direction and we look forward to continuing our work with families and significant others to achieve our shared goal of helping to break the cycle of crime for current and future generations. ………………………………….. PJ Butler Contents: Page Foreword from the Governing Governor 2 HMP&YOI Brinsford’s Decency Charter 4 Our Statement of Purpose References to Supporting documents & Guidance – 5 Related HMCIP Expectations Appendix a Care Leavers Practice Guidance Appendix b Rehabilitative Culture Appendix c Introduction - The Lord Farmer Review 5 Our 3 Year Strategy 6 Links to Pathways & Current Partnerships 23, 24
Objective Desired Outcome Year 1 Year 2 Year 3 Brinsford will establish a Family Strategy Group represented by all functions and partners. Direction will be informed by engagement with the families of residents and residents themselves. To establish a strategic group that is able to implement the recommendations of the Lord Farmer report and HMIP expectations relating to family integration Define Family & Significant Other Group membership (FSOG) [31/05/18] Establish inaugural meeting and set FSOG terms of reference [30/06/18] Develop Family & Significant Other Group resident representatives Explore options for parental representation on the pane Family group to meet in accordance with a defined meeting schedule and include resident and family representation as standard Achieve meaningful engagement to better understand the perceptions of family members, significant others and corporate parenting Fully understand the needs of visitors. Assess the emotional and psychological impact of engagement with Brinsford services through the experience of residents’ families, children and siblings. Obtain experiential feedback from professionals engaged in corporate parenting Conduct visits experience focus group for residents [31/07/18] Review the scope of the visitors survey [30/06/18] Implement quarterly visitors meetings chaired by the Governor [30/09/18] Invite Partners of Prisoners and Families Support Group (POPS) to take the visitors journey [31/10/18] Conduct a needs analysis via families and professionals focus group event – focus on the visits, welcome and foyer experience Assess available data and define the statistics to be used for Expand the visitors survey to include responses by proxy and through digital data solutions
Implement a Head of Operations monthly visit session surgery [30/09/18] competitive analysis Create a visitors centre that is reflective of ‘what works’, good practice and feedback from others. Impact the perception of family members and professionals visiting residents at Brinsford. Ensure that a welcoming informative and supportive environment is established that acts as an enabler to our rehabilitative culture and embeds family contact at the heart of positive change. Empower residents to include family/significant others in all aspects of their care – especially in relation to ACCT and violence reduction Work in partnership with Barnardos to define the “The Family Offer” [31/05/18] Further enhance the visitors centre environment to include professional ‘welcome and prison vision’ displays [30/08/18] Introduce ‘You Said/We Did’ display for all family and significant other forums to complete the feedback loop [31/10/18] Review all messaging in the visitors centre, foyer and visits rooms [31/05/18] Review staff profile to assess potential of adding dedicated family ‘meet and greet’ officer for all visits sessions [30/06/18] Recruit and vet a volunteer team to support Barnardos Develop an interactive display to provide information from all functions and key delivery partners to the mystery of life inside Manage the Barnardos partnership and assess performance against delivery of the “Family Offer” Define the officer ‘meet and greet role’ with focus on normalising security procedures and Establish resident workforce to support Barnardos in operating refreshment services Introduce video display system in visits centre, foyer and domestic visits for welcome and awareness video Commission professional content makers to develop, script and record a welcome and awareness video
delivery and release front line Barnardos staff to the family support role [31/12/18] Review refreshment services to ensure family/significant other needs are met [31/07/18] Recruit, vet and appoint Barnardos Family Engagement Worker (FEW) [30/08/18] Review the content of information stored digitally on all relevant professional resource sites or public domains to ensure it is current, relevant and accessible by family members or significant others and is fit for purpose [31/10/18] Establish funding for a professional mural along the visits journey [31/03/18] structuring new visitor expectations Introduce officer ‘meet & greet’ teams having received specialist customer focus training to support Barnardos services Implement a volunteer team to remove Barnardos staff from admin and service roles and release them to family support roles Assess the impact of security routines and visits process on family members and corporate Commission professional artist to design and create a visits journey mural Design and implement a child distraction system from visits centre into the visits room
others in the design of the visits journey mural Professionalise engagement and interactions through the development of our people. Identify the potential for developing consistency of staff deployed to visits reception and delivery roles. Define expectations for these staff, coach and train them. Empower them to assess and respond to the needs of families and significant others and to act as enablers to building bonds. Review profile for distribution of visits, professional visits and foyer hours. Allocate hours to a specified group to improve consistency [30/04/18] Assess the workforce for previous experience in the family/significant other support service [30/08/18] Request expressions of interest from the workforce in relation to working with families/significant others and assess against competencies defined by the Family & Significant Others Group [30/09/18] Partner with Barnardos for the delivery of ‘Hidden Sentence Training’ and improve prison staff understanding about the impact of imprisonment on prisoners’ families/significant others [31/7/18] Staff and partners who work at Brinsford will understand their individual roles as corporate parents Define job roles for foyer, domestic and professional visits and visits centre ‘meet & greets’ Ensure job roles are reflected in relevant staff SPDR’s Establish a dedicated operations group to reinforce specialist training and facilitate Recruit and train 2 x Family Engagement Workers for each division within the operations group ROTL peer ‘meet and greet’ workers selected from care leaver and mainstream population Our care leavers routinely engage in family visit days and our family visits staff are trained in engaging community corporate parents and facilitate visits
Seek commitment from all functional leads to release dedicated family visits staff to administer and deliver visits on a regular basis [31/5/18] Prison staff and partners will be trained on how to elicit information relevant to confirming whether residents are care-leavers or care experienced and then engage the relevant external support networks [31/01/10] resource deployment from a consistent source. Enable development of meaningful family/significant other relationships in visits Review the language and culture utilised by staff and partners involved in family facing roles Establish an support a dedicated family visits team that is appropriately resourced to deliver monthly family visit days and incorporate child only events each quarter between the two Commission formal training for all staff and partners engaged in family facing roles We will identify opportunities to integrate social worker input into staff awareness training to improve assessment of risk and creating opportunity to build better family relationships
Brinsford will acknowledge and be responsive to the diverse make up of our family members, significant others and corporate parents who experience our ‘family offer’. Everyone experiencing the services delivered as part of the ‘family offer’ will be able to access a range of specialist services where the need is identified. Barriers to effective inclusion will be identified and mitigated through communication in a range of languages and consultation which reflects our cultural competence. Our visitor survey will be used to assess the cultural diversity of family service users [31/08/18] A needs analysis will be commissioned with our care leaver population to assess the specific levels of engagement with the ‘family offer’ as corporate parents [30/9/18] Data provided by our equalities team will be assessed by the Family and Significant Other Group to inform decisions made for the commissioning of services [31/10/18] Equalities data capture sources will be reviewed to consider the potential to capture how often differing cultures access family engagement opportunities, specifically visits. This will be extended to include data capture for levels of engagement with personal advisors as a care leaver [31/1/19] The staff and partners delivering services as part of our ‘family offer’ will be fully reflective of the diversity contained within our population Visitor engagement will inform adjustments required to meet the cultural diversity expectations of those using family services Staff identified to conduct ‘Meet & Greet’ and other family facing roles will be reflective of the diversity of our resident population Dedicated staff groups and partnership teams will be established which are culturally aware and reflective of the diversity of our resident population. This cultural maturity will be used to develop quality relationships with family members and significant others
support once the need is established. [31/10/18] Milton Keynes College will assess the potential of using the Virtual Campus for family learning activities [30/11/18] A scoping exercise will be conducted to consider the use of digital solutions to support improved family contact The data survey will be used to make strategic decisions on the number and availability of resident telephones and the suitability of core day timings on supporting family contact ROTL release will be facilitated for parents wanting to attend parent evenings Relationships with schools and colleges will be established as an enabler to digital contact for parent evenings, graduations and homework clubs. Release on
Temporary Licence (ROTL) will be considered as an alternative We will listen to our visitors and residents about what they want and need from our family service. We will engage our family service providers and prison staff to be innovative with delivery and practice, to best meet those needs. Prison service providers will consider how their services can be more inclusive of families and significant others. We will share our ideas with family service providers and ensure their innovation is embraced to deliver bespoke services that enhance inclusion of families and significant others. Personal advisors are contacted and provide an input into initial screening records and disclose pathway plan content. [31/12/18] Our Family Visits Team will review the needs of Care Leavers and assess the need for a dedicated Care Leaver session [30/9/18] Offender Supervisors will fully understand the ‘Family Offer’ at Brinsford and will engage their caseload in utilising the opportunities on offer and manage motivation to repair damaged family relationships [31/12/18] Milton Keynes College will be engaged to identify solutions for Our Family Visits offer will be expanded to include monthly visits, child only sessions and additional bespoke days that meet the diverse needs of our population Personal advisors will meet with care leavers in domestic visits Key workers and Prison Offender Managers will work in partnership to ensure residents Care Leaver Pathway Plans are fully embedded in our sentence and release plans. Sentence and release plans will take place with the Personal Advisor present and release planning. Our Family Visits offer will be fully embedded within the establishment profile to ensure resources reflect the demand for regular service
family learning opportunities [28/2/18] We will partner Barnardos to support a bid to expand our family support provision to include a Care Leaver Support Worker [30/9/18] Care UK services will be reviewed to establish clear protocols on how families and significant others are included in mental and physical health planning and on-going support. Communication strategies will be developed to ensure family or significant others are kept with medical care provided for their loved ones [30/7/18] We will provide host services for Barnardos to support them in the delivery of Hidden Sentence Training for Midlands professionals engaged in working with young adults to improve the understanding of make use of all family services and receive regular direct contact with families or significant others Family learning opportunities will be implemented in association with our learning and skills provider. Family support provision includes a Care Leaver Support Worker to link personal advisors and social worker input Brinsford will act as a hub site for regional Hidden Sentence Training and the ability to be flexible with deployment in response the emerging needs of our population Our Care Leaver Support Worker will be delivering bespoke interventions for Care Leaver and care experienced residents