A DIFFERENT LENS: Report on a Pilot Programme of Active Citizen Forums in Prison the Prison Reform Trust Works to Create a Just, Humane and Effective Penal System

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A DIFFERENT LENS: Report on a pilot programme of active citizen forums in prison The Prison Reform Trust works to create a just, humane and effective penal system. We do this by inquiring into the workings of the system; informing prisoners, staff and the wider public; and by influencing Parliament, government, and officials towards reform: http://www.prisonreformtrust.org.uk

Cover image: Her Majesty’s Pleasure, Lucy Willis

ISBN: 978-1-908504-38-8

Printed by Conquest Litho Table of Contents

Different Lens: executive summary 1

Acknowledgements 2

Foreword 3

1. Introduction to active citizens forums 4

2. Background: Consultation in prisons 5

3. The process: How it works (and lessons for improvement) 7

4. A different lens 11

5. Developing skills and taking responsibility 16

6. Improving prisons 20

7. Reflections 24

Appendix 1 27

Appendix 2 29

Appendix 3 30

Appendix 4 36

Appendix 5 37

References 42

DIFFERENT LENS: EXECUTIVE SUMMARY

The Prison Reform Trust launched the active citizens programme in 2015. We ran active citizens forums in ten prisons, working with groups of prisoners to study a specific problem and propose solutions for the governor to consider.

Aims: • Draw on the perspectives of people in prison to tackle a selected theme and report to the governor • Give residents a chance to exercise responsibility inside prison • Encourage governors to improve conditions of prisons.

PRT meets the governor to decide on a theme for the forum. We recruit eight to 12 prisoners to the forum. The forum holds four sessions to examine the problem, analyse its causes, and decide on possible solutions. The forum sends its report to the governor. The governor meets the group to discuss their proposals.

We tackled topics such as preventing fights, keeping the environment clean, treating prisoners as adults, and preparing for release. The forums allowed governors to see problems from the prisoners’ point of view. For example, if prices increase at the prison shop (canteen) but wages stay the same, disputes will arise and violence may increase.

Each forum is a creative process that belongs to the residents. Members determine the ground rules for working together, freely discuss the problem and its causes, and come up with their own solutions. The structure is adaptable. For example, one group was drawn from a single wing; another met on four consecutive days; and one conducted a survey to gather evidence about the topic. No one knew ahead of time what each group would propose; they were free to decide on what to recommend.

As forums started to think of solutions, the members felt more comfortable taking some responsibility for improving the prison. Just making recommendations was an act of trust that their suggestions would be taken seriously.

The approach works well at providing senior managers with a residents’ analysis of a specific theme or concern. It provides benefits for the people who take part, and enables them to exercise responsibility for their prison community in a new way. We hope that as we develop the method, the forums can become even more effective at targeting improvements to prisons.

1 Acknowledgements

There are many people who made it possible for the Prison Reform Trust to run active citizens forums. First, we thank the Violet and Milo Cripps Charitable Trust. A long-time source of support and inspiration for our work,as well as this programme they funded earlier projects on active citizenship in prisons. They took a leap of faith, investing in the active citizens forums as an untested initiative. We are grateful for the additional support of the Bromley Trust and the Sir James Reckitt Charity who are enabling PRT to take the proagramme to more prisons in the coming year.

We are also grateful to the men and women who participated in the forums. While the forums provided them with opportunities to have input, the project achieved its aims primarily through the commitment, positive energy, and insights of the members.

We thank the governors and directors who welcomed the Prison Reform Trust teams, followed up the groups by meeting the forum members, and openly discussed policy decisions. The forums also depended on custodial managers and supervisory officers to provide rooms, ensure the members were escorted to the meetings, and liaise between us and managers.

This was also a team effort at the Prison Reform Trust. The staff who facilitated the forums would like to thank our colleagues who supported the work, including Peter Dawson, Samantha O’Sullivan, Tony Callaghan, Charlotte Story, and the Advice and Information team.

The active citizens forum team comprised: Kimmett Edgar (team leader), Zoe Burton, Mark Day, Justin Elder, Ryan Harman, Zoey Litchfield, and Katie Pedder.

2 Foreword

My name is Bethan Doci. I took part as both a serving prisoner and an active citizen in the forum convened by the Prison Reform Trust at HMP Downview. The forum highlighted the importance of using prisoners’ experiences and knowledge to help with specific problems. By drawing on these experiences, members of the forum started to feel less frustrated and more eager to work with the management and improve communication with a mind to building a common ground.

Being part of the active citizens forum myself, I can say that it was not only individually rewarding, but in itself allowed us members to become part of a bigger community. This involvement and participation helped to build a sense of pride and accountability to help peers and to achieve positive outcomes for the whole prison.

This report suggests that using forums is a great way to break down barriers between prisoners and management. It gives prisoners a voice to positively contribute to the way a prison is run and the policies and practices behind it. Having had first-hand experience as a forum member I can honestly say that these forums work for everyone involved. First and foremost is being able to voice your opinions in a safe environment. Having the opportunity to make recommendations and discuss them with peers allows prisoners to feel a sense of responsibility and respect. It is a constructive way of allowing prisoners to express themselves.

I believe that these forums can positively reinforce relations between prisoners and staff. Our forum allowed all those involved to meet all the management of the prison and take part in an active discussion involving all of our findings. This promoted the very thing we were trying to achieve: a real sense of community and togetherness. Breaking down any barriers between us and the management, we all worked towards the same goal which is helping make the prison a safe environment for all those concerned.

These forums are essential in developing relations and getting the right information to governors. This will enhance prison life, reduce frustration, and most importantly open up that line of communication between prisoners and management.

Looking ahead and moving forward, active forums provide one way to develop prison life and utilise prisoners’ experience in the most beneficial way. Experience and insight into living within a prison environment is knowledge that should be used to contribute to the smooth running and efficiency of a prison.

It is comforting to know that this report has been compiled and that furthermore the outcome is to develop the active forums. Engagement with people in custody can only lead to positive outcomes. I hope these forums continue to thrive and grow.

Bethan Doci

3 1. Introduction to active citizens forums Prisoner participation is a term which means the development among prisoners of an active, instead of a merely passive, participation in the planning and management of as many aspects as possible of their community life. It is yet another technique for helping to develop self-responsibility and self-respect. 1

People in prison 2 have an important perspective on how that prison works. They see first-hand the obstacles to rehabilitation. Their knowledge of life on the wings can shed light on why it’s hard to translate policy into practice. Drawing on this expertise is part of effective governance.

The Prison Reform Trust (PRT) launched the active citizens pilot programme in 2015. We ran forums in ten prisons, working with groups of residents to study a specific problem and make proposals for the governor to consider.

The report is divided into sections that reflect these aims. First, in section two, we sketch the background to consultation in prison. Section three describes how the forums work. Section four goes into more detail about how groups analysed problems. Section five is about the impact on the participants: how forum members exercised responsibility and performed a positive role. Section six reports on how the proposals were received by the host prison. And finally, we summarise the lessons from the programme.

Additional information is included in the appendices for anyone who would like to learn more. These are referenced in the text.

1 Commissioners of Prisons (1957) 2 Throughout this report, we refer to people in prison in different ways, for example residents, forum members, or participants, rather than ‘prisoners’. 4 2. Background: Consultation in prisons

Background - Consultation in prison goes back a long way, and was advocated by Lord Woolf in his landmark report in 1991. In a study of prison councils by PRT in 2004, governors told us what they gained from the views of people in custody:

By getting prisoner involvement you are able to take better, more informed decisions. They help us get it right the first time rather than have three goes at it. 3

Taking residents’ views into account provides a range of positive outcomes:

• Management objectives: smooth running; efficiency (targeting provision); evidence (prisoner perspective) • Engagement: less frustration, commitment to the community, collaboration across the divide • Reduce conflicts: ease changes of regime; improve grasp of prisoners’ problems; provide neutral space for negotiation • Dialogue / communication: build common ground; understand opposite perspectives; pro-social modelling. 4

Pioneers in consultation –

Prisons have experimented with consultation in different forms. 5 PRT’s active citizens forums built on innovative work, including:

User Voice’s democratically elected councils Debating for a Change Diversity reps A Fair Response

User Voice, a charity led by people with prison experience, pioneered a new approach to democratically elected councils. User Voice recruits and trains council members. The parties up for election were based on themes about how prisons should be run: for example, ‘family and resettlement’, ‘equality’, ‘purposeful work’, and ‘safer prisons’. User Voice’s prison councils were not just for residents – staff were invited to join parties and cast their votes. 6

3 Solomon and Edgar (2004) 4 Edgar, Jacobson, and Biggar (2011). See also Schmidt, B (2013) 5 Hayes (2011) 6 User Voice (2010) 5 Debating for a Change by Andrew Fleming-Williams, were one-day workshops for residents and officers. First, residents were asked what changes they would like to see; and to rate these by priority. Then, prison staff were asked to judge how achievable each proposal was. The project identified a number of changes that would be highly valued by residents and which staff believed could easily be achieved. 7

Prisons also consult representatives, for example equality ‘reps’, who are accessible to all. They are usually given some training in policies and processes of the prison. They can help people who have a grievance to lodge a complaint and see it through. But they can also inform the governor about a residents’ perspective.

A Fair Response was run by PRT, with the support of the Joseph Rowntree Charitable Trust, and aimed to improve the way prisons respond to perceptions of racism. 8 In four prisons, consultative groups were established to discuss how people were affected by racism; what the prison was currently doing to prevent it; and how people from BAME groups would want a prison to respond to racist treatment. Tackling Discrimination, a report jointly published by the Prison Reform Trust and the Zahid Mubarek Trust, found that consultation about race equality in prison is even more important now, following the Lammy Report. 9

The active citizens forums provide a new model which fits well into a growing menu of consultative approaches. We designed the active citizens programme to explore what practical lessons emerge when people who live on prison wings apply their experience and insights to specific problems. We describe the process in more detail in the next section.

7 Fleming-Williams and Gordon (2011) 8 Edgar (2008) 9 Edgar and Tsintsadze (2017); Lammy (2017) 6 3. The process: How it works (and lessons for improvement)

When is there a need for a basic exchange of information, and when is service user or community feedback being sought? When is there a need for a deeper level of involvement and what or whose agenda is being served? What is clear – particularly in the context of prison – is the need for clarity and honesty about the purpose of engagement from the outset. The most effective strategies are likely to be decided at a local level and designed to meet the specific needs of establishments. 10

The process (brief description)

PRT meets the governor and senior managers to agree on a current concern, one on which they would welcome residents’ views. We set up a working group of eight – 12 residents (the forum). They hold four sessions to examine the problem, analyse its causes, and decide on possible solutions. A written report is submitted to the governor, presenting the recommendations and summarising the evidence on which they are based. PRT facilitates a meeting between the governor and the forum in which the proposals are discussed.

Logistics

Most prisons appointed a custodial manager (CM) as our point of contact. In three prisons, our link was an officer who joined the forum. Most of the staff liaisons made an enormous contribution and ensured that the project ran smoothly.

Forum membership

PRT recruited the participants in half of the prisons. This enabled us to explain how the process works and answer any questions. In other prisons, managers invited people to take part. (A sample leaflet, inviting people to join the working group, is attached as Appendix 1). All except one recruited members from across the prison. Continuity of membership is important. People should commit to attending all meetings, and, for the latter sessions, newcomers should be discouraged, as they could disrupt the progress made.

Three groups had an officer as a member of the group.

We aimed for four sessions of two and a half hours (with a 20 minute break), but some had much less time. One group decided to hold five meetings. Another held four sessions on consecutive days. All others met once a week over four weeks.

10 O’Brien and Robson (2015) 7 We used rooms in education, the chapel, an association room, and even a staff kitchenette. The best rooms had tables and chairs, and enough space to break into smaller groups if required. We did much of the work on flip charts.

Start to finish

Choosing the theme seemed to work best when PRT met the governor/director to decide, after having considered two or three options. But two forums chose their own topic.

The meetings build up a comprehensive picture. Each session begins with a go-round, giving everyone a chance to comment. We run two or three structured exercises to address the aims of each session. And we conclude with a review of that session: what worked well, what the members think we should do differently. Members think about the theme between sessions, and discuss it with others on the wings.

In the first session, PRT explains how it works and emphasises that the group belongs to its members. Ground rules are chosen by the group. The PRT team explain confidentiality fully. The main part is a free and open discussion on the theme, covering who is affected and how they are affected. It’s about the practical and emotional impact – personal consequences, rather than legal definitions or official policy. For example, a forum on problem debt discussed how families struggle to meet demands for money or can be threatened to repay a debt incurred by their relative.

The focus in the second session is who is responsible for what aspects of the problem. People share feedback from the wing about the theme. PRT follows the groups’ lead to wider problems linked to the theme. Considering the problem from different perspectives and analysing the factors that cause the problem, as well as accountability, will lay a strong foundation for workable solutions.

The third session discusses how the prison is currently dealing with the problem – what is working well and what is not. The forum’s proposals should not repeat what is already being done. Sometimes, we imagine an ideal prison where the problem is managed extremely well and that leads to ideas for the final recommendations. (A sample agenda for one session is attached, Appendix 2).

The fourth session starts from a blank sheet. Members reflect on previous sessions, then propose and agree on recommendations. They list these in order of priority. The forum understands that they – not PRT – take responsibility for the recommendations.

(Notes from selected sessions of the forums are attached as Appendix 3)

8 Follow-up The PRT team drafts a report, on behalf of the forum, with the recommendations and how the group got there. Ideally, members can comment and suggest amendments prior to the report being submitted to the governor. We send the draft to the link person who shows it to members of the group for feedback.

Later, the forum meets the governor and/or senior managers to present their recommendations (and explain the rationale) and to hear feedback from senior managers. Notes are taken and action points recorded. The discussion might clarify how a recommendation might be implemented; equally, managers can explain to the forum if they decide not to implement a recommendation.

Things that did not work very well

Problems arose in the delivery, such as logistics, membership, confidentiality, and safety. These added to the experience which we can use to improve future work.

Logistics – Things that didn’t go well included one room that was too small; (rare) delays at the gate that shortened time for the sessions; and a lack of communication about membership, which meant that some people who came for a first session were not allowed by officers to come to the next session. The lesson for PRT is to explain fully our requirements and ensure each prison nominates someone to take responsibility.

Membership – Many groups lost a few members, through transfers, discharges or dropping out. The lesson for PRT is to ensure members know what they are signing up to do.

Confidentiality and Safety – Two members of a forum on debt chose to discontinue after the first meeting. PRT had not taken account of the fact that some members might be experiencing problem debt. In two prisons, forum members said some staff hassled them because of the forum. The lesson for PRT is that any concerns about the safety of participants should be discussed with senior managers prior to the first session.

Refinements An important strength of the active citizens forums is that they are very adaptable. We worked with diverse topics, some of which were sensitive. In two prisons, the forum members decided on their own topic. This was a valuable adaptation, as it seemed to increase the members’ sense of ownership. 9 The approach is also very responsive. One forum decided to conduct a survey, and it provided useful data for the final session, providing evidence-based recommendations.

Learning in the pilot forums also led to improvements in the process.

Improvements – PRT discussed confidentiality in our first session. But people had signed up before they knew how the programme would handle personal disclosures. A solution was proposed by a manager, who asked us for a written explanation of the confidentiality policy. The statement helped people to understand what they were committing to, and reassured the prison that when sensitive topics were discussed, we would know how to work within the prison’s safe- guarding duties. (This is included as Appendix 4)

The three groups that included a prison officer worked well. The officers could explain a policy, share their views on the theme, or suggest other factors the group could consider.

The final session works best when we start with a blank sheet so any member can make a proposal; then the members debate which proposals best represent the whole group.

At one follow-up meeting, the governor responded to each recommendation with: accepted; partially accepted; not accepted yet; or not accepted. Whether this would work with all groups, and all possible topics, is unclear. But it could provide a good structure for measuring outcomes.

10 4. A different lens

Four eyes see more than two. (Proverb)

Collaboration is about finding something that you share and something you diverge on, and finding the language between you that moves you both further on. 11

Seeing prison life through a different lens

The theme of this section is that the prison experiences of residents give them a different perspective, one that can be very valuable to staff and senior managers. So, what can a forum tell a governor that is not already obvious from adjudications, staff intelligence, MQPL surveys, 12 and official data?

One forum was asked to comment on how to treat people as responsible adults. A member described the visits room, where residents must use assigned seats. If they leave it, the visit will be curtailed. Governors who observe visiting hours may be reassured by the good order when everyone is in their allocated seats.

When this man’s wife brought their young children, and the children became disruptive, she had to bring them back to the table. If he tried to discipline them, his visit would be stopped. He said his children knew that he had to behave, just as they did. His role as father – his adult status - was compromised.

This story shows how the residents’ experience and knowledge can broaden our understanding of a system that is too often taken for granted.

The forums belong to the residents and is a creative process. Members determine the ground rules for working together, freely discuss the problem and its causes, and come up with their own solutions. The process is adaptable. For example, one group was drawn from a single wing; another met on four consecutive days; and one conducted a survey to gather evidence about the topic. No one knew ahead of time what each group would propose; they were free to decide on what to recommend.

11 McGregor (2017) 12 Measuring the Quality of Prison Life, Prisons Research Centre, University of Cambridge 11 Themes – Governors chose a range of themes: How to reduce violence How prisoners could be given more responsibility How prisoners can prepare for release* Keeping the wing clean Problem debt Preventing grooming Building a sense of community Staff-prisoner relations*

The starred topics were chosen by the forum itself.

One group based their choice of topic on how likely it was that the governor would be able to implement their recommendations. After a brief discussion, this group settled on the theme of staff-prisoner relations.

Problems, analysis and solutions We described the process in general terms above. Here, we describe what the groups did to understand the problem better, and how they generated solutions. For this purpose, we have chosen two themes – victimisation (safety) and responsibility – each was discussed by more than two groups.

Analysing victimisation (and safety) – The groups looking at safety described the problems of fights, debt, and victimisation in different ways. One forum organised their discussion under five themes:

Inconsistency: discrimination; unfair incentives scheme; interrupted regimes Dangers: weapons; feelings of fear Boredom: lack of activities; unemployment Conflicts: about the outside; drugs or debt; a lack of respect Officers: unsupportive; inexperienced; poor communication.

The group analysed these to explain how they could increase the risks of violence. For example, inexperienced staff may provide inconsistent treatment which causes frustration and allows some predatory prisoners to act with impunity. A lack of activities means people have less to lose by fighting. It also erodes self-respect so that individuals become more sensitive and quick to anger.

12 A second forum on safety gave greater attention to relationships. For them, the violence arose from a combination of:

Lack of dignity Disrespect Jealousy Arguments with officers Bad moods, like frustration Unfairness Tensions escalating

This group showed how relationships in prison can be affected by the government, prison managers, officers, and fellow prisoners. For example:

The government cut staff levels, so prisoners’ needs are neglected and their frustrations increase.

The prison provides only 40 minutes for association, so people get bored and shout at each other out the windows.

Inexperienced officers don’t know people’s ‘triggers’ and show a lack of respect.

Other prisoners push in queues, are noisy, and spread rumours.

A third forum concluded that victimisation occurs on a continuum, from everyday behaviour that is widely tolerated to actions causing deep hurt. Although the latter is clearly wrong, a lot of hurtful behaviour is more difficult for staff and peers to judge.

Solutions for a safer prison – The proposals for improving safety targeted:

Expand the provision of activities Professionalism among officers Roles for prisoners to prevent frustrations and tensions Measures to resolve conflicts among prisoners Ensuring fairness, and Maintaining a culture of safety in the prison.

Some of the more innovative suggestions included:

A monthly survey of prisoners to reward the most helpful officer on the wing A peer peacekeeper role for each wing Involving residents in training officers A time out room on the wing to manage arguments A more systematic effort to record good behaviour and achievements. 13 Each solution reflected the group’s understanding of the problem. For example, enlisting residents to help train officers was directly linked to the analysis that new staff did not show respect and were often unaware of ‘triggers’. The proposal that the prison should promote a culture of safety emerged from a concern that hurtful behaviour was largely hidden from staff and would only come to light if more people talked about it.

Analysing responsibility (and dependency) – Four groups were focused on personal responsibility. One was asked how the prison could treat people more like adults; a second one considered what people in prison could do to use their time more responsibly. Two others were also about responsibility: one on taking responsibility for a clean environment and the other on preparing for release.

In one forum, a member said that being treated like a child meant, “You become unable to solve your own problems.”

Another forum pointed to a lack of information and a limited range of opportunities as factors that undermine responsibility. One member of this forum explained: “No activities, too much time in cell. People do more drugs because there is nothing else to do and it does their head in.” They added that many prisoners were not motivated to make good use of their time due to the limited range of activities and work.

Similarly, the forum on maintaining a clean wing described how a dirty, poorly maintained wing affected their self-respect and behaviour.

You walk into a cell. It’s dirty. The furniture is broken. There’s graffiti. There is no cleaning done between prisoners.

The mental effects on you, it affects your mood and how you react to officers and to other prisoners. You think the whole wing feels like this.

Solutions for enabling more responsibility – Looking to solutions, the groups tasked with promoting responsibility focused on how to get from a demeaning regime to an empowering one.

One described what responsibility meant to them: Being treated as an individual Being rewarded for good behaviour as well as punished for bad

14 Making decisions for yourself Being trusted with opportunities.

The clean environment forum proposed that: • officers should take pride in their wing and uphold better cleaning standards • managers should respond quicker when things needed repair and provide more cleaning materials • peers should challenge others who litter, or don’t shower, or damage the wing.

We don’t want this to stop when PRT goes. We need all of this wing’s support, because if you put something into it, you will take pride in it.

Another forum believed that the prison could improve communication, for example by giving better explanations when someone was given a behaviour warning, and by providing fuller information about options open to people.

More generally, they concluded that responsibility thrived when one is treated as a person – a concept they defined as being respected, showing awareness of differences in culture and religion, and being trusted to make decisions and undertake socially constructive roles.

Each group’s discussions showed how the selected theme was experienced by people on the wings. The managers gained insights as the forums enabled them to view the prison through the residents’ perspective, providing them with a different lens.

15 5. Developing skills and taking responsibility Prisoners are more likely to feel more responsible and behave more responsibly if they believe their opinions are taken seriously. Failure to encourage this and to suppress openness will lead to mistrust and irresponsible behaviour. Denial of accountability to prisoners will be resented as it would be by anyone who is dependent on the provision of a service. 13

The second aim of the active citizen forum programme was to give people in prison a chance to have a say in how the prison dealt with specific challenges. Active citizenship encourages desistance by developing the person’s caring, other-centred side, building up their self- confidence and independence, and focussing their thoughts on the future.

Nobody should be only a receiver. If people are going to feel good and be accomplished and be part of something, they have to be doing something they can be proud of. . . . If we want them to be pro-society, then we ought to set up the vehicles that help them to be somebody in more traditionally socially positive ways. 14

The forums required members to demonstrate respect for others, listen to opposing views, support their positions with evidence, and share decision-making equitably among the group. The teamwork to negotiate the evidence and decide on recommendations required group members to play a positive role.

These demands echoed some of the outcomes identified in A Matter of Conviction , published by the Royal Society for the Arts:

The behaviours that we tend to hone when taking part in deliberations – in whatever context and however frustrating – are valuable life skills: of individual responsibility and team work, of listening and understanding the perspective of others, of communication and reasoned argument, in balancing our ideals and immediate desires with compromises for the longer-term greater good. 15

Theory of change –

Active citizen forums were intended to help restore a capacity to take responsibility and contribute to one’s community. When an individual ‘signs up to’ a recommendation, he or she makes a personal commitment to improve the prison. Analysing evidence about a problem and generating proposals for improvement may inspire an increased sense of responsibility in group members.

13 Pryor (2001) 14 Mimi Silbert, in Boschee and Jones (2000) 15 O’Brien and Robson (2016) 16 Evidence about whether participants felt empowered by the process is unscientific. The project was not designed to include a before-after comparison of personal change among the men and women who joined the groups. But the notes show a clear trend. At first, participants tended to find explanations for the problems in government policy, decisions by managers, or unhelpful staff. By the end of the process, members were more willing to accept responsibility for making a positive impact on their prison community.

In early sessions, forums often questioned whether there was any point in making suggestions for change. They described prisoners as passive victims of all-powerful authorities. They expressed dependency, frustration and fatalism, hardening, and lowered standards of behaviour.

They said that people become more and more dependent: You lose life skills, ability to make decisions, or to show responsibility for your family.

It becomes ‘normal’ that you can’t do anything on your own.

Frustrations inherent in prison life led people to feel that there was nothing they could do to improve their situation:

Prison is like this: imagine if every day, your train gets in at ten to five and you go to the shop for milk. And every day when the shopkeeper sees you coming, he flips the open sign to closed. Every day.

This jail is too far gone for anything to change, now.

This reflected a lack of faith that prisoners could have any influence on the way a prison operates. Some participants felt that disruptive behaviour was a response to the way the prison focused on negatives about them: “They expect you to cause trouble, so you cause trouble.”

People also suggested that, as time passed in inhumane conditions, they lost dignity and failed to notice poor standards.

We are living like crackheads. You go in a cell and it’s like a crack house.

As experienced prisoners, we adapt to the environment as we find it. If it is lawless, you become lawless.

In contrast to learned dependency, the active citizens process belongs to the members and therefore responds to leadings within the group.

17 In one, the members told us that the forum was viewed as a meaningless ‘talk-shop’ which would not achieve anything. In response, the PRT team created an exercise to tackle this concern:

We split into three small groups, and asked for three reasons why ‘nothing ever changes for the better in prisons’. Then we gave each list to a different group for them to say how each problem could be solved.

The small groups had said that progress was prevented by:

• a lack of resources • indifference • a refusal to recognise the problems for prisoners • managers and staff not being accountable, and • a lack of hope (especially among prisoners).

Their solutions were:

• consulting prisoners about what is worth spending money on • listening to prisoners’ experience • better supervision of staff and clear briefings on their duties, and • improved communication with prisoners, especially about their achievements.

Another forum agreed on a list of actions they were willing to commit to, and a list of what they wanted from the senior managers. What members wanted from managers:

Commitment Transparency Respect A chance Trust To work with us Follow through on promises.

What they were willing to give:

Our time Our ideas Teamwork Donate money, if the prison matches it Monitoring the solutions 18 Asking help for the project from families and friends Set up a permanent team.

The lists illustrate the spirit in which the forums worked.

After analysing problems in prisons, most groups proposed an expansion of active citizenship – ways that people in prison could make a greater contribution. Forums suggested that people in prison could be part of the solution:

No matter what the prison does, it is up to us prisoners to make the change.

[We should] establish a regular working party to clean, paint and maintain the wing.

Many forums recommended that the prison should consult more with residents. A few groups proposed that prisoners should help to deliver staff training.

Introduce peer-led education classes.

There is not enough opportunity for women to help other women.

The recommendations reflected a belief that prisoners have something unique and positive to offer the prison community, including roles in peer mediation, producing a prison magazine, and liaising between officers and prisoners’ requests.

We are not claiming that a couple of hours of discussion on a problem in the prison turned people into fully responsible citizens. But in the latter sessions of each forum, we saw that members felt empowered, believed that they had a valuable perspective, and were more willing to take responsibility for the community.

19 6. Improving prisons

For many members, the true test of the forum’s value was the extent to which governors agreed to implement their proposals. However, forums were not intended to dictate prison policy. We hoped that the forums would give residents a new way to get across their perspectives; and give governors useful ideas about challenges they faced.

Welcome –

The first sign that the project was appreciated by prison governors was how they welcomed the idea. Some prison managers who invited PRT to run a forum explained how active citizens fit in with their aims:

Thank you for facilitating this. It is great to be able to offer the women a meaningful way of helping shape their community.

This sounds like a really interesting project and would fit neatly with one of our priorities to involve prisoners more actively in their prison community.

Feedback –

We received some feedback direct from members of forums. One man wrote to us – about a month after the group had made their final report – with further thoughts about prison safety:

In a safe prison, there is a space for people to be vulnerable, and put aside their masks. There are incentives for taking part in conflict resolution. Managers get involved on the wings, manage new staff and monitor their use of authority, and follow through on agreements with prisoners and staff. Officers are professional, consistent and interact with prisoners. Prisoners don’t use drugs, have positive goals, take part in rehabilitation and make use of conflict resolution.

From the same prison, the head of safer custody contacted PRT, six months after the report, to ask for further ideas about preventing violence. He wrote to thank us for the follow-up material, adding that he found it really useful.

Other responses from managers reflected a positive assessment of the value of the active citizens method.

[The forum had a] positive effect. It demonstrated that we wanted to engage with women and listen to their views.

20 I am so grateful to you for the excellent work you have done with the men on our active citizens project. What will definitely happen is their recommendations will be actioned to a manager who will be responsible for them.

We’ve equally appreciated having you at our establishment, and clearly your interaction has had a positive impact on those attending the group sessions.

Outcomes –

In practice, whether the recommendations resulted in tangible reforms depended on a range of factors. Some were about national policy, which the governor lacked the authority to change. A few were rejected due to costs. Others confirmed ideas the senior management team had begun to develop.

The forum that looked at treating people in prison as responsible adults presented their recommendations to the staff liaison, who wrote back immediately:

Thanks. … I appreciate the opportunity to discuss these proposals before we meet. To be honest they are more achievable and less earth-shaking than I had expected. I will forward them onto [the governor] – I like the idea about the free [information line] phone and believe this could be implemented. I would like to see the photos in visits. . . Things are already in place for there to be a consultation on the IEP policy, I’d be interested in hearing their thoughts on better communication as we struggle with this throughout the estate.

One prison wrote to inform us that of eight proposals, one had been implemented fully; five partially; and two more were still under consideration. Another prison concluded that of seven proposals, two were national policy; three would be discussed by the senior management team; and two would be implemented.

Three prisons explicitly stated that they intended to continue to use the forum model. While one group was still in process, the staff liaison wrote:

We have been hearing of some very positive feedback from the group and it would be well worth getting some post-programme feedback. I do think that providing group- work of this nature could be most beneficial in violence reduction, and I personally think it is something that we should be exploring.

One governor wrote:

We can use the initial work you did to establish a new way of working together. I will ensure that the new deputy governor weaves this into the compact.

21 Taking the concept forward, PRT can tell forums in the future that the governors involved in the pilot programme appreciated the forums’ input. We can also apply the lessons of the pilot to ensure that there is a commitment from each prison about which proposals will be: fully implemented; partly implemented; or not be implemented.

Broader applications: how forums can inform practice in other prisons –

One PRT facilitator, Zoey Litchfield, wrote a blog about a forum with women. Her description suggests that the recommendations for each prison may have a broader application. (The full list of recommendations from the 10 forums is presented in Appendix 5).

Time Well Spent: Creating a Rehabilitative Culture in Women’s Prisons PRT’s Active Citizens programme seeks to promote opportunities for prisoners to take on responsibility, engage in constructive work, and contribute to the life of the prison community.

The format is simple: the prison governor identifies a ‘problem’ for a working group of prisoners to work through and address, with facilitation from Prison Reform Trust staff.

Back in February, my colleague and I were set a task from a governor at a women’s prison, to run four working groups with ten women to assess ‘how they can make the prison a community’. This was chosen as the governor and his team recognised that to improve prison conditions, you must involve the people living in them.

Here’s what I learnt from the project:

Respect: The main concerns that arose from these first conversations were the perceived lack of respect and reduced responsibility the women faced compared to other women’s prisons they had been in. They felt “being treated like children” made it harder for them to get on with the prison regime and make a positive life-change by being there. Without the prison showing trust by allowing women to move from one building to another for appointments, work, or healthcare it was getting the way of a community. Being distrusted makes you feel worse about yourself and knocks confidence, it's the sweeping assumption that "all prisoners are bad".

Togetherness: The women discussed the aspects of their prison life that had positive characteristics, such as receiving respect for their role as a Listener, or getting support from friends, they find safety when they are alone in their rooms, and togetherness when they are at work. The women felt the governor set a really good example for the prison: “the governor is very supportive… there is respect. If every staff member was as caring as him, this prison would be a community.”

22 Community: Raising these problems allowed the women to become very clear on what they wanted any community to be, and this was: support; togetherness; safety and peace; humility; and respect.

Having a safe and supportive community based on trust in the officers and peers is so important. The recommendations the women came up for were not self-centred causes, they wanted to do what was best for all the women in the prison and wanted this time spent inside to be productive and fruitful for when they return to their families and their local community.

Skills and Employability: The women wanted to better their skills and employability. A suggestion was for peer-led classes to tap into the skills that the women in the prison have, this would bring together the women and allow them to develop new skills they wouldn’t normally have opportunity to do, as well as building confidence and having something to learn. The women also wanted more businesses to come into the prison for wider employment opportunities, to develop qualifications and to have the option for jobs waiting for them when they return home.

Positive relationships: The women stressed that more importance needed to be placed on outside relationships, and wanted to have ‘partner days’ where they could meet their loved ones in a more relaxed setting as well as giving them the opportunity to meet with their offender managers and other senior staff.

At a time when self-harm incidents and self-inflicted deaths are rising across the prison estate, these recommendations could go a long way in helping women feel safe, respected, and supportive in the prison community.

23 7. Reflections

Our starting point is that effective engagement and participation are not ‘nice to have’ elements of culture in and around prisons, but can play a critical role in increasing levels of trust, in managing risk and supporting rehabilitation, and that the steady increase of initiatives based on peer-to-peer support, consultative forums and service user feedback should evolve to be core business for future prisons.

Our second assumption is that effective participation in services – and the responsibilities that this implies – is generally good for us; that their benefits do not only arise through the social outcomes achieved but also through the process of participation itself. So effective engagement with people in custody and their families can serve to not only support rehabilitation through improving feedback and service design but, done well, can be rehabilitative in their approach, design and delivery. 16

The active citizens programme was based on the premise that the perspectives of people in prison will help to guide reforms efficiently. The forums brought to light interests and values shared among officers and residents. The offer of an opportunity to be consulted signified a willingness among governors to promote open dialogue about what was best for that prison as a community. Such openness created opportunities for forum members to show responsibility, built trust between diverse groups, and provided managers with insights into the prison which they would find difficult to access otherwise.

Bethany Schmidt, an exponent of prison councils, explained that consulting residents in prisons shows that they are part of a community, that they have a stake in improving the prison, and that they share accountability for the solutions they agree to. In short, belonging and problem-solving nurture a capacity for personal responsibility. 17

The work of the forums required people to collaborate as a team. Members regularly confronted opposing points of view in a reasonable and consensual frame of mind, building confidence that by working with others, they could find solutions.

People exercise responsibility when they take on the needs of others. The forums required members to represent the interests of others – even when they did not share that individual’s concern. Participation in the forums developed a sense of duty to peers, but also to the whole prison as a community of common interests.

16 O’Brien and Robson (2016) 17 Schmidt (2013)

24 The active citizens programme has concluded its pilot phase, on which this report is based. Each prison worked somewhat differently, and this was a strength of the process. But the range of prisons and themes also tested the process in different ways. This report has discussed aspects that did not work well, because these can inform PRT teams as they facilitate the next forums.

25 Appendices

Appendix 1: Leaflet

Appendix 2: Sample agenda

Appendix 3: Session notes

Appendix 4: Sample confidentiality agreement

Appendix 5: Recommendations (all)

26 APPENDIX 1: LEAFLET Active Citizens

Prisoners are huge assets. Don’t just look at their needs; consider what they can do, what they can give. People who are outside the economic market can still be enormously valuable to their community. (Prison Governor)

People who are currently languishing in prison are potential assets to society. They could be productive and contribute. If we look at them only as problems to be contained we miss the opportunity to transform their lives. (Michael Gove, Secretary of State for Justice)

PRT’s Active Citizens Programme PRT has begun a project to support governors in extending the scope for prisoners taking responsibility. Examples include prisoner reps, peer support, helping the community, restorative justice, and arts & media. Active citizenship provides people in prison with:

A purpose to their time in prison Acquired skills Earning the trust of others Experiences that develop responsibility A chance to give something back A route from passive recipient to a contributor to society

Many prisons already consult prisoners and enable them to play an active role in the regime. Expanding this practice can be difficult.

PRT’s Active Citizens will work directly with prisons and prisoners, to:

• identify ways to enhance prisoner engagement • facilitate consultation with groups of prisoners • enable dialogue between staff and prisoners on sensitive themes • promote greater responsibility among prisoners for contributing to the prison community.

27 How it will work Prison Reform Trust staff will meet the governor and senior managers to discuss how the project will tie into their particular needs and interests.

We will also gather further information about the prison: this may involve discussions with staff on the wings; surveys of prisoners or staff; and other evidence-gathering. We will then conduct task groups with prisoners (and sometimes officers) to generate recommendations for improvements.

Steps in the process Prison Reform Trust staff will:

• Meet Governor and SMT • Convene a task group to meet 3 – 4 times • Report back to Governor/SMT • Follow-up meeting (after three months) to check on progress

Task group topics The task groups could cover:

• What is active citizenship? • What opportunities for active citizenship are available here? What is in place to encourage greater participation? • What further kinds of active citizenship would benefit this prison? Are there new services which prisoners could provide (peer to peer)?

Dissemination We want to share the ideas about how to promote prisoner responsibility more widely. PRT intends to publish a report on the progress prisons make through this process.

How to get involved Write to: Kimmett Edgar Head of Research Prison Reform Trust [email protected]

28 APPENDIX 2: SAMPLE AGENDA

Violence Prevention

Session 3 What is this prison doing to tackle the problem?

Introductions: Go-Round: “A time I did the right thing, even though it was hard.” Review of last session Feedback from the wings Unsafe/safe: Describe what it is like when the prison is unsafe How would a safe prison be different?

BREAK

Changes: Five years ago, this prison was safer. What has changed? What is this prison doing, now, to try to prevent violence? The prison Staff Prisoners Others

What is working ok? What is not working?

Review of this session

Preparation for our report to the Governor (next week)

29 APPENDIX 3: NOTES OF MEETINGS (examples from different sessions)

Working Group: Building a sense of community Session One Agenda • Introductions and go-round • What is a good community like? • The negatives of communities • BREAK • How is a prison community different? • What effect do officers have on community? • Reflections on this session • Prepare for next week

Introductions Who the Prison Reform Trust is; how these forum meetings will work; confidentiality; ground rules. Go-Round – My name and one reason I decided to join this group

What is a good/caring community like? (Four words) Each person wrote down four things that are good about a community. We broke into four groups, and each group had to whittle their lists down to four words. Then, we joined into two groups, and they decided on four words that characterised a community. Both finished with five words: Group A Group B Support Safe Love Support Togetherness Peaceful Respect Communication Safe Humility

The purpose of this exercise was to reach a consensus about the relationships we are trying to foster.

Negatives of communities We acknowledged that not everything that a community does is for the good of the individual. We listed a few of the things that happen in communities that are harmful: Bullying, violence, peer pressure, racism, discrimination, rumours, drug-taking mentality, bent coppers and corruption, intolerance, being judged, ‘if your face fits’, radicalisation.

30 What difference does prison make? Prison breaks people; no free flow, no mingling, no trust, the prison doesn’t promote community, you are cut off from everything, you are cut off from emotions, women become hard (we need to deal with emotions, but prison covers them up), no humanity or kindness in officers, irreparable damage. What effect do officers have on community? Lack of caring, collective punishment, treat people unfairly, favouritism, lack of trust, feuds between groups of officers, friction between individual officers, breaks (officers’ breaks means prisoners are locked up) Reflections on this session Not enough time, it went really well, it was energising, the group was a better size than last week, biscuits were good. Preparation for next week We will discuss things in prison that can interfere with a sense of community, and try to work out why this is. Things like: bullying, theft, debt, self harm, drug use, and racial differences.

Working Group: Building a sense of community

Session 2 Agenda • Introductions • Feedback – news from the wings • What gets in the way of being a good community? • BREAK • What contributes to community? • Reflections on this session • Prepare for next session • Review

What gets in the way of a community here? (Quotes) A lack of empathy / not caring Officers see us all as bad We are treated like children – not allowed to be a responsible adult We are made to feel small Collective punishment Staff undermine you – talking down to us Favouritism 31 Question – What do other prisoners do that undermine a sense of community? Cell theft Bullying Know-it-alls Sly comments / rumours Pushing me out of my job Bitches Notes under the door They try to bounce you (physical intimidation) jealousy Hypocrisy intimidation Manipulation liars Stitching people up Both staff and other prisoners – racism Indirect Black, so I am perceived as aggressive I am foreign national and every week I have to put in an application to get my phone call. (Another woman on the group confirmed that she always gets her foreign national phone calls, and she is British)

What contributes to community? Last session, we listed the characteristics of community that we value: support; togetherness; safety and peace; humility; and respect. What happens that contributes to these, or that builds up your sense of community? (Quotes)

I get respect when I am in my role as a Listener. I get support from my friends – but there should be more opportunity to mix with others. Safety – we get that when we are alone in our rooms. Togetherness – we can find that at work. But it is hard because otherwise we don’t really mix. You need more mixing to form a community.

Support and respect – The chaplaincy takes time out to speak to you – they show humility. Some officers respect privacy. Healthcare need to show a bit more humility The governor is very supportive, respects us. If every staff member was as caring as him, this prison would be a community. Officers should get training in support and also, they should have name badges.

Reflections on this session Good, interesting discussions, but maybe we went on a bit too long on the first part. It was hard thinking of positives.

Preparation for next two sessions We will discuss trust. Topics we will cover include: What does it feel like to be trusted? Why is it hard to trust other people? How does distrust get in the way of community? 32 Then the more positive sides of trust . . . We will discuss how trust goes hand in hand with • Respect • Communication • Support • Togetherness • Humility • Safety / peace

We will hear examples of when • A prisoner (or prisoners) showed trust in each other • An officer showed trust in a prisoner • A prisoner showed trust in an officer

The session will include an open discussion about a sense of belonging to a community: Is it ever right to feel a sense of belonging when you are in prison? How does togetherness fit with a sense of belonging? What does it feel like to be truly accepted as you are? Is acceptance important to a community? What can people in here do to move toward accepting themselves? What can people here do to be more accepting of others?

Preparation for the final session: If you could design a prison where most people felt there was a good sense of community, what would it be like?

Let your design cover every part of the prison, like jobs, visits, association, buildings, officers, governor, discipline, drug policy, healthcare, volunteer jobs, education, and computers.

Recommendations – list and agree on a set of recommendations for the governor.

33 Violence Prevention Forum

Session 3: What is this prison doing to prevent violence?

Why does someone choose violence? Principles Honour Scare tactics Dignity Only way they know how to handle it Embarrassment if they don’t Creates a bond (sometimes) Defence mechanism To solve it People like violence To make a point

How would this be different in prison? You are in a closed environment Little things count for a lot Outside, you are happier – in here, you have bad moods You are surrounded by criminals Self-respect When a fight happens in here, people all know about it You can never solve prison violence – you can only reduce it

What is it like living on a wing when it isn’t safe? Scary Paranoid Don’t want to leave your cell Anxious Staff stand off Depressed Unhygienic (people don’t shower) Tension Waiting for it to go off

What would a safe wing feel like? Relaxed and happy – jail is easy Boring

What is this prison doing to reduce violence? Violence happens on the spur of the moment, so how can you stop it? Restorative justice and mediation A violence reduction officer I don’t know of anything they are doing Thinking skills programme

34 What is working well? Restorative justice is good The violence reduction officer is good, but not all officers are Officers treating you with respect helps.

What is not working? Not nipping it in the bud. Officer turning a blind eye. Letting arguments build up. Officers not wanting to do the paperwork. No staff – they lost half of them. The officers who are left just give up. Using no staff as an excuse for treating prisoners worse. Prisoners handing out mail.

Review of session It has been successful New ideas Biscuits: “the better the food, the better the ideas.”

How it could it be better next time? Make sure you give everyone a chance to speak Take care when officers are present that the group trusts them (the right officers).

35 APPENDIX 4: SAMPLE CONFIDENTIALITY AGREEMENT

Working Agreement [date] Prison Reform Trust and HMP A

HMP A and the Prison Reform Trust (PRT) have agreed to work together on a project to consult residents, as Active Citizens, on the topic of [ ]. This is a sensitive subject; hence it is important to spell out how the project will work. HMP A and PRT understand the importance of keeping forum members (and others) safe throughout the project. To this end, we agree to follow the following principles:

Confidentiality – Discussions within the forum will aim to remain confidential, but there are limitations. PRT will explain to the forum that we have a duty to report to the Custodial Manager if a member of the forum finds the discussion distressing and appears to be at a higher risk of self-harm as a result. We must report any future risk to another prisoner or member of staff we become aware of – for example, if a participant stated his intention to assault another person, PRT would report it.

Keeping the discussion confidential is also a responsibility of forum members. PRT will ask members to agree that they will not attach a name to any statement made during the work of the group. It will be acceptable for members to discuss, in general terms, the issues that arise in the meetings. But not to mention anyone’s name.

Anonymity – In similar terms, both PRT and the HMP A staff member commit to the forum that no names will be attached to information disclosed in the discussions, unless withholding the information would put someone at risk (either from others or themselves).

Support – PRT and HMP A will agree beforehand, and make known to the forum, what support might be available to anyone who feels distressed by the discussions. The sources of support will be agreed between PRT and HMP A prior to the first meeting.

The report – The aim of the forum is to submit a report to the Governor, which will describe the problem and propose practical changes to improve the way the prison responds. PRT, HMP A, and the forum members will aim to ensure that information included in the report does not identify individuals. We will carefully check the report to ensure that it will not subject people to discipline or draw the attention of Security to them.

Signed

36 APPENDIX 5: FULL LIST OF RECOMMENDATIONS

Violence reduction - Prison A * Increase activities * Encourage professionalism among officers * Resolve conflicts among prisoners * Operate incentives and earned privileges more fairly * Decrease levels of debt * Culture – an environment where staff and prisoners feel safe

Prison B * Create a wing orderly role – a prisoner who goes round with a clipboard to take requests and answer practical questions * A peacemaker role – on each wing, the prison appoints two or three trained prisoners for prisoners to turn to if they need help with an argument or conflict * Provide a time out room for arguments – calm and quiet * Place a suggestion box on each wing * Give a 10 minute bell warning before the end of association * Officers should be more friendly and respectful * Officers keep a showers list * Allow more spending money – so you can use more private cash * Schedule two canteens per week or increase the weekly spending level

To manage problem debts – Prison C * A wing peer rep system, available for people who are struggling with debt * In Reception, provide for basic needs for the first three weeks * Dispense with the Entry Level * Align pay levels and allowable spending levels with canteen prices * For those who get into serious debt, provide help and advice for first time, and treat the second time as an offence against prison rules.

Prevent grooming (personal safety) – Prison D * Train staff and ensure they are vigilant * Raise awareness

37 * Involve Safer Custody * Support people who have been groomed * When proven, grooming should have harsh consequences * Establish a culture of no tolerance for grooming

Exercising personal responsibility (being treated as an adult) – Prison E * A kiosk system should be provided sufficient for prisoners to manage their needs efficiently, including general applications and personal finances * Prioritise consistency – to ensure a reliable structure for the regime, exercise, decent wages for jobs, and fair discipline and IEP * Each wing should have a free-phone with specific functions, including medical appointments, a prisoner advice line, and Samaritans * Work towards better communication between managers and prisoners, both in publicising policy decisions and in consulting with prisoners * Visits – restore the family visits room, allow prisoners to take family photos.

Responsibility: making best use of time in custody – Prison F * On Induction, men should receive a booklet, providing all the relevant information about the prison, the rules, and their rights. Similarly, a copy should be available on all wings for men to consult. * Each wing should appoint one or two ‘communication orderlies’. The purpose of communication orderlies is to ensure information is shared between managers, the men and the staff. They would provide answers to questions about how the prison works, but they would also speak to officers about any concerns expressed by men on the wings, thus resolving problems and enhancing communications. Recruitment and terms of reference for the role remain to be worked out in detail. * [This prison] should set up a monthly meeting between men representing the wing and officers from the wing to discuss areas of concern that come up and reach agreements about what should be done. * There should be more signposting of the opportunities that are available. * There should be more visits, more weekend visits, and family days. * On finances, people would be more responsible for their finances if they: - Received more pay - Had more reasonable charge rates on telephones - Had access to financial management courses

38 Responsibility: Preparing for release – Prison G • HMP G should ensure that every woman, prior to release, is signed up with her local GP and make an appointment for her while she is still in the prison. This will help ensure continuous mental health care and/or maintenance on a methadone prescription as needed.

• The trauma team should be expanded sufficiently to provide support to all women who have experienced trauma or abuse.

• The prison should publicise the Connections scheme so that every woman knows they are available – e.g., through Induction, key workers and five minute interventions, and posters.

• Improve assessments on Induction so that the prison can target the provision of information specifically to those who need it most (e.g., housing, debt, trauma). The audit of a person’s needs should be updated monthly.

• During a sentence, the prison should organise a meeting between the woman and her probation officer, so they can agree on what will happen after release.

• The prison should consider working with Probation to establish a Bail Information Officer so that women on remand face less of a risk of being released homeless.

• More ways of supporting women in recovery should be considered. For example, custody officers should receive training to explain the reasons people become dependent on drugs and the processes of recovery.

• People should get help in seeking employment, for example through regular job fairs and by arranging for job interviews to take place prior to release.

• Outside organisations should be enlisted to help with housing, for example through weekly housing solutions surgeries, and up to date information on housing availability. In addition, Connections workers should be able to make external calls on behalf of women to help arrange accommodation.

• Officers should show more respect in interactions with women, and male officers should bear in mind the possibility that a woman has experienced violence from men. Shouting at her can re-kindle feelings of being abused.

39 • The prison should organise meetings of women on the landings, to discuss issues that come up.

• Consider reducing phone call charges to enable women to maintain family ties and stay in touch with their children – especially given the distance from home for many women.

• When women turn to their friends on other wings for support, there should be more understanding, rather than responding from a risk-averse concern for security.

Maintaining a clean environment – Prison H * Landings should have cooking facilities, such as a micro-wave, a toaster and a kettle. * Better sanitation arrangements, including clean showers and a washing machine. * Establish a regular working party to clean, paint and maintain the wing. * Prompt maintenance and repairs: Staff should be pro-active in reporting the need for repairs and in following up requests; and prisoners should be involved, where possible, in carrying out repairs. * Wings will be cleaner if provision is adequate for maintaining standards. Examples include: bins in cells (so prisoners will use their bin rather than litter); buckets in cells; sufficient supply of cleaning materials such as mops and cleaning liquids. * Set up a Wing Environment Committee to monitor the environment and maintain standards, with monthly meetings, reps from each landing, and officer representation. The committee should be mandated to set standards of cleanliness, to organise working parties (cleaning, painting, repairs), and to inform new residents of the standards of cleanliness expected. * As part of cell clearance, when someone leaves, a cell cleaner should clean the cell and an officer should always check the cell to ensure it is clean before a new resident arrives, so the standard is set from the start. * This Wing should run an ‘Officer of the Month’ award, voted for confidentially by prisoners.

Staff-prisoner relationships – Prison I (1) Training: improved mental health training to ensure all staff have a basic knowledge of how to work with people who have mental health needs; also training in learning disabilities and learning difficulties, including autism and Asperger syndrome.

(2) An apprentice scheme for inexperienced officers, shadowing experienced staff who will mentor them during their month on the wings.

40 (3) Regular inter-departmental meetings to co-ordinate policy decisions so that their response to residents is consistent.

(4) More functional roles for wing reps and other residents; these would include managing applications; also improve publicity of the wing reps’ roles (for example, on Induction).

(5) A complaints tracking system available to all via the kiosk system. Residents should be able to track the progress of their complaints. Other ways of making the complaints process more transparent and fair should be considered.

(6) Mental health-trained staff available at all times.

(7) Greater powers to fast-track people (e.g., on an indeterminate sentence for public protection) for release.

(8) Greater efforts to maintain consistent staff detail on wings, so that the same officers are able to get to know residents better.

(9) Steps taken to ensure the IEP system is operated fairly and consistently. For example, a regression in status should not apply until the reason for the red IEP is proven.

(10) Linked to IEP, all staff should be pro-active in rewarding green IEPs. Residents should not be expected to have to ask for rewards for achievements and positive behaviour.

Build a sense of community here – Prison J * Peer-led classes in education * Chapel and library open to people on demand * A sensory room for time out * Businesses bringing in wider employment possibilities (& hiring on release) * No discrimination – or indirect racism * Improve incentives for women who do well * Provide more therapeutic work opportunities * Introduce ‘partner’ days to support relationships through custody * Phones in rooms * Call officers by first names or Mr/Ms * Healthier food * People holding jobs should have proper qualifications and references

41 References

Boschee, J. and Jones, S. (2000) Recycling ex-cons, addicts and prostitutes: The Mimi Silbert story. Institute for Social Entrepreneurs, Occasional Series No. 1.

Commissioners of Prisons (1957) Report.

Edgar, K. (2008) A Fair Response: Developing responses to racist incidents that earn the confidence of Black and Minority Ethnic prisoners. London: Prison Reform Trust; online: http://www.prisonreformtrust.org.uk/uploads/documents/fair_response.pdf

Edgar, K., Jacobson, J. and Biggar, K. (2011) Time Well Spent: A practical guide to active citizenship and volunteering in prison. London: Prison Reform Trust. Online: http://www.prisonreformtrust.org.uk/Portals/0/Documents/Time%20Well%20Spent%20report%2 0lo.pdf

Edgar, K and Tsintsadze, K. (2017) Tackling Discrimination: Still not a fair response. London: Prison Reform Trust and the Zahid Mubarek Trust. Online: http://www.prisonreformtrust.org.uk/Portals/0/Documents/Tackling%20discrimination.pdf

Fleming-Williams, A. and Gordon, A. (2011) Debating for a change: Improving prison life through prisoner/staff working groups. London: Ministry of Justice. Online: http://www.prisonreformtrust.org.uk/Portals/0/Documents/DebatingforaChange.PDF

Hayes, C. (2011) Service User Involvement. London: Clinks. Online: http://www.clinks.org/sites/default/files/Service%20User%20Findings%20Sept%2011.pdf

Lammy, D. (2017) The Lammy Review. London: Ministry of Justice. Online: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/643001/lammy- review-final-report.pdf

McGregor, W. (2017) “This much I know,” The Observer Magazine, 27 August, 2017.

Pryor, S. (2001) The Responsible Prisoner: An exploration of the extent to which imprisonment removes responsibility unnecessarily and an invitation to change. London: HM Inspectorate of Prisons.

O’Brien, R. and Robson, J. (2016) A Matter of Conviction: A blueprint for community based rehabilitative prisons. London: Royal Society for the Arts.

Schmidt, B. (2013) “User Voice and the prison council model,” Prison Service Journal , September 2013, No 209, pages 12-17; online: http://www.crimeandjustice.org.uk/sites/crimeandjustice.org.uk/files/PSJ%20209%20September %202013.pdf

Solomon, E. and Edgar, K. (2004) Having their Say: The work of prisoner councils. London: Prison Reform Trust. Online: http://www.prisonreformtrust.org.uk/Portals/0/Documents/having%20their%20say%20the%20w ork%20of%20prisoner%20councils.pdf

User Voice (2010) The Power Inside: The role of prison councils , online: http://www.uservoice.org/wp-content/uploads/2012/01/User-Voice-The-Power-Inside.pdf

42 43 44 Prison Reform Trust 15 Northburgh Street London EC1V 0JR 020 7251 5070 020 7251 5076 www.prisonreformtrust.org.uk

Active citizen forums were launched by the Prison Reform Trust in ten prisons. The forums are a new way to consult people in prison and target reforms, drawing insights directly from their experience. The groups explore a specific area of concern, discuss why and how it happens, and agree on recommendations for the management team to consider. The process enables people in prison to take more responsibility for day to day life and to make a positive contribution to the prison community.

One forum member said:

“Our forum allowed all those involved to meet all the management of the prison and take part in an active discussion involving all of our findings. This promoted the very thing we were trying to achieve: a real sense of community and togetherness. Breaking down any barriers between us and the management, we all worked towards the same goal which is helping make the prison a safe environment for all those concerned.”