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Managing prisons in a time of change - World …

Managingprisons in atime of changeAndrew CoylePublished byInternational Centrefor prison StudiesKing s College LondonManagingprisons in atime of changeAndrew CoylePublished byInternational Centrefor prison Studies8th Floor75-79 York RoadLondon SE1 7 AWUnited KingdomTel +44 (0) 20 7401 2559 Fax +44 (0) 20 7401 2577 Website: Andrew Coyle 2002 The moral right of the authorhas been 0-9535221-4-8 Design and print by IntertypeContentsForewordpage prisons in a time of changepage 9 The prison as a dynamic institutionpage 11 prisons in an ethical contextpage prisons : a difficultpublic profession Overviewpage 17 Polandpage 19 Russiapage 22 Ukrainepage 24 Kazakhstanpage 25 Western Europepage 26 Overcrowdingpage 27 Management of prisonersserving long sentencespage 28 Political expectationspage 31 prisons reflect some of the majo

Managing prisons in a time of change Andrew Coyle Published by International Centre for Prison Studies King’s College London

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Transcription of Managing prisons in a time of change - World …

1 Managingprisons in atime of changeAndrew CoylePublished byInternational Centrefor prison StudiesKing s College LondonManagingprisons in atime of changeAndrew CoylePublished byInternational Centrefor prison Studies8th Floor75-79 York RoadLondon SE1 7 AWUnited KingdomTel +44 (0) 20 7401 2559 Fax +44 (0) 20 7401 2577 Website: Andrew Coyle 2002 The moral right of the authorhas been 0-9535221-4-8 Design and print by IntertypeContentsForewordpage prisons in a time of changepage 9 The prison as a dynamic institutionpage 11 prisons in an ethical contextpage prisons .

2 A difficultpublic profession Overviewpage 17 Polandpage 19 Russiapage 22 Ukrainepage 24 Kazakhstanpage 25 Western Europepage 26 Overcrowdingpage 27 Management of prisonersserving long sentencespage 28 Political expectationspage 31 prisons reflect some of the majorissues in societypage 32 United States of Americapage 33 Latin Americapage 35 Developing countriespage 38 Conclusionpage 40page 4 Managing prisons IN A time OF management as a public service Public perceptionspage 41 The wider contextpage 42 Public accountabilitypage 46 The Ministry page 48 The prison system as acivilian organisationpage 51 National, federal and local structurespage 54 Part of the public servicepage management in a changing environment Overviewpage 59 The history of the organisationpage 60 The present state of the organisationpage 61 The future direction of the organisationpage the change process prison management as a professionpage 69 Leadershippage 72 Visionpage 74 Staff/Prisoner relationshipspage 76 Staff Attitudespage 78 Recruitment and training of staffpage outcome.

3 What constitutes goodprison management The principlespage 87 The physical environmentpage 88 Decency and humanitypage 91 Good communicationspage 93 Treatment of visitorspage 95 Response in times of stresspage 96 A summarypage 97 References and bibliographypage 99 Indexpage 107page 5 This book is about good prison management in a time of change . It is not basedmerely on theory and hypothesis; instead it is firmly grounded in hard-earnedexperience and practical knowledge. Between 1973 and 1997 Andrew Coyleworked as a prison governor, first in the Scottish prison Service and then in thePrison Service of England and Wales.

4 During that time he governed four 1997 he has been Director of the International Centre for prison Studies(ICPS) in King s College, University of London, and has worked with prisonsystems in many regions of the specific impetus for the book was a project which was carried out between1998 and 2000 to look at the process of cultural change within the prisonenvironment. The project set out to discover the extent to which there was anideal model for prison management and, in so far as one was found to exist, toidentify the elements of that model. All those immediately involved in this projecthad direct experience at a senior level in prison management.

5 The project wascarried out within a European context but with the expectation that its findingswould be relevant to a much wider work for the project consisted of an examination of recent experiences in themanagement of prisons and prison systems in five different European prisonadministrations and an identification of comparative lessons. The objective was todescribe, explain and analyse successful changes in each of the countries involvedand to identify those which had not been successful. The aim was to examinedifferent stages of change in the prison systems involved and to discover whatlessons could be learned from they way they were members of the project team were.

6 Per Colliander, former Head of Strategy and International Matters in theSwedish prison and Probation Service,Fred Hoogenboom, former Head of Policy in the National Agency ofCorrectional Institutions in the Netherlands,Forewordpage 6 Managing prisons IN A time OF CHANGED anuta Gajdus, Professor of Law at Torun University and former DeputyDirector General of the Polish prison Service,Peter Withers, Area Director, Scottish prison Service,Andrew Coyle, Director of the International Centre for prison Studies andformer prison Governor,Arthur de Frisching, Associate of the International Centre for prison Studies andformer Area Manager, prison Service England & WalesThey were assisted by Rachel Jones, Tess Kirkby and Guy Laurie, who were atvarious times seconded from the prison Service of England & Wales to work inthe International Centre for prison Studies.

7 Important contributions todiscussions were also made by Peter Leonard and Niall Clifford of the PrisonService of England & of the prison systems involved has had to manage a significant changeprocess in recent years. The need to change has been driven by differentconsiderations and pressures in each administration, this has affected the nature ofthe response. Despite these differences, it is possible to identify several commonthemes which underlie the change process in each and WalesThe change process in the prison Service of England and Wales has beeninfluenced considerably by a series of regular organisational reviews, which stretchback in modern times to 1959 at least.

8 Most of them were undertaken followingmajor organisational trauma, such as riots by prisoners or industrial action by of these reviews resulted in significant organisational changes. In the courseof this project the team set out to analyse this course of events and to discover thepresent state of much of the period since the end of the Second World War theNational Agency of Correctional Institutions in the Netherlands had beenregarded by many as a model for other countries. With a rate of imprisonmentmuch lower than the World average, it had been able to deliver good physicalconditions, positive regimes and good staff/prisoner relationships.

9 The picture haspage 7changed significantly over the last ten years with a dramatic increase in prisonnumbers, a number of well-publicised escapes by high security prisoners and a lossof public confidence. At the same time the system has had to cope with radicalstructural change . As part of the project the team examined the implications ofthese recent changes and tried to find out how the system was the 1990s prison systems in Central and Eastern Europe underwenta period of massive organisational change which reflected wider political events inthe region.

10 In some, such as that in Poland, these changes had been foreshadowedin the previous decade. In Poland radical changes were implemented in the prisonsystem largely without any violent reaction from the prisoners or active oppositionfrom staff. The overall pattern of change was so successful that by the end of the1990s the Polish prison system was held up as an example for Central and EasternEurope. In some respects developments at that point were in advance of thesituation in many Western European prison and Probation Administration in Sweden, along with that in theNetherlands, has traditionally been held up as an example to the rest of WesternEurope.


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