| Report
on HM Prison Shotts
HM Inspectorate of
Prisons for Scotland 1998
11. ADMINISTRATION AND OTHER SERVICES
General Administration
(i) General Office
11.1 The layout of the main Administration area had been
changed since our last inspection and now comprised five offices on the upper floor of the
main Administration Complex. The accommodation fully reflected the functional
responsibilities and needs of the postholders.
11.2 The Finance and Administration Manager had served in
that post for two years and also acted as financial adviser to the NIC and HM Unit Shotts.
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 and the storage and recording of warrants, prisoners’ records and personal
property were all satisfactory. Additionally, structures and procedures for the
management, delegation and checking of budgets and cash accounts were fully in accordance
with SPS Financial Management Procedures, as were audit trails for the security, lodging
and checking of cash.
11.4 The importance of financial management was indicated
by formal monthly reviews of this area by the Senior Management Team and by an initiative
to replace cash payments for canteen purchases with a ‘bag and tag’ system.
(ii) Stores/Procurement
11.5 There were two separate stores areas, one to
accommodate industrial items and one for domestic items. Line management responsibilities
for both areas and the cashier was carried out by the Finance and Procurement Supervisor,
whose office was located in the Industrial Stores area. This busy area was staffed by two
Procurement Officers and one Stores person and serviced the needs of 12 workshops,
including the recently introduced Enhanced Work Parties in the Wood Shops. This
well-managed and efficient stores area had a positive working relationship with SPS
Central Stores and was responsible for preparing the establishment’s trading
accounts, in addition to the procurement of raw materials and industrial plant.
11.6 The Domestic Store was staffed by three Procurement
Officers with a fourth Officer, who provided relief cover for both Stores, also based
there. It accommodated all the establishment’s domestic supplies, canteen stocks and
staff uniforms, as well as temporarily housing the Catering Department’s flow freezer
during the refurbishment of that area.
11.7 Staff in both areas had received appropriate training
in stock registration/control and purchasing procedures. The payment of invoices within 30
days of delivery exceeded the SPS Key Performance Indicator.
11.8 Although we were content that appropriate line
managers were aware of their delegated purchasing authority, there was no written
procurement policy and delegation of purchasing authority manual as required by SPS
Procurement Procedures, though we were advised that this was being addressed.
Comment
11.9 We are happy to acknowledge the significant
improvements made in finance, general administration and procurement since our last formal
inspection and the professionalism and commitment of all staff in these important areas.
Our previous criticisms regarding layout and proper storage had been addressed and both
stores were examples of good practice in this regard. The new layout of the general
Administration area is also worthy of mention.
11.10 The movement of considerable sums of money into and
out of prisoners’ Private Cash Accounts without any regulation or guidelines is not
one that is peculiar to Shotts. However, given concerns about illicit activity within the
prisoner sub-culture, we suggest that a review of procedures be carried out centrally to
provide guidance in order to control this activity.
SPIN
11.11 The local SPIN Co-ordinator (LSC) was the Procurement
Supervisor who had been in post for two years. He was well qualified for this position
having spent three years as a member of the SPIN Support Team based at SPS HQ. His Deputy
was a nominated Procurement Officer.
11.12 In the main Prison, the NIC and HM Unit Shotts there
was a total of 55 terminals, 20 stand-alone computers and 30 printers located in the
various functional areas. In addition, in order further to promote efficiency and improve
response time, newly upgraded hardware was due to be introduced shortly after our
inspection. There was also a comprehensive procedures manual.
11.13 Training in the use of the system had been
incorporated into the local staff training programme and all appropriate staff had
received training relevant to their functional areas.
Race Relations
11.14 The EMLO had received no formal training but had
attended the annual meeting of EMLOs held at the SPS College.
11.15 A local policy statement, based on the SPS Race
Relations Policy, was displayed in the prisoners’ library but was not displayed on
notice boards in the Residential areas or the workshops. We noted that the ethnic
minorities Reception return had not always been completed timeously following every such
admission and this had resulted, on occasion, in late notification and follow-up by the
EMLO. However, a range of information cards in a number of languages was available at
Reception and a detailed register of all prisoners from ethnic minority backgrounds was
being maintained. At the time of our inspection, the establishment was holding ten such
prisoners, the majority of whom were from mainland Europe.
11.16 Appropriate arrangements were in place for religious
diets and attendance at worship. There was also a supply of books, tapes and videos in
various languages but the current SHAP calendar was not available in the establishment.
Comment
11.17 Reported incidents of racial harassment and/or
assault were rare. The EMLO had established positive relationships with relevant community
organisations, including the West of Scotland Community Relations Council and had
networked effectively with his colleagues in other establishments.
11.18 Key services continued to be provided for ethnic
minority prisoners but could be accorded a higher profile. To this end we suggest that:-
11.18.1 The present EMLO should receive specific training
in race relations;
11.18.2 A designated deputy should be appointed to provide
support and to ensure continuity of service;
11.18.3 Staff training regarding race relations should be
incorporated into the local staff training programme, including refresher training for
Reception staff regarding their specific responsibilities;
11.18.4 SHAP calendars should be ordered on an annual basis
and distributed to all relevant areas; and
11.18.5 The local Race Relations policy statement should be
distributed and displayed in all relevant areas of the prison. |
