 |
 |
 |
 |
|
|
|
|
HM Inspectorate of Prisons report HM National Induction Centre 1998 9. MANAGEMENT AND STAFF 9.1 The Governor led a senior management team which comprised a Deputy Governor and three Supervisors. In addition, he received support from the Human Resource (HR) Manager in the main prison on matters of general recruitment and HR policy issues. The Governor operated an open door policy, a fact which was much appreciated by staff - see paragraph 9.16. 9.2 Each of the three Supervisors had responsibility for discreet areas of management as well as carrying divisional responsibility for the operational management of the establishment. Broadly, those areas of responsibility related to Security and Programmes, Training/Administration and Regimes. 9.3 Although the division of work and the separation of responsibilities appeared to be working well at Supervisor level, there was some evidence of confused and duplicated lines of communication between senior management and Supervisors. We concluded that there were too many layers of management for such a small establishment and that it would be more efficient to rationalise the Deputy Governor’s post. 9.4 The NIC did not have a designated Staff Training Officer, though responsibility for planning and facilitating staff’s training and development needs lay with one of the Supervisors. A flexible system of staff attendance had helped create additional time in order to extend the staff training programme. At the time of the inspection, priority was being given to core training elements, concentrating primarily on Control and Restraint and SDBA. Staff were being encouraged and sponsored where appropriate through the NIC staff training budgetary provision, to seek personal development opportunities externally in areas which reflected the establishment’s multi-disciplinary approach. 9.5 All new staff to the NIC undertook an induction programme geared towards ensuring understanding of all the practical and core aspects of the NIC and its regime. 9.6 Whilst we were impressed by the corporate commitment which was evident towards self and team development, we felt that all aspects of the staff training programme were being concentrated on generic Prison Officer type skills and that insufficient attention was being given to elements specific to working in the NIC. The Small Units Working Party recommended in their report that "a pre-requisite for future NIC staff should be the satisfactory completion of a first level counselling skills course of the kind currently being delivered by the SPS College." This was not happening at the induction stage and we believe that all staff would be assisted considerably in the performance of their complex role by having undertaken such training on entry to the NIC. Additionally, in order successfully to deliver the whole range of Information Sessions, we consider that arrangements require to be in place for staff to facilitate their ongoing development of expertise in the complex social issues addressed in these programmes, as well as the presentation skills necessary to do this well. 9.7 From our observations in general discussions with staff, it was evident that they were highly aware of the potential to become complacent and over familiar with prisoners in a small group setting as existed within the NIC. Nevertheless, we suggest the formal inclusion of a Conditioning Awareness package in the staff training programme. 9.8 Staff in the NIC had access to all the facilities which existed for staff in the main prison. These included a separate quiet room and a kitchen area located within a substantial staff rest room facility in the main Administration Block area, with a privately operated staff restaurant also being available in the car park area outside the prison perimeter. In addition, staff had access to the main prison games hall and weights room at lunch and tea time periods. 9.9 For convenience, a customised staff facility had been created in the basement of the NIC and comprised an adequately equipped kitchen, a rest area and an information resource area in one oblong-shaped room. The majority of staff who participated in PE activities did so in the NIC gymnasium during periods when prisoners were locked up. Although that arrangement appeared to be satisfactory, the staff shower provision comprised a dedicated area on the bottom landing of the prisoners’ accommodation area, a situation which we regarded as being unsuitable. We suggest, therefore, that staff showering facilities should be provided in the basement area close to the customised staff facility. 9.10 During the course of the inspection, we met formally with two groups of staff. Where issues raised relate to areas on which we have commented elsewhere in this report, we have cross-referenced the relevant paragraphs. The following is a summary of the main points raised. 9.11 Training: the unanimous view was that there should be a better induction programme for all staff coming to the NIC. This should provide an outline of the ethos and regime of the establishment, presentation skills training and the other basic requirements of what was a very specialised regime. (See also paragraph 9.14.) 9.12 Job Satisfaction: we were told that the atmosphere in the Unit was the best that anyone had experienced throughout the SPS. It was felt, however, that the establishment of one more post would reduce unnecessary pressure. 9.13 Transfer of prisoners to other establishments: it was felt that not enough attention was paid by the receiving establishments to what individual prisoners had achieved in the NIC. They suggested, therefore, that at least two weeks prior to a transfer, the prisoner’s intended Personal Officer should visit the NIC and talk to staff and the prisoner to get a better idea of how the next stage in the individual’s sentence should be handled - paragraphs 5.6-7. 9.14 Information Sessions: it was claimed that if a team leader was not available, staff could be picked at random to deliver a programme, often at very short notice. It was suggested, therefore, that the programme sessions should be made up some weeks in advance so that staff could volunteer to deliver a session and make the necessary preparations. It was also felt that there was a need for a major overhaul of the content and purpose of those Sessions - paragraph 6.8. 9.15 TOIL: high levels were being accumulated by the majority of staff. However, staff were hopeful that the outcome of a recently introduced revised staff attendance pattern would lead to a reduction. 9.16 Communications: these were described as excellent and staff appreciated the Governor’s open door policy - paragraphs 9.1 and 9.19-21. 9.17 Role of the NIC: staff would welcome visitors from other prisons in order to update them on what the NIC was trying to achieve. 9.18 We agreed with most of these views though we subsequently discussed the issue of TOIL with the Governor, who said that there was some evidence that the high level was beginning to reduce. Bids for additional staff were still under consideration. 9.19 Overall responsibility for communication issues rested with one of the Supervisors, though the Communications Manager was an Officer who was supported in that role by two other Officers. The Communications team met on an as required basis to discuss their ongoing plans and they had produced a communications strategy for the establishment into which had been incorporated a set of aims. That strategy also integrated with the NIC’s overall Strategic Plan. 9.20 In order to try to ensure that staff were kept as up to date as possible, a Communications Room had been established in the staff kitchen area where staff were able to gain access to all publications relating to the SPS in general, as well as to those particularly relevant to the NIC. In many cases, such documents were available on a personal issue basis. A library of prison-related information was also gradually being compiled, including master folders containing all the relevant information for most of the Information Sessions that were available to prisoners as part of the Activities Programme. 9.21 In addition to that area, notice boards had been put up close to the main entrance to the establishment where staff could also have access to a series of folders containing such items as the most recent SPS circulars, the Governor’s Order Book and minutes of internal meetings. Prisoners’ notice boards had also been installed on each landing. Finally, we noted that extensive use was being made of the NIC Team Forum on the SPIN network as a means of passing information on to staff. 9.22 The SPOA Local Branch Committee for the main prison also represented those SPOA members of staff who were employed within the NIC. 9.23 We met with two members of the
Local Branch Committee who indicated their satisfaction with the relationship that existed
between themselves and local management. With the exception of one matter (which the Local
Branch was confident of resolving), no industrial relations issues remained outstanding. |
|
|
|