General Administration

11.1 The FSC Manager had overall responsibility for the Administration function, which had been completely civilianised and since our last inspection, the main office and typists’ areas had been refurbished with open-plan layouts reflecting functional responsibilities.

11.2 The General Office Supervisor had line management responsibility for three Administration Officers who had specific responsibilities for Criminal Work; Prisoners’ Wages/PPC/Canteen; and Cash respectively. The Supervisor was also responsible for the Telephonist/Typist and the Administration Assistant. Work sharing and the covering of posts during absences by designated deputies ensured a self-sufficient and well-motivated team.

11.3 The arrangements for the distribution and recording of mail, including Treat Official Correspondence, and the storage and recording of warrants and prisoners’ files and personal property were all satisfactory. Additionally, structures and procedures for the management of budgets and cash accounts were fully in accordance with SPS Financial Management procedures, as were the systems for the security and checking of cash.

Stores/Procurement

11.4 The main Stores area was administered by a Procurement Supervisor, supported by two Procurement Officers with the Supervisor reporting directly to the FSC Manager.

11.5 The Stores function operated from a cramped facility which accommodated the staff office and toilet, as well as the small stores for canteen items, cleaning materials, staff uniform and stationery. The establishment had issued its own Procurement Policy and Delegation of Purchasing Authority which were fully in accordance with the current SPS Procurement Policy. The batching of invoices was being carried out by Procurement personnel and the National KPI regarding the payment of invoices within thirty days was being met.

11.6 The expense store, which was located some distance from the main store, was under the supervision of a designated Residential Supervisor who reported to the Residential Manager. The Supervisor had responsibility for the budgets and the stock control of residential items of bedding, prisoners’ kit and sundry items, whilst the FSC Manager retained the overall procurement responsibility for all items purchased. Additionally, the Supervisor had responsibility for conducting the monthly Condemn Boards which he chaired, supported by the Procurement Supervisor and the Residential Laundry Officer.

Comment

11.7 Overall, we were satisfied with the practices and procedures being followed by the administrative and procurement staff though we have written to the Governor regarding two minor issues.

SPIN

11.8 The local SPIN Co-ordinator was the Security Intelligence Liaison Officer. Throughout the establishment there was a total of 28 terminals but a bid had been submitted for additional hardware. This was mainly to resolve the shortages in the Duty Room, where there was only one terminal which was accessed by all Residential staff as well as by those working in that area, and in the Industries complex where again there was only one terminal. The induction dormitory was the only Residential unit which had a terminal.

11.9 There was no structure within the establishment for training staff in the use of the system which meant that apart from new recruits, who received some training at the SPS College, everyone had to learn from hands on experience.

Comment

11.10 We were disappointed with the rather ad hoc approach to SPIN related matters and suggest that in advance of the receipt of any additional hardware, a proper system should be put in place which ensures that staff who are expected to use the equipment receive proper training. We suggest also that a proper quality assurance plan should be designed and implemented.

Ethnic Minorities

11.11 There was a team of five Ethnic Minorities Liaison Officers (EMLO) which was headed by the Residential Manager. The team structure had been established about six months prior to our inspection but none of the members had received any training in race relations issues, though ways of addressing that shortfall were currently being considered. Notices giving details of the composition of the team were on display at prominent locations throughout the establishment, including the dormitories.

11.12 Under the local procedure, staff in the reception would advise one of the EMLOs of the arrival of any prisoner from an ethnic minority background. The individual concerned would then be interviewed by one of the team during the induction phase and provided with a card containing the names of the EMLO team. As part of that interview process, a pro-forma was completed and the prisoner was advised of the help and assistance that was available. He would also be supplied with a locally produced Information Pack which outlined the SPS’s Race Relations Policy and included the names and addresses of a range of contact groups and agencies. At the same time, the local register of ethnic minority prisoners was updated and a copy of a basic information return about the prisoner was sent to the West of Scotland Community Relations Council, with whom the establishment had established excellent relationships.

11.13 The establishment held a list of interpreters and religious leaders and appropriate arrangements were made to ensure that religious festivals could be observed. Similarly, arrangements were made through the kitchen for any particular dietary requirements, including the provision of halal meat. Copies of the SHAP calendar were available and foreign language information notices were located in the Reception.

11.14 There was normally a small number of ethnic minority prisoners in the establishment but apart from one incident about two years ago, which had been properly investigated, there was no evidence of racial abuse occurring. In an effort further to strengthen the local position, there was a proposal to introduce a local policy on race relations issues which would be brought to the attention of both staff and prisoners. In overall terms, however, we were very pleased with the efforts that were being made to ensure that the needs of ethnic minority prisoners were being properly considered.

Equal Opportunities

11.15 Equal opportunity issues were the joint responsibility of the HR and Residential Managers. There was no Committee, though we were assured that this was being given active consideration and would be in place within the next few months. One of the first tasks for the new Committee would be the production of a local equal opportunities policy; at present, the establishment had adopted the national SPS policy statement. In an effort to heighten awareness, the two Managers currently involved gave regular talks to staff on the importance of this issue.

11.16 Adequate provision had been made for female staff through the provision of a lockable toilet and shower facility in the main staff facility and a toilet in the Administration block with each female member of staff having a key to both facilities. There was also a unisex toilet in the Residential area but we were told that none of the female staff would use it (see paragraph 9.14). Provision for visitors included toilets in the waiting and visits areas with the female toilet in the former area containing baby changing facilities. There was no problem about wheelchair access to the visits area.

Comment

11.17 In general terms, we were satisfied with the arrangements currently in place though we have written to the Governor suggesting that steps be taken to expedite the establishment of the local Equal Opportunities Committee.