HMIP Annual Report 1997-98

9. Organisation

*These Figures include Off-Line/Supernumerary Posts but exclude Part-Time Chaplains and Medical Officers

Introduction

9.2 The SPS is entering the fourth year since its new staffing structure was defined and it is acknowledged that staff at most levels are now responding well to more empowerment and to the many challenges which this major reorganisation has brought about. Fundamental changes are being achieved despite the parallel strains imposed by ever increasing prisoner populations and overcrowding.

Management

(i) SPS HQ Level

9.3 We understand that a report was commissioned to advise the Prisons Board on the management of change. This included some options for restructuring in SPS HQ, an issue that has been subject to frequent debate in the past. It is not known whether recommendations in these areas are likely to be taken forward. Nor is the Inspectorate entirely able to judge, for example, whether there should be separate Managers for Remands, Young Offenders and Women, Long Term Prisoners etc., rather than the present geographical arrangement of two Area Directors.

9.4 There have been further lengthy sickness absences at Director level, this being the second year in succession that this has occurred. We recognise that these will have produced considerable pressures in such a small and tightknit management structure, but acknowledge that much has still been achieved in 1997-98, despite these and many other difficulties.

(ii) Establishment Level

9.5 Staffing budgets have now been delegated to Governors-in-Charge. Whilst this has significantly increased their work-load, it has given establishments almost total responsibility for managing their own human resource complement on a day to day basis. Separately, the introduction of performance related pay has demanded a much more focused approach to the setting of job objectives and the identification of individual personal development plans, via a more systematic process of training needs analysis.

9.6 Middle management has been strengthened by the external recruitment of ten Direct Entry Managers who are currently completing their Unit Manager competency assessments.

(iii) Co-ordination

9.7 Previously we have highlighted the need for there to be much greater compatibility between Governors-in-Charge and their Deputies. A further year of inspection has confirmed that this is a key issue and one which we suggest the Prisons Board and Area Directors must continue to monitor closely. Where there is an atmosphere of co-operation and an agreement of purpose between these two individuals, whilst at the same time there may be a contrast of individual skills and style, we have observed that staff and prisoners will tend to progress in a much more coherent and measured fashion. We believe that when making appointments as Deputies, selection boards should take this aspect more fully into account.

Staff

(i) Recruitment

9.8 During 1997-98, a total of 267 Officers have joined the SPS, a number similar to levels of recruitment in previous years. This should be viewed in the context that over 900 new prison officers have now joined since the new staffing structure was introduced in March 1995, which represents a very considerable change of outlook across the entire SPS. In turn, we believe that because individuals are being targeted for the specific skills they can bring from the outside community, standards and quality of service delivery are improving in Administration and other areas, as well as in Operations. Meanwhile, 53 prison officers on probation left last year to take up employment elsewhere. Though we have been critical of the relatively high wastage rates involved, it could well be that the higher calibre of recruit is more likely to be in demand with other employers. The Prisons Board has increased the pay of Operations Officers who complete their probationary period by £1,000 (i.e., to approx £14.5K per annum, excluding the non contributory pension scheme).

(ii) Pay

9.9 The 1997 pay award for SPS represented an overall increase of 4.25% and was amongst the highest in the public sector. However, there are still two issues which come in for almost unanimous criticism from staff. The first is pay band differentials, though the Prisons Board has gone some way towards resolving this issue by elevating the percentage increase from 5% to 7% when individuals move to a higher pay band. The second issue concerns a lack of confidence in the concept of performance related pay, though it has now been proposed that this will be reviewed in order to achieve a more equitable application across the service.

(iii) Training and Personal Development

9.10 Previously we have expressed concern that the SVQ assessment and verification process was falling behind at several establishments. However, we are pleased to see that most are now committing the resources which will allow them to catch up. Meanwhile, this year the major emphasis at national level has been to deliver accredited competency based training to staff at all grades, including SVQs for all Officer Recruits. Additionally, an integrated Management Development Programme has been developed which covers first line, middle and senior management and is underpinned by nationally accredited programmes (IMDP/NEBS).

9.11 The delivery of local training has been restructured, with greater autonomy now being made available in the choices of appropriate training service providers outwith the SPS College. Some establishments have also appointed their own professionally qualified Training and Development Managers. These measures will be further enhanced by the recent SPS commitment to gain "Investors in People" status at every prison establishment by the millennium. The SPS College has appointed a Project Manager to assist in the achievement of this worthy objective.

9.12 At Aberdeen, we were impressed by the strong line management commitment which was being given to staff development and training. However, it is evident that there are still residual difficulties at establishments, both in relation to the integration of training responsibilities at all management levels and in ensuring that staff training is given a priority equal to that of other functional requirements. We believe that management at all levels must accept more ownership of local training and ensure that its quality is constantly being monitored and assessed.

(iv) Staff Sickness

9.13 Last year the average number of days lost in establishments through sickness was 15 for each of the 4,800 SPS members. Whilst this represented an improvement on the previous year’s level, it still represents a very large financial drain on the SPS (approximately £6 million last year). Our inspections have shown that some establishments have managed to record some quite dramatic reductions; for example, sickness levels at Aberdeen are at an impressive average of only 7.5 days. Similarly, Greenock and Peterhead have greatly reduced their figures and we believe that many of these improvements can be accounted for by pro-active absence management policies (and perhaps at Aberdeen, by the additional factor of an excellent staff training system).

Equal Opportunities

9.14 Our inspection reports have continued to comment favourably on the progress being made at most establishments. The appropriate structures are in place positively to promote equal opportunity issues, as evidenced by a steady increase in the number of women being recruited to the SPS - a total of 235 female staff are now in post within the Operations and Residential functions of male establishments. Nevertheless, achieving an appropriate balance between male and female staff which effectively meets the needs of individual establishments will continue to be of significance.

9.15 In our view, the under representation of ethnic minorities within the SPS still continues to be an issue. This might best be resolved via Equal Opportunities legislation which permits a proactive approach of "positive action" to the recruitment of individuals from ethnic minority groups.

Staff Facilities

9.16 Progress in upgrading staff facilities at many establishments has continued, though formal and intermediate inspections, including those of Aberdeen, Longriggend and Barlinnie, have continued to illustrate contrasting standards. These range from the barely adequate and cramped facilities at Aberdeen to the new and impressive purpose-built facility at Barlinnie, which is scheduled to open in June 1998.

Industrial Relations

9.17 An agreement has still not been reached between central management and the SPS TUS regarding the system of local Whitley Councils, which means that a large number of SPS employees are not being formally represented at national or local level. We believe that the creation of local Whitley Councils is the best route through which the representation of all staff can be assured. We have been told that several issues continue to be unresolved - for example, policies on alcohol and substance abuse, fitness standards for new recruits, the trawling system, staff handbook and Equal Opportunities. Equally, formal arrangements have been reached on a new Code of Conduct, the establishment of a joint National Health and Safety Committee, staff uniforms and pay.