| Introduction 8.2 The organisation, training and morale of both management and staff all
have a considerable effect on matters of general efficiency and in turn, the day to day
routine of prisoners. For this reason, we have included below a number of observations on
progress across the SPS throughout the year. The main issue which has continued to
exercise management and staff has been the implementation of NSS, which was introduced in
April 1995 when a four year period was agreed for its implementation.
Management
8.3 New Staffing Structure. NSS has involved a
delayering of the management structure, with a move away from grades to roles and a
reduction in the number of management grades, though there has been an overall increase in
the number of prison Officers. The prison Officer role is now divided into Band
‘C’ and Band ‘D’ levels with the latter working directly with
prisoners; Band ‘C’ Officers are much more concerned with basic security, escort
and other prisoner supervisory duties.
8.4 The nature of these changes should not be
underestimated, more especially the very high turnover of staff which has been sustained
(see paragraph 8.9). At the same time, other new initiatives - such as information
technology and MDT - were also being introduced across the SPS and we commend management
and staff for coping with so many complex challenges which have been competing for their
attention at much the same time.
8.5 Restructuring has resulted in an unprecedented level of
mobility and change among staff and management and during our inspection of HMP Edinburgh,
we expressed concern over the high rate of staff turnover, especially at managerial level.
This, coupled with a reduction in experience of new team members, gave us cause for
serious concern and we have recommended that enforced changes in this management team
should be avoided for at least 6-9 months to allow for a period of stability and
consolidation. Edinburgh was one of many establishments to experience a high turnover of
managers and staff and in this respect, we advocate a degree of caution in the future or
control and stability could be adversely affected.
8.6 Co-ordination. In last year’s report, we
identified the need for greater co-ordination at establishment level to avoid functional
compartmentalisation. However, we continued to find that though disparate departments such
as Healthcare, Social Work, Education and Vocational Training were involved in sound and
appropriate work, they were often operating in isolation without a clear understanding of
what was being achieved elsewhere. In our opinion, the Governor/Deputy Governor
relationship is of particular importance and it is clear from our inspections that where
an atmosphere of co-operation and an agreement of common purpose exist between these two
individuals, then the operation of the prison is much smoother - more especially in the
larger and more complex establishments. It is equally clear, however, that where such
collaboration is on a reduced scale, then a fragmented response across the establishment
may become entrenched. We believe that the qualifications for a Deputy Governor’s
post should include the candidate’s potential compatability with the existing
Governor.
8.7 We have also commented before on the pressures at
Prison Board level, resulting from the large number of initiatives being launched or
developed across the prison system. During the course of this year, these pressures do not
appear to have abated; indeed, as a result of the sudden death of the Human Resource
Director and the intermittent absence due to illness of both Area Directors, these could
well have increased. However, the appointment of a Head of Regime Development and a Head
of Psychology will have helped and we are gratified to note that considerable emphasis has
gone into improving the coordination between SPS HQ and establishments, particularly over
offending behaviour programmes.
Staff
8.8 Recruitment. During the course of 1996-97, a
total of 288 Band ‘C’ Officers either completed their four week basic training
course at the SPS College or started work in prisons. They will remain on probation in
their rank for the next two years, whilst a further 140 recruits are expected to start
this year. These recruits are now required to complete a number of SVQ modules, though
progress on assessment and verification has now started to fall seriously behind - to the
extent that it has proved necessary to extend the probation period for a number of
recruits by six months to enable them to complete that programme. The problem would appear
to have been caused by the enforced mobility among those Supervisors who would normally
act as assessors, though part of the reason could also be attributed to a delay in the
Supervisors being trained for their new role. This unsatisfactory situation has caused
concern amongst recruits, though we support the SPS’s view that standards of recruit
training should be maintained and not diluted as a result of these temporary difficulties.
8.9 Staff Turnover. A total of 415 members of staff
have retired from the SPS since April 1995, whilst a total of 655 new Officers have been
recruited since March 1995. This represents a 25% turnover in the work force and the
assimilation, induction and training of such a large number has represented a considerable
effort on behalf of management at both SPS HQ and individual establishments. However, a
total of 58 of the recent recruits left the Service before the completion of their
probationary period, many having taken up other employment in organisations such as the
Police Service, where pay and conditions were thought to be better - the basic rate of pay
for a Band C Officer is £12,500 per annum. We believe this to be a relatively high
wastage rate.
8.10 Employment/Pay. The full impact of reorganising
into two Officer grades has yet to be measured, though we are aware of some perceptions as
a result of interviewing staff groups. Some Band ‘C’ Officers have begun to feel
as if they were second class citizens within their establishments and that there was a
pressing need for them to be much more comprehensively trained. At the same time,
Governors and staff are also highlighting the problem of a mobile work-force who are
reacting to market forces and shifting jobs, a problem which might have serious long-term
effects. Because of the potential stress involved, some staff may also be reluctant to
move to establishments where there are difficult long term prisoners, a situation which
will have to be carefully monitored if operational efficiency is not to be destroyed. In
our opinion, a means of making more rapid adjustments to staffing issues will have to be
found.
8.11 Training and Personal Development. The
recognition that individual training and development requires the highest priority is
emphasised by management at all levels and it is generally acknowledged that the range of
courses provided by the SPS College is thorough and comprehensive. At establishment level,
most Staff Training Officers are able to show a fully planned programme of training which
is designed to meet local needs and targets but when some plans are examined in depth, it
often transpires that training is not actually receiving the appropriate priority. This is
because it can be difficult to make enough time available to enable staff to attend
individual training courses or to enable groups of staff to make events such as these cost
effective, though an allowance for training is built into the complement of each
establishment allowing for five shifts per Officer per year to be spent specifically on
training. Fundamental requirements such as Control and Restraint and Breathing Apparatus
training can quickly account for an individual Officer’s basic allowance, which may
lead to complaints from staff that little or no opportunities for 'proper' (ie individual
development) training are available. At several establishments the perceptions of staff
(as related to us) were that little or no staff training took place and in such
circumstances, we have advised Governors that much more information on staff training
should be made available on as wide a distribution as possible. We also believe that
management at all levels must monitor not only the quantity of training but also the
quality.
8.12 Staff Sickness. The average number of days lost
through sickness was 16 for each of the 4,600 members of staff employed. Though this was
an improvement on last year’s figures, levels such as these still represent a very
considerable drain on the SPS’s resources. We noted, however, that some individual
establishments had recorded particular improvements over the previous year - eg Aberdeen,
Castle Huntly and Peterhead. These would appear to have been achieved, at least in part,
by a rigorous application by line management of the local Absence Management Policy.
8.13 Staff Facilities. We are pleased to report that
there were some further - if limited -improvements in the standards of staff facilities.
In particular, were impressed with the upgrading and refurbishment of a number of small
rooms for staff at Noranside. That development confirmed what we have always suspected -
that it sometimes takes imagination and determination rather than major resources, to make
a difference.
8.14 Equal Opportunities. Steady progress has
continued to be made in this area. The main issues of contention which were brought to our
attention were over the provision of separate or improved facilities, and in particular
toilets, for female staff. It is reassuring to note, however, that where improvements are
possible, resources are gradually being made to provide the appropriate facilities.
8.15 Industrial Relations. Regular meetings between
central management and the SPS TUS have taken place and formal agreement reached on a
number of issues, including Job Evaluation and a Compulsory Transfer Appeals Panel. A
number of issues, including a revised Code of Conduct and an Alcohol and Substance Abuse
Policy, have yet to be formally agreed and it would appear that the hiatus caused by the
premature death of the Director of Human Resources has not helped this situation.
8.16 During the period under review, the SPS TUS withdrew
their co-operation from the system of Local Whitley Councils. This well tried and tested
system, which has existed in public sector bodies for many years, is a means of ensuring
that all employees are represented in industrial relation terms, irrespective of the size
of their union or the number of members employed at any one site. Under these
circumstances, the local Whitley system has been unable to function and the local
committees now do not seem to meet, much to the disappointment of management. However, the
SPS TUS have expressed their desire for the system to be re-introduced with further
discussions expected.
8.17 The SPS TUS is concerned about the question of staff
morale, particularly in relation to proposals for the introduction of Annualised Hours
Contracts for all staff. This would change the agreed hours to be worked from a weekly to
an annual basis (so that the deployment of staff could be more flexible).
8.18 From an SPS TUS point of view, it would appear that
the year under review has been somewhat disappointing, in the sense that consultation
between staff and management at national level has deteriorated. From a management point
of view, it has also been a disappointing year, with some unions preferring to go to legal
representatives (or even to the media) to progress some matters when internal avenues had
not yet been exhausted. |
