9. MANAGEMENT AND STAFF

Management

9.1 The senior management structure at Longriggend consisted of a Governor-in-Charge, a Deputy Governor with responsibility for all Residential matters, an Operations Manager, a Finance and Contracts Manager, a Human Resource (HR) Manager and Managers responsible for the Estate and the In-House team. A Management Accountability chart is shown at Annex 1.

9.2 At the time of our inspection, however, there was no Governor-in-Charge in post, the previous incumbent having been transferred to HMP Noranside some two months earlier, after having spent only one year at Longriggend following the retiral of his predecessor. The Deputy Governor, who had only some six months experience at the Institution, had been appointed Acting Governor-in-Charge until such time as a replacement was selected. This situation had been further exacerbated by the absence on long term sick leave of the HR Manager, who had returned to duty shortly before our visit. We therefore found that the establishment was in a state of flux having experienced three changes of Governor-in-Charge in some fifteen months, with the appointment of a fourth imminent. It therefore did not surprise us to find that the senior management approach had been lacking in continuity and that some staff were expressing the need for more stable direction and support from their senior management team.

9.3 The Acting Governor, who impressed us with his enthusiasm and drive, had made arrangements for ad hoc management support from other establishments but he acknowledged that while this provided additional operational support, it was no substitute for a stable senior management team.

9.4 In common with other establishments, Longriggend had experienced a high turnover of staff since the New Staffing Structure (NSS) was introduced in April 1995. This major change, which had included the transfer elsewhere of some key staff, had apparently caused resentment among some staff and proposals to fine tune NSS had been the subject of extended negotiations with the main staff association. This, coupled with a high incidence of long term sickness, had had an effect on staff morale and we detected a lack of cohesiveness between management and staff.

9.5 Nevertheless, in meeting with staff at all levels both formally and informally, we detected an acknowledgement that the Acting Governor had been working hard to move the establishment forward and there was a growing recognition that change was necessary and indeed, desirable. One effect of this hiatus in management was that the various individuals were working well as a team, albeit a depleted one, and were giving of their best in a difficult situation. We concluded, however, that the lack of continuity at Governor-in-Charge level had largely contributed to an unsatisfactory situation and while we recognise the difficulties in succession planning during a period of major change, we recommend that the newly appointed Governor be given the time and therefore the opportunities to provide the strategic direction and support to staff which is so clearly required.

9.6 The management structure was appropriate for the size of the establishment and we noted that proposals were under discussion to reduce the number of Supervisors currently on the complement. This rationalisation would ensure that all Supervisors had full line management responsibilities and appropriate levels of devolved authority in line with SPS policy. A full breakdown of staffing in the Institution is contained at Annex 2.

9.7 The meetings and committee structure was appropriate for the size of the establishment. The Acting Governor met daily with the management team, including the duty Supervisors, which ensured that the flow of operational information was efficient and up to date.

Staff Morale

9.8 It was claimed from many sources within the establishment that the overall morale of staff was low. The Inspectorate has received similar claims during the course of a number of inspections but on further investigation, we have often found that these claims could not be substantiated. However, at Longriggend we were concerned that at the time of our visit, the morale of staff in general did in fact appear to be lower than that of staff whom we had recently met elsewhere in the SPS.

9.9 Low morale among the workforce is a well recognised feature in any organisation undergoing major change and factors such as the loss of experienced staff, a reduction in management layers (and hence a reduction in promotion outlets) and a perceived reduction in potential earnings can contribute to that effect. However, additional factors which had impacted on staff at Longriggend included the lack of continuity at Governor-in-Charge level, high levels of long term sickness leading to staff shortages and a long running industrial relations situation which at one stage, had become polarised. The combination of those factors had led to a situation where many staff were vociferous in their condemnation of management’s approach with claims that it was only the flexibility and goodwill of staff that allowed the establishment to function.

9.10 However, we also gained the impression that a sizeable minority of staff were now beginning to accept that change was not only inevitable but in some respects desirable and that efficiencies had to be made. We believe that it must be clearly recognised that additional team building and morale boosting measures will be needed to maintain impetus in this respect. In general, Longriggend staff provide a good service and display a strong commitment both to the establishment and to those in their care. However, we consider that addressing the factors which impact on morale must be a high priority for the management team.

Sick Absence

9.11 We considered that the staffing complement provided a more than adequate number of staff to meet the needs of the establishment but as noted above, sick absence was a major constraint. At the time of our inspection, nine staff were on long term sick leave and the daily sick total was around 14. Given that this extremely high incidence of sick leave coincided with the summer holiday period, the covering of all operational posts had become extremely difficult, in spite of remand numbers being at a comparatively low level. Absence Management procedures were in place but the number of long term illnesses meant that the establishment’s target of 12.5 days per member of staff was likely to be substantially exceeded.

9.12 It was clear that staff had initially responded well to the shortages created by this level of sick leave but it was equally evident that the goodwill of staff and their willingness to work extended hours, had gradually eroded with the result that posts were not always covered. In those circumstances every effort was being made to avoid disruption to the routines, though this was not always possible.

Staff Grievance Procedure

9.13 The HR Manager had overall responsibility for the scheme and maintained records on all grievances raised by staff. Information on the procedure was contained in the ‘Guide to the Personnel Function for Line Managers’, a copy of which was held by each Supervisor/Line Manager and was accessible to all members of staff on request.

9.14 Since the inception of the procedure in 1994, a total of 14 complaints had been raised. Most had been dealt with at Unit Manager level with only two having been referred to the Governor. The complaints represented a wide variety of issues which indicated to us that there was an awareness of the scheme and its operation. We were also satisfied that all aspects of the procedure were being observed and managed in line with the relevant guidelines.

Staff Training

9.15 At the time of our inspection there was no Staff Development Officer (SDO) in post, though the vacancy had been advertised and it was hoped to make an early appointment. As an interim measure, a Residential Supervisor had been temporarily assigned to the job in an attempt to maintain essential training programmes. However, due to the sick leave absence of the HR Manager and an absence of clerical support, it appeared that a considerable amount of the temporary SDO’s time was being taken up with administration work. It was, therefore, pleasing to note that a part-time administration post had been created in order to support both the HR Manager and the SDO.

9.16 There was no Staff Training Committee in place and the amount of training had been reduced as a result of the transfer of competent instructors. We were satisfied that the Acting Governor and his team were aware of the seriousness of those deficiencies and that steps were being taken to improve the situation, including the training of new instructors.

9.17 Accurate staff training records for the year prior to our inspection were not available and had not been updated since April 1997. From the limited information which was available, the focus of training was on Control and Restraint (C & R) and BA, with the latter having been suspended due to contamination of the air cylinders. This had now been rectified and training was about to resume.

9.18 Training facilities comprised two substantial and well equipped classrooms, an SDO’s office and a staff library. However, the latter contained outdated material and will need to be managed more efficiently in future.

9.19 The SVQ programme in respect of recruit training was improving after a sporadic start. A total of six recruits had completed two years service but only three had successfully achieved all ten modules. An SVQ co-ordinator had been appointed which had greatly assisted in creating time for Supervisors to enable them to carry out assessments. Regrettably, that post had fallen vacant but some valuable assistance was being provided, on a part time basis, by a Supervisor from HMYOI Polmont. That arrangement had allowed some progress to be made but we consider that the co-ordinator’s post should be filled on a permanent basis as a matter of urgency to ensure that all recruits have the opportunity to complete their probationary training within their allotted timescale.

Comment

9.20 The deficiencies in training which we identify had been recognised by Management and the production of an excellent comprehensive training plan was the first step in addressing this crucial issue. Provided the objectives in that plan come to fruition, then there is no doubt that training at Longriggend will return to the quality which was recognised at the time of our last formal inspection.

Staff Facilities

9.21 In overall terms, staff facilities were satisfactory and included two reasonably sized dining areas, one of which had been designated as a no-smoking area. Both rooms were adequately equipped in terms of cooking facilities, though some chairs were in need of replacement, and the one on the upper floor of the building had a television and a pool table. A number of showers was available and there were adequate toilet facilities in various locations throughout the establishment. All members of staff had a locker, though as we have experienced in other establishments, a number of staff considered that they were too small.

Comment

9.22 The cleanliness of the cooking areas, including the microwave ovens, and some of the showers and toilet areas left a great deal to be desired. However, considering the number of staff, the facilities in place were adequate.

Staff Perceptions

9.23 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.

9.24 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 every 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.

9.25 It was clear from all groups that there were problems over staff’s relationships with Management. We were told about a lack of confidence in the Management team with most groups criticising management’s approach over the past year. Some concern was also expressed that Managers were too removed from staff, that their main concerns were related to budgets and that they no longer walked the job. We did receive positive comments about the attempts being made by the Acting Governor to build bridges but it was clear that the overall view was that divisions between staff and management still remained - paragraphs 9.1-7.

9.26 Staff Morale was also said to be very low. On a national level, concern was expressed about the way the Service was going, the lack of promotion prospects and the system of performance related pay. Operations Officers also felt that they had been misled at the time of recruitment as regards their long-term pay prospects and many felt that a 5% pay increase was no incentive to progress to ‘D’ Band. As regards local issues, constant staff shortages coupled with recent losses of experienced staff were seen as a real problem affecting morale. It was also felt that the ongoing discussions on the need to reduce staffing levels in the establishment - particularly at Supervisor level - were having an adverse effect on morale - paragraphs 9.1-10.

9.27 On the positive side, inter-staff relationships were said to be excellent throughout the Institution, not only between Officers and Supervisors but also between Residential and Operations staff. Similarly, relationships between uniformed and specialist staff were very good and Supervisors were particularly complimentary about the efforts made by staff to maintain regimes during times of staff shortages. Relationships between staff and remands/prisoners were also said to be very good.

9.28 We were told that staff training in the Institution had been deteriorating for a number of years, though the situation had become particularly bad in the last nine months due to the fact that Longriggend had lost its SDO, a situation not helped by the recent long-term sick absence of the establishment’s HR Manager. It was claimed that as a result of that situation, staff were no longer competent in C & R techniques, though the recent appointment of a temporary SDO was helping the situation. Recently recruited Operations staff were particularly concerned about the fact that they were falling behind in the completion of their SVQs and claimed that it was not always possible to get the proper training. It was hoped that the recent introduction of some part-time help from HMYOI Polmont would help ease that situation - paragraphs 9.15-20.

9.29 We received some mixed views on the issue of communications within the Institution. Some staff felt that they were reasonably well informed with some improvements having been noted since the appointment of the Acting Governor. On the other hand, views were expressed that what was needed was more face to face communication and an improvement in the distribution of written material. Non-uniformed staff felt that they tended to be excluded when important issues were being communicated to staff generally - paragraphs 9.32-34.

9.30 On the issue of staff facilities, the general view was that they were good, with particular comment being made about staff’s access to the gymnasium and the PE staff’s positive attitude in helping staff reach certain levels of fitness. Facilities such as the staff showers and the dining areas were also regarded as being satisfactory - paragraphs 6.33-34 and 9.21-22.

Comment

9.31 In overall terms, the comments which we received from the various staff groups confirmed much of what we found during the course of the inspection. As noted elsewhere in this report, it was very obvious to us that relationships between staff and management were somewhat strained though we did detect signs of a gradual but welcome improvement. We also agreed with staff’s view that morale in the Institution was lower than we have found in other establishments but that was being offset, in part at least, by the very good inter-staff relationships and the good rapport which staff had with remands and prisoners. We agreed also that steps require to be taken to improve staff training arrangements.

Communications

9.32 Overall responsibility for the development of communications within the Institution rested with the Finance and Contracts Manager, who had held that responsibility for some six months. A Communications Committee, containing representatives from the various functional areas, had been established and now met regularly to examine ways in which the dissemination of information might be improved.

9.33 Considerable management effort was being put into ensuring good communications, including the Acting Governor meeting with staff as required. In addition, a review of the placing and contents of notice boards had been conducted, the Governor’s Order Book system had been revised and Team Briefing procedures had been reinvigorated. Televised text generators had been installed for staff, visitors and remands/prisoners and were regularly updated.

9.34 In common with most SPS establishments, it was claimed by some staff that communications were poor, that information did not always reach those who needed to know and that management did not listen to the views of staff. Whilst we recognise that communications can always be improved, we were satisfied that the systems and procedures in place, together with proposed developments such as a regular newsletter, were meeting the needs of the establishment. We do suggest, however, that the Governor should consider devising a formal communications policy and strategy based on a set of standards such as those which we observed in HMP Perth. Such a policy would provide a focus for the positive work being done in this important area at Longriggend.

Industrial Relations

9.35 At the time of our inspection, relations between management and the Local Branch Committee of the SPOA were strained by a dispute over staffing issues. In discussion with both the Acting Governor and local representatives of the SPOA, it was clear that an impasse had been reached earlier in the year, with the National Disputes Procedure having been invoked by the Association. More recently, however, negotiations had resumed and both sides to the dispute recognised that a solution had to be found quickly. It appeared to us that whilst at one stage negotiations on the issues had obviously been acrimonious, there was now a willingness on both sides to reach a settlement.

9.36 The local staff representatives were concerned that the agreed National Disputes Procedure did not contain an element of independent arbitration but beyond that, considered that the Procedure was quite clear and widely understood. They conceded that they had refused to meet with management at one stage but now felt that ‘ground was being made’.

9.37 Among other issues raised by the Local Branch representatives were a shortage of staff showers, the H & S aspects of staffing levels in various areas and the impact of national policies, such as NSS, on staff morale. They also claimed that it was only with extreme reluctance that they had been given a copy of the establishment’s Strategic Plan and that there had been no consultation process involving staff during the preparation of that Plan.