HMP Pentonville Urgent Notification Action Plan - An ETC Perspective

In Response the below post from Project ReMAKE and to help HMP Pentonville Governor Simon Drysdale ETC gives their perspective and recommendations. 

https://www.linkedin.com/posts/project-remake_hmppentonvilleunactionplanpdf-activity-7363117523069722626-x1g8?utm_source=share&utm_medium=member_desktop&rcm=ACoAADrJvLMBS505WQVmqeanB4PRSzAvqPHdi4U

The actions outlined in the Urgent Notification Action Plan for HMP Pentonville reflect common challenges faced by many institutions, particularly in complex environments like prisons. These issues often arise due to a variety of factors, including:

1. Weak Management Structure and High Turnover: The need for a revised management structure highlights a lack of oversight and performance measurement, exacerbated by frequent staff changes that disrupt continuity, leading to unclear roles and responsibilities.

2. Ineffective Governance and Limited Resources: The emphasis on defining priority areas suggests that existing governance frameworks are inadequate. Budget constraints hinder the ability to provide necessary training and support, affecting leaders’ capacity to manage effectively.

3. Insufficient Local Expertise and Increased Pressure: The requirement for external support indicates a deficiency in internal expertise, which can impede decision-making. Coupled with rising inmate populations and changing regulations, this creates an environment where effective governance struggles to keep pace.

4. Cultural Resistance to Change and Emotional Toll on Staff: Established practices may stifle innovation, while the challenging nature of prison work can lead to burnout and disengagement, further complicating leadership dynamics.

Recognising these challenges is the first step toward meaningful improvement.

High-Impact 4-Week Action Plan by ETC

While the action plan for HMP Pentonville provides a solid instructional framework, it may not be readily implementable without specific, actionable steps. To effectively address the short time frame and facilitate immediate improvements, I propose the following concrete actions to ensure successful execution:

Week 1: Immediate Assessment and Stakeholder Engagement

Conduct a Rapid Diagnostic:

• Action: Deploy a focused approach to carry out on-site assessments within the first two days, using structured interviews and surveys to gather insights from staff at all levels.

• Outcome: Produce a concise report identifying key leadership dynamics, governance issues, and operational challenges within one week. 

Stakeholder Meetings:

• Action: Schedule targeted one-on-one meetings with key stakeholders immediately after the diagnostic. Focus discussions on their perceptions of challenges and proposed solutions.

• Outcome: Create a shared priorities document based on these discussions to guide the subsequent weeks.

Week 2: Practical Leadership Workshops and Training

Leadership Development Workshops:

• Action: Organise two intensive workshops in the second week, focusing on practical skills such as conflict resolution, effective communication, and performance feedback.

• Outcome: Create a shared priorities document based on these discussions to guide the subsequent weeks.

Mentorship Program:

• Action: Quickly establish mentorship pairings by identifying experienced leaders from within the network who can provide immediate guidance to HMP Pentonville leaders.

• Outcome: Facilitate weekly check-ins between mentors and mentees to foster continuous learning and support.

Week 3: Rapid Implementation of Governance Framework

Define Clear Roles and Responsibilities:

• Action: Conduct a focused workshop with the leadership team to redefine roles within a single day, using collaborative tools to map out responsibilities visually.

• Outcome: Distribute a clear governance framework document to all staff by the end of the week.

Develop an Action Tracking System:

• Action: Utilise project management software to create a simple tracking system that allows staff to log progress on key initiatives in real-time.

• Outcome: Ensure that all team members can access and update their progress by the end of the week.

Week 4: Independent Oversight and Continuous Improvement

Initiate Peer Led Assurance Visits:

• Action: Organise the first independent scrutiny visit by the end of the fourth week, ensuring that the visiting team has a clear checklist of expectations.

• Outcome: Generate a feedback report that highlights strengths and areas for improvement, to be shared with all staff.

Feedback Loop Creation:

• Action: Set up a bi-weekly feedback mechanism, including anonymous surveys and open forums, to gather ongoing input from staff about the changes being implemented.

• Outcome: Establish a continuous improvement cycle that allows for real-time adjustments based on staff feedback.

Conclusion

By focusing on these specific steps, ETC can transform the instructional aspects of the action plan into actionable initiatives that address the immediate challenges at HMP Pentonville. This approach ensures that improvements are not only proposed but also effectively implemented within the short time frame, enhancing both leadership capacity and operational efficiency.

ETC is committed to partnering with you to drive meaningful transformation, ensuring a more effective and supportive environment for staff and inmates alike. Let’s turn these challenges into opportunities for growth and success!

For more information on ETC and the Public Sector, Judiciary and Prison Crisis go to: EDUCATION