Report on HM Prison Shotts

HM Inspectorate of Prisons for Scotland 1998

9. MANAGEMENT AND STAFF

Management

9.1 The Management Team was organised along functional lines. The Residential, Operations, Health Centre and Management Support Managers reported to the Deputy Governor who, along with the Human Resources (HR) Manager and the Heads of Regimes, Estates, Contracts and Finance and Administration reported directly to the Governor. At the time of our inspection, the Governor had been in post for 2| years whilst the Deputy Governor had been at Shotts for 5| years, initially as Head of Operations but then as Deputy Governor since 1996.

Comment

9.2 The team presented as a cohesive group with complementary skills and experience. Many of the managers had been at Shotts for some years and like many of the older staff had a considerable stake in the establishment. A full breakdown of staff in post at the time of inspection is contained at Annex 8.

9.3 The Management Team were proud of the progress which had been achieved and were involved in a range of further improvements as part of the Strategic Planning process. It was recognised that there was a risk of the Team becoming insular and inward-looking but senior managers were aware of that possibility and were considering how networks, similar to the established and successful Heads of Custody network, could be set up with other prison management teams.

Human Resources

9.4 The HR Department, consisting of an HR Manager, a Personnel Officer, an Employee Development Manager and an Administrator, appeared to be fully integrated into the Management Team and aligned to the operational needs and strategic direction of the establishment.

9.5 The HR Manager’s work was divided into four areas – i.e. direct involvement in casework including issues such as sick absence, disciplinary matters and recruitment and selection processes; implementation of HR policy via the line management structure; acting in an advisory capacity to other managers; and responsibility for a number of projects, including implementation of Investors in People and Equal Opportunities.

Training and Development

9.6 The Employee Development Manager reported directly to the HR Manager with the focus of that role being on training management rather than delivery. There was a clearly written Employee Development Strategy which outlined responsibilities, recognised the need to move from training being viewed as classroom based and suggested a variety of delivery modes. It also stated the requirement for training to be tailored to individual needs to carry out particular roles or tasks.

9.7 In addition to the above, there was also a Training Plan which was presented as a prospectus and took account of the establishment-wide needs via the Strategic Plan, the team or functional needs from Supervisors and individual needs from the Personal Performance Programme. Where possible, line managers were utilised to deliver training.

9.8 An impressive system of requesting training, which caused the individual and their line manager to clarify why a course was required and what workplace changes would be evidenced after delivery, was in existence. This linked directly with a post-training evaluation and to a later follow-up evaluation based on performance at work. It was considered that this helped to ensure that best value was being gained from the training investment.

9.9 There was an Employee Development Strategy Group which met monthly with its role being to monitor the delivery of priority training such as Control and Restraint. The Group also considered bids for funding for further education programmes. An examination of the minutes of meetings indicated that the group was operating within the spirit of the Employee Development Strategy.

9.10 Within three of the four Residential Halls there was an area which could be utilised for training; further resources included classrooms away from the residential environment. The Staff Library was appropriately stocked, in addition to which the staff had access to a multi-media facility which showed promising potential.

Scottish Vocational Qualification - Custodial Care

9.11 A full time SVQ Co-ordinator reported to the Operations Manager. There was a strong commitment to the attainment of SVQs and that all relevant staff were either on or ahead of target.

Equal Opportunities

9.12 The HR Manager was supported in this area by a Committee which met monthly. There were currently eight Committee members - all of whom were volunteers – of whom an average of four attended each meeting. Minutes reflected a focus on gender issues, with a wide range of discussion signalling pragmatic decision-making in, for example, the area of staff facilities. Efforts had also been made to establish staff’s views on Equal Opportunities through the positive initiative of hosting a number of Listening Groups. Three such groups had been held - one for male staff, one for females and a mixed group - with feedback from those groups being utilised as the basis for a training plan.

Staff Facilities

9.13 Within the Administration building there was a staff muster area which, in addition to an electronic media board, contained a number of sources of information for staff including copies of the Governor’s Order Book and notice boards. This was also one of three separate locations containing staff lockers, the other two being in rooms adjacent to the muster area. All staff had a locker but the facilities in which they were located were very cramped. Within the largest of the locker rooms there was a female toilet/shower area; the male toilet/shower area was in another area, close to the muster room. Within each of the Residential Halls, there were two staff toilet areas and adequate facilities existed for staff working in other parts of the establishment. Staff had access to the gymnasium facilities at lunchtimes and within that area there were separate male and female showering areas.

9.14 Close to the visits area there was a purpose built facility which contained a kitchen area with cooking and washing facilities, a large dining area which also had a television and a pool table (though that particular item was in a poor condition) and a smaller TV lounge area with a number of easy chairs. Although spacious, the whole area was rather uninviting and characterless and we were told that it was used by very few staff.

9.15 In addition, there was a privately run facility located outside the Gate where a full range of snacks and meals was on offer. The facility, which was open from 0640 to 1800 hours Monday to Thursday and from 0640 to 1430 hours on Friday, was used by a large number of staff.

Comment

9.16 In terms of overall size, facilities for staff working in the establishment were reasonable. The main cooking/dining facility, however, was not a place where staff wanted to spend any time. We were advised that proposals were being drawn up to provide a completely new facility in the area of a former garage and that under those proposals, there would be one large locker room and a separate dining/rest area. We were told that staff would be consulted on the plans for this new facility for which a bid for funding would be submitted in the next Strategic Planning round, a proposal which we fully support.

Staff Perceptions

9.17 During the course of the 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 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. 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 were generally described as being good though some staff said that they were unsure of the role of the Unit Managers which was not helped by the fact that their offices were not located in the Halls. There was a view that some changes within the establishment were driven by the need to cut costs.

9.20 Inter-Staff relationships were said to be much better than they had been at the time when the new staffing structure had first been introduced and that an air of co-operation prevailed.

9.21 Staff Morale was described as being good regarding local issues and was said to have been helped by the fact that staff could control prisoners in an under-stated and quiet way, which led to improved perceptions of safety. However, at a national level, there was criticism of the system of performance related pay with claims that the marking system was being manipulated in some way in order to save money. It was felt also that there were inconsistencies in the level of marking between establishments leading to staff - and in particular those at Shotts - losing out.

9.22 Staffing levels were described as sometimes being less than adequate to provide relief cover for areas such as staff training or prisoner escorts. We were told that the establishment was often working under complement but without any curtailment to the regime with claims that Management preferred to operate with posts short rather than allow TOIL levels to accumulate.

9.23 Industrial relations. We were advised that a new Local Branch of the Scottish Prison Officers Association (SPOA) had recently been formed and that meetings were being held with senior Management with a view to establishing a framework for working together. It was suggested to us that the SPS should consider introducing some form of job weighting which would reward those staff who were expected to work at the ‘sharp end’ of the system and who consequently were the ones who suffered stress from working constantly with the more difficult prisoners - paragraphs [ ].

9.24 Relationships with prisoners were mixed. Those in the Operations group to whom we spoke felt that because of the nature of their duties, they were often brought into conflict with prisoners and consequently, relationships were described as not very good. On the other hand, staff in all the other functional areas felt that relationships were generally good due to a mutual understanding of what is acceptable within the establishment. It was also suggested that relationships between staff and prisoners at the top end of the local progression system were generally better than those within ‘A’ Hall.

9.25 Staff training was said to be good. There was praise for the quality of training and for the range of topics on offer and we were told that the training plan for the establishment reflected staff’s development needs as identified through personal development plans. We were told also that SVQs for probationary staff were up-to-date and that Management had put a lot of effort into ensuring that that position was being maintained. The main criticisms were that staff shortages often made it difficult for staff to get access to the training. The facilities for SDBA and C & R training were described as poor and with the site due to be converted to new staff facilities, there was no indication of where the new training facility would be located - paragraphs 9.6-11 and 7.24.

9.26 Staff facilities were described as poor with particular criticism being levied at the number of showers and the poorly maintained staff rest room. Staff welcomed, however, Management’s proposals for a general upgrade of the facilities - paragraphs 9.13-16.

9.27 Communications were described as requiring improvement. We were told that locally, there was a lack of co-ordination and that the communication channels from SPS HQ were often poor. It was said also that improvement was required with regard to the communication of Management initiatives as the present system only led to rumour and unnecessary speculation and anxiety. Finally, it was claimed that there were insufficient SPIN terminals within the establishment to facilitate a proper dissemination of information from the local Shotts Forum - paragraphs 9.30-31 and 11.11-13.

Comment

9.28 Staff’s views on their generally positive relationships with Management confirmed the conclusion that we had separately reached that whilst cost was a factor in some of the changes within the establishment, we were of the view that Management were also seeking ways generally to improve the environment for both staff and prisoners. We were pleased to learn that inter-staff relationships had improved and the views expressed about staff morale were consistent with those expressed by staff in other establishments, though we found no particular evidence to support the view that Shotts staff were being treated unfairly under the marking system. Similarly, we were given no evidence in support of the claims made about posts being deliberately left vacant to allow TOIL to accumulate. We considered that staff/prisoner relationships were positive throughout the establishment and not just in the Residential function. We shared staff’s views about the quality of the training that was available to them and we were particularly pleased to learn of the progress that had been made with SVQs. As noted in this report, there were proposals to upgrade the staff facilities; similarly, Management was aware that there was a need to improve communications within the establishment.

Industrial Relations

9.29 We met representatives of the Local Branch Committee of the Scottish Prison Officers’ Association which had been only recently reformed after the resignation of the previous Committee following a dispute within the Union. The Committee had participated fully and frankly in a workshop with senior managers, which had been held to re-establish dialogue following an extended period without formal communication. Relationships with management were described as amicable with an understanding of each other’s priorities. The Local Branch Committee had been consulted about issues and proposals for the establishment’s Strategic Plan, which was being reviewed at the time of our inspection. There was one formal dispute on revised attendance patterns which had been deferred pending agreement of a national framework document. Discussions were, however, taking place about the consequences of planned changes to the progression system. They told us that the general impression of their members was that Shotts was a much better place to work and to serve a sentence than before and they believed that more open communication between prisoners, staff and managers was a major factor in this most welcome improvement.

Communications

9.30 Formal communications were conducted via monthly team briefings which covered local and national issues, a Shotts Forum on the SPIN network, the Governor’s Order Book, an electronic bulletin board in the staff muster area and the usual SPS HQ Circulars and Notices. Once a month there was a Heads of Department meeting in addition to which, there was a weekly business meeting for senior managers. We were advised also that informal discussions at all levels played an important role in communications throughout the establishment.

9.31 Senior Management was of the view that a good working environment included good communication but the recent Third Prison Survey had indicated that only 20% of staff at Shotts were satisfied with the local communications structure. To their credit, Management was aware of possible weaknesses in the system and over the last 12 months, a communications audit had been carried out in the establishment. The results of that exercise were expected in November 1998 and should provide the backbone for future communication strategies.

Community Liaison

9.32 The Prison had a number of initiatives aimed at maintaining good local community relations. For example, a number of handicapped children visited the establishment once a year for a fun afternoon and over the winter months, the prison band played a number of concerts for various local organisations, including pensioners and the mentally handicapped.

9.33 In addition, uniformed staff delivered talks about the Prison at meetings of local groups and students from a number of Colleges had visited the establishment. Visitors to the Prison were able to purchase items made by prisoners in the Crafts Workshop and the establishment was involved in a project to provide a contrast between a modern prison and Stirling Old Town jail.

Butler Trust

9.34 Responsibility for administering the Scheme rested with a Local Assessment Panel which was chaired by the Management Support Manager with the other two members being Supervisors from the Segregation Unit and the Regimes function. The Panel had also assumed responsibility for the Scheme in the NIC.

9.35 The Panel was very active in promoting the Scheme and in addition to posters on display within the establishment, the Governor’s Order Book, Team Briefing and the general line management structure within the establishment were also used. In recent times there had been a number of nominations put forward, most of whom had received a Certificate of Nomination. However, the main achievement had been the success of the establishment’s FCDO team who in 1997 had received an Award from the Trust.