Management

9.1 The Governor led a senior management team within which the Heads of each of the core functions - ie, Programmes/Activities, Residential and Operations - reported to the Deputy Governor whilst the Heads of HR, Estates and Finance/Services/Contracts (FSC) reported direct to the Governor. The FSC Manager’s span of control also included the Clinical, Catering, Social Work and Chaplaincy services.

9.2 The management team had changed significantly over the 12 months prior to our inspection and represented a cross section of experience within the SPS. Several managers had fairly recently assumed new roles and those interviewed expressed the view that they were now working as a cohesive group with a shared sense of purpose and a commitment to achieving the establishment’s strategic objectives.

9.3 The Governor met daily with the senior management team and once per month with all other Heads of Department. Communications between all parties appeared to be positive and purposeful.

Comment

9.4 At senior management level the structure and the related spans of control appeared to be appropriate for the establishment’s purpose. The recent stability which had been brought to the structure in relation to management personnel is welcomed and will be necessary if the establishment is to achieve its strategic priorities.

Staff Training

9.5 Staff training has been radically restructured since our last inspection. Following the departure of the Staff Training Officer in April 1997, there had been a temporary hiatus until the external appointment of a specialist Training and Development Manager who had taken up post in September 1997. The postholder reported directly to the HR Manager and received clerical support from the HR Manager’s Administrative Assistant.

9.6 The Training and Development Manager’s appointment had coincided with senior Management’s decision to seek Investors in People accreditation for the establishment and as one of three Project Leaders associated with that aim, he had been given the task to:-

• Develop and deliver an effective staff communication strategy, actively to promote Training and Development.

• Develop and implement an establishment Training and Development Plan.

• Develop and implement appropriate evaluation tools accurately to measure training delivery and quality of training programmes.

9.7 He was being supported in that task by a Staff Training Group which had representatives from all the relevant functional areas. The recently produced Training and Development Plan for 1998-99 had been closely aligned to the Initiatives agreed within the establishment’s Strategic Plan and was competency-based, as identified by a Training Needs Analysis of individual staff. The process of planning, training and development was therefore, based on the assessment of current competencies weighted against both the SPS’s and the establishment’s strategic direction and organisational objectives.

9.8 A revised Induction Programme for Operations Officers and civilian recruits had been introduced and a monthly Training Brief Newsletter now kept all staff fully informed of both training courses and new developments. Links with the SPS College were being maintained through the recently appointed College Liaison Officer and excellent working links had been forged with relevant local Colleges and training agencies. A multi-media facility had been provided within the Staff Training Office. It was available for use throughout staff’s working day and was proving extremely popular.

9.9 The Training and Development Manager recognised the inadequacies of the present staff library facility and had placed its future development high on his list of priorities. That said, he had significantly increased the range of material available within the Video Resource Library, particularly in relation to Health Education topics.

9.10 Accommodation provided for the Manager and the staff training facility was in our view totally unsuitable to meet the current and future training needs of the establishment. The Training Unit presently occupied three-quarters of a wooden construction and accommodated the Manager’s Office, the classroom facility, the staff library and the Multi-Media facility, all within the same floor space. The training budget appeared suitable to meet current needs though considerable future investment will be required to upgrade the staff library and possibly to out-house training due to the inadequacies of the current facility.

Comment

9.11 Given the very low starting base and the radical restructuring undergone by staff training, we were pleased to note the significant and fundamental advances which were being made in a relatively short period of time. The professional expertise and enthusiasm which the present Training and Development Manager had introduced to the training function had raised the profile and the importance of training targeted towards the successful achievement of the establishment’s Strategic Objectives.

9.12 We were disappointed that the existing facility was totally unsuitable to meet the needs of the training function and we strongly support the current Strategic Initiative to create a new Learning Resource Centre within the present Estates accommodation area.

Staff Facilities

9.13 The main staff facility was housed in a temporary building and contained a food preparation area with adequate cooking and storage facilities and a dining/rest area in which were located a video and satellite TV facility. Within that area there was also a male staff toilet/shower. In recent times, the area had been extended to provide a new locker room and we were assured that every member of staff had been provided with a locker. We noted also that the lockers were large enough to take most items that staff might wish to bring with them to work. Also within that facility, there was a lockable area which contained a shower, toilet and wash-hand basin exclusively for the use of female staff, all of whom had been provided with a key.

9.14 In addition to that main facility, there were toilets and wash-hand basins in all the worksheds and a staff shower had also been provided in the Gardens area. There were male and female toilets in the Administration block and the Social Work Unit with that latter area also having a shower. In the accommodation area, there was only one toilet which contained a w/c, a wash-hand basin and hot water facilities. The area in question was very shabby and untidy and was also used by the passmen as a brush store; we were told that it was never used by female staff.

9.15 At the time of our inspection, work was ongoing to upgrade the facilities for staff working in the Duty Room. We were satisfied with the arrangements for night shift staff to have access to cooking and toilet facilities.

Comment

9.16 In general terms, the staff facilities were reasonable with the only exception being the toilet in the accommodation area. In the report of our last inspection, we had described that area as being inadequate but unfortunately there had been no improvement in the intervening period. We suggest, therefore, that steps should be taken to upgrade that facility to an acceptable standard.

Staff Perceptions

9.17 During the course of our 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.

9.18 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 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.

9.19 Relationships with Management: The majority of staff were satisfied with current management structures and the forums which were available to enable them positively to contribute to the strategic planning for the establishment and the delivery of agreed targets and initiatives. However, Supervisors expressed the view that they felt overloaded with the increasing range of tasks and responsibilities they were required to undertake and this was negatively impacting on their ability to free up quality time effectively to line manage and develop their staff. Residential staff felt that too much change was being introduced too quickly and that the reasons for change were not always clearly being communicated.

9.20 Relationships with Prisoners: These were generally described as good though concerns were expressed about the pressures associated with lack of adequate card-phone facilities in the main Dormitory areas; the increase in dormitory maximum numbers from 24 to 27; the limitations of having recreational facilities exclusively confined to each Dormitory area and the withdrawal of the former central recreational facility in the dining Hall; the perceived increasing division between the privileges associated with the drug free dormitories as opposed to the mainstream dormitories; and supervision levels in the dining hall where seven staff regularly supervised in excess of 350 prisoners. There was also some criticism of the decision to introduce a modified regime dormitory, which was viewed as primarily meeting Barlinnie’s need, to broaden the criteria of those eligible to be transferred to Low Moss rather than Low Moss having proper facilities and staffing levels to cater adequately for the needs of this group - paragraphs 5.1.4-5.1.6.

9.21 Staff Training: There was a unanimous view that the quality and range of staff training had improved following the appointment of the new Training and Development Manager and the improved links with local Colleges and training agencies. Facilities were, however, considered to be poor. New training initiatives aimed at assisting Supervisors further to improve their performance and management skills were currently being introduced but whilst these were welcomed, it was claimed that basic training in core areas such as fire precautions, control and restraint and First Aid required greater priority. We were also told that most of the Operations staff were behind schedule with their SVQ targets with the main difficulty being the problem of finding time to spend with their Assessors, a view shared by the Supervisors - paragraphs 9.5-12 and 9.19.

9.22 Staffing Levels: Although it was accepted that current staffing levels matched the establishment’s agreed complement, the general view was that the levels failed fully to meet present and future demands and standards of service delivery. The imbalance was presently greatest with regard to the Operations function, with Residential staff often having to cover posts in that area. It was claimed also that shifts often operated with posts uncovered but never with any restriction to the regime. There was, however, a general acknowledgement that a bid had been made within the 1998-99 Strategic Plan for additional Operations Officers.

9.23 Communication: The general consensus was that whilst communication systems were generally clear and effective within the management grades, improvements were required with basic grade staff. It was, however, acknowledged that this issue had been recognised within the 1998-99 Strategic Plan and was being reviewed by a Project Team under the leadership of the Deputy Governor as part of the Investors in People Initiative.

9.24 Staff Facilities: We were told that in the main, facilities were satisfactory and particular mention was made of the gymnasium, the staff locker room and the cooking facilities. The major area of criticism was the inadequacy of the shower facilities, with only two being available at any one time. Negative comment was also made regarding the availability of only one staff toilet in the entire main dormitory complex - paragraphs 9.13-16.

9.25 Prisoner Programmes: General concern was expressed regarding the lack of programme delivery and suitable facilities in which to deliver programmes. Staff were also unhappy about the fact that enhanced regimes and privileges were tied exclusively to drug free dormitories. Mixed views existed regarding the effectiveness of Alba House and some staff felt that the considerable resources involved were being concentrated on a relatively small number of prisoners, whereas a considerable proportion of those resources would be better deployed meeting the needs of the majority of the prisoner population - paragraphs 5.19-20.

9.26 Industrial Relations: The view was that all issues between the Scottish Prison Officers Association (SPOA) and Management were dealt with on a confrontational basis. It was claimed also that there appeared to be a breakdown within the local Trades Union structure because those who were not members of the SPOA were no longer receiving communications from their Union - paragraphs 9.31-34.

9.27 Staff Morale: This was described as being fairly low and it was suggested that the introduction of Performance Related Pay was causing resentment among staff. It was claimed also that there should be a review of the pay bandings because they were no longer applicable to the jobs being done, particularly on the Administration side.

9.28 TOIL: We were told that whilst levels were high, staff rarely got the time off when they wanted, particularly on the Operations side where the small number on the complement left little scope for time off at weekends.

Comment

9.29 We found ourselves to be very much in agreement with most of the issues raised by staff. We shared their concerns about the number of card telephones, the size of the dormitory populations, the differences between the drug-free and the standard regimes and the need to consider the full implications of the modified regime policy, though we did not see the withdrawal of dining hall recreational facility as a major loss - a view coincidentally shared by the prisoners. We were pleased to hear their positive comments on the recent improvements to the quality and range of staff training and again, we shared their views about the poor training facilities. As regards staffing levels, our views are that there needs to be a review of the roles being undertaken by staff in order to enhance their quality in order to bring them into line with current SPS policies, particularly with regard to the delivery of prisoner Programmes. We agreed that there was a need to upgrade the staff toilet in the dormitory complex but considered that overall, staff facilities were reasonable. We found no evidence that TOIL levels were particularly high though we accept that smaller numbers on the Operations side must inevitably mean that getting days off at convenient times can be a problem. Perhaps a reconfiguration of resources between the Residential and Operations functions would help ease that particular difficulty. Finally, we recognise with the concerns expressed about relations between the Local Branch of the SPOA and Management, hence our suggestion for a series of informal meetings (see paragraph 9.34).

Staff Grievance Procedure

9.30 The Staff Grievance Procedure was managed by the HR Manager who maintained all records in the approved manner. Since the scheme had been first introduced, there had been about 25 cases raised, mostly by one individual; in the 12 months prior to our inspection there had been only one case. Procedures at the time of our inspection appeared to meet laid down requirements and we were satisfied that staff were aware of the existence of the scheme and how to pursue a case should the need arise.

Industrial Relations

9.31 We met with representatives of the Local Branch Committee of the SPOA. In common with other establishments, the Whitley Council system was in abeyance awaiting a national agreement as to how it should proceed.

9.32 We were told by the SPOA representatives that relations between their Committee and management were not good. We were provided with an extensive list of issues which they wished to bring to the attention of the Inspectorate but after examination of this list, the Committee were advised that it was our opinion that all of the issues should properly be processed through the Governor and/or their own Executive Committee in accordance with nationally agreed procedures.

Comment

9.33 It was disappointing that Low Moss, like every other SPS establishment, still had no Whitley Council arrangements in operation, a situation which was resulting in many SPS employees being without any formal Industrial Relations representation.

9.34 The Local Branch Committee clearly felt that communication difficulties existed between themselves and the Governor. In our view, those difficulties were perhaps being exacerbated by the fact that on the occasions when both sides did come together, it was normally about an issue of dispute or confrontation rather than one of mutual interest. We suggest, therefore, that the Governor and the Local Branch Committee should schedule a series of informal meetings to discuss matters of professional and strategic interest which fall outwith the normal formal procedures. We believe that this could lead to a greater understanding of the contrasting perspectives of either side.

Butler Trust

9.35 At one time, Low Moss had a very active Butler Trust Committee and in recent years, there had been two Award winners. However, following the retirement of the Committee Chairman, active involvement in pursuing the aims of the Scheme had slipped to the extent that no one had been taking responsibility for its promotion.

9.36 In recent times, however, the Programmes/Activities Manager had assumed that role and had reconstituted the Committee. The new body now also included a Supervisor and two Officers though at the time of our inspection, it had not yet had its first meeting. One of the principal tasks for the new Committee would be to ensure that the Scheme was being given sufficient publicity, either through posters and notices or by word of mouth. Full support in promoting the Scheme was being provided by senior management.