UNCOVERING TREASURE IN NORWAY AND TEXAS

Entrepreneurship: It’s role in the rehabilitation of offenders and as the foundation for a ‘prisoner entrepreneur’ programme

Sheena Leaf

FELLOWSHIP YEAR - 2015

“We must not forget that when every material improvement has been effected in prisons, when the temperature has been rightly adjusted, when the proper food to maintain health and strength has been given, when the doctors, chaplains and prison visitors have come and gone, the convict stands deprived of everything that a free man calls life. We must not forget that all these improvements, which are sometimes salves to our consciences, do not change that position. The mood and temper of the public in regard to the treatment of crime and criminals is one of the most unfailing tests of the civilisation of any country. A calm and dispassionate recognition of the rights of the accused against the state, and even of convicted criminals against the state, a constant heart-searching by all charged with the duty of punishment, a desire and eagerness to rehabilitate in the world of industry all those who have paid their dues in the hard coinage of punishment, tireless efforts towards the discovery of curative and regenerating processes, and an unfaltering faith that there is a treasure, if you can only find it, in the heart of every man. These are the symbols which in the treatment of crime and criminals mark and measure the stored-up strength of a nation, and are the sign and proof of the living virtue in it.”

Winston Churchill, Home Secretary, House of Commons speech July 20, 1910 1|P age

CONTENTS

Acknowledgements – Norway and Texas

3

Abbreviations and Glossary

4

Biography

4

Executive Summary

5

Introduction to the project

7

Findings

1. The Norwegian and Texan Criminal Justice systems as a platform for rehabilitation and entrepreneurship 2. Entrepreneurs and Social Enterprise as both support and opportunity

10 18

3. How an ‘in-prison’ entrepreneurship programme works

21

4. Experiences and outcomes of a prison entrepreneurship programme

30

Conclusions

37

Recommendations

41

Dissemination and Implementation

43

References and Appendices

44

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ACKNOWLEDGEMENTS Grateful thanks is extended to the Winston Churchill Memorial Trust and the Prison Reform Trust for enabling this Fellowship opportunity, and to the following individuals and organisations: Norway ANNIKEN FJELBURG Founding Partner

657 HUB OSLO/SUPERBLAISE, Oslo

RITA NILSEN Founder and Manager FRODE GARNES, Support worker

RETRETTEN, Oslo SALVATION ARMY, Fretex Store, Oslo

GERHARD PLOEG, Senior Advisor TOM EBERHARDT, Governor KATINKA GREVE LEINER, Director

DIRECTORATE FOR CRIMINAL SERVICES, Oslo BASTOY PRISON, BASTOY ISLAND, Horton FERD AS, Lysaker, Oslo

JOHAN LOTHE, CEO

WAYBACK, Oslo ILE MAXIMUM SECURITY PRISON, Akershus

OSTER LARS, Manager KAREN PAUS, Senior Advisor and LASSE ROLEN, National Co-ordinator SILJE GRASTVEIT, Director

SANDAKER SECURE TRANSITIONAL HOUSING, Oslo SECRETARIAT FOR MEDIATION BOARDS, Oslo

MORTEN SKJÆRPE KNARRUM, Director

KNARREM AND NORHEIM, DESIGNERS, Bergen

IMPACT HUB, Bergen

Texas KRISTIE WISNIEWSKI - Chief of Staff

PRISON ENTREPRENEURSHIP PROGRAM, Houston

MARCUS HILL, Recruitment Manager MONTE PENDLETON, PEP Board Member and Executive Volunteer J.O., Graduate of PEP and business owner J.H., Graduate of PEP and business owner with spouse, L.H MARY COVINGTON, Special Programs Manager and JUDGE MARC CARTER JUDGE VANESSA VELASQUEZ

Houston Houston VETERAN COURT PROGRAM, Harris County Court, Houston

DORIAN BENN, President

STAR DRUGS COURT PROGRAM, Harris County Court, Houston BUILDING PRODUCTS PLUS, Plano, Texas

R.A., PEP Graduate and employee DAVID REGENBAUM

FACULTY, HOUSTON COMMUNITY COLLEGE, Houston

MICHAEL UPSHAW, Senior Warden

CLEVELAND CORRECTIONAL FACILITY, Cleveland, Texas

BERT SMITH, CEO and TONY MAYER, Chief Development Officer JERRY MADDEN, former Texas House of Representatives and Chair of Corrections PEP Staff and PEP Executive volunteers CATHERINE LANDRY, Executive Director

PEP, Houston/Dallas RIGHT ON CRIME, Dallas

PHI TRAN – Chief Operating Officer

CLEVELAND CORRECTIONAL FACILITY, Cleveland, Texas GOLDMAN SACHS 10K SMALL BUSINESSES PROGRAM, HOUSTON COMMUNITY COLLEGE, N.W. Campus PEP, Houston

PEP Staff team

PEP Enterprise; AUTOLAB, Spring, Texas

DR GARY CARINI, Associate Dean

HANKAMER BUSINESS SCHOOL, BAYLOR UNIVERSITY, Waco, Texas

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ABBREVIATIONS AND GLOSSARY PEP TDCJ STAR (Drug Court) MOJ HMP YOI ROI

Prison Entrepreneurship Program Texas Department of Criminal Justice Success Through Addiction Recovery Ministry of Justice (UK) Her Majesty’s Prison Young Offenders Institute Return on Investment

Participants

Prison Entrepreneurship Program course members

The terms entrepreneurship, self-employment and enterprise have been used generically throughout this report. Although ‘self-employment’ often implies that the individual will not employ others and equally, the term ‘entrepreneur’ assumes the implication that they may build larger businesses, with the potential to create significant value and employment opportunities. Unless specified, the terms, prisoner, ex-offender and offender are used as terms to include those who are in prison, those who have served a sentence and been released (whether on licence or not), and those who are convicted by a court and dealt with by means of community-based treatments.

BIOGRAPHY Sheena Leaf originally qualified as a Mental Health Nurse in 1982. She worked in the NHS, prisons and private health care sector for over 20 years and has co-founded and operated two family businesses in the snow-sport and adventure-sport sectors, since 1991. She attended the Devon School for Social Entrepreneurs in 2010 to focus her ideas around creating a pathway for disengaged and disaffected young men to develop, and legitimise, their entrepreneurial ability. Here she formed the basis of her programme ‘The Entrepreneur Inside’, with a blueprint for a programme that could be delivered in prisons. A small series of taster sessions were delivered in HMP Dartmoor, with the support of the Reducing Re-offending Governor, in the winter of 2013/14 to test the appetite for, and effectiveness of, such an initiative. Sheena has worked with the School for Social Entrepreneurs in both the South West and London as an Associate Learning Manager since 2011 and during that time has supported over 150 start-up, and developing, social entrepreneurs. She represented the School for Social Entrepreneurs at the International Social Entrepreneurs conference in Morocco and, in 2014/15 she has recently assisted with the interviewing, selection, coaching and panel presentations of young people, from both HMP Holloway and YOI ISIS, to compete for two separate Evening Standard ‘Frontline’ programmes. Supported by the Cabinet Office, the School for Social Entrepreneurs, Lloyds Banking Group and Lush Cosmetics these programmes offered a ‘start-up’ social entrepreneurship course, a grant and mentoring to support ex-offenders to use their entrepreneurial ability for legitimate purpose. Having ‘test-marketed’ the idea of her own programme, but experienced logistical and curriculum related challenges to operating in the prison system, Sheena applied to the Winston Churchill Memorial Trust, in 2014, for a Fellowship opportunity to travel to Norway and Texas, to seek alternative solutions. Sheena spent May 2015 in Oslo and Bergen, in Norway and October and November 2015 in Houston and Dallas, Texas.

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EXECUTIVE SUMMARY “Prison is a place where people are sent as a punishment, not for further punishments... Human beings whose lives have been reckoned so far in costs—to society, to the criminal justice system, to victims and to themselves—can become assets—citizens who can contribute and demonstrate the human capacity for redemption.” Secretary of State for Justice, Michael Gove, in July 2015. It is with those ‘assets’ in mind that this Fellowship research was begun. Firstly, to understand how the optimum criminal justice environment is created, that best enables the rehabilitation of prisoners. Secondly, to understand the role of entrepreneurship and social entrepreneurship in that rehabilitation effort, and finally to examine how a successful ‘in-prison’ entrepreneurship programme operates. Whether practitioner or ex-offender, the purpose of this report is to share those findings, examine and highlight best practice and to make some recommendations of how the UK could benefit. For those who recognise entrepreneurship as a route to self-determination, personal growth and financial security, the features and benefits of a successful ‘prisoner entrepreneurship programme’ are outlined. Key Findings Norway - Humanity, Citizenship and Social Enterprise; 

Central government policy in Norway, in tandem with societal views, reflect that the purpose of prisons is to restrict liberty, but not to reduce a person’s rights or their ability to stay connected to their local community. Prisons should be places of rehabilitation, addressing criminal behaviour and offering skills development, training and treatment. This contrasts starkly with the historical thrust of UK criminal justice policy, and the perceived UK public attitudes, often portrayed via the tabloid media.



Ex-offenders are a greater part of the solution than here in the UK and are encouraged to work alongside secure establishments to offer ‘in-prison’ programmes and rehabilitation initiatives, as role models to others, and with fewer barriers to access. The notion of the second chance is a reality; with a culture of mediation, the concept of being a ‘good neighbour and the expectation that all in society will contribute, with little prejudice encountered, as compared with the UK.



Social Enterprise in rehabilitation initiatives is commonly encountered, but with an unexpected lack of specific governance, education, networking or alternative financial support compared to the UK infrastructure.

Texas - Prison reform – policy and success; 

Building more prisons and an ever increasing budget was not addressing crime, so in 2007, the State of Texas carried out a ‘root and branch’ review of it’s’ criminal justice system. The causes of crime were examined, a thorough evaluation conducted of what was working to address offending….and what was not. This, combined with some innovative approaches to rehabilitation and a public debate on the waste of money, and human lives, has led to some dramatic reforms. In addition, an initial $300 million saving was identified that supported new rehabilitation initiatives. Prison and Juvenile Hall closures have followed and the numbers of people going to prison has dramatically slowed. Rehabilitation programmes report increasing success, negating the need for incarceration. Most remarkably, for a state that still utilises the death penalty, public opinion is changing. The UK finds itself at a similar crossroads and the prison reform debate is underway……but will it be so bold?

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The Prison Entrepreneurship Program – Personal transformation via brotherhood & entrepreneurship 

Since 2004 this rehabilitation programme has led to the graduation of 1500 men and a recidivism rate of less than 7%, over 3 years. Remarkably, 100% of Graduates have achieved employment within 90 days of release with over 200 sizeable enterprises created and 6 now turning over $1million. Over 4000 CEOs, senior executives, venture capitalists and investors have volunteered for the programme since it’s’ inception.



The focus for this programme is two-fold; personal transformation and the development of leadership and entrepreneurship with the aim of rehabilitation from crime and financial dependence.



Graduates of the programme are key. They provide peer support and education in prison and form a network and brotherhood outside. 18 of the programmes 26 staff are exoffenders.



A recent study indicates that for every dollar invested in PEP there is a yield of 340% return.



The growth and sustainability of the organisation is planned around a series of for-profit ventures and business model replication.

Summary of Recommendations That; The purpose and culture of UK prisons be reviewed with regard to physical environment, staff training, resourcing and as response to an emerging shift in the public attitude to rehabilitation. Innovation be balanced with risk when exploring new avenues for rehabilitation, to include greater access for ex-offenders and contributors to in-prison programmes. Social Enterprise partnerships be supported and encouraged in the pursuit of effective prisoner rehabilitation, with an emphasis on their effectiveness and sustainability. A comprehensive prisoner entrepreneurship programme be piloted in the UK as a route to rehabilitation for identified prisoners. A renewed, innovative and collegiate approach is made to afford a positive and enabling ‘through the gate’ experience for people leaving prison, to include housing and employment support, business creation development, family liaison initiatives and community integration.

Sheena Leaf Winston Churchill Memorial Trust Fellow 2015

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INTRODUCTION TO THE PROJECT Why prisoners? Below are some 2015 statistics (1) reflecting the current position for UK prisons, and the associated outcomes for the wider criminal justice system;          

On 23 October 2015, the prison population in England and Wales was 85,106. Between 1993 and 2014 the prison population in England and Wales increased by more than 40,000 people, a 91% rise. At an average annual cost per prison place of £36,237 the rise in the prison population represents an estimated additional cost of £1.22bn annually—over £40 per year for every UK taxpayer. Prison has a poor record for reducing reoffending - 45% of adults are reconvicted within one year of release. For those serving sentences of less than 12 months this increases to 59%. Reoffending by all recent ex-prisoners costs the economy between £9.5 and £13 billion a year. The prison system as a whole has been overcrowded in every year since 1994. Overcrowding affects whether activities, staff and other resources are available to reduce risk of reoffending. At the end of September 2015, 70 of the 117 prisons in England and Wales were overcrowded. Only 27% of prisoners entered employment on release from prison; outcomes for women are significantly worse than for men. Just 13% of people leaving prison have found a job that they have held for six months or more. Reoffending rates are lower for people who reported being in employment the year before custody. One in five employers said they excluded, or were likely to exclude, somebody with a criminal record from the recruitment process.

These serve to illustrate the costs (both financial and societal), and highlight the ineffectiveness of our current criminal justice system with it’s’ seemingly limited ability to successfully rehabilitate people who have been in prison. Surely, successful rehabilitation should address a prisoner’s reasons for committing crime; challenge their thinking and behaviour, support their efforts to change and encourage education and skill-building so that they can re-enter society as a welcomed and contributing citizen? This report seeks to establish the conditions needed in prisons that create a platform for effective rehabilitation.

Why Entrepreneurship?

Those who have worked with offenders understand that employment is an important potential contributor to the prevention of re-offending. The combination of an increase in self-esteem, being occupied, financial reward, feeling a part of something, gaining respect and making a contribution provides a platform for confidence building and selfregard; powerful motivators for change. However, for an ex-offender, questions relating to previous convictions are routinely asked in job applications in the UK. For many, the fear of being asked the question, and then rejected, is a key barrier. The pressure of ‘disclosure’, may therefore be part of a prisoner’s ‘driver’ when considering the creation of their own business. Losing jobs, families, or homes as a result of criminal behaviour, may also act as additional stimulus to their starting a business, leading to a legitimate and sustainable future income. There is little available evidence of the business education and training available to prisoners, where either self-employment, or entrepreneurship are an option as a route to rehabilitation. As an example, in 2009, The National Directory of Prison Entrepreneurship in the U.S. (2) only cited; 7|P age

  

11 in prison programmes for self-employment 1 programme which offers post-release employment into a social enterprise 5 in-prison entrepreneurship programmes

In the UK, in 1998, Alison Rieple outlined the findings of her study, (3) which contained a number of elements. Firstly, a survey of current small business training and support within prisons and the probation services in the UK and, secondly, a survey of prisoners and probationers to establish their potential for entrepreneurial activity. Importantly, the questionnaire included a psychometric test which assessed individuals across five wellestablished entrepreneurial traits. Rieple’s findings revealed the following, albeit she cautions around making definitive conclusions. GET test comparison groups mean scores Attribute

Prisoners n = 87

Leyhill n = 51

Probationers n = 55

Entrepreneurs

Civil Servants

Nurses

Achievement Autonomy Internal locus Creativity Risk-taking

8.44 7.15 8.34 7.77 7.15

7.38 6.94 7.67 7.43 6.82

7.68 6.27 7.00 7.27 7.14

9.92 8.28 9.51 8.77 8.75

8.45 6.00 7.50 7.70 6.80

8.52 6.94 7.76 7.97 6.61

Total

39.04

36.24

34.90

45.23

36.45

37.80

In the sample, the group to exhibit the second highest percentage of a range of entrepreneurial traits (after entrepreneurs themselves) were prisoners. There are two main reasons for arguing that offenders may make good candidates for entrepreneurial activity. Firstly, by committing a crime, many are taking a large risk and behaving in a self-centred and autonomous manner. Secondly, by possessing entrepreneurial traits, prisoners may be more likely to set up their own businesses and have a greater potential for entrepreneurial activities than others. Consequently, and if this is the case, what sort of provision needs to be in place in custodial settings to foster these talents? Where can a model programme be found? What are the elements of a successful ‘prisoner entrepreneurship’ programme? How can this inform the UK’s criminal justice system to build the training, support and skill-building for prisoners, so that they can create their own businesses? This report aims to uncover some solutions.

Why Social Enterprise? Social enterprises created to support offenders are often ‘user’ led organisations, or at least employ people with lived experience of the criminal justice system. They not only provide employment opportunities and training under a supportive infrastructure, but are operated under a philosophy and employment model where offenders can take ownership and responsibility for their own rehabilitation and so support their desistance from crime (Nicholson, 2010).(4) In addition, Leadbeater (2007) (5) suggests that social enterprises are frequently in a better position than public services, to provide more people-focused, integrated solutions to marginalisation. This report sets out to establish what role social enterprises can play in the rehabilitation of an offender.

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Aims and objectives

Aims 

To visit Norway and Texas to identify how contrasting criminal justice systems provide a healthy environment for rehabilitation and a platform for developing entrepreneurship.



To understand the role of entrepreneurship and social entrepreneurship in supporting the rehabilitation of people in, or released from, prison.



To examine how a successful ‘in-prison’ entrepreneurship programme operates, is supported and enables business start-up or employment.

Objectives 

Collect evidence from criminal justice settings in Norway, where there is a very low prison population, and also in Texas, which has a contrasting high prison population, to compare rehabilitation initiatives with those in the UK.



Assess the effectiveness of the enterprises and social enterprises, in both Norway and Texas, which support rehabilitation; by examining their interventions and outcomes.



Research enterprises owned and managed by people who have been in prison, in both Norway and Texas to understand the conditions needed for success, the challenges faced by their founders, the prevention of re-offending for both themselves and others and to examine outcomes.



Work within, and gather evidence of, a successful entrepreneurship program in Texas.

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Examine the wider context and outcomes, beyond the programme, and its’ effect on reducing re-offending.

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Make recommendations for the development of a UK-based prison entrepreneurship program.

Approach and methods

Most research was carried out in person via field research in informal environments, mainly using structured interviewing as a means of gathering information. A phenomenological research approach was used in an attempt to understand people's perceptions, perspectives and understanding of the particular situations encountered and to answer the question 'what is it like to experience this?’ By looking at different facets of the same situation, some assumptions have been made of the 'insider's' perspective. Case Studies were used to illustrate and capture the development of a particular person, group, or situation over a period of time. 9|P age

FINDINGS 1. THE NORWEGIAN AND TEXAN CRIMINAL JUSTICE SYSTEMS AS A PLATFORM FOR REHABILITATION AND ENTREPRENEURSHIP The rehabilitation of offenders is a key feature of any modern criminal justice system, and this work goes on, in varying degrees, in every prison. Despite the entrenchment of rehabilitation in social and criminal justice policy in the UK, since the Penitentiary Act of 1779, the idea that prisons are not intended to rehabilitate but rather solely to punish and protect the public retains considerable public support in some areas of the UK today. Improved conditions and opportunities for rehabilitative activity in prisons sometimes generates the complaint that modern life behind bars is soft and too much like a 'holiday camp'. So what does it take to allay public anxiety yet provide an environment that fosters successful rehabilitation? Perhaps the effective treatment of substance abuse, the addressing of criminal behaviour, a chance to understand ‘self’ and the opportunity for education, or development of a skill or talent? Upon release, what safety nets need to exist to support the rehabilitation effort? Exploration of these vital platforms have led to looking at the following elements of both the Norwegian and Texan systems to find successful models and initiatives. Some examples of specific findings follow. Principles NORWAY The Norwegian Correctional Service (6) is responsible for carrying out all penal sanctions in Norway and makes very clear its’ responsibility for the safety of its’ citizens, balanced with preventing recidivism by enabling the offenders, through their own initiatives, to change their criminal behaviour. The following statements are enshrined in their ‘Principles of Normality’;   

The punishment is the restriction of liberty; no other rights have been removed by the sentencing court. Therefore the sentenced offender has all the same rights as all others who live in Norway. No-one shall serve their sentence under stricter circumstances than necessary for the security in the community. Therefore offenders shall be placed in the lowest possible security regime. During the serving of a sentence, life inside will resemble life outside as much as possible.

Successful return to the community is the primary aim and, with recidivism within 2 years at 20% in 2010, these principles are clearly supporting some effective outcomes. Policy NORWAY An example of an underpinning policy in the Norwegian Correctional approach is the ‘Import model’. This requires local school and college staff, librarians and healthcare teams to deliver services into secure establishments, as they would do in any other part of the community. The advantage of this is that prisoners are treated equally to those living locally, receive a high quality service and retain (or develop) links with the local community. The size and capacity of prisons in Norway is much less than those found in the UK, and there are 43 prisons spread over 61 locations. The largest establishment holds 392 inmates and the smallest 13, with the average accommodating 70 people. This policy is designed to address the special geographical shape of the country and its low population density, combined with an intention to allow the offender to serve his sentence as close as possible to the place where he lives, for the retention of social networks and relevant service providers. All cells are single occupancy to align to the principle of humane detention. Prison officer training is given considerable priority and takes place over two years, on full pay. A wide educational base is offered, including the study of psychology, criminology, law, human rights and ethics. Every officer works individually with a prisoner as a contact officer, and brokers contact with third parties, 10 | P a g e

service providers and officials, as well as providing support around sentence planning and educational/work opportunities. Policy concerning any young person becoming involved with the criminal justice system, in Norway, differs greatly from that in the UK. Firstly, the age of criminal responsibility is 15 years, as opposed to 10 years. Very few offenders under the age of 18 are admitted to prison and there is no special legislation with regard to young offenders. Only two specific institutions exist to receive young people and they are characterised by a very high staff-prisoner ratio and a cross-professional approach.

Statistics for detained persons in Norway, as at May 2015

(7)

Prison population total (including pre-trial detainees / remand prisoners)

3 710 at 13.5.2015 (national prison administration)

Prison population rate (per 100,000 of national population)

71 based on an estimated national population of 5.19 million at May 2015 (from Eurostat figures)

Pre-trial detainees / remand prisoners (percentage of prison population)

26.3% (13.5.2015)

Female prisoners (percentage of prison population)

5.8% (13.5.2015)

Juveniles / minors / young prisoners incl. definition (percentage of prison population)

0.1% (13.5.2015 - under 18)

Foreign prisoners (percentage of prison population)

35.2% (13.5.2015)

Number of establishments / institutions

42 (2013)

Official capacity of prison system

3 823 (13.5.2015)

Occupancy level (based on official capacity)

97.0% (13.5.2015)

An independent study published in 2010 showed that the percentage of people in Norway who were released from prison and reoffended within two years was 20 %. (8) Processes and Programmes NORWAY Konfliktradet (9) The Mediation and Reconciliation Service is a government service that offers mediation as a method of resolving or dealing with conflicts. The service is free of charge and is offered throughout the country. It deals with civil cases that the parties bring before the service on their own initiative, such as disputes between neighbours, family disputes, financial matters and other conflicts. Mediation is a method of dealing with conflict. Through negotiations and conversations, endeavours are made to reach an agreement that both parties can feel happy with. Case processing times are short and, on average, it only takes a few weeks from a case being submitted for mediation until it has been concluded. In more than 90% of cases, the conflict is resolved by the parties reaching an agreement 11 | P a g e

In a broad terms the Mediation and Reconciliation Service contributes to building and maintaining harmonious communities with a belief in the authorities’ ability to handle conflicts. The process is costeffective and voluntary. The programme has been operating nationwide since 1991, with state-support since 2004, and works on the principle of ‘the blame is the act…..and not the person’. There is a national approach with 600 trained mediators, in 435 municipalities, with the process beginning in schools, where young people are educated as ‘peer mentors’. With regard to youth justice, and to underpin the principle of avoiding the incarceration of young offenders, coordinators work with 15-18 year olds on youth sanctions utilising Restorative Justice principles. As at May 2015, there were 100 young people undergoing this process. (10) TEXAS The Harris County Veterans and Drug Court Program (11) – Success Through Addiction Recovery (STAR) This programme assists non-violent offenders to overcome serious drug addiction, using a variety of treatment and rehabilitation methods as an alternative to incarceration. By graduating through all phases of the Program participants can have their cases disposed of by the STAR Program Judges, by way of dismissal of charges, early termination of probation or continuing of probation until termination. The aims for participants are;       

To become clean and/or sober To secure job and educational opportunities To create better relationships with family and friends To foster personal accountability To understand the responsibility for themselves and others To develop a positive outlook on life To be a contributing member of the community

The STAR Drug and Veteran’s Court Program operates under a strict regime through a 3 phase process – 10, 16 and 26 weeks, which adds up to a 52 week commitment. These phases gradually reduce the strict regime and help participants to develop self-esteem and confidence through promotion through the Program; reduced supervision and increasing levels of trust. The duties and responsibilities are laid out in individual contracts with each offender and include;            12 | P a g e

Being forbidden to use, possess on consume any controlled substance or alcohol Attending al Court sessions, as ordered Submit to any treatment programme, including residential, as directed by the Court Obey all laws Drug testing upon request Keep all appointments, planning and strategy meetings Exhibit appropriate Courtroom behaviour and obey Courtroom rules Not leaving the county in which you reside, or Texas, without permission Keep the Drug Court informed of any change of circumstances/contact details Agree to pay all related fines, Court costs, treatment fees, victim compensations and associated fees Not owning or possessing any type of weapon

This is not an easy option and requires all Program participants to fully engage in all parts of the process. 

Incentives encourage; abstinence, court and appointment attendance, employment, education, positive relationships with family and friends, meaningful participation in therapeutic activities, selfbelief and confidence through promotion though the phases.



Sanctions are issued for; failed drug tests or tampering with results, missing court or appointments, disruptive behaviour, absconding, committing new offences.

Following Graduation a ‘continuing care’ process stays in place for up to 24 months, including offering counselling, group services and the support of the STAR Alumni Association which introduces Peer mentoring and other social and voluntary initiatives. In 2006, Harris County contracted with Decision Information Resources, Inc. to conduct a third-party evaluation of the STAR Program. Key outcomes of the evaluation included the following: 1) STAR reduces recidivism as indicated by the fact that STAR graduates had a 7.8% re-arrest rate after graduation compared with 20.6% of clients in the comparison group; 2) STAR is a cost-effective alternative to probation or prison and program officials estimated that the average treatment cost for a STAR client is approximately $6,000 compared with the average cost of a state jail confinement term of $19,447; 3) Clients and alumni had high satisfaction levels. With the provision of more comprehensive wraparound services, the STAR program will potentially be able to reduce recidivism even further and save taxpayers money by helping clients deal with their addiction and decreasing jail terms. (12) Prisons Prison Populations per 100,000 of the National Population Ranking Country Rate (7); United States of America Russian Federation Brazil Mexico United Kingdom Argentina Australia China Canada France South Korea Netherlands Germany Denmark Norway Sweden Finland Japan Iceland

716 475 274 210 148 147 130 121 118 101 99 82 79 73 72 67 58 51 47

The countries visited, during this Fellowship, were specifically chosen to examine why there is such a wide difference in their prison populations and to identify where both the problems, and the solutions, can be found. 13 | P a g e

NORWAY Bastøy Prison (13) Bastøy prison is the largest low-security prison in Norway and is located on Bastøy Island in the Oslo Fjord. 115 prisoners are accommodated, with many of them transferred from other prisons, following personal application, while some come directly to Bastøy from the courts.

Ferry to Bastoy

Source: S. Leaf

Bastøy is a prison for men serving long-term sentences; the average being five years. Most prisoners are around 40 years old, and the average time spent on Bastøy about 18 months. Places are offered to those most willing to work on their own motivation to change, prior to release. The prison is organized as a small local community and has about 80 buildings, roads, beach zones, cultural landscape, sports fields, agricultural land and forest. In addition to the prison functions, there is a shop, library, information office, health services, church, school, government social services office, dock, and a ferry service. The purpose of Bastoy is to promote human and ecological values through self-sufficiency, responsibility, work, education and treatment services (14) with the opportunity to build a new life and address old behaviours. There are relatively few prison guards on the island – only 7 when this visit took place – and the striking culture fosters a way of living which focuses on personal responsibility. A calm and relaxed atmosphere is evident on Bastoy, with little hierarchical structure. Men live communally in houses accommodating 7-8 people. All share chores; laundry, cleaning etc. and learn to cook; sharing meals with the group. The education programme extends right across the academic range, from basic literacy and numeracy development up to a college-level programme.(15) A relatively unrestricted internet service is provided with the availability to borrow lap-tops, allowing inmates access to learning platforms, to maintain their links with the community and search for jobs etc. This privilege is, of course, closely monitored and breach of use leads to instant return to a standard establishment. Abuse of this privilege is reported to be extremely rare. Work involves learning trades and skills, often related to the self-sufficiency and low carbon ethos found on the island. There are also jobs in growing, harvesting and cooking food, looking after livestock and maintaining the buildings, land and ferry service. During the last 2 years of their sentence, men are encouraged to seek external work on the mainland, but return overnight. There is a great deal of freedom for prisoners and, after their work or education duties, they are encouraged to cultivate interests, take bike rides or go fishing – learning to appreciate a fulfilling life. Ila Prison (16) Ila Detention and Security Prison holds 124 prisoners in twelve wings or departments. Some of the most dangerous criminals in Norway, convicted of violent and sexual crimes, are accommodated here. Despite Ila being the highest security prison in Norway, a Garden Centre and Craft Good store are situated on-site. Here currently detained men in the latter stages of their sentences, grow, tend and sell plants and high quality prison-made goods are presented for sale. Ila glasshouses

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Source: www.ilafengsel.no

The operation is vast with a modern horticulture operation which consists of four greenhouses, with a total area of approximately 2,600 m2. Usually 12 prisoners are employed and the nursery produces plants and flowers, to direct sales and wholesale. Men must be security cleared to work in the nursery, and this represents a progression opportunity for inmates through trust-based job training. The craft workshop employs up to 16 men and offers varied work within craft vocational areas such as machine knitting, textiles, sewing, leather work, carpentry and metal work. This ‘small industry’ is operated as a training company and provides competence training in cooperation with Rud Vgs, a High School employed through the Import Model, providing education through local and community sources. Even though this is a high security setting, systems are in place to allow prisoners to progress and prepare for release without transfer. Prisoners working in the nursery environment regularly mix with the public; helping to choose plants and carrying goods to customers’ cars.

TEXAS The Cleveland Correctional facility (17) The Cleveland Correctional facility houses 520 male prisoners. It is a privately run prison built in 1989 and is one of the two Texas bases for the Prison Entrepreneurship Program This prison is highlighted to indicate the huge amount of trust and respect that has been built up between The Texas Cleveland Correctional Facility Source: PEP Department for Criminal Justice, the Prison Entrepreneurship Program and Cleveland’s warden and staff, since beginning the Program in 2004. Around a hundred men at any one time participate in PEP’s activities and there has been a marked reported effect on the rest of the prisons’ population through the role modelling and behaviour change experienced by the programme’s participants. A discreet PEP classroom has been provided within the prison and the decoration, presence of books and study aids together with life-affirming symbols and displays demonstrate a very different atmosphere to that of the main estate. The 40 + hours that PEP participants are required to invest in their leadership and entrepreneurial journey each week provides a work ethic and support mechanism beyond anything usually encountered in a U.S. prison. This, reportedly, sets a tone for the whole establishment.

Transition Norway Sandaker secure Transitional Housing (18) Transitional Housing is part of a prisoner’s gradual return of the community, assisting with housing and employment, with day-release and leave as part of the social training and plan for release. Men are transferred from either a high or lower security prison to this ‘halfway house’ when most of their sentence is completed, with the aim of promoting positive development and preventing further crime. Transitional housing in Norway has a clear control system, but is less restrictive than prison and with a lower security regime. There are set rules and boundaries, with mandatory drug testing as part of the rehabilitation effort. 15 | P a g e

Sandaker is situated on a social housing estate and occupies the ground floor of one of the apartment blocks. The remarkable fact is that it was incorporated into the scheme at the time of construction, so has been part of the community from the estate’s inception. The programme manager remarked that many people living in the area are often unaware of the secure status of the housing and treat the residents as part of the community. This male only scheme offers 16 single rooms, living spaces, a gym, kitchen and dining facilities. It is staffed by a mixture of social workers and prison officers, which provides for a supportive yet disciplined environment. Sandaker Housing Source: www.kriminalomsorgen.no/sandaker-overgangsbolig All men are encouraged to find work in the community and are released for their working hours; allowing 2 hours per day for shopping and travel etc. There is also the provision for visits to family and friends for up to 30 days per year. Once a week two people prepare a communal meal for residents and staff, incorporated into a support meeting to address any issues.

Innovation Norway Morten and Jonas (19) Morten Skjærpe Knarrum and Jonas Norheim studied together for five years at Bergen Academy of art and design, where they completed their Masters in Design, specialising in furniture and spacial design. During the completion of his Masters’ degree, Morten worked with the Director of the Western Prison region to co-design a product in a prison setting. As a result of the collaboration between the designers, the Norwegian correctional services and Northern Lighting, the ‘Bake Me A Cake’ lamp, made from oak wood and smoked tinted glass was manufactured by the inmates in Bergen prison in Norway. The project name stems from the classic story about ‘the cake with the file’, where the Mother of a prisoner hides a file in the cake she bakes for her imprisoned beloved son to help him escape. Bake Me A Cake Lamp

Source: Morten and Jonas

The aim was to create a high quality design with a story, produced inside Norwegian prisons, where the prisoners’ ways of thinking and acting are challenged to create meaningful activity. Prisoners were empowered to take the lead, with entrepreneurship and ‘idea ownership’ as the platform. They were encouraged to aim high, in technical and design terms, and as a result have produced a highly desirable product that is now for sale on Northern Lighting’s website. A paper by the Nordic Prison Education Service – A Lifelong Learning Perspective (15) recommends closer working between prison education and vocational workshops, linking theory and practice. It is also believes that the prior experience and knowledge of prisoners should be taken into account. Aspirational work as well as practical tasks should be encouraged, with easier access to ICT facilities and the development of entrepreneurship as a route to rehabilitation.

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Reform TEXAS Jerry Madden (20) The story of Conservative Criminal Justice reform in Texas; In January 2005, Tom Craddock, the Speaker of the House of Representatives invited Jerry Madden to become Chair of Corrections. He had one stipulation; “DON’T BUILD NEW PRISONS, THEY COST TOO MUCH”! Over 150,000 people were incarcerated at the time and, in addition;   

Source: Jerry Madden

400,000 were on probation; 170,000 were serving a community sentence; 75,000 were on parole

In total, over 650,000 people were in the criminal justice system with projections showing that, by January 2007, 17,700 more would come into prison. The criminal justice system was the 3rd largest part of the Texas budget, after welfare and education and it was established knowledge that building more prisons was not viable, did not address the causes of crime and were financially unsustainable. Joining with Senator John Whitmire, a modern liberal with some great ideas, Jerry Madden embarked on a radical tracking of an offender to see where the underlying causes lay. Questions such as ‘how do they get to the place of offending?’ and ‘what are the conditions that produce offenders?’ were examined. As broad causes emerged, experts in those fields were brought in to identify solutions. Existing offender programmes were examined in detail, to determine what was working and what was not. Ineffective programs were either terminated or adjusted. The intention was to look at the problem over the long-term, understand the finances and monitor results related to the crime rate, financial management, social outcomes and public opinion. As a result of the reform recommendations (developed and implemented over an 18 month period), the following outcomes have been achieved;    

Since 2007 there has been a near 4,000 reduction in people going to prison 3 adult prisons have been closed Since 2007 the number of detained young offenders has fallen from 4600 to 1200 6 Juvenile Halls have been closed

The crime rate is down and public opinion is demonstrating approval of the changes. In recent studies, public understanding of the concept has been validated in the areas of;     

Prison being a waste of money….and a waste of life The Christian principle of the second chance The understanding that a better person can be encouraged through programmes and opportunities Removing parents from the home creates family breakdown Good rehabilitation creates tax-paying citizens

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2.

ENTERPRISE AND SOCIAL ENTERPRISE AS BOTH SUPPORT AND OPPORTUNITY

As in the UK, there is a history of the ‘not-for-profit’ sector supporting the rehabilitation of offenders throughout many areas of the world. Often, these organisations are led by people who have lived experience of the challenges they are seeking to address. Financial support of these organisations is generally seen to be in decline, due to reduced government spending, global economic challenges and because of the many financial demands faced by individuals which affect personal giving. (21) Since the late 1990’s there has been an interest in developing an alternative solution to the charity sector. At the turn of the century, public policy began to embrace the notion of the ‘social enterprise’ a sustainable organisation that concentrated on income generation, as opposed to being dependant on grant funding or donation. In both Norway and Texas, the role of the enterprise or social enterprise was explored to see how they are delivering services and maintaining their sustainability.

NORWAY – Supporting drug treatment Retretten (22)

Retretten (The Retreat) is a non-for-profit Foundation that was established by Rita Nilsen in 2002, as a result of her own personal experiences recovering from many years of substance abuse. It is an open and drugfree day centre for those who are affected by their own or others’ use of alcohol or drugs. Retretten works inside prisons, as well as providing additional support to other institutions within the substance abuse sector. Everyone working in direct contact with users are former users themselves and the organisation is financially supported by state funding, donations, support from Trust funds and trading through training provision.

Rita Nilsen, Founder

Source: Retretten

Features of this social enterprise that support offenders; 

Programmes on how to cope with substance abuse and addiction disorders, using acupuncture



A credible leader and role model who has lived experience and has a great relationship with the prison network



Possessing expertise in the delivery, teaching of others and effectiveness/success rate of drug treatment via acupuncture



A huge international following and social network



Considerable philanthropic and trust support



Sales of book/consultancy/conferences for income generation

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NORWAY – Supporting employment Fretex (23) Fretex is a social enterprise, entirely owned by the Norwegian Salvation Army and established in 1905. It is totally supported by the community and engages in ethical, environmental and societal support services and products The largest vocational rehabilitation company in Norway, and the only one nationwide, every year more than 1600 people participate in their various vocational rehabilitation programs. Each year, approximately 500 people gain employment after completing one of their programs. Fretex provides accommodation, mentoring, support with drug treatment and finances, relationships, loneliness/befriending, and mental health issues.

A Fretex Store Source: Fretex

They operate a total of 46 second-hand stores, which had a turnover in 2014 at 174 million NOK. Fretex is also the largest collector of used clothes and textiles in Norway, with over 2000 containers in public locations. They collect over 15,000 tons of clothes and textiles every year. Features of this social enterprise that support offenders;    

Provides a whole ‘through the gate’ package to people leaving prison; housing, treatment, therapy, befriending, training and employment. More than 1600 people participate in their various vocational rehabilitation programs, each year. Offers a job guarantee, relevant to each participants program during the qualification period. Every year, approximately 500 people obtain employment after completing one of their programs.

NORWAY - Supporting re-integration, aspiration and skill building Wayback (24) Wayback was started in 2002 by people who were regularly in and out of prison, with recurrent underlying themes. It is an independent foundation and social enterprise, which works to ensure that ex-offenders can live a life without crime and substance abuse. They have 5 programmes running in Norway and direct their efforts towards the time following release. Their goal is to help former prisoners integrate into society and a working life, becoming active and responsible citizens. As exoffenders, they offer their members hope by being good role models.

Source: Wayback

Features of this social enterprise that support offenders; 

Recruitment begins in prison, prior to release, via in-prison meetings



The use of former prisoners as buddies and as role models for re-integration



It provides a centre to go to and support with employment, housing, relationships, financial management and substance abuse



All staff have lived experience, know prison staff well and are trusted partners in rehabilitation

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NORWAY - Support for the supporters Social enterprise support, grant-giving, charities and trusts Ferd Ferd is a family-owned Norwegian investment-company committed to value-creating ownership of businesses and investments in financial assets. In addition to the group’s purely commercial activities, Ferd has an extensive involvement in social entrepreneurship. They contribute the financing, network and expertise in business development and strategy and provide members to the boards of social enterprises Gjendiges Foundation This grant-giving foundation offers financial support to the Retretten organisation as a part of its’ corporate social responsibility. Government support The Norwegian Correctional Service allocates 11m NOK per annum for in-prison projects, which include social enterprises. In 2012 the Nordic Council of Ministers (25) commissioned a survey to map the efforts and effectiveness of social enterprises in Norway, and understand their challenges and barriers. This included looking at organisations supporting the rehabilitation of offenders. The main findings showed;    

A lack of access to financing Difficulties dealing with legislation and the enforcement of regulations A lack of understanding amongst general society and public bodies A negative attitude from the public sector towards partnering with social enterprises

As a result a working group has been tasked with building better cooperation; examining best practice; researching the education of social enterprises and developing the sector

Mentoring and business support Impact Hub Bergen (26) Partly innovation lab, business incubator and membership community, Impact Hub Bergen provides a collaborative work, meeting and learning space for people who seek to create positive impact. There is open use of space at minimal cost and quality, business-like surroundings. Marketing and branding 657 Oslo (27) 657 Oslo is a co-working space that offers a place for freelancers, entrepreneurs and businesses within the creative and communications industries. It is a unique network space with a design/photo studio and they are keen be champions for growing small charities and social enterprises. Pro-bono and high quality marketing, branding, support services and incubation space have been offered as an in-kind donation. 20 | P a g e

3.

HOW AN ‘IN-PRISON’ ENTREPRENEURSHIP PROGRAMME WORKS

Introduction If enterprise and social enterprise can support ex-offenders on their rehabilitative journey, as an external actor, how can the development of a business, created by an entrepreneurial prisoner replicate that support, resulting in personal and sustainable change? Perhaps the entrepreneurship of convicted prisoners represents a vast untapped resource? Many people come to prison as seasoned entrepreneurs, who happen to run illegitimate businesses. Maybe they have more in common with business executives and company directors than we think. In the UK there have been fragmented attempts to develop the notion of ‘self-employment’ and enterprise in offenders. This seems a sensible approach due to the lack of employment opportunities and disclosure issue, for people leaving prison. Both in prison, and outside, various enterprise schemes, programmes and courses have been established and, in October 2015, a national UK pilot for developing entrepreneurship in prisoners was conducted. (28) But there is one recognised leader in this field ‘The Prison Entrepreneurship Program’ based in Texas, U.S.A. who have 12 years of experience and a track record of success in this field.

The Prison Entrepreneurship Program, Texas

(29)

1. Background and history The Prison Entrepreneurship Program was founded in 2004 by Catherine Rohr who worked in private equity and as a venture capitalist in New York City. Source: S. Leaf

Catherine took the opportunity to visit a Texas prison as part of a Christian mission* into prisons and, amongst the people she encountered, immediately identified their high levels of entrepreneurial ability and drive. She garnered support from fellow executives to hold an initial ‘in-prison’ business panel then launched a formal Business Plan competition. In September 2004, 55 prisoners presented their business concepts to a nationwide executive judging panel. A programme was put in place, to include producing operating budgets, financial analysis and delivering a professional investment presentation. It underpinned the business and entrepreneurial skills, but what these men also needed were the skills and resources to get their lives back on track. Catherine left her career to fully devote her efforts to creating an effective ‘Prison Entrepreneurship Program’, which she successfully built until 2009, when she returned to New York and created an entrepreneurship program for ex-offenders; Defy Ventures, which still operates today.

The Prison Entrepreneurship Program today operates in two Texas prisons; at the Cleveland Correction facility, north of Houston and, in addition (since 2014), a second programme is now delivered at the Sanders Estes Unit in Venus. There are 26 staff members; 18 of whom are PEP Graduates, and the organisation has support from senior business professionals who form the Governing Board, guiding the strategy and direction of the organisation. There are also three additional Advisory Boards developing the Houston, Dallas and National framework.

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(*It should be clarified that the Prison Entrepreneurship Program is led by ‘people of faith’, but is not a faith-based programme. It is open to any prisoner, regardless of faith, culture or belief and although the central pillars of ‘brotherhood’, accountability and ‘leading a good life’ are central to the Program, these are not bound to a particular theological doctrine. This ‘faith’ element clearly serves to attract like-minded individuals, who are drawn to contributing to the Program. The support networks and fund-raising activities are heavily reliant on faith based organisations and churches. Many of the participants are, or become, Christians as a result of contact with the programme but this is not a pre-requisite for application or, indeed, successful completion. This aspect of PEP will not be discussed, revisited or referred to during the remainder of this report.) Over the past 12 years PEP has gone from strength to strength. Recent figures confirm;      

The total number of graduates through the programme is 1500 Recidivism rate is less than 7% The employment rate for Graduates of the programme is 100% within 90 days of release Number of businesses started is now 211 Over 4000 CEOs, senior executives, venture capitalists and investors have volunteered for the programme since its’ inception PEP has 40 MBA program partners and 400+ Business School volunteers

2. Programme outline PEP is a discreet programme delivered entirely by its’ own staff and volunteers, who are present in the prisons for 4 days each week. A classroom space is provided, in each of the two Texas prisons, and the prison regime has been adapted to facilitate the curriculum. The Program has a Prison Initiatives Manager to co-ordinate and facilitate the learning, which is delivered by PEP staff, executive volunteers and inmate Peer Educators, chosen for their moral character and expertise, who provide continuity and support. The ‘in-prison’ programme is rigorous and involves hundreds of hours of classroom instruction and computer time. It will take 400-600 hours of study to complete the Program and consists of two main elements;  

A 3 month character development program known as ‘The Leadership Academy’ A 6 month ‘Mini MBA’ Program and Business Plan Competition

Supplementary to this are a series of ‘in-prison’ events, where executive volunteers, MBA students, potential employers, philanthropists and venture capitalists attend prison to support the learning, growth and encouragement of the participants. PEP aims to expose each participant to over 100 executives who will give substantial feedback on their business plan ideas and form part of a supportive network upon release. In addition, there is a Family Program that underpins the inmates’ sense of relationship and seeks to broker reconciliation with the family, keeping them informed of their loved ones’ progress.

a) Leadership Academy The curriculum for this 3 month period is based on; 

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The principles of effective leadership via a workbook and programme covering; personal development; defining and addressing character traits and setting a short and medium term action plan. This area of the curriculum shares tools and experiences to contribute to a new, positive vision of success.



A men’s programme, known as ‘Men’s Life’, (30) from the curriculum of The Quest for Authentic Manhood, which addresses what it is to be a man; family relationships, fatherhood and responsibility. The objective here is to review life experiences to resolve any issues, understand the past and create a new future.



PEP’s Ten Driving Values of; Integrity Accountability Wise Stewardship Love Fun Fresh Start Outlook Servant-Leader Mentality Innovation Execution Excellence

Ten Driving Values Source S. Leaf

These aim to replace often inherited, skewed values and provide a new code for living, comprising; 

Individual work to identify and challenge the character traits and behaviours that stand in the way of a positive life transformation. To identify a baseline for measuring progress and underpin further character assessments throughout the programme. NB. PEP rejects former crime-related nick-names, (often ‘gang-associated’) and, instead, encourages Program participants to adopt ‘sweet’ names. These can sound rather unusual (i.e. Sweet Baby Pumpkin) but are designed to challenge the tough stereotypical image often present in offenders. Once adopting a sweet name, the ‘owner’ adds a tag line to accompany it, i.e. when being introduced at events or in front of the class. These tag lines are often laughed or cheered at and override the sensitivity associated with external criticism or being ‘shamed’. Posters Source: PEP

Participants are also encouraged to create a poster portraying themselves as ‘Superhero’s’ as a realisation of what is important to them in their lives, and how they want to be perceived by the world. Finally, most of the events held in prison are introduced by both participants and guests dancing from the back of the room, before taking their seats. This sets the tone for a joyful and celebratory experience, again sweeping away stereotyping, and serves as a level playing field for all. Dancing Source: PEP

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

The Meyers-Briggs personality inventory (31) is utilised to indicate psychological preferences of how people perceive the world and make decisions. With the aim of fostering effective interaction with others and to resolve conflict.



Joining a PEP Book Club that provides personal growth and study material. The objective being to foster good study and communication skills and underpin learning.

Before moving through to the next part of the Program, men are assessed for their ability to accept the culture of PEP, engage in the learning and commit to the demanding schedule of study.

b) Mini MBA Program and BPC Delivered over 6 months, the curriculum for this part of the Program is supported by a college textbook (32) and is supplemented by Harvard and Stamford Business School Case Studies. It is taught by PEP staff, board members, and business executives lecturing on topics within their areas of expertise. Material taught during this phase of the programme includes;   

An understanding of entrepreneurship A financial literacy course (33) Construction of a Business Plan

There is also a revisiting of the underpinning values, character trait work and the development of a personal brand. At this stage, participants are also exposed to previously un-accessed cultural aspects of American life, such as the appreciation of classical music, history and art. PEP Class Source: PEP

In-prison events centre around 5 core themes, as follows; 

Think Tank (attended by Executive Volunteers and PEP Graduates); a welcome event that shares inspiring stories and success.



Venture Capital Panel (attended by Executive Volunteers); The participants early-stage business ideas are pitched and panellists provide feedback



Business Plan Workshop (attended by MBA students and Executive Volunteers) Individual work with participants to provide feedback on the Business Plans.



Pitch Day (attended by MBA students and Executive volunteers) Presentation of Business Plans prior to the Business Plan competition.



Pitch Day Source: PEP

Business Plan Competition (attended by Executive Volunteer judges, both national and international) Business Plans are presented to a panel of judges, over a 2 day period, as a

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culmination of the Prison Entrepreneurship Program. This is followed by the PEP Graduation Ceremony.

Other supplementary events include; Employment workshops and mock interviews – Local employment services attend to offer employment assistance, addresses employment issues and offer interview techniques A Business etiquette course – designed to promote pro-social behaviour and facilitated by professional women A Toastmasters class – designed to support public speaking and develop clear communication. Family Information Day – Family Liaison staff work with participants to broker relationships, answer questions about the Program and keep families informed of progress Re-entry Night – Participants are prepared for the ‘free world’ by parole officers, transitional housing providers and PEP’s Re-entry Co-ordinators

c) Family Program Starting in prison, PEP Family Liaison staff interview each participant and carry out a survey regarding their relationships with their loved ones. The Family Liaisons staff begin an outreach campaign to open lines of communication and strengthen the ties between each family and their participant. The aim is to keep them updated on the participant’s progress with the Program via conference calls and to offer; • • • •

tips on how to manage their loved one’s release, information regarding the reintegration process, resources for forgiveness and acceptance the answer to any questions the families might have regarding the Program and release arrangements

3. Participants

PEP are looking for people who demonstrate a commitment to personal transformation, a good work ethic and entrepreneurial ability. The typical demographic of participants to the PEP are; PEP Prison Recruiter Source: S. Leaf

Age;

18-65, with 70% in their 20s and 30s

Ethnicity;

Approx. 30% African American; 40% Caucasian and 30% Hispanic

Sentences;

Average of 5 to 8 years served (actual time served ranges from 18 months to 30 years)

Charges;

Approx. 50% violent offences; nearly 80% are drug related (whether violent or not); no sexual offences. 55% have served more than one prison term

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Location;

90% of participants come from Dallas, Tarrant and Harris Counties, and return there after release

Education;

70% of participants do not have a high school diploma, but all have at least a GED by completion of the programme (GCSE equivalent).

PEP Application process Identification of potential applicants; PEP works alongside the TDCJ to identify incarcerated men (approx.10,000 candidates), who meet the minimum parole/discharge, disciplinary, criminal and classification criteria and it is only then that a postcard is sent to them, inviting them to apply for the programme. There are typically 3,000 responses to this invitation. Unsolicited applications are not accepted. Orientation and personal interview; Next, at either Cleveland or Dallas, introductory information sessions are held and initial interviews conducted. Application form and Screening; The application process is rigorous and begins with a thorough screening of the applicant through a 20 page document exploring the prisoners own account of his situation and details of his personal and criminal history. From the 3,000 initial responses, approximately 2,000 completed applications are received. Testimonial Essay; To accompany the application, the potential participant is required to write an essay explaining why he feels he is the right person for the programme which encompasses his attitude to the future, including the addressing of past criminal behaviour. Study Pack and Testing; The top 1,500 applicants receive a study pack that includes certain business, ethical and general education information to learn, in preparation for a formal test after a further 14 days. Those reaching above an identified score are then invited to further interviews which will determine the candidates who possess the work ethic and commitment to succeed in the Program. Prison Transfer; If successful, those final 450-500 candidates are transferred to the Cleveland Unit near Houston, or the Sanders Estes Unit near Dallas. Preparation; Once the candidates are transferred, they have a final round of interviews with the in-prison Program Manager and recently released graduates, and each programme starts with a class of 80-100 men. The whole recruitment process takes 14 weeks to complete.

4. Volunteers and Mentors The operation of the Program involves many actors to help support the various aspects of the learning, events and post-release activity. They broadly fall into these categories;

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GRADUATES; Men who have completed PEP and who return to support learning or provide role-modelling and the network of a ‘Brotherhood’ to others. They may also contribute financially to the Program and offer employment opportunities or mentoring.

EXECUTIVE VOLUNTEERS; People who volunteer as Board members, panel members or judges, Business Plan Advisors, venture capitalists, investors and Mentors.(34) They attend the in-prison events and are often also supporters of ‘through the gate’ initiatives; as hosts of House Dinners; eSchool trainers, executive mentors or business advisors, forming a network of support to Graduates postrelease. In Cleveland Prison Source PEP

EMPLOYERS; Often also Executive Volunteers but, in addition, offering post-prison employment or a work placement within their companies. PHILANTHROPISTS; Often also Executive Volunteers, providing financial support to the programme and can be corporates, high wealth individuals, or indeed Graduates of the programme who want to give something back. MBA STUDENTS; Researchers and business coaches to the participants preparing for the Business Plan Competition. 5. Graduation and Certification Following completion of the PEP Program, successful participants will graduate in a cap-and-gown ceremony held within the prison. This is probably the first time the participants will have attended any Graduation ceremony, let alone their own, and the occasion is treated with respect and celebration.

PEP Message Source: PEP

Family and friends of each graduate are invited to attend the graduation ceremony which directly follows the Business Plan Competition. For many, this event is often the first time families have seen their fathers, husbands, sons or brothers truly follow-through, succeed and accomplish their goals. In cases where hardship would prevent family members from attending graduation, PEP provides financial assistance to support some of the costs of travelling to the graduation. Every PEP graduate is awarded with a Certificate in Entrepreneurship. This certificate is a genuine college award that does not have the word “prison” anywhere on it, There are also certificates for completion of the in-prison financial literacy program, the Toastmasters course, and the Men’s Life program. 27 | P a g e

Graduation Day Source: PEP

Following Graduation a recruitment drive is held with those successful Graduates who still have time to serve, to encourage applications for Peer mentoring positions for the next planned programme. 6. Release and Transition In preparation for release there are in-prison initiatives such as the previously outlined ‘Re-entry Night’ and Family Program work, to underpin expectations and provide support. PEP also employs Transition Coordinators that meet Graduates at the release gate the minute they are freed from prison, and their role offers the following immediate support; 

Assisting with needs such as clothing, shoes, phone cards and bus passes, food and toiletries.



Transporting and introducing people to their transition accommodation, which could include one of PEP’s transitional houses. Each PEP transition home enforces a zero-tolerance policy regarding drug and alcohol use and is managed by a PEP Transition Coordinator or PEP graduate. Approximately 65% of PEP graduates choose to live in one of five transition homes managed by PEP in Houston and Dallas.

Secondary considerations will include including planning dental, medical and eye care needs, obtaining a drivers’ license, registering for documentation and making introductions to other support agencies. The largest part of the Transition Coordinators role is to introduce the recently released Graduate to the network and ‘brotherhood’ of Graduates and Executive Volunteers. Here there is a multi-layered support framework which includes;      

The opportunity for regular counselling and advice Social events and shared meals House Dinners at the Transition Houses; hosted by Executive Volunteers to encourage group support and enjoy sharing food Testimonials and Job preparation – CV writing, interview techniques and job referrals. (Each Graduate leaves prison with a video of his progress and a USB containing his work). Executive mentoring and business advice towards business creation The opportunity to attend eSchool and take up to 20 extra workshop training sessions to supplement the PEP in-prison programme

7. eSchool and eSchool Graduation A weekly ‘eSchool’ programme takes place at PEP offices, which is intended to supplement the in-prison programme. eSchool is taught by executives, MBA candidates and university professors and covers a range of topics related to professional job development skills and entrepreneurship including: technology and website development, strategic thinking, marketing, leadership, time-management, communication, and finance & accounting skills. Attendees need to complete all of these 20 sessions to graduate from eSchool, and to be eligible for a $500 eSchool Completion Bonus from PEP.

Dallas eSchool Graduation Source PEP

Other significant small business financing can be accessed through PEP’s network of financial institutions and individual investors, upon completion of the eSchool programme. Support is also available with applications for loans from the micro lender PeopleFund, as well as Kiva, a crowd-sourced, zero-interest lender. 28 | P a g e

8. Communitas Business Center The Business Center has been developed as an incubator for Graduates looking to start or expand their businesses as well as a catalyst for executives to get involved. There is a low monthly fee which gives business owners access to; 

internet services



professional grade printers and copiers



a physical address to use on marketing materials



conference room facilities, a projector and screen



the ability to host social and networking events



access to a qualified bookkeeper who can provide low cost, fee-based accounting services

9. AUTO-LAB (35)

In late 2015, PEP acquired the Master franchise rights to operate the AUTO-LAB, Complete Car Care Centers business throughout Texas. This has required many realtor, business and financial partners to work with PEP and AUTO-LAB USA to design a workable process and bring it to market.

The intention is to create and operate the franchises for the following purpose;

AUTO-LAB Houston Source: S. Leaf

To provide and grow a sustainable, revenue-driven income for PEP To create opportunity for Graduates to take up positions within the business, or to become future Franchisees To expand the reach of the PEP Program by providing of excellent customer service to the public To supporting the restoration and mission of local communities through a ‘Give Back’ scheme

The first Auto Lab store opened in May 2015, with a second in August 2015, and the third store will open in early 2016. All of them are located in the greater Houston area.

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4.

EXPERIENCES AND OUTCOMES OF THE PRISON ENTREPRENEURSHIP PROGRAM (36)

Across the globe, in criminal justice settings, there are new and innovative approaches developing, aimed at addressing the causes, reduction and prevention of crime. In prisons many rehabilitation programmes operate, with varied degrees of success and it is vital that their experiences and impact is evaluated and measured to ensure effectiveness and the desired outcomes. The following aspects of the Prison Entrepreneurship Program have been identified for scrutiny, as they align with some of the well-recognised ingredients for successful rehabilitation of offenders, (37) and the increasing demands for solutions, by the service-commissioning authorities;         

Recidivism rate Return On Investment Personal transformation Housing and Support Employment Enterprise Creation Programme contributors Collaborative working Sustainability of the Program operation

Recidivism PEP graduates have an exceptionally low, below 7%, three-year recidivism rate compared to the U.S. national average of near 50%. In 2013, a study (38) was carried out to compare the Prison Entrepreneurship Program to 9 other major inprison rehabilitation initiatives with regard to the prevention of recidivism and the ‘return on investment’ (ROI) the Program delivers. In reducing recidivim rates, PEP was shown to outperform all other comparative programmes, delivering a 380% greater reduction, compared to the average of the other programmes and with an improvement rate of 60% over the other models. PEP’s Graduates were shown to be significantly less likely to return to prison than a ‘control group’ of men who were selected for PEP, but did not go on to take part in the programme. This confirms the positive impact of PEP, rather than just the effect of the selection process.

Return on Investment The same study goes on to demonstrate that the low recidivism rate for PEP Graduates, combined with their high success in securing post-release employment significantly reduces the support costs and benefits generated by an ex-offender, once they re-enter society. It also estimates that for every dollar donated to PEP there is a yield of 340% return on that investment, without taking into account the value of the business creation of Graduates.

Personal Transformation “Inmates seeking entry into PEP face a rigorous application process. We don’t want men who are looking for the ‘easy way out.’ That’s too often the mind-set of the criminal. Personal transformation is hard work, and we’re only interested in investing in those men who are willing to invest in themselves.” Bert Smith, C.E.O, Prison Entrepreneurship Program (PEP website).

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In addition to the ‘entrepreneurship’ element and a general raising of the education level of participants are some key PEP ingredients and mechanisms that provide the environment for change. These are rooted in the ‘ten driving values’; servant leadership; character building; accountability, encouragement and the ‘prosocial’ network of support that extends beyond release. The notion of a second chance and the opportunity to address deep-seated character flaws and beliefs figure regularly in the testimonials of PEP Graduates. Although there are no long term formal case studies tracking individual PEP Graduates progress, the qualitative data available demonstrates life-changing behaviours linked to the personal transformation elements of the Program and is reflected in the recidivism figures, the ROI percentages and the rate of business creation. CASE STUDY – PEP GRADUATE - Interview with J.H.and his wife L.H. J. and his wife L. are a remarkable couple. J. owns and operates a successful building company in Houston and was named PEP 2015 Houston Entrepreneur of the Year. L. also works in the business and they are on course for a $4M turnover during 2015/16. J. was raised in a good family, but was always acquisitive and wanting the ‘good life’. He described his old self as “arrogant” and “thought I knew it all”. He married L., they had 3 children and were part of a large, extended family.

Prison Following committing a crime, J. was sent to prison for 5 years (crime undisclosed). After 2 years he was refused parole and knew that his marriage was suffering. He was 6 hours away from his family, making visits very difficult and he was in very low spirits. J. describes feeling desperate and praying for a solution and the next day receiving an invitation postcard from PEP, to apply for their programme. J. applied for a move to Cleveland (where PEP operate) and realized he had to really sell himself to gain a place on the programme. On arrival he was arrogant and prideful, thinking he would easily secure a place. However, he failed the test on the first 2 tasks and had to do ‘the homework’; a mundane activity which involved a great deal of effort. He describes “wanting to quit the application”, but when challenged by PEP staff, realized he needed to raise his game and change his attitude. He successfully took and passed all the classes; character and business, and became a Peer Educator and Mentor; giving and receiving a great deal of support. During the programme, L. reports witnessing great changes in her husband. His maturity level increased and he became forward-looking and positive. Despite being in prison he became much closer to L. and their children; displaying family leadership qualities and a quiet and confident parenting style. J. also displayed far greater humility and lost the “pridefulness” that was one of his main barriers to success.

After PEP J. works with some contractors and workers who are PEP Graduates, but applies the same standards to them as he does other business partners and employees. Graduates need to display integrity; quality; customer service and a strong work ethic. He supports PEP through; •

Visiting prison regularly to support the participants

•

Making and sending videos into prison, via PEP, that demonstrate examples of the good times (going out for dinner; playing with the kids etc.) and the not so good; on his release he filmed the unmown back yard to demonstrate how hard life was for his family, while he had been away. These videos are reported to have a great impact in the prison.

•

Making financial contributions

Being a PEP Graduate-led business owner J. is very proud of his progress through PEP, but remains cautious about disclosing his past to customers and contractors. He is still building his business and has a goal to disclose his past, once he has reached a certain level of security for himself and his family. He maintains relationships within the programme; with Executive Volunteers and Graduates. L. is very proud of the fact that they managed to save their marriage, despite the huge challenges incarceration presents. When asked to sum up how PEP had helped him, J. offered;

“PEP have made me the person I am today. Without them, I wouldn’t be a success story…I would just be another statistic” 31 | P a g e

Housing and Support Approximately 65% of PEP graduates choose to live in one of five transition homes managed by PEP in Houston and Dallas, when they leave prison. Each PEP transition home is managed by a PEP Transition Coordinator or PEP graduate. The stability of a quality home environment, combined with the support of other PEP Graduates, Executive volunteers and the activity of employment, further study and the rebuilding of healthy personal relationships provide participants with a comprehensive solution to re-entry in a structured environment of accountability. “I made the decision to be released to a PEP transition house in Houston instead of going home to my comfort zone. As promised, PEP met me at the gate; my transition coordinator was waiting for me as I walked out of the Walls Unit a free man. Again faced with overwhelming odds due to an SISP monitor, I was in great need of another chance. The PEP family and network helped me with my basic needs for living along with transportation and proper paperwork as well as employment leads. I very soon landed a position, while attending eSchool, thanks to PEP.”

PEP House Dinner Source: S. Leaf

R.A., PEP Graduate (PEP website) There is much emphasis on the aspect of ‘Brotherhood’ at PEP. With all the contact and support offered to those leaving prison after being part of PEP, none is valued and respected more than the journey of those who have gone before. Only here lies the true life experience and role modelling that can be related to and used as knowledge for the way forward. In turn, the ‘brothers’ learn responsibility to others and what it feels like to ‘give back’. “After spending nearly two years as a part of the PEP program within the walls of the Cleveland Correctional Facility, I was released in September of 2011. With the guidance of PEP staff, volunteer executives, and most importantly my peers, I had spent the previous two years planning for this day, with my goals laid out ahead of me, so I had no fear or angst about what lay ahead. I did have an uneasy feeling in my stomach about the unforeseen that stalks us all. But, I knew that with the support I had from my PEP family, I was going to be just fine. I paroled to a transitional home in Houston, the best decision I ever could have made. I was surrounded by men at various stages in their return to society. These men had all already been where I have been and laid the groundwork for me long before I was ever even granted parole. I had questions, they had answers. I had confusion, they had solutions. I felt doubt, they offered hope. We ate together, we rode the bus together, and a few of us even worked together. At no point did I ever feel alone or hopeless. In fact, it was exactly the opposite.” M.M. PEP Graduate (PEP website) “For me, PEP is a life saver. I learned how much I was truly hurting myself and everyone around me by finding excuses to indulge in my weaknesses. I learned that I can be a part of a group without having to be just like everyone in it. I found out that fitting in does not mean conforming, it means contributing. Most importantly, I learned how to live with the fact that I am flawed. I have made mistakes in the past and I will make more in the future, but those mistakes do not define me; how I recover from them does.” J.B. PEP Graduate (PEP website)

Help with the small, practical tasks that help men’s orientation to release, are all covered in the early days of re-entry. Keeping engaged, focused and busy are key and both PEP staff and Graduates make time and resources available for this purpose.

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Employment PEP graduates have a 100% success rate in obtaining employment within 90 days of release, with the average being only 20 days. After 12 years of operation, the program has built up a network of 750 Texas employers that have placed a PEP graduate in gainful employment. The average starting wages for PEP graduates are 60% higher than minimum wage. After 6 months on the job, graduates earn an average of almost $16 an hour. CASE STUDY – EMPLOYER, SUPPORTER, EXECUTIVE VOLUNTEER Interview with Dorian Benn, President – Building Products Plus How were you first introduced to PEP? Dorian Benn first heard about the Prison Entrepreneurship Program when a friend from his local church mentioned the organisation. Some months later another conversation led to mentioning an ‘exceptional PEP Graduation’ that had been attended and he was asked if he would interview some of the Graduates for jobs in his company. His first employee was R.A., who had been through PEP while on a 7 year sentence, and had previously been a well-qualified electrician. After one year’s employment, R. had been promoted to Mill Supervisor, upon reaching a number of milestones and targets. Today, he is the company’s Operations Manager and Mr. Benn describes him as 100% committed, outstanding in every area; quickly learning new roles, skills and responsibilities. The effects of PEP Dorian Benn sites the remarkable results and the quality of the men coming through the programme as the major reason for hiring the 14 employees he has offered jobs, so far. Retention is also high with 9 men remaining employed. What does Building Products Plus offer as support to the Program? •

Dorian raises awareness about PEP by telling other businesses of his experiences and encourages their support to get involved.

•

He attends in-prison events and is about to become an Executive Volunteer for the Business Plan competition.

•

High quality training in many areas is on offer at Building Products Plus. For example he hires his own truck drivers who receive a 6 month training course.

•

Graduates joining the company are welcomed in to a family firm with a shared culture and strong team values.

How does Building Products Plus benefit from its’ involvement with PEP? Firstly, the company benefits from great workers. Typically, they have a different attitude; they are men of character overcoming their circumstances and eager to learn. They are often humbled at being given a second chance and are eager to prove their worth. What is the difference that you are making by employing PEP Graduates? By supporting PEP, Building Products Plus are demonstrating a responsible business approach to their staff, customers and partners. Regarding the Graduates and, using R. as an example. He has now developed skills in coaching and mentoring the other ex-offenders they employ. He is the conduit and catalyst for the men, understanding their challenges and tackling any problems. In many ways R. is an ‘intrepreneur’, as a result of exposure to PEP, and he naturally utilises his entrepreneurial skill to support the growth of the business. Amongst other achievements, R. has installed a Natural Gas plant which has helped the company make considerable financial savings related to fuel use. Not all businesses could tolerate this challenge, but it is a valued aspect of a Graduate’s attitude and thinking. Occasionally, there are some adjustment issues. People leaving prison can be defensive and over-sensitive. They have something to prove and are trying to demonstrate their level of self-discipline, so staff may need to approach issues differently; but this is valuable learning.

Would you encourage other entrepreneurs/Executive Volunteers to support PEP?

“Without doubt it is an extremely valuable and effective re-entry programme for ex-offenders and one that has many benefits for Graduates, Employers and Volunteers.”

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Enterprise Creation 211 businesses have been launched by PEP graduates, including six that generate over $1M in gross annual revenue. 26 businesses were started in 2015. CASE STUDY - PEP GRADUATE, BUSINESS FOUNDER AND EMPLOYER – Interview with J.O.

J.O came from a good family, not deprived or disadvantaged. He took a wayward path in his teens and began drinking heavily drinking. J was employed at the time of his offending (crime undisclosed).

Introduction to PEP As with other Graduates, J. was approached in the prison to apply for one of PEP’s earliest programmes operating in the Cleveland Correctional facility. J. was a member of this first class to Graduate. The programme looked very similar to today, but there was much less time spent on character development.

Graduate-led business owner J. was named PEP 2013 Houston Entrepreneur of the Year and was the first participant-led business to operate from PEP’s Communitas Business Center. In the early days, J. went door to door asking for business and, after two years, had his first employee. J. hires Graduates and finds that they are exceptional people; without doubt an asset of the business. He now has six employees, chosen for their work ethic, determination to succeed and ability to understand business. He financially supports PEP and also sits on the Houston Advisory Board. J. never discusses his background with customers, although some have been referred to him as a result of the Program. He has built the business by developing professional relationships, meeting deadlines, no matter what, and offering exceptional customer service. J sometimes collaborates with PEP and offers some services to support other Graduates. He mentors people who are ready to move forward.

J. sits on Houston Advisory Board and feels that the value of this to PEP is; •

The leveraging of relationships, connections and networks

•

Securing of finances – grants or financial support for Graduates

•

That it gives feedback on the programme

•

That Graduates offer real-life experience of the programme

When asked to sum up, in a sentence, what does PEP mean to J., he said the following;

“It was my finishing school and the framework I needed. It gave me the tools and resources to do the right thing and flourish”. “The role of faith in the Program provides the foundations and is your guide; an extra arrow in your quiver.”

Programme Contributors PEP participants have great business ideas, but they often lack a greater understanding of business strategy. Because they don’t have Internet access, they are unable to research or obtain pricing and competitive information to make their plans complete. Introducing external programme contributors, whether they be Executive Volunteers, MBA students or Business Plan Advisors is a great way for PEP participants to get conceptual and grammatical feedback on their business plans. The journey continues post-release with opportunities to mentor or teach at eSchool

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and the whole connection presents an excellent opportunity for a businessperson to give back to the community whilst contributing in an area where they are an expert. CASE STUDY – EXECUTIVE VOLUNTEERS AND MBA STUDENTS Interview with Dr. Gary Carini - Associate Dean of Graduate Programs; Professor of Management and Executive Coach Hankamer Business School, Baylor University, Waco, Texas and PEP Governing Board member How did the Business School first become involved with PEP? Alumni from Baylor University contacted Gary Carini in July 2007 urging him to take a look at what was being done at the Prison Entrepreneurship Program. He was then invited into prison and initially provided 5 volunteers to support the Program, which quickly grew to 35 from that years’ MBA Program. He had 100% volunteer strike rate from all those he asked to get involved.

As well as reviewing the calibre of the PEP curriculum, what input has Hankamer Business School had into the Program? Have you given any additional advice or suggestions for inclusion? No actual curriculum input. We have reviewed the Program and agree that it is appropriate.

Do students volunteer for inclusion in the Program, or is it embedded into the courses that you offer? Are they rewarded by the Business School in any way, for their involvement? Students volunteer. It is recognised that future employers have been deeply impressed by their involvement and it makes them stand out as different. The benefits are medium to long term on the young person’s development.

Students are involved in a 10 week part of the Program, and go into prison for 1 hour per week. How much extra time do you assess that they spend reviewing the electronically mailed Plans………and giving feedback? It’s a 20 hour commitment. They go into jail for one whole day (planning a business plan) and then review and research on behalf of the inmate, utilising USB transfer via PEP staff. Research can centre around costs, materials/resources, demand, projections etc.

How many students have been involved with PEP since the partnership with the Hankamer Business School? Over 100 – every semester since 2007.

What would you say are the main benefits, reported by the students, from being involved with PEP? Initially students have a stereotypical image of prisoners and prison life. However, once the first visit is made, students report joyful experiences; a profound sense of giving back and less time spent focusing on themselves. The major benefit appears to be seeing life from another person’s perspective.

What are the benefits that the Business School sees from student involvement with PEP? •

The development of servant leadership

•

They broaden their view on who makes a good employee

•

They value the contribution of others who may not be like them

•

Stepping outside the notion of self

•

They pay much more attention to team working

•

They experience walking in another man’s shoes

It is estimated that there will be approximately 100 ‘touch points’ with external contributors, for each Graduate as they progress through the programme. Evidence from testimonials and interviews confirm that these encounters create a ‘win-win’ situation, with both sides sharing in the opportunity to learn from one another. What is also regularly mentioned is the value created when two people, who would not ordinarily meet, spend time with each other; the true concept of walking in another man’s shoes. These encounters

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also often prove to be of great benefit to the organisation in that Executive Volunteers are influential actors in the process. “When I started my MBA program at the University of Dallas, I never thought I would take a class that would involve mentoring a prisoner. Even when I signed up for the PEP class with Prof. Watters, I never expected to leave the class wanting to do more for the program. Before visiting the Cleveland Unit, I wanted to go there, do my time and then get out as soon as possible. I did not like the idea of spending my Friday and Saturday with prisoners. But then I walked into the PEP room, met a ton of PEP participants, including my mentee, Aaron. Once I was there I did not want to leave. The room was filled with so much energy, excitement, respect and gratefulness. Over the next 24 hours my face hurt so much from smiling and laughing and come Saturday afternoon, I did not want to leave. These guys really changed the way I thought about inmates in this program. I could see the change in the way they talked, walked and presented themselves. They were ready to face the world as new men who would never go back to the life they once lived. Throughout the advising process, I have seen Aaron’s plan go from a vision to reality. I am so proud of him and excited to see what he is going to do once released. The PEP program has changed my life forever.” J. B., University of Dallas MBA Student (PEP website)

Collaboration The climate for co-working in prisons is essential in order to be conducive to supporting new initiatives. This indicates that there should be a greater sharing of attitude, knowledge, resources and goals in order between service providers and establishments, in order to achieve reductions in recidivism. A staff training film produced by one of the private prison operators demonstrates the desire to support and understand the work of PEP, as part of the rehabilitative process. Program Growth With programme growth comes the ability to service more prisons and prisoners, and the ‘tipping point’ of influence on other incarcerated individuals that may not be part of the Program. The U.S. Social Cognitive Networks Academic Research Center

(40)

espouses;

‘When the number of committed opinion holders is below 10 percent, there is no visible progress in the spread of ideas . . . Once that number grows above 10 percent, the idea spreads like flame.’ PEP are aiming to reach at least 10% of the 43,000 men that are released from the Texas prison system each year. They believe that the PEP experience will profoundly impact the lives of the men served directly, but their values and commitment to positive change will have a dramatic, positive effect on the prospects of all other inmates. By 2025, their goal is to be serving at least 4,300 men per year. Sustainability At the present time, financial support is generated through donation, philanthropy and Trust support. No Government money is received. At present PEP covers about 5% of their annual operating costs, but by 2025, they expect their entrepreneurial business enterprises to be employing significant numbers of PEP graduates and to be generating sufficient cash flow to cover at least 30% of these costs. Current earned Income derives from;  

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Income from rent payments drawn from the organization’s transition homes in Houston and Dallas Service fees from graduate-owned businesses A newly-developing for-profit business, ‘Communitas Ventures’, that is forming business enterprises; the first being ‘AUTO-LAB Texas’, a car-care company franchise that will provide high quality business and career opportunities for PEP graduates, offering a wider variety of engagement opportunities for PEP supporters and creating a source of sustainable revenue for PEP’s core programs.

CONCLUSIONS Observations, personal insights; expectations and surprises A) The criminal justice systems encountered Norway Before embarking on my Fellowship travels, I was well aware of the reputation and success of the Norwegian Prison system with its’ small units, humane regime, purposeful activity and attention to the rights of the detained. There is much written about their low prison numbers, low recidivism rate and the successful treatment regimen that prevents people from returning to prison. What I was unprepared for, however, was to be exposed to a culture that genuinely believes in the notion of a ‘second chance’ for offenders. From taxi drivers to shop keepers, prison officers to senior managers: almost everyone I met, or engaged with, expressed their belief that; A prisoner could be their father, son, brother or friend and should be treated with respect and dignity, detained in clean and comfortable conditions with a positive and active environment. Prisoners should be effectively rehabilitated – they are returning to society and should prepare to become good neighbours and family members with a chance to work, pay their taxes and contribute to society.

These striking beliefs align with the ‘Principles of Normality’ declared by the Norwegian Correctional Service, in relation to dealing with offenders. They also mirror the findings from other CJ organisations that champion restorative justice approaches, keeping offenders linked to their communities and promoting skill building. The Norwegian Correctional Service’s policies relating to thorough and effective prison officer training, largely keeping young people out of the criminal justice system and using local services to deliver into prisons, are yet more evidence of a holistic and community-connected approach. The work witnessed in the transition phase of a prisoner’s release was based on the development of personal responsibility and accountability. Again, community ‘immersed’ and connected, trust and confidence was built, with a supportive framework in place to maximise the chance of success. Controversially, even the high security prison I visited enabled serious offenders, preparing for release, to work in the prison’s social enterprise and interact with the public………something, I would wager, that would NOT be encountered in the U.K. Finally, innovation, aspiration and a range of high-quality services were offered to support offenders. There was no evidence of a ‘race to the bottom’, with detention being the aim and the low expectations of NVQ 1 vocational qualifications as a marker of success. Yes, calculated risks were evident, but what was so refreshing was that Norway’s criminal justice system starts with ‘people’ - those detained, working in the system and the immediate surrounding community. It invests in those who come its’ way………and it’s mostly working.

Texas And here was my greatest surprise. Encountering root and branch, genuine and effective prison reform in the very same State that still utilises the death penalty and has a very conservative reputation in relation to all things ‘criminal justice’. What a find in Jerry Madden. Spending time with someone who was bold enough to re-write the rule book, admit what wasn’t working and stand up in front of the people of Texas to explain. The fact is that they clearly listened. There were few that I met who didn’t back the move to drastically reduce the financial and human costs of incarceration. Yes, citizens needed to feel protected and reassured, but they understood 37 | P a g e

that building ever more prisons to accommodate an ever-growing population of criminalised people was not a solution. Of course, this new thinking needed to be thoroughly researched by experts, with everything evaluated for its’ contribution and effectiveness in reducing crime, recidivism and supporting rehabilitation. As Jerry told me, the order coming from the Speaker of the House; “Don’t build more prisons, they cost too much” had been the catalyst for the whole remarkable journey. What chance of the same thorough root and branch review opportunity here in the UK? Another surprise was the access offered to the Prison Entrepreneurship Program by the privately operated Cleveland Correctional facility from the early days of the development of the programme, which would have been a bold move back then. This prison has allocated a discreet classroom to accommodate the courses and offers unprecedented access to the countless ex-offenders, education staff, PEP staff and Executive volunteers (members of the public) who contribute to the various elements. In UK prisons, security clearance for anyone entering an establishment is a high priority. The standard access affords only 3 visits by an individual before they will need to obtain a higher level of clearance. This is clearly a barrier to the participation and support of a diverse set of contributors and is a major issue to the development of a multi-layered rehabilitation programme.

B) Entrepreneurs and Social Enterprise - Norway There is clearly a support platform in place to encourage social enterprises to become involved in the rehabilitation of offenders. Many of these organisations are offender led and have contracts and partnerships in place to deliver services, both inside and out prisons. What is most striking is that there is an absolute recognition that people with lived experience are the most useful role models for ex-offenders and there is an acceptance that these people need to access prisons in order to be most effective. This whole debate in the UK is controversial and with the current levels of short staffing in prisons, poor resourcing, less movement taking place and perceived high levels of risk, this issue would be considered yet another security concern to add to the list. The presence of ex-offenders is largely discouraged in UK prisons and in most cases they are barred from entry, particularly as part of an ongoing rehabilitation or education programme. Interestingly, the general social enterprise agenda in Norway is not as well-developed as here in the UK. During my Fellowship travels there were no national organisations encountered or country-wide networks supporting social enterprise, and no social enterprise education programmes operating on other than a local scale. Great business partnerships were seen to be in place to support social enterprises and plenty of CSR, Trust funding and philanthropy in evidence as financial support. However the commonly accepted vehicles for fundraising and sustainability in the UK, i.e. crowdfunding, social finance etc. are still new concepts in Norway and charitable giving seems the most common support process in place.

C) In prison entrepreneurship programme – Texas Obviously exposure to such an innovative, complex and revolutionary rehabilitation programme sets a high bar. But let’s break down the elements and their effectiveness. The development of self This programme provides nowhere to hide for those seeking to just ‘take an entrepreneurship course’, as it drills down to the fundamentals of the behaviour, thinking and actions of the offender. The education and support group network provides a constant personal responsibility and 38 | P a g e

accountability feedback ‘loop’ of which there is no eluding. Confronting criminal characteristics and behaviours, right down to manners, dress and social presentation provides a new ‘code for living’ that overwrites the offenders’ previous persona. Programme ethos and programme (41) PEP provides participants with exposure to a positive and nurturing, yet challenging ethos powerfully combined with access to people ‘from the free world’ who are not like them. The fact that so many of these people put faith in the participants’ ability to succeed and give positive regard, where previously there was none, is a revelation to these men. They learn that they have very similar skills and abilities to the people supporting them……..but they just made different choices. There is little emphasis, in this programme, on blaming deprivation, family circumstances or environment for the fate of the offender. Rather, there is an addressing of the reasons why people became incarcerated and a ladder provided for them to climb out. The opportunities and support offered to programme participants by Executive Volunteers and the other Program volunteers is exceptional and based on these strong bonds built during participants’ journey both through the Program and upon release. But this is not a one way street. Contributors to the Program also often report personal life transformation due to the opportunity of working alongside someone who, in their regular lives, they would not usually encounter. The effects of this experience are reported to include a challenge of assumptions and beliefs associated with social class and stereotyping; a new perspective on team building and hiring; a closer examination of lifestyle choices and a renewed zeal around the investment, and the uncovering of potential, in others. Being a Graduate The ‘Graduate’ in the Prison Entrepreneurship Program is a key figure in the process, whether released or still serving out his sentence having completed the programme. There is status to this position and those people achieving it provide the ‘sense of possibility’ as role models; embodying the effectiveness of the Program. As an ever present in-prison accountability and support mechanism to the participants, Graduates provide a consistent, sustained and challenging environment both in the classroom and outside on the wings. The intensity and immersion that this creates is a ‘make or break’ for the Program. Those who cannot hack it, withdraw. Re-entry support and the brotherhood of PEP Upon release the interweaving of support services, housing provision, employment possibilities and just plain cheerleading is maintained through the PEP staffing team (most of whom have been in prison) and through what is known as the Brotherhood. In common offender parlance this could be interpreted as representing something quite different; reflecting former gang activity and connections. Instead, here is it used to welcome Graduates into ‘the PEP family’, maintain good progress, support effective rehabilitation and catch people when they fall. Again ex-offender led, this powerful framework is the key to ‘through the gate’ aftercare and connection. Recidivism and ROI At below 7%, the recidivism rate at PEP is dramatically lower than the average for the U.S., with the calculated ROI figures of 340% for each dollar spent, providing clear value for money for the Texas tax-payer. Personal Transformation and the role of contributors What I perceive to be a greater achievement, however, is the level of personal transformation experienced by the participants of the programme and how this impacts on the wider society and public purse. In tandem with this is the shift in perception, acceptance and behaviours in those contributing to the Program. Here the exponential potential for the support, employment and 39 | P a g e

opportunity for ex-offenders has the greatest impact both societally and in shaping community, political and governmental influence. The business executives I encountered through this Fellowship research opportunity were people of considerable public standing; well-known captains of industry and entrepreneurs who had founded multi-million dollar corporations. They are people who enjoy the respect, confidence and admiration of their peers and communities and are well known for their sphere of influence. I clearly perceived them as the enablers in this process. By exposing themselves to a rare and challenging opportunity and taking a journey into a world previously unknown to them, they reported emerging enlightened, enthused and committed to changing the circumstances for people leaving prison. As a group of people, however, they are not an easy ride. In their own lives they have worked hard to achieve their goals, sacrificed much to accomplish their position in life and, often battled or been exposed to the same ‘demons’ as their incarcerated peers. The phrase ‘they take no prisoners’ seems apposite here………if a little corny. Employment The reality of employment for 100% of Graduates after 90 days is another remarkable outcome of this Program. Observed to be due to two aspects; firstly, the work on complete personal transformation by Program participants and, secondly, the previously mentioned good offices and network of Executive Volunteers or business contributors to the Program, by providing connections and opportunities. Many PEP participants need the support of employment to create a stable and financial base for their ‘start-up’, but it should also be recognised that not all will take this path. The skills and experience of PEP will prepare everyone for the possibility, but not all will take up the challenge. Enterprise Creation There is no doubt that the concentrated work on ‘self’ and the translation of previous illegitimate entrepreneurial activity into legitimate entrepreneurship is the catalyst to business creation for participants of PEP. They emerge from the programme mentally stronger, confident about their abilities and ‘re-wired’ for doing things in the right way. Essentially, their entrepreneurship has been validated and instead of being dissuaded from this activity, they have been shown a way through it. Most importantly it gives them a road map for their future and solid ground from which to build. Sustainability of the Program operation There is no doubt that this is a ‘resource heavy’ programme. In terms of manpower, logistics and financial support, it could not be sustained in the long term without addressing the financial security of the organisation. Not only have PEP identified a way forward for their maintenance and growth, but they have accomplished this in a very skilful way. Whilst already receiving income from their transitional housing properties and from the small business ‘hub’ that they operate, they needed a bigger plan on the table. The securing of the AUTO-LAB franchise for the whole of Texas, will bring revenue into the organisation by;   

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Operating profit-making businesses – growing the income stream through replication Enabling Graduate entrepreneurs to own a franchise Employing PEP Graduates across a range of roles

RECOMMENDATIONS Prisons – Principles, policy, reform and innovation It is recommended that; 1.

In the principles espoused and published by UK criminal justice organisations, a statement towards the rehabilitative efforts of offenders is enshrined . At the point of publication, the published vision, values or purpose of the Ministry of Justice, National Offender Management Service or HM Prison Service make no mention of rehabilitation.

2.

The size, location and design of secure establishments be considered in connection with remaining connected to a local community, encouraging healthy group living and providing a positive living environment. Currently, the largest UK prison holds 1877 people and the smallest 100. The newly commissioned North Wales – super-prison’ will hold 2106 when operating. At the end of September 2015, 70 of the 117 prisons in England and Wales were overcrowded—holding 8,495 people more than they were designed to. PRT - Bromley Briefings, autumn 2015.

3.

Easier access to prisons is made available for ex-offenders and other contributors to education programmes. The current practice related to access is extremely patchy and usually dependent on the good offices of the individual Governor at each establishment.

4.

Prison Officer training be re-evaluated, with regard to entry requirements, length of training, content and rigour of programme and an emphasis on rehabilitation. The current UK Prison Officer Entry Level Training (POELT) course lasts for eight-weeks before Officers take up operational duties. There is a further 12 month period of ‘on the job’ training. ‘The prison officer’s role is not to punish. Punishing is a decision for the sentencing judge alone and the element of punishment in a sentence is the deprivation of liberty. Prison officers should help to reform and rehabilitate the prisoner which they do on behalf of the public. It is time that this critical role is recognised, respected and rewarded.’ Turnkeys or Professional? A vision for the 21st Century Prison Officer – Howard League for Penal Reform.

5.

I.T. access be available to prisoners, enabling release preparation (job and accommodation search etc.) and educational/vocational equality. In November 2013 Chief Inspector of Prisons Nick Hardwick said UK prisons were in a "pre-internet dark age" which left inmates "woefully unprepared" on release.

6.

Greater consideration is given, and the creation of the ‘problem solving Court’ model explored, as an alternative to custody. ‘The Lord Chancellor and Secretary of State for Justice and the Lord Chief Justice have established a joint working group to examine models of problem-solving courts and advise on the feasibility of possible pilot models to be taken forward in England and Wales in 2016 to 2017.’ MOJ Feb. 2016.

7.

Effective transition arrangements are reviewed, to include the purpose and function of resettlement establishments. Why life in an open prison is no holiday camp - Erwin James, Guardian, Thursday 13 January 2011. Out For Good - Prison Reform Trust 2012.

8.

Prison reform measures address; The root causes of crime The aim and culture of incarceration, including public perception and education Alternatives to custody, i.e. problem-solving courts The evaluation and impact of in-prison rehabilitation programmes The reduction in the incarceration of young people

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9.

Innovation drives the thinking and opportunity for offender rehabilitation, by embedding calculated risk into decision-making processes and considering offender-conceived and led initiatives.

Social enterprise and offender support It is recommended that: 1.

Post-release offender-support programmes and organisations are evaluated for their effectiveness in contributing to the rehabilitation of offenders. House of Commons; Reducing reoffending: the “what works” debate Research paper 12/71 22 November 2012

2.

That there is a more consistent offer of programmes and support organisations across the prison estate and post-release, to enable continuity.

3.

More programmes are enabled to extend their services to ‘through the gate support’.

4.

The good work that exists to support social enterprises in the UK is built upon by greater support, information sharing and collaboration in delivery.

A prisoner entrepreneurship programme It is recommended that;

1.

A comprehensive ‘entrepreneurship’ programme is developed, for delivery ‘in prison’, that is entrepreneur and ex-offender led, requiring access to the prison estate.

2.

A high quality and aspirational programme is piloted in one location and, following evaluation and impact measurement, is then delivered in other targeted establishments.

3.

For effectiveness, the programme will combine both personal development and business skill training to afford the best possible opportunity for successful rehabilitation.

4.

Application/selection for inclusion will be via a rigorous, collaborative process.

5.

Graduates, who are still serving their sentence, are enabled to become Peer educators providing inprison support, while those ex-offender Graduates will form an influential ‘alumni’ upon release.

6.

A seamless through the gate support programme will assist with housing, employment and family reconciliation, whilst offering a continuation to, and network around, the Graduates’ business development opportunities.

7.

A sustainable funding platform is developed; initially requiring grant/seed funding and philanthropic support, but quickly developing its’ income generation from a range of commercial activities, providing a sustainable revenue stream.

8.

The income generation plan will have the employment and enabling of ex-offenders at it’s’ heart and will use a variety of mechanisms to create financial and social value via business and social enterprise replication.

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DISSEMINATION AND IMPLEMENTATION PLANS Following the submission, approval and publishing of this report, the following actions are planned to implement a full pilot programme; a)

May/June 2016 - To circulate copies of the report to all those known interested parties, previously engaged in conversation, to include individuals expressing an interest to be involved in developing and delivering the pilot programme. This will include; Successful entrepreneurs who have been in prison Business leaders, both regional and national National charities and Government bodies, politicians and research organisations A Business School and MBA students Training Organisations Prison Governors and Regional Management staff Psychologists and Education professionals Probation and through the gate support organisations Potential employers and programme supporters Funders, Trusts and Philanthropists

b)

May/June 2016 - To circulate copies of the report to newly acquired contacts and referrals to influential allied individuals and organisations.

c)

September/October 2016 - To underpin the report’s findings with a series of ‘round table’ events designed to ‘in-fill’ the report and compile a database of serious contributors/investors.

d)

October/November 2016 - To engage with HM Prison Service to explore the possible barriers to implementation and seek solutions, location and a specification for a pilot programme in a male prison for 20 participants.

e)

November 2016 - To form a legal entity, engage the appropriate Board members, and develop a detailed business plan, strategy and programme specification.

f)

November/December 2016 - To source seed funding for the pilot programme

g)

January 2017 - To invite committed partners to respond to a draft specification and draft proposals for the pilot programme. To publish programme/dates and identify, with prison liaison, who is eligible. Invite them to apply via in-prison initiative/presentation.

h)

February/March 2017 – To produce final and detailed delivery, logistics and programme plan with associated MOU’s, contracting issued and prison clearance in place. To screen potential participants, interview and make final selection.

i)

April 2017 – To notify successful participants. To prepare physical location and resources To finalise specific programme details, delivery and personnel plan. To have contingency, security and emergency plans in place.

j)

May 2017 – Start of pilot – Phase 1 proposed; 10 weeks

k)

August 2017 – Assignment and Group work

l)

September 2017 – Phase 2 proposed; 10 weeks

m)

December 2017 - Graduation

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References 1.

Bromley Briefings Prison Factfile, Autumn 2015 - website; http://www.prisonreformtrust.org.uk/ProjectsResearch

2.

National Directory of Prison Entrepreneurship, 2009 - website; http://www.inc.com/articles/2009/02/prison-entrepreneurship.html

3.

Article: Offenders and Entrepreneurship; Alison Rieple - European Journal on Criminal Policy and Research; June 1998, Volume 6, Issue 2, pp 235-256

4.

Nicholson, D. (2010) Co-operating out of Crime? Criminal Justice Matters, no. 81, September 2010.

5.

Leadbeater, C. (2007) Social enterprise and social innovation: Strategies for the next ten years. A social enterprise think piece for the Office of the Third Sector, November 2007. London: Cabinet Office/OTS.

6.

Norwegian Correctional Service – website; http://www.kriminalomsorgen.no/

7.

Extract from World Prison Brief, The international Centre for Prison Studies - website; http://www.prisonstudies.org/world-prison-brief

8.

Abstract: Relapse study in the correctional services of the Nordic countries, Ragnar Kristoffersen, May 2010

9.

Victim-offender mediation in Norway – website; http://www.konfliktraadet.no/

10.

Abstract: In Victim-offender mediation in Europe: Making restorative justice work, ed. The European Forum for Victim-Offender Mediation and Restorative Justice, 281-308. With an introduction by Tony Peters. Leuven, Belgium: Leuven University Press.

11.

Harris County Veterans and Drug Court Program – website:https://www.justex.net/courts/Drug/Adult/Default.aspx video footage; https://youtu.be/53tqlfU4LF0

12

Wraparound Services to Drive Down Recidivism for Harris County Drug Court Clients – May 2010, Laura Moretti Challen, Sheena Sharma, Tiffany Thomas, Mary Wingfield. University of Houston, Bauer College of Business

13.

Bastoy Prison - website; http://www.bastoyfengsel.no/ video footage; https://youtu.be/Uj3SMiDvjdg

14.

National Substance Abuse Programs, Canada – website: http://www.csc-scc.gc.ca/correctional-process/002001-2009-eng.shtml

15.

Nordic Prison Education – A Lifelong Learning Perspective, Editors: Torfinn Langelid, Marianne Mäki, Kaj Raundrup, and Svenolov Svensson. Authors: Erlendur S. Baldursson Vuokko Karsikas and Kirsti Kuivajärvi. Nordic Council of Ministers, 2009.

16.

Ila Prison, Oslo, Norway – websites; http://www.ilafengsel.no/gartneri/gartneri.html and http://www.ilafengsel.no/gartneri/smaindustrien.html

17.

Cleveland Correctional Facility – website; http://tdcj.state.tx.us/unit_directory/cv.html

18.

Sandaker Secure Transitional Housing website; http://www.kriminalomsorgen.no/sandaker-overgangsbolig.5018829-242495.html

19.

Morten and Jonas – website; http://morten-jonas.no/bake-me-a-cake

20.

Jerry Madden – websites: http://www.jerrymadden.org/ and http://rightoncrime.com/ video footage; https://youtu.be/u82ni8fexy4

21.

The Impact of Social Enterprise on Reducing Re-offending, Dr Faye Cosgrove and Professor Maggie O’Neill, School of Applied Social Sciences, Durham University - May 2011

22.

Retretten – website; http://www.retretten.no/ Book;whttp://www.amazon.co.uk/Retretten-Practicing-Recovery-Rita-Nilsenebook/dp/B00YCJRWCE

23.

Fretex – website; http://www.fretex.no/om-fretex/about-fretex/about-fretex

24.

Wayback - website; http://wayback.no/

25.

Social Entrepreneurship and Social Innovation – Nordic Council of Ministers 2015

26.

Impact Hub Bergen - website; http://bergen.impacthub.net/

27.

6577 Oslo – website; http://657.no/

28.

Dept. of Business, Innovation and Skills - BIS RESEARCH PAPER NO. 245; Evaluation of the Enterprise Pilots in Prisons - OCTOBER 2015

29.

The Prison Entrepreneurship Program – website; http://www.pep.org/ video footage; https://youtu.be/xv9qv0l-7kc and https://youtu.be/v7fHR7sfkIw

30.

Men’s Life – website; http://www.mensfraternity.com/

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31.

Myers Briggs personality inventory – website; http://www.myersbriggs.org/

32.

Book; A Small Business Approach by Charles E. Bamford and Garry D. Bruton Publisher: McGraw-Hill Higher Education. 1st edition (1 Mar. 2010)

33.

Book; Living in the Village: Build Your Financial Future and Strengthen Your Community by Ryan C. Mack. Publisher: St. Martin's Griffin; Reprint edition (January 18, 2011)

34.

PEP - The Power of Mentoring. Video footage; https://youtu.be/Pi51bAsyt7Q?list=PLcOhcFo_1WJ9VWLMQPfaSreoOmDB2P3Vz

35.

AUTO-LAB, Texas - website; www.autolabtexas.com

36.

PEP – website; http://www.pep.org/pep-results/

37.

What Works to Reduce Reoffending: A Summary of the Evidence - Justice Analytical Services, Scottish Government; Dr. Maria Sapouna, Catherine Bisset, Anne-Marie Conlong; October 2011

38.

‘Recidivisim Reduction and Return on Investment’ An empirical assessment of the Prison Entrepreneurship Program – Byron Johnson, William Wubbenhorst, Curtis Schroeder, The Baylor Institute for Religious Studies, Baylor University, Waco, Texas

39.

MTC Facilities – website; http://www.mtctrains.com/corrections Staff Training video; https://youtu.be/iwUvfxgT7jY

40.

U.S. Social Cognitive Networks Academic Research Center - website; http://scnarc.rpi.edu/

41.

Entry Point for Entrepreneurship Training in the Treatment of Drug Addicts: A Case Study of Rehabilitation Centres in Kiambu County, Kenya; Annemarie Wairimu M. P. O. and Henry M. Bwisa Professor, Jomo Kenyatta University of Agriculture and Technology

Other related links

http://www.telegraph.co.uk/news/worldnews/northamerica/usa/11909309/The-Texas-prison-experiment-that-inspired-Michael-Gove.htm http://www.bbc.co.uk/news/world-us-canada-30275026 https://www.virgin.com/virgin-unite/our-community/in-focus-rehabilitation http://www.candocoffee.com/know-cando.html

APPENDICES; 1.

Travel and visit Schedule – Norway and Texas

Norway DATE

CONTACT

ORGANISATION

4TH MAY 5TH MAY

ACTIVITY Flight to Oslo

ANNIKEN FJELBURG Founding Partner

657 HUB OSLO/SUPERBLAISE, Oslo

RITA NILSEN Founder and Manager

RETRETTEN, Oslo GJENSIDIGE FOUNDATION, Oslo

Joint meeting as an introduction to entrepreneurship in Norway and with a social enterprise/charity that supports ex-offenders and those recovering from addiction. Visit to Retretten HQ and Corporate sponsor Visit to Fretex, Recycled Goods Store, to examine operations and speak with support staff

6TH MAY AM

FRODE GARNES, Support worker

SALVATION ARMY, Fretex Store, Oslo

PM

GERHARD PLOEG, Senior Advisor

DIRECTORATE FOR CRIMINAL SERVICES, Oslo

Meeting to discuss the role of social entrepreneurship in Norway and its’ role in the rehabilitation of offenders Travel Day

TOM EBERHARDT, Governor

BASTOY PRISON, BASTOY ISLAND, Horton

Visit; presentation, tour of island, meeting with education dept., interview with 3 prisoners, lunch with staff Day Off

7TH MAY 8TH MAY

9TH MAY

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10TH MAY

Notes and Travel Day

11TH MAY

KATINKA GREVE LEINER, Director

FERD AS, Lysaker, Oslo

JOHAN LOTHE, CEO

WAYBACK, Oslo

AM

(WITH JOHAN LOTHE)

ILE MAXIMUM SECURITY PRISON, Oslo

PM

OSTER LARS, Manager

13TH MAY

KAREN PAUS, Senior Advisor and Lasse Rolen, National Co-ordinator

Joint meeting with Director of Norway's foremost Social Entrepreneur's organisation and with a social enterprise that they support; WAYBACK - working with ex-offenders

12TH MAY

SANDAKER SECURE TRANSITIONAL HOUSING

SECRETARIAT FOR MEDIATION BOARDS

14TH MAY

Visit to horticultural and manufacturing social enterprise Meeting with Manager and staff, tour of accommodation and overview of programme Meeting to discuss the role of mediation and restorative justice in the wider Norwegian context and, specifically, in the rehabilitation of offenders Travel to Bergen

15TH MAY

SILJE GRASTVEIT, Director

IMPACT HUB, Bergen

Presentation to members about the WCMT visit; various presentations from other social enterprises working with exoffenders and networking Day Off

17TH MAY

SIV MYKING, Manager

BOTRENINGSSENTERET (BTS) DAY CENTRE AND HOUSING, Bergen – VISIT CANCELLED

Proposed visit to discuss housing and lifeskills project/support for ex-offenders in recovery – cancelled at short notice

18TH MAY

MORTEN SKJÆRPE KNARRUM

KNARREM AND NORHEIM, DESIGNERS

19TH MAY

Meeting to discuss Bake-Me-ACake project and ‘in-prison’ design and manufacturing programme Notes and Admin Day

20TH MAY

Flight to UK

16TH MAY

Texas DATE

CONTACT

ORGANISATION

ACTIVITY

22/10/2015

Travel

23/10/2015

Orientation; accommodation/location Weekend - planning and familiarisation – blog preparation Weekend - rest day

24/10/2015 25/10/2015 26/10/2015

KRISTIE WISNIEWSKI - CHIEF OF STAFF

PRISON ENTREPRENEURSHIP PROGRAM, Houston

Introduction to PEP and House Dinner (evening)

PEP TRANSITION HOUSE, Houston 27/10/2015

KRISTIE WISNIEWSKI - CHIEF OF STAFF

PEP, Houston

31/10/2015

PEP office and eSchool (evening) Time with Graduates and intro. to programme Introduction to Board and PEP businesses Interview with Marcus Hill, Graduate and Recruitment Manager Day off - blog prep.

28/10/2015

KRISTIE WISNIEWSKI - CHIEF OF STAFF

PEP, Houston

29/10/2015

KRISTIE WISNIEWSKI - CHIEF OF STAFF

PEP, Houston

30/10/2015

KRISTIE WISNIEWSKI - CHIEF OF STAFF

PEP, Houston

01/11/2015

Day off

02/11/2015

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J.O., GRADUATE OF PEP AND BUSINESS OWNER

BUSINESS ADDRESS, Houston

Visit and interview

03/11/2015 04/11/2015

J.H., GRADUATE OF PEP AND BUSINESS OWNER WITH SPOUSE, L.H MARY COVINGTON, Special Programs Manager

05/11/2015

JUDGE MARC CARTER MARY COVINGTON, Special Programs Manager JUDGE VANESSA VELASQUEZ

06/11/2015

DORIAN BENN, PRESIDENT

BUSINESS ADDRESS, Houston

Visit and interview

STAR VETERAN COURT PROGRAM, Harris County Court, Houston STAR DRUGS COURT PROGRAM, Harris County Court, Houston

Attendance at pre-court session and observation of Court Attendance at pre-court session and observation of Court

BUILDING PRODUCTS PLUS, Plano, Texas

Visit and interview of employer and Graduate employee

R.A., PEP GRADUATE AND EMPLOYEE Day off – blog prep.

07/11/2015 08/11/2015

DAVID REGENBAUM

FACULTY, HOUSTON COMMUNITY COLLEGE

09/11/2015 10/11/2015

11/11/2015

Introductory lunch Admin and notes

MICHAEL UPSHAW, Senior Warden

CLEVELAND CORRECTIONAL FACILITY, Cleveland, Texas

Visit, meet Warden, tour PEP program facilities and Prison Education Dept.

BERT SMITH, CEO and TONY MAYER, Chief Development Officer

PEP, Houston/Dallas

JERRY MADDEN, former Texas House of Representatives and Chair of Corrections

MARRIOT CITY CENTRE HOTEL, Dallas Inside main lobby

Travel to Dallas & eSchool Graduation; dinner at the Dallas Tower Interview

12/11/2015

Travel day – blog prep.

15/11/2015

Pitch day – experience inmates practice their business pitches to Executive Volunteer panels Observing HCC/ Goldman Sachs 10,000 Small Businesses Program workshop Day off

16/11/2015

Day off – blog prep.

17/11/2015

Admin and notes

13/11/2015

KRISTIE WISNIEWSKI - CHIEF OF STAFF AND PEP EXECUTIVE VOLUNTEERS

CLEVELAND CORRECTIONAL FACILITY, Cleveland, Texas

14/11/2015

DAVID REGENBAUM

HOUSTON COMMUNITY COLLEGE, N.W. Campus

CATHERINE LANDRY, Executive Director

18/11/2015

KRISTIE WISNIEWSKI - CHIEF OF STAFF

PEP, Houston

Information gathering

19/11/2015

PHI TRAN – CHIEF OPERATING OFFICER

PEP, Houston

Interview and Program overview Admin and notes - research referrals Day off

22/11/2015

BERT SMITH, CEO

PEP Enterprise; AUTOLAB, Spring, Texas

23/11/2015

DR GARY CARINI, Associate Dean

24/11/2015

KRISTIE WISNIEWSKI - CHIEF OF STAFF

HANKAMER BUSINESS SCHOOL, BAYLOR UNIVERSITY, Waco, Texas PEP, Houston

Invitation to launch of PEP’s first franchise; presentation and meeting staff, supporters, graduates and spouses Telephone interview

25/11/2015

KRISTIE WISNIEWSKI - CHIEF OF STAFF

PEP

20/11/2015 21/11/2015

Admin/report day

26/11/2015

Final office visit and Thanksgiving lunch with staff and Graduates Thanksgiving

27/11/2015

Day off

28/11/2015

Return to UK

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2.

Sheena Leaf’s travel blogs can be found here;

Initial thoughts before travelling – Digging for Treasure https://ukmindthegap.wordpress.com/2015/04/27/digging-fortreasure/ My first week in Norway – Scratching the Surface; https://ukmindthegap.wordpress.com/2015/05/06/scratching-thesurface/ The remarkable Bastoy Prison – Reaping what you sow; Harvesting citizens; https://ukmindthegap.wordpress.com/2015/05/10/reaping-what-you-sow-harvesting-citizens/ Moving to Bergen – Shipping out and moving on; https://ukmindthegap.wordpress.com/2015/05/18/shipping-out-andmoving-onthe-journeys-that-take-us-nearer-to-home/ Leaving Norway – A nation’s pride, the act of giving; https://ukmindthegap.wordpress.com/2015/10/27/a-nations-pridethe-act-of-giving-and-those-red-trousers-again/ My first week in Texas – The felon and the butterfly; https://ukmindthegap.wordpress.com/2015/11/02/the-felon-andthe-butterfly/ Graduate interviews and the Drugs Court – Complete rebuild….a ‘fixer-upper’ with character; https://ukmindthegap.wordpress.com/2015/11/09/complete-rebuild-a-fixer-upper-with-character-and-a-strongframework/ eSchool Graduation and Dallas – “Don’t build more prisons”; https://ukmindthegap.wordpress.com/2015/11/18/dontbuild-new-prisons-try-building-people-instead/ Working in prison – Strictly Come Freedom; https://ukmindthegap.wordpress.com/2015/11/20/strictly-come-freedomthe-dance-towards-a-new-life/ Sustainability and the future – Drive and Service; https://ukmindthegap.wordpress.com/2015/11/24/drive-and-servicethe-sustainable-future-of-the-prison-entrepreneurship-program/ My last week in Texas – Thanks and Giving; https://ukmindthegap.wordpress.com/2015/12/07/thanks-giving-and-thetreasure-uncovered-in-texas/

END OF REPORT

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