How can social enterprise be made to fit within the prison service? Rachel O’Brien SERIF November 2016

RSA (since 2008) and Transitions Spaces CIC (2015) Background RSA (since 2008) and Transitions Spaces CIC (2015) The Learning Prison (2008) Transitions (2011) Building a Rehabilitation Culture (2014) Masterplan and Business Design (2015) GJ Garden Design and Horticulture The Humber Pilots The Future Prison (2016)

Core ideas and principles Relentless focus on rehabilitation and risk reduction Rehabilitation protects the public and benefits taxpayer in the long term. Rehabilitation is social and requires and drives local buy in. Permission to innovate requires new narrative and community involvement. Identify, engage and utilise assets and positive networks Prisoners as assets not liabilities. Unlock governor discretion, leadership and staff potential. MoJ fallow assets could be used through community asset transfer that allowed for new forms of investment, co-location and reinvestment. Prisons and prisoners are locked away from the networks that they need to support and sustain rehabilitation. Do not fly blind Co-design and engage with service users, workforce and community. Build on what exists through provider and commissioner engagement. Thinking you make a difference is not good enough; identify your ethics but share and prove them. Shared and aggregated evidence.

The Future Prison Project (2016) Citizenship Public engagement Rehabilitation Network effects Community based approaches Integration Decentralisation Workforce development

A Matter of Conviction (Oct 2016) The Blueprint Reduce risk through rehabilitation The foundations National rehabilitation strategy (prisons and probation) New rehabilitative duty Enhanced inspection regime Smaller more resilience based NOMS at arms length Phased process of devolution Local prison boards and SPVs Workforce and leadership development Institutional culture and freedoms The White Paper Safety and reform £104m 2,500 frontline staff (including ex-service recruitment and greater integration of some probation staff) A SOS ‘duty to reform’ Enhanced inspection regime League tables Test in, test out Governor autonomy? Mentors and coaching

Or, maybe… How could social enterprise approaches help to support prison reform? What does social enterprise bring that others can’t to reducing risk through rehabilitation? Could prisons be run as social enterprises? And… why should anyone listen to us?

What does this mean for social enterprise? A new mood? A higher standard of evidence. Renewed focus on employment and education. Facilitate and incubate change Co-produce homegrown responses Provide opportunities for HMP income generation SPVs and local assets. Workforce development. Change the conversation. Define prison reform.