportive to people at all levels within the organisation. This encouraged and facilitated close working relationships built on trust and a ‘can do’ approach to the management of the establishment. There was clear evidence that this was not only reflected at a senior management level but it also obviously contributed to the responsiveness of the establishment during periods of significant overcrowding.

9.5 The management structure of the establishment had been changed in January 1997 to reflect the current spread of responsibilities. This had resulted in a number of benefits, not least of which appeared to be the introduction of the Operations Manager which had resulted in more effective direction and management of this core function. However, it also meant one Unit Manager taking over responsibility for the entire Residential function. Whilst the rationale behind such a decision was sound, it did appear to us that the complexity of some of the areas and issues within the Residential function could make the span of control too unwieldy for one Manager at that level. The Governor, therefore, may wish to review the effectiveness of those changes now that a year has passed since they were implemented.

Training and Development

9.6 Training and Development fell within the responsibility of the HR Manager, who was supported by a Staff Training Committee which met monthly. Also working to him was a Training Manager and an SVQ Co-ordinator, reflecting the number of recently recruited Officers in the establishment. The Training Manager stressed that delivery of training was not his primary role and that all line managers - and indeed other staff - had formal as well as generic responsibilities for training. It was, in fact, evident that staff training was being approached in a highly structured way, with individual development plans in place which in turn reflected the establishment’s strategic priorities; we noted also the existence of comprehensive records and a strong line management involvement. We were pleased also to hear staff groups speaking in such positive terms about their training - see paragraph 9.21 - especially in respect of some areas such as C & R.

9.7 A significant amount of core training - e.g. SDBA and C & R - was carried out on Friday afternoons though a large amount of other training took place outwith that period. This was particularly the case when extended periods of time were required for specific items such as Supervisor and Management development, team building or training provided by external agencies.

9.8 Particular priority had been accorded to developing Supervisors in their new roles, especially in respect of staff management issues. In this respect, the establishment’s approach to absence management was particularly interesting with the emphasis being on line managers’ ability to motivate and counsel staff and the dividends were obvious. The establishment appeared to be up to date on SVQ attainment and we noted that 12 Supervisors had qualified as D32 assessors and all others had been trained as such. The Training Manager and SVQ co-ordinator also held D33 qualifications. Induction of staff to the establishment was carried out in a tiered system according to the particular needs of the inductee.

9.9 In keeping with the establishment’s pursuit of the IiP standard, which was at an advanced stage, a structured training and evaluation system was in place.

9.10 The training area appeared reasonably well resourced in terms of equipment, a notable feature being the Interactive Video facility for appraisal and leadership training. However, the facilities, in a portable building in the sterile area, were cramped with the staff office being separated from the training room by an arrangement of filing cabinets. That said, the Boardroom and the new gymnasium were also used at times for the delivery of courses.

Comment

9.11 It was clear that staff development was being accorded a high priority and that this was recognised throughout the establishment. The structured and professional approach, coupled with the obvious commitment of those involved, was clearly delivering benefits and we commend it as an example of good practice to other establishments.

Sick Absence Management

9.12 The policy that had been developed at Aberdeen was based on research (initially undertaken by the Business School at Robert Gordon University) followed by action planning and then confirmatory research to validate the approach. However, there are a variety of strands and threads that run through what is an holistic approach as can be seen by the references at paragraphs 9.3-4, 9.8 and 12.4.

9.13 Equally, it is important to mention that the focus was moved from treating the symptoms of absence to determining the root causes. The approach and subsequent action programme had touched on almost every aspect of managing people such as communications, management style, training and development, etc.

9.14 The broad brush approach to describing this area is not satisfactory but unavoidable. However, the results in terms of managing sick absence were significant and a credit to everyone working at Aberdeen and should be recognised as such.

Staff Facilities

9.15 Staff lockers were held in two locations. The main facility was in a room close to the Gate lodge with the remainder being contained in a portable building in the sterile area. Though both facilities were reasonable in terms of space and cleanliness, we were advised that a small number of staff presently did not have lockers though more were on order. Adjacent to the main locker area was the staff dining/rest area which contained a number of tables and chairs, a pool table, staff notice boards and a satellite television facility. The room also contained a separate food preparation area with adequate cooking equipment and storage areas. Facilities within this area were reasonable but the area was rather cramped and because of the lack of space, everything was close together which meant that there was virtually no space for privacy.

9.16 Close to the muster area was a male staff shower/toilet area which contained two showers, two urinals, one w/c and three wash-hand basins. Female staff who wanted a shower used the facilities that were available in the new Gymnasium where there were also facilities which could be used by male staff. Toilet facilities were also available in the Halls and there was a separate female toilet close to the Health Centre; that facility was kept locked but all Residential female staff in the establishment did have a key. Male and female toilet facilities were also available in the Administration block with additional facilities being available in other areas such as the worksheds.

Comment

9.17 Facilities for staff were in reasonable condition but the main problem was the lack of space which meant that the muster room in particular was a very cramped area with cooking, dining, television, pool and rest facilities all in close proximity. It is for that reason that we have recommended at paragraph 13.3 that new staff facilities should be provided as part of a major redevelopment within the prison.

Staff Perceptions

9.18 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.

9.19 We have 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 the points 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.

9.20 Views on relationships with management were generally good. Line managers were described as supportive and senior managers as approachable. Issues of concern were mainly centred on staff shortages - which were attributed to SPS HQ - and about raising issues when on probation - paragraphs 9.4-5.

9.21 Relationships amongst staff were seen to be positive and supportive with a general feeling that staff morale was good. There was some sense though that working relationships between Residential and Operations officers were not always as constructive as they should be.

9.22 There was some recognition that staff facilities had improved but they were still deemed to be poor. In particular, the lack of any vending machines other than for soft drinks was criticised along with poor shower facilities and the small muster room - paragraphs 9.15-17.

9.23 Another area of dissatisfaction was that of promotion prospects which were deemed to be poor. The lack of clarity with regards to career structure, particularly for Operations Officers, was deemed to be demotivating and a contributory factor in looking for jobs outwith the SPS.

9.24 Staff Training was commented on favourably, particularly in respect of the core elements such as C & R and SDBA training. Similarly, PE staff were considered to be supportive of those requiring to maintain fitness levels. The only issue was that more time should be given during the working day to complete SCOTVEC modules - paragraphs 9.6-11.

9.25 Relationships with prisoners were considered to be good with a relaxed atmosphere around the prison - paragraphs 3.29, 4.3 and 10.4.

9.26 Staff who worked in the Gate/Visits complex made a number of criticisms about the working conditions in both areas. The number of different functions that were required to be carried out in what were cramped and stuffy conditions were the main concerns in both areas. In addition, security equipment available to the visits staff was very limited. Staff in those areas were anxious about their ability to be effective under such difficult and demanding circumstances - paragraphs 4.9-10 and 6.54-60.

Comment

9.27 With regard to the issue on the Gate/Visits complex, we shared staff’s concerns and have recommended the construction of a new complex. Similarly, we recognised that the staff facilities were limited, hence our recommendation that new facilities be included in the new complex.

9.28 In overall terms, we were impressed by the generally constructive comments that came across from all staff groups. However, there are obviously still some issues around the uncertainty or lack of career prospects, particularly among probationer staff.

Communications

9.29 The HR Manager was responsible for the monitoring and development of the local communication strategy. He had been at Aberdeen for almost two years and the approach which he had taken reflected the management style of the establishment. There was no formal plan or Committee but functional and group meetings were held regularly with copies of all minutes going to the HR Manager. In that informal way he monitored the meetings structure and attended all meetings on a random basis.

9.30 In addition to the functional meetings, good use was made of the Governor’s Order Book, a local newsletter and a monthly Speakers Corner for invited speakers. The Governor held lock-up meetings when necessary, but much of the effective communication took place through the daily contact and visibility of senior managers around the establishment. The work being undertaken to advance IiP accreditation was also geared towards communicating strategic and operational objectives. Therefore, although there was no separate communication plan, there were sufficient means of communication to ensure that we were satisfied with the effectiveness of the systems in place.

Industrial Relations

9.31 As part of our inspection, we met with representatives of the local branch committee of the SPOA. In common with other Scottish establishments, the Whitley Council system was in abeyance awaiting a national agreement on the matter and in the absence of such a procedure, regular and formal meetings were being held between management and the local branch committee. We were told by the SPOA representatives that relations within the prison were good and the Committee appreciated the fact that the Governor had an open door policy and kept them aware of any proposed developments.

9.32 The local representatives did, however, have a number of concerns concerning staffing issues. They were particularly vociferous about the reduction in staff which had followed a major local improvement in staff attendance and felt that the establishment had, in effect, been punished for what they considered to be a major achievement. The high number of escorts with the resulting disruption to routines and high TOIL levels, was also a matter of concern - a view which, we subsequently noted, was shared by management. Other issues raised with us included the lack of proper staff facilities, the working conditions in the Gate Lodge and the visiting arrangements for prisoners.

9.33 Overall, however, we were impressed by the attitude of both management and the local branch towards industrial relations issues and by the clear recognition on both sides of the importance of consultation and co-operation in achieving the aims of the establishment.