Prison
Service
Order
ORDER
NUMBER
Strategy for Working
with the Voluntary and
Community Sector
4190
Date of Issue
/ Amendment
15/06/2002
Amendments can be tracked in the Numerical Index.
PSI Amendments should be read before and in conjunction with PSO
Foreword by the Director General
This PSO is based on the Prison Service’s Voluntary Sector Strategy Document
“Voluntary & Community Sector ”, which the Prison Service Management Board recently
approved. The Strategy was drawn up by a group involving Governors and the voluntary
sector. It is the first time we have tried to define how we should relate as a Service to the
voluntary and community organisations upon whom we increasingly rely for the delivery
of our work in prisons.
There are some recommendations in the Strategy which reflect good practice across the
Service but which we recognise would require extra resources if applied to all areas and
establishments. These are not therefore included in this PSO but I would encourage you
to build on them if you can.
In particular I would mention the value of creating voluntary sector co-ordinator posts.
Several Areas have appointed people to co-ordinate work with the voluntary sector and
with regional bodies, and to fund-raise from external sources. A growing number of
establishments have also appointed local co-ordinators to establish and nurture
relationships within the prison. In some establishments these posts also have a fundraising remit. The Prison Service Voluntary Sector Co-ordinator arranges a meeting once
every six months to bring existing regional and local co-ordinators together to enable
good practice to be shared.
The importance of partnership is likely to grow with our new focus on resettlement and
where you want to raise funds externally you will often find that they are dependent upon
partnership working. A local or regional co-ordinator can help you develop these
partnerships.
Other elements of good practice are:

Where appropriate to train staff from voluntary groups alongside prison staff in
areas such as security, health and safety, suicide prevention, etc.

To provide an induction pack for all new organisations and volunteers (we will be
producing a model centrally that can be adapted for local use).

To use opportunities such as secondments, mentoring, job shadowing, and
attending management committee meetings to enhance interaction and
understanding between staff and voluntary and community groups
This PSO represents an important step in strengthening the relationship between the
Prison Service and the voluntary and community sector. I believe that the involvement of
the voluntary and community sector within prison is vital to ensure that prisons are not
seen as something apart from the rest of society, but as a service to the community, and
as a community responsibility.
Martin Narey
STRATEGY FOR WORKING WITH THE VOLUNTARY AND COMMUNITY SECTOR
INTRODUCTION FROM THE DIRECTOR OF RESETTLEMENT
1.
This Prison Service Order provides the Service with instructions on the
management and development of an effective relationship with voluntary and
community organisations. It sets out mandatory requirements and gives guidance
on good practice.
PURPOSE

improved support for prisoners and their families

integrating the voluntary sector into prison work

making full use of the resources available
Performance Standard
This PSO will underpin the Performance Standard on Regimes .
Standard: Every establishment will provide a constructive regime which addresses
offending behaviour, improves educational and work skills and promotes law abiding
behaviour in custody and after release.
Required Actions
Contribution of the Voluntary and Community Sector
There must be effective arrangements between the Prison Service and the Voluntary and
Community Sector so that the contribution of the voluntary and community sector is
focused, relevant and in support of Regime objectives.
Implementation
This PSO comes into effect on 1 July 2002
Impact and Resources
The Order will ensure that the relationship between the Prison Service and the voluntary
and community sector is strong, effective and managed consistently across the Service.
The PSO is drawn from the strategic document Voluntary & Community Sector which is
attached. It sets out those areas that are subject to mandatory action. The Strategy has
been approved by the Minister for Prisons and Probation and endorsed by the Prison
Service Management Board. The development of the Strategy has been overseen by the
Voluntary and Community Sector Strategy Group which is drawn from the voluntary and
community sector and Prison Service operational management. A bid for resources to
support this work will be made in the next funding round and the PSO updated as further
resources become available.
Mandatory Action
Mandatory action is specified by the use of an italic typeface.
Audit and Monitoring
Monitoring is the responsibility of the operational line and will be carried out at a local
level. Advice and support is available from the Voluntary Sector Co-ordinator.
Contact Point
The main source of advice is Jo Gordon, Voluntary Sector Co-ordinator at Prisoner
Administration Group, Room 716, Cleland House. Tel: 020 7217 6842
NOTE FOR ESTABLISHMENT LIAISON OFFICERS
ELOs must record the receipt of the Prison Service Order – Strategy for Working with
the Voluntary and Community Sector in their registers as issue 152 as set out below.
The PSO must be placed with those sets of orders mandatorily required in Chapter 4 of
PSO 0001.
Issue
no.
152
Date
15/06/02
Order
no.
4190
Title and / or
description
Strategy for
Working with
Voluntary Groups
Colin Harnett
Acting Director of Resettlement
Date entered in
set
ELO signature
Introduction
1.1
Voluntary and community organisations already work in most establishments.
They provide services and skills prisons on their own cannot. The use of voluntary
and community groups is likely to grow as the Prison Service begins to focus more
on resettlement and reducing re-offending. It is vital that this relationship should
be made to work as effectively as possible.
1.2
Some of the issues that need to be addressed:





1.3
Many existing relationships are haphazard and untargeted, with no proper
arrangements for funding, communication, training or management
There should be greater consistency across the Service, with a well
managed relationship that allows space for local flexibility and the use of
innovative approaches and ideas
Prisons should be proactive as well as reactive and be aware that they need
to build their knowledge of, and contacts with, community based agencies.
Opening up paths to previously under exploited sources of funding through
developing partnerships with voluntary and community and other agencies
Linking the Prison Service into wider Government agendas.
The relationship between prisons and the voluntary and community sector is
usually very local. It is particularly important to make this relationship effective by:



ensuring involvement in planning and delivery of services,
developing a clear understanding of roles and expectations, and
overcoming problems of access and communication.
Definitions
Accepted definitions, which describe voluntary organisations, volunteers and communitybased organisations, are given in paragraphs 7 – 12 of the strategy document. It is
particularly important to recognise that, although they may use volunteers to deliver
services, voluntary and community organisations are staffed by paid professionals.
What the Voluntary Sector Can Offer
The services offered by voluntary and community groups can help to deliver a range of
regime objectives: from drug treatment, suicide prevention, basic skills training and family
ties to health care and resettlement. These outside organisations bring expertise,
knowledge and practical support in key areas and can also offer a continuity of services,
as these can carry on after a prisoner is released.
Counselling and support from organisations and individual volunteers offer prisoners help
in dealing with areas of personal concern such as alcohol and gambling addictions,
coping with bereavement, parenting and suicide and self harm. Others befriend
prisoners who have lost contact with families and friends and would otherwise not receive
visits. Some groups offer specific services to groups such as foreign nationals including
interpretation, translation and legal advice. Others offer cultural and religious support.
The relationship is described in more detail in paragraphs 14 -21 in the strategy
document.
2.
Aims
2.1
To develop an approach that will strengthen the relationship between the Prison
Service and voluntary and community sector organisations and volunteers at
headquarters, area and establishment level. In order that:



Community resources are mobilised to strengthen the support provided to
prisoners and their families during imprisonment and on release
Voluntary organisations and volunteers form an integral part of the delivery of
constructive work in establishments and the community
Full use is made of the strengths and diversity of voluntary and community
organisations and prison staff in providing innovative programmes and as a
bridge to the wider community.
3.
Required Actions
3.1
National Level (see recommendations 1- 4 of the strategy document)
3.1.1 Mandatory Action: Head Quarters policy groups will:




3.2
involve voluntary and community groups in the development of policy and
programmes
ensure funding relationships are consistent and well managed
develop genuine partnerships with external funders
promote and publicise partnership with the voluntary and community sector.
Establishment Level (see recommendations 7-22 of the strategy document)
(Where recommendations also apply at Headquarters and Area Level this has
been indicated).
3.2.1 Responsibility at a Senior Level in Establishments, Areas and relevant
Headquarters Groups
Mandatory Action: Governors, Area Managers and Head of Groups must:

give responsibility to a member of their Senior Management Team for
oversight of voluntary and community groups as part of their job description.
(see recommendation 7 of the strategy document)
3.2.2 Development of Policy and Delivery of Services
Mandatory Action: Governors , Area Managers and Heads of relevant Head Quarters’
Groups must:
i)
ii)
show the role of the voluntary sector in their service development plan.
ask voluntary and community groups to contribute to the planning and
delivery of services and programmes and to be members of all relevant
meetings and committees.
3.2.3 Reviewing Services and Assessment of Prisoners’ Needs
Mandatory Action: Governors must:
i)
carry out a review of voluntary and community group activity, once every 12
months
ii)
ensure that the services and support provided by voluntary and community
groups are relevant to prisoners’ needs.
(see recommendation 10 of the strategy document)
3.2.4 Ensuring quality of services and support
Mandatory Action: Governors, Areas and relevant Headquarters Policy Groups must:

ensure that the quality of support and services offered by voluntary and
community groups is of as high a standard as possible

put in place systems that are sufficiently flexible to allow work with new
groups and to test innovative methods.

be able to identify the support and services required from the voluntary and
community sector and set this out clearly when entering into an agreement
with voluntary and community groups.

support their relationship by a formal written agreement with each voluntary
and community sector group.
(see recommendation 11 of the strategy document)
3.2.5 Funding Relationships
Mandatory Action: Governors, Area Managers and relevant Headquarters groups must:




ensure all funding is subject to fair and open competition and that the
organisations receiving funding offer ‘best value’
ensure funding agreements are supported by formal written agreements
(contracts, SLAs, terms and conditions of grant)
monitor and evaluate work against agreed outputs and outcomes
follow The Guidelines on Funding set out in the Government’s Compact
document 1 where an organisation has secured funding for pump-priming or
a pilot project with an expectation that the Area or prison will provide
continuation funding, make it clear from the outset if this expectation can be
met. If funding is agreed this should be built into planning and the level of
funding, and the length of time over which it will be offered, detailed.

See useful publications list Appendix 1
3.2.6 Gaining Staff Confidence
Mandatory Action: Governors must:

ensure information about services and support offered by the voluntary and
community organisations is promoted widely by the prison using notice
boards, newsletters, directories of organisations and regular occasions, such
as, information fairs where staff and prisoners can meet groups.

ensure that the understanding and trust needed for working in partnership is
created and that staff understand: why voluntary and community groups
have been invited to work in the prison, what they do and how this benefits
the prison, themselves as staff, and prisoners.
3.2.7 Access to Prisons and Prisoners
Mandatory Action: Governors must:

make sure that every group/volunteer coming into the establishment is linked
to a nominated member of staff

make sure that procedures for coming into the prison are clearly explained to
voluntary and community sector staff and volunteers and carried out as
smoothly as possible.

ensure that where organisations or individuals are given keys, training in their
use is always provided.
3.2.8 Concerns, Complaints and Disputes
Mandatory Action: Governors must:

put in place a straightforward procedure for raising concerns and
complaints and for the resolution of disputes, which should be set out in the
prisons’ induction pack for the voluntary and community sector. This
should include how matters will be resolved within the establishment and if
this is not possible the procedure for referring this to a higher authority at
area or national level.
3.2.9 Encouraging and welcoming diversity
Mandatory Action: Governors must:

explore ways of building and developing contacts with groups currently
under-represented as a means of increasing diversity and being able to
help meet the needs of minority groups and specialist needs.

address attitudes in establishments, which would be off putting to staff and
volunteers from these organisations through training and policy
implementation.

consider assistance with capacity building and funding for small community
based organisations which may be needed before they are able to offer a
service to the prison.

Take action against anyone who is found to discriminate unfairly against
voluntary and community sector staff or volunteers working in the
establishment.
3.2.10 Health and Safety
Mandatory Action: Governors must

issue formal agreements between the prison and voluntary and community
groups on health and safety issues as part of the induction pack for
voluntary and community groups. This should make it clear where
responsibility lies for health and safety issues, reporting procedures,
insurance etc.
3.2.11 Security Checks
Mandatory Action: Governors must:

ensure the time taken to provide security checks for staff and volunteers
from voluntary and community groups is kept to a minimum and
unnecessary delays are avoided

carry out checks on new groups

ensure that staff and volunteers from voluntary and community groups
receive a security talk before working in a prison, even if they are not
issued with keys.
Appendix 1
Useful Publications
Good Practice Guide: Prisons and the Voluntary and Community Sector
Clinks/ HM Prison Service (April 2001)
Available free from Clinks (Prisons Community Links) Office 4, Central Methodist
Centre, St Saviourgate, York YO1 8NQ. Tel: 01904 673970 or from Anne Parfitt,
Prisoner Administration Group, HM Prison Service Headquarters, Room 703, Cleland
House, Page St, London SW1P 4LN Tel: 020 7217 2739.
Strategy for Working with the Voluntary and Community Sector
HM Prison Service (November 2001) Copy attached. Further copies can be
obtained from: Anne Parfitt, Prisoner Administration Group, HM Prison Service
Headquarters, Room 703, Cleland House, Page St, London SW1P 4LN Tel: 020 7217
2739.
Compact on Relations between Government and the Voluntary and Community
Sector in England
Home Office 1998
Active Community Unit, Home Office, Horseferry House, Dean Ryle Street, London
SW1P 2AW Helpline: 020 7217 8400
Funding: A Code of Good Practice
Volunteering: A Code of Good Practice
Black and Minority Ethnic Voluntary and Community Organisations: A Code of
Good Practice
(available from the Active Community Unit as above)