Leadership

National and local leaders provide the direction, encouragement and resources to enable good outcomes for prisoners.

(For definition of leaders see Notes and references, note i.)

1. Direction: National and local leaders work collaboratively with staff, stakeholders and prisoners to set and communicate strategic priorities that will improve outcomes for prisoners.

The following indicators describe evidence that may show this expectation being met, but do not exclude other ways of achieving it:

  • There is a clear leadership structure with responsibility for separation centres.
  • Effective oversight is provided through a national management committee that meets regularly, provides scrutiny, support and challenge and is attended by senior leaders from each centre.
  • Leaders and staff understand the centres’ strengths and weaknesses and where outcomes need to improve.
  • Leaders have a good understanding of the experiences of prisoners and staff in the centres.
  • Leaders understand and are committed to the primary objectives of separation and have an ambitious vision for the centres.
  • Realistic, aspirational plans are in place to improve outcomes for prisoners.
  • Staff understand and share the aims and priorities of the centres.
  • Leaders foster and develop multidisciplinary ways of working which are essential to delivering the national aims of the centres.

2. Engagement: National and local leaders create a culture in which staff and other stakeholders willingly engage in activities to improve outcomes for prisoners.

The following indicators describe evidence that may show this expectation being met, but do not exclude other ways of achieving it:

  • National and local leadership is responsive to the unique demands placed on staff by working in the separation centres.
  • Leaders at every level are visible and approachable.
  • Leaders take time to listen to staff and prisoners and follow up the issues raised.
  • Effective communication is used to promote understanding of current priorities, information sharing, collaboration and multidisciplinary working.
  • Leaders set, model and enforce standards of staff behaviour and prisoner care that support rehabilitation.
  • Leaders actively promote the well-being of staff.
  • Staff feel motivated and supported in their work.
  • Leaders show and encourage innovation and creativity to solve problems and meet the needs of prisoners.
  • Effective practice is recognised and shared.
  • The organisational culture encourages staff to reflect on and learn from their mistakes.

3. Enabling: National and local leaders provide the necessary resources to enable good outcomes for prisoners.

The following indicators describe evidence that may show this expectation being met, but do not exclude other ways of achieving it.

  • There are enough staff members to deliver the aims of the centres.
  • Staff have the knowledge, skills and attitudes necessary to work safely and meet the needs of prisoners.
  • Leaders make good use of the staff and buildings at their disposal.
  • Leaders identify resource constraints and seek to resolve them.
  • Line managers support their staff and provide suitable professional development opportunities.

4. Continuous improvement: National and local leaders focus on delivering priorities that support good outcomes for prisoners. They closely monitor progress against these priorities.

The following indicators describe evidence that may show this expectation being met, but do not exclude other ways of achieving it.

  • Where possible, data are used effectively to understand the impact and fairness of policies, to identify any potential discrimination and to track progress against improvement plans.
  • Feedback from prisoners, staff and other stakeholders is used to generate ideas, create plans and measure progress.
  • Leaders welcome and encourage external scrutiny.
  • Inspection recommendations, audit findings, serious incident reports and best practice ideas are used to encourage improvement.
  • Any serious failings or concerns identified by internal or external bodies are addressed swiftly and outcomes following improvements are monitored over time.
  • Leaders use quality assurance processes to drive continuous improvement.
  • Collaboration with policy teams and colleagues in other centres or partner organisations supports improvement.

Human rights standards

Human rights standards emphasise that prisons should be managed within a context which recognises the obligation to treat all prisoners with humanity and which facilitates the reintegration of prisoners into the wider community. They recognise the important role of staff in rehabilitation, the need for a clear sense of purpose in the prison system and the importance of leadership in how that purpose is best achieved. Prisons must be adequately staffed to provide a safe environment and staff should receive ongoing training, including to undertake specialist roles and work with particular groups of prisoners. Arrangements should be in place to ensure there is good communication and coordination both within and outside of the prison. See EPR 6, 8, 72–87, 89–91, 93; SMR 1, 3, 74–80, 83.