Violent and Disruptive Prisoner Behaviour in the Ir Irish Prison Service: An Examination of f Current Management Orla Gallagher PhD student at University College Dublin (UCD) & the Irish Prison Service (IPS) Supervised by Prof. Gary O’ Reilly (UCD) & Dr Emma Black (IPS)
Ir Irish Prison Service high security medium security open centre female
Ir Irish Prison Population Pri rison Popula latio ion per r 100,000 Nati tional l Popula latio ion 655 655 700 600 500 400 300 200 140 140 114 114 78 78 100 51 51 0 Finland Ireland England & Wales Canada USA
Violent & Disruptive Prisoners – ‘VDPs’ IP IPS S Defi finit itio ion ‘Barrier Handling’ • Serious repetitive violence towards staff &/or other prisoners • Significant risk of violence towards others • Operational issues for the prison system • 5 prisoners (<1% ) in the IPS meet this criteria VDP Poli licy • Isolated locations • Limited interaction • Restricted regimes • Increased security
VDP Policy Aims 1. 1. Protect staff f fr from vio viole lence 2. . In Interv rvene & reduce ris risk of f vio viole lence • Reduced opportunities for violence • Limited scope for intervention ➢ But … can still happen • Lack of progression • Harm to the individual: • Protection from physical harm: ➢ Psychological, e.g. self-harm ➢ But … what about ‘other’ harms? ➢ psychological, e.g. stress ➢ Physical , e.g. weakness ➢ occupational, e.g. job satisfaction
Changing Practice National Violence Implementation Reduction group Working Unit established group (NVRU) established Inspector of Prisons calls for change
Research 4-Year Rese search Projec ject Cu Curr rrent stu tudy - Aim ims 1. Describe and the experiences of: 1. Current man 1. anagement (a) staff managing prisoners under the (VDP pol (V olicy) VDP policy (b) prisoners managed under the VDP policy 2. Fu 2. Future management (NVRU) (NV 2. Inform the NVRU: (a) guide practice and policy 3. 3. In Incid ident an analysis (b) generate baseline data Meth thodolo logy 4. 4. Systematic review • Qualitative • Quantitative
Sample Demographics In Involv lvement with ith VDP poli licy Age (y (years) • N = 11 Prison Officers • Current = 7 Prison Officers (17%) • Previous = 4 Prison Officers (27%) 18% 18% 27% 27% Pris rison Se Settin ing • Prison A = 5 Prison Officers • Prison B = 4 Prison Officers 55% 55% • Other = 2 Prison Officers Gender 36 - 40 41 - 45 46 - 50 • All participants were male
Sample Demographics Years of Se Serv rvic ice in in IP IPS Years Managin ing Pri risoners under th the VDP Polic licy 9% 9% 9% 9% 36 36% 36 36% 46% 46 64 64% 6 - 10 11 - 15 16 - 20 21 - 25 0 - 5 6 - 10
Quantitative Scales Socia So ial l Clim Climate – EssenCES Occupatio ional l Well llbein ing – Management St Standards In Indic icator Tool • 15 items, 3 sub-scales: • 35 items, 7 sub-scales: 1. Inmate Cohesion 1. Role 2. Experienced Safety 2. Control 3. Hold & Support 3. Demands 4. Peer Support 5. Manager Support • Correctional environments have distinct 6. Relationships social climates 7. Change • Influences outcomes for: • Prison Officers fare worse then the ‘average’ employee in the UK ➢ Prisoners, e.g. treatment engagement ➢ Staff, e.g. morale ➢ Organisation, e.g. violence levels • Influences outcomes for: ➢ Staff, e.g. psychological distress ➢ Organisation, e.g. staff turnover
Social Climate Ess ssenCES – Mean an Sc Scores 20.00 18.00 15.20 16.00 13.70 14.00 12.60 11.70 12.00 10.90 10.90 10.20 9.70 10.00 9.00 8.10 8.00 6.36 6.00 2.91 4.00 2.00 0.00 Inmates Cohesion Experienced Safety Hold & Support Current Study UK Prison Norms German Prison Norms Australian Prison Norms
Occupational Wellbeing & Stress Management t St Standards In Indic icator Tool l - Mean Sc Scores 5.00 4.74 4.50 4.18 4.15 3.99 4.00 3.75 3.73 3.70 3.65 3.58 3.57 3.64 3.54 3.46 3.45 3.35 3.34 3.50 3.27 3.18 2.99 2.90 3.00 2.76 2.75 2.65 2.61 2.57 2.39 2.50 2.21 1.88 2.00 1.50 1.00 0.50 0.00 Role Control Demands Peer Support Manager Relationships Change Support Current Study Bevan et al. (2010) Kinman et al. (2016) HSE National Survey (2010)
Content Analysis 1. . What does s curr rrent management lo look li like? 2. . Why is is curr rrent management li like this is? 3. . How is is curr rrent management work rkin ing? 4. . How could ld curr rrent management change?
1. . What are th the social characteristics of f current management? Pris risoner In Interactio ion Pris rison Offic ficer-Pris isoner Interactio ion • Generally “restricted” • Generally “minimal” • A desire to show humanity “He gets to talk to fellas “So that he can see […] beyond through the doors, that’s it”. the blue shirt, that he can see beyond the suit, that we’re people too”. • But … varies based on prisoner behaviour • But … inhibited by social norms “He’s on a landing […] with “The environment in the prison two other guys that are […] is that staff stick together, and good for his mental health you don’t want to be seen to be and stuff, and he has socialising with the fella that progressed”. broke [his] nose”
1. . What are th the social characteristics of f current management? Pris rison Offic ficer In Interactio ion Prison Officer & ‘ O ther’ Staff Interactio ion • “Comradery” within groups • “Kept in the dark” “Knowledge is power, just “ You kind of get into a tight group some people don’t give up the where you come so dependent on knowledge”. each other” • But … varies between groups • Desire for collaboration “We’re working with these “If certain people are working, people every day of the week, there’s no talk like that [re: mental and that’s not utilised near as health]” much as it should be”.
2(a (a). Why are some pri risoners 2(b (b). What is is th the aim of f th the managed under th the VDP policy? VDP policy? • Prisoner behaviour What the policy cu currently aims to do vs “Prisoners fight, and that’s the What the policy sh should ld or cou ould aim to do environment we’re in […] when they’re placed on the policy they have a history of it”. “At the moment the purpose of the regime is safety of everyone, • Safety but in an ideal world with a bit of training and support it could “Pure and simple, be more of an intervention role they’re a danger to and a helping role” staff ”
2(c (c). ). What are th the ris risk factors for violence/disruption? Organis isatio ional l le level l Envir ironmental l le level • Managerial inconsistency with prisoners: • Lack of structured activity ➢ Rules ➢ False promises “There has to be structured activities put in place to help “If you have a Governor or a them because they’re never going Chief or person who’s to get better, their aggression is managing the area telling only going to increase, and the the prisoner that they’re way they treat the staff and think going to do this, that, or the about the staff is only going to get other, and not following worse”. through on that, that causes huge issues”.
2 (c (c). ). What are th the ri risk factors for violence/d /disruption? In Interactio ional l le level l In Indiv ivid idual l le level l • Inconsistent staff approaches: • Mental illness ➢ Enforcing the rules ➢ Communication style • Adverse upbringings “The mode of delivery, how you speak to someone, how you interact “Life I think for most of those with someone, can essentially kind of guys it’s obviously not dictate whether someone gets hurt our lives, they came up in a or not”. complete different environment all together. So • Negative peer influences what’s normal for them is not normal for us” “[other prisoners] telling him ‘you got to go, and you got to do this’, so then they have to show face”.
3. . What im impact has your role had on you? Perso sonal l im impact Co Copin ing str trategie ies • Stress • Comradery with staff • Feeling unsafe • Good family life • De-sensitisation • Talking about issues • Caution • But … lack of organisational support “You feel more fatigued, and I think that’s from “Instead of them saying ‘hang concentrating more and on, you started the row, and focusing more. Just because you attacked staff […] they’re you know who and what saying ‘well here’s a Category A you’re dealing with and the form, do you want to make a potential that is there”. complaint’”
4. . What is is your understanding of f th the new unit it? Hopes Concerns • Prisoners not progressing • Potential for progression • Poor organisational commitment • Safe environment • Poor staff selection • Unit invested in • Operational vs. Psychology staff • Staff needs addressed • Prisoner needs addressed “Prisoners lash out for certain “They’ll both be coming reasons, and you have to from very different identify […] and try to go after standpoints” those reasons”
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