B R AV E RY C OAC H I N G PILOT STUDY WITH WOMEN OFFENDERS

Report by Dr Denise MartinUniversity of West Scotland

FINDINGS REPORTBIO

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B R AV E RY C OAC H I N GP I L O T

I N T R O D U C T I O NThis report provides an outline of findings from a Pilot project to offer women offenders, operating at two community justice projects, Tomorrow’s Women Glasgow and Turning Point Scotland 218 Service, the opportunity to engage in Bravery Coaching. The report will provide an overview of the context and identified need for this coaching.

The practice of coaching and how it was implemented and experienced by the women who engaged with it will be shown through the use of case studies and visual outcomes. It will identify potential barriers to its implementation and also makes some recommendations for the way in which Bravery Coaching could be developed and extended in the longer term.

C O M M I S S I O NThis report was commissioned byCharlie B-Gavigan , Bravery coach, previous role as Founder and Curator of Social Care Ideas Factory (2016). The work was carried out by Dr. Denise Martin from the University of the West of Scotland who has experience of conducting research with offender groups and vulnerable people. The research was passed though the University ethics process and all material has been anonymised as much as possible.

All participants were made aware of the process and why they were being interviewed and consented to this material being used in this report.

C H A R L I E B - G AV I G A N

Charlie has a formal training in community development and has notched up over 30 years within the charitable sector in Glasgow and London, where she has held professional roles within leader-ship, practice, therapeutic counselling, coaching, collaboration, strategy and management within specialist settings in Mental Health, Children & Families, Domestic Violence, Child Sexual Abuse, Trauma, Homelessness and Addictions.

Originally from the East coast of Scotland she was adopted by Glasgow in 1985.

She has a reputation for always being at the cutting edge. She was part of the three woman team to establish the revolutionary ‘ChildLine’ confidential counselling telephone helpline for children and young people in trouble or danger, across Scotland.

Charlie was also a member of a forty strong collective, coordinating 24/7 Glasgow Women’s Aid emergency refuge accommodation and therapeutic interventions with an over 160 women and their children fleeing violence every year.

She is a recognised entrepreneur who took a few years out to launch two award winning discussion Board games. During this time, she was tracked by the Financial Times as a woman entrepreneur for a year and was crowned ‘Queen of Guerilla Marketing’ .

In 2006 she stepped back into social care by establishing a national network for Social Care Service Providers in Glasgow. Following a rebrand in 2011 she held the position of Founder and Curator of Social Care Ideas Factory an ideas incubator that demonstrated people focused approaches to more independent living in the community.

She has established many alternative economies such as Trade School Glasgow and more recently Glasgow Soup in the East End, a neighbourhood crowdfunding public dinner where local people pitch their ideas.

More recently Charlie has been testing out a radical, simple Bravery Coaching approach with justice involved women in Glasgow with her fellow coaching partner Susan Campbell.

Her ambition is to further grow Bravery coaching as a women-centred alternative for justice involved women in the UK through her company Brave Your Day Ltd.

S U SA NC A M P B E L L

Susan has worked in the public and voluntary sector for over 25 years. Beginning her career in a lone parents project in Garthamlock, she then went on to work as a generic Community Worker in Paisley.

Moving on to a role with a national mental health charity, she was responsible for managing a team across Scotland to ensure the people who used the services had a strong voice in the planning and running of those services. Her team of three full time Development Officers and 15 part-time Regional Co-ordinators (all of whom where people who used services) worked on the three priorities of challenging stigma, training staff and evaluating services.

She was a member of the organisation’s senior management team, working at a strategic level while maintaining a strong team and the successful implementation of the three priorities. During this time she also studied a three year counselling diploma and worked on secondment for a year as a full time counsellor at the organisations counselling project in Pollock.

In 2008 Susan took the brave decision to leave this post and set up her own coaching and community development consultancy. She has since had the pleasure of working with a wide variety of individuals and organisations across Scotland including SACRO, Social Care Ideas Factory, The Scottish Community Development Network, Health Scotland, One Parent Families Scotland and a variety of social work services. She specialises in the areas of mental health, domestic violence and community development and is a qualified Scotland’s Mental Health First Aid: Young People Trainer.

She is passionate about the huge potential in people and works from a strong value base that be-lieves we all inherently know the answers for ourselves, we just sometimes need a little help un-covering them. She combines the skills and experience of her qualifications in Life and Master Coaching, Counselling and Community Work in all that she does. The Bravery Coaching pilot has been an extremely rewarding piece of work and has left her in awe of the women she has worked alongside.

Susan is also a published author and avid animal lover, particularly dogs.

C O N T E X TThe idea of introducing Bravery Coaching was developed by Charlie B-Gavigan, Bravery coach. Below she outlines the importance of the work and where the idea to introduce Bravery Coaching to women first materialised.

W H Y N OW

“The idea to create a model of coaching with women caught up in the justice system in Glasgow started last year when I went back to retrain as a coach.

At that time I was searching for an alternative to counselling and key working. Built on the principles of Carl Roger’s Person Centered Approach the particular model I was training in, recognised the importance of creating safe conditions for an equal, empowered relationship (coach and client) where everyone is believed to be naturally creative and resourceful and most importantly whole. Not requiring fixing.

Radical indeed because it shares power and acknowledges that everyone, regardless of their circumstances or experiences, has the capacity to unravel their own stuff and get free of limiting beliefs to move forward in their lives. Especially when supported by someone not holding an agenda or advocating a predetermined destination.

This really appealed to me as the more I witnessed the more this coaching approach appeared simple, effective and yet radical. What could be possible if we thought differently about the women and their potential? What if we supported them to trust their own guts to practice and lead in their own lives?

It was an opportune time to test the model with a group of 10 Glasgow women who volunteered to take part.

At that time penal reform was demanding real community alternatives for women, ensuring they were trauma informed and enhanced personal resilience.

By creating a model of coaching focused on Bravery we have been able to offer a brave space for inspiration, vulnerability, survival and resilience.

Together we have demonstrated how to share in a very different brave conversation that allows the coach to hold up the metaphorical mirror so women can look in it and see more clearly, set goals and create accountability together. We acknowledge human ness and human mess. The life learning for the coach is immeasurable too.

This radical, simple approach has enabled women to speak out loud, process emotion and practice their everyday bravery.

Coaching helps them to get hold of themselves on the inside before the world gets hold of them on the outside.

My hope is for Bravery Coaching to grow and be available to everyone with a focus on braver living and self-leadership”

C H A R L I E B - G AV I G A N

As mentioned above critical to the thinking about the application of Bravery Coaching to women offenders within the Justice system has been the realisation that there is a need to enhance community models of justice for this group (Commission on Women Offenders 2012). Finding alternatives that lead to desistance from crime are increasingly important. It has been recognised that the current high number of females in prison has done little to reduce offending or assist female offenders cope with the often multiple stressors in their lives. Community alternatives have been promoted as a better way of dealing with women offenders, but there is still little known about what other potential benefits and innovations could potentially assist in building self-confidence, resilience and greater autonomy with women offenders.

It is likely that more holistic methods of support are more likely to lead to a reduction in re-offending (Malloch, McIvor and Burgess 2014) but also have an impact on issues such as anxiety, depression and low self-confidence, but more evidence to examine what innovative practices can achieve is necessary. In relation to the benefits of Life Coaching with offenders, to date there has been limited application of this approach within the UK (Smyth 2014). Examples include Coaching Inside and Out (CIAO) (see MacGregor 2015) which began to use coaching as a strategy in prisons and the community around 2010.

Coaching can provide an alternative way to support women and in particular coaching is seen as a unique offering that allows the offender to focus on their own needs and building their own resilience rather than having choices and decisions made for them. While often confused with mentoring, it is clear when you examine the principles in relation to coaching that it is quite different. Mentoring is also a supportive process where one-one relationships are developed and there has been some success, particularly with women (for example Women in Focus see Malloch, McIvor and Burgess 2014).

However, in a mentoring relationship the key feature is of offering guidance. In discussing mentoring with the participants of the pilot and what they perceived the difference to be it was clear that mentoring had a much more practical orientation. This could be with supporting their needs to pay their bills, sort out benefits, seek training and employment, and encourage them to engage in group work initiatives. Life coaching such as that offered by Bravery Coaching and the aforementioned CIAO focus on a different approach. Symth (2014) who conducted an evaluation of CIAO drawing on the work of Rogers (2008, p7-8, cited in Smyth, p366) outlines six principles of coaching that make the coaching approach distinct. These are;

1. The client is resourceful

2. The coaches’ role is to develop the client’s resourcefulnessthrough skillful questioning, challenge and support. Notabout advice which might create dependency

3. Coaching addresses the whole person

4. The client sets the agenda, there is no predetermineddestination

5. Partnership approach, the client and coach are equals,judgement should be suspended

6. Coaching is about change and forwarding the action

A very productive consultation day was spent with Clare McGregor from CIAO at the start of the pilot to help frame the work.

The Bravery Coaches were keen to stress that the Bravery Coaching is not a standalone service. They fully acknowledge the work that is taking place in many services with women and see what they offer as complimentary to this. Partnership working is crucial to any future work. The report will now outline women’s experiences of coaching, alongside support workers views, the application of the Justice Star and other strategies, challenges and recommendations for the fu-ture of Bravery coaching.

T H E C OAC H I N G E X P E R I E N C ETHE WOMEN AND THEIR THOUGHTS

S U P P O RT S TA F F T H O U G H T S

In total, 10 women engaged with the Bravery Coaching sessions. Some women completed all of the six sessions, other completed one or two sessions for various reasons (for example due to family illness could not continue). Four gave verbal feedback on their individual experiences and feedback was given by another one of the women’s key workers (the women had consented to being part of the study). These interviews were conducted over the telephone. All of the women consented to being contacted and were told verbally over the phone about the pilot study and how their information was going to be used. They were all happy to proceed and answered questions about their engagement with the service.

There were attempts to contact more of the women but unfortunately this was unsuccessful, but not surprising. Many of the women involved have a range of responsibilities and therefore may have not been able to or had the time to discuss their experiences. All interviews with the women lasted between 20 minutes and 30 minutes.

Many of the women faced a number of common issues meaning that their lives were often challenging or chaotic. There were also a range of emotions or the suppression of emotions that occurred. Some of the common issues experience by the women and identified by both the support staff, coaches and women themselves included;

• The importance of having meaningful things to doparticularly everyday and a routine for those staying off drugsand alcohol. The day time was particularly difficult and forthose women experiencing this they said if they can get tofive o’clock without taking anything, the temptation is theneasier. They have their dinner and watch telly and are awayfrom the streets and all of the people who want to sell drugsto them.

• Making appointments with agencies at times outwith whenthey could come into contact with people who want to pullthem back into their old life.

• Most of the women wanted to get back into employment,but felt their criminal records would prevent them fromdoing so and that a lot of stigma still exists.

• Guilt is huge in terms of the effect of their offending and/ordrug taking/drinking on their families, friends and the effectit’s had on their own lives.

• Having a home of their own is crucial as is having contactwith their children. For the women whose children don’t livewith them, holding the hope that they will be reunited withthem and having a plan was paramount.

• Everyone wants to be the best mother they can be.

• There is a consistent pattern of giving too much to othersand not taking care of or valuing themselves – not being ableto say no even when they don’t want to do something.

• Feeling emotions and then knowing how to release themappropriately is a huge issue due to the many years ofpushing them down through drugs/alcohol. This leads tooverwhelm, panic attacks and shutting down.

• All of the women took responsibility for what they had doneand were not blaming anyone or justifying their behaviour.

• All of the women had experienced very difficult childhoodsor trauma in later life due to domestic abuse. Manywere experiencing ongoing domestic abuse, bullying orharassment.

Women were asked to give their view on the Bravery Coaching. All immediate responses were of a positive experience. Words such as, amazing, really great, positive, supportive were given. One participant commented how she had found the sessions ‘unbelievable’. As well as using positive terms to describe the coaching, other important words emerged. Two participants suggested the session were challenging. They felt that the sessions had made them work hard. They were put in a position where they genuinely were reflective. This is difficult if you have tried to suppress your emotions before. One participant in particular, who was described by her key worker as very difficult to engage because of the nature of her issues and personality found the process amazing and really beneficial. It had provided her with much needed confidence that she had not had before. The key worker was actually surprised that she had taken part in the process due to her chaotic lifestyle and difficulty to commit to things.

A common feeling was that they felt empowered and more confident in themselves. Louise commented on how it made her feel like she had additional support, it was like having two key workers. Louise who was coming towards the end of her involvement with the women’s service also described it as being at a sort of finishing school. She had been through the support in the service and received all the help she needed and the coaching, to her, was like the final piece in the puzzle.

During the pilot, a number of staff were also contacted and asked about their views on the pilot projects. This included managers and support staff. These included face to face (x1) and telephone interviews (x2). Again, participants were aware of the pilot and how the information would be used. Like the women, staff were enthusiastic about the concept of the Bravery Coaching and felt that it was a positive service for the women in their projects. The way it was applied was slightly different. In one service the women were proposed and selected rather than self-identifying. It was deemed by the service that at this stage it would be beneficial to women who were coming towards the end of their time with the service and indeed two women had already left the service but were still continuing with the coaching.

The reasoning behind this was that when embedded in the service women have numerous initiatives/responsibilities that they have to deal with. Therefore it was believed that working with women towards the end of their time with the service would be more appropriate. Consequently a careful selection process was pursued. This did not mean that the service did not see the value in the coaching. It was clear that there was an enthusiasm to engage with the service but that there needed to be some decisions about who received it. It was not that the service was seen as potentially having a role with a range of women, but because there was a sense of not knowing what the service was fully about this meant that they wanted to ensure it was women who would benefit, take the service up.

Talking to the support worker for one of the women, they knew that the coaching was having an effect because of the

broader reaction. The women share ideas and were talking about the coaching amongst each other. Mary had heard about the coaching from Gloria and decided that she needed to go through that process. Similarly both services were very keen for the service to be offered to other women and women had already been asking whether then could receive the service. One of the key workers noted,

‘You know it must be good because the women are quite direct and they do not give praise lightly’

Staff felt that the way the coaches worked with them and the women was really effective and that they had a manner which was supportive and enabling. Both Charlie and Susan were complimented in the way that they understood the clientele they were working with and the importance of this for the continuation of the service.

All the staff believed that the service was unique and could offer something different; although there were concerns initially that there was a lack of awareness about the principles behind the Bravery Coaching. This is a critical aspect of the coaching moving forward. All staff were keen to have the initiative embedded as part of the service provision, but they wanted to have a little more knowledge of what the service was about. They could clearly see the benefits from the feedback received by the women but were keen to get more of a perspective on how the coaching itself worked. In particular, there was an interest in seeing some evidence of how the process worked. There was an intention to do the coaching with staff but this was beyond the confines of the budget.

1 All the names used in the report are pseudonyms and not the real name of the women involved

CASE STUDY 1 S T R E N GT H T O B E L I E V ETalking to Lucy the benefits of coaching were clear. She was desperate to speak about her ex-perience and was insistent that the Bravery Coaching had changed the way she viewed her life. Lucy had clearly experienced some difficulties growing up. She provided an overview of how members of her family were offenders (of mainly non-serious offences specifically shoplifting) and that she was also encouraged to participate in criminal behavior specifically shoplifting from a young age.

Her offending although not the key focus on the coaching was something that did not feel right to her.

She felt that she did not feel normal offending although she was in a situation where she was told the lifestyle she was living was the correct one. The sessions allowed Lucy to confirm what she felt to be true that the offending was not right and her in-stincts that this was not a normal part of growing up or daily life were accurate. It gave her the ability to trust in her own version of values and beliefs that she felt were the ones she wanted to live her life by although they may have conflicted with her family.

B E N E F I T S O F C OAC H I N G T H E J U S T I C E S TA R A N D O T H E R S T R AT E G I E S

One of the most overwhelming senses that came across from the women who shared their stories about the Bravery Coaching was their sense of achievement. No matter how small, it enabled the women to feel more confident about reaching their goals. Gloria felt that outlining her goals in her journal and then working to achieve them, meant that they were taken seriously. One example was booking a holiday for her and her children. She had felt that this was something she had needed to do for some time and had actually gone ahead and done this.

Other women also talked about how they had learnt to think about what was possible in the future. Another example was when one participant describes her inability to deal with the fact that she could not engage in the type of work that she wanted to, working with children and young people with disabilities, as a result of her conviction and how that had been a block for her and was making her feel she could not move forward. However, she noted how the coaching had enabled her to look past gaining disclosure and consider other contributions she can make or work she could take forward. Coaching for many of the women seemed to enable them to feel that they could achieve something to feel more positive about their circumstance.

While their other experiences /engagement of other community service was also relevant in enabling this and the women had other support mechanisms that they had used, the coaching had provided them with a self-belief that what they wanted to achieve was conceivable. But if it was not possible, the coaching in a sense made them consider thinking about the other options, that there may be other options and that while they had faced barriers, this did not mean that they could not achieve other goals.

All of the women discussed their relationship with the person offering the coaching and spoke highly about their experience of the one-to-one session and the coaches’ ability to make them feel able to discuss their issues in an open and honest way. Where women have really found building relationships difficult and may have had numerous episodes of negative relationships, the coaching relationship was essential. All the women portrayed the sense of feeling at ease with their coach and how it felt so comfortable talking to the coaches. One of the women suggested discussing with the coach their approach and how the way in which the relationship aided the women to make the progress they did through the session.

In order to assess the outcomes of the Bravery Coaching, the Outcomes Star was adopted. The Outcomes Star was developed by an organization called Triangle Consulting, a social enterprise company. Originally devised to support homeless clients (Johnson and Please 2016), the Outcomes Star has been extended and developed to work with a range of groups including those within the Criminal Justice Sector(Mackeith 2011). Both Charlie and Susan went through training in the application of the Outcomes Star and the user license was purchased.

The key goals of the star are to provide a way to capture progress for service users, but also to provide concrete evidence of the outcomes emerging from the individuals’ involvement with a particular service but also to provide evidence to stakeholders. The star is also devised as a way to help service providers see the changes that service users are making and in what areas they feel that there are improvements in their lives. The principles behind the star come from a participatory and action research perspective where it is ‘rooted in a conception of the person receiving the service as an active agent in their own life, not a passive sufferer of an affliction that the professional with the expertise and knowledge will cure’. (MacKeith 2011, p6)

One of the participants who had gone through the process was particularly overwhelmed by the progress she had made. While she had unfortunately been given a custodial sentence, her key worker outlined how she wanted to show her star to everyone to demonstrate the changes that the Bravery Coaching had made to her. The star provides a real visual presentation of the transitions women feel that they have made at the end of the session (all of the women’s star profiles are provided in an appendix to the report). Another of the women talked of her lines starting off wonky but being much straighter and more rounded on the star. To her that was a sign of her progress.

All of the Justice Star data was able to illustrate changes in each of the categories for all on the women involved. A couple of examples of the women involved in the pilot are below. Figure 2 represents Ailsa whose key worker, as outlined above, had recognised substantial changes in her after the coaching sessions. This is evident in her star data where for some of the indicators there had been a considerable shift. For example, in relation to emotional and mental health you can see the increase from 2 at the start of the process to 7 at the end, a jump of 5. While the Bravery Coaches felt that the Justice Star was a really appropriate tool to use, they decided not to score the offending category. Instead they asked each woman to put a cross through this, a powerful start to the coaching. This was

primarily because they felt that this would detract from what they were trying to achieve, allowing the women to discuss the issues they were facing in their live without the label of offending being there (see challenges below)

‘A key aspect of the Bravery Coaching is to point out the strengths of the women, build on these and offer positive feedback. The women already know the answers and by feeling genuinely heard and having what they say fedback in a completely non-judgemental way, they begin to believe this. Asking powerful questions at the right time in the conversation enables honest reflection and a crucial aspect is supporting the women to trust their intuition. It’s about ensuring you develop a trust relationship as well as

allowing the space to explore ways to release emotions that have been pushed down and unacknowledged for a long time, if at all. There’s no agenda so the process flows and the women feel in charge of the sessions. You’re their cheerleader, always in their corner and possibly the only person who has ever told them how wonderfully resilient and brave they really are.’

A discussion with Susan Campbell about

her experience of coaching the women.

Other strategies used in the sessions and as part of the Bravery Coaching were photo cards and word cards. These picture cards are used as a tool to assist the women to describe how they are feeling or to discuss particular emotions and values. These helped to provide some safe structure to the session and allowed the women to use these as a tool to help with expressing themselves. Susan gave the example of a door to demonstrate how one woman had experienced a powerful realisation that this represented all of the barriers she had been putting up to stop her moving on in her life. She now felt ready to push the door open and say yes to the new opportunities coming her way. In another card, a picture of a solitary cow in a field surrounded by dark clouds illustrated isolation to another woman. All the women were provided with a blank paged journal to help them write down their thoughts. They were also encouraged within the journal to see their weekly goals, to reflect on their achievements. All of the women discussed how they had used the journal, and that it was a useful tool for then, to have a safe reflective space to be able to write things down again, in order to note goals and plans too and to be able to plan.

Figure 2 Ailsa’s Justice Star

T H E C OAC H I N G S T Y L E A N D I T S I M P O RTA N C E W I T H V U L N E R A B L E W O M E N The idea of introducing Bravery Coachingwas By its very nature, coaching is about being non-judgmental and establishing an empowering relationship between the two individuals engaged in the process. But it is not necessarily a given. Discussing this with Susan her thoughts about the approach that needs to be taken is outlined below;

CASE STUDY 2 R E F L E C T I N G O N P R O G R E S SGloria completed all six sessions. For her, the Justice Star gave her a real sense of achievement. Things on the star that were marked low and that she never thought would be high in the beginning, at the end were at the top of the scale and that seemed quite surprising to her.

‘The star pushed you to think about things, pushed you to do it to, be reflective’

Gloria suggested that the session for her really made her plan and think about what she wanted. One of the biggest issues she faced was being unable to say no without feeling guilty. Particularly where family and friends were concerned, she often felt that she had no choice but to meet their needs rather than her own. This meant that often she compromised on her own time and what she wanted to do. After completing the coaching this changed and her priorities shifted to her saying no and feeling confident to do this and to prioritise her own needs over others even though they might not like this. Susan discussed how for Gloria this had been a huge

barrier for her to overcome and she had managed to put herself first and come to the conclusion that if she was not available people would just have to get on with it anyway. This can clearly be seen in her Justice Star where those scores which were lowest related to meaningful use of time and social networks and relationships. These shifted from 4 and 6 respectively to 10.

S T I G M A A N D C O P I N GOne of the biggest challenges faced by the women continued to be the stigma they faced as offenders. While this is not just related to the Bravery Coaching but their broader experience of the justice system and the perceptions of other people and organisations externally, it is a challenge that will potentially impact upon their ability to meet their goals. Susan also discussed the stigma they felt and how having a label to individuals can have a real impact. This was not just related to their offending per se but also any issues they might deal with those labeling them as problematic. Many of the women mentioned and discussed their mental health as a key barrier.

Women also had difficulty managing with their daily lives; however the Bravery Coaching also supported them to acknowledge their own resilience in tough times. Again one of the women discussed how she had mental health issues and if she was having a bad day, feeling low, it was particularly difficult for her to cope with day to day activities. However, after having a coaching session she felt that paying bills, going to get shopping even on a down day was possible.

Louise provided an example of how she had recently began voluntary work in a local children’s charity shop. She was being shown round by one of the managers, who had been trying to demonstrate to her how to use the till. When the lady’s daughter called to speak to her, the call was on loud speaker. The daughter had asked some questions and asked how Louise was settling in. The manager explained that she was showing her the till. The daughter stated that under no circumstances was Louise to be allowed to use the till as she came from a troubled background and was vulnerable.

Louise calmly left the shop and phoned later that day to say she would not be back. She stated that her reaction to this was further proof of how far she had come as previously she would have responded angrily to a situation like this.

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CASE STUDY 2 C O P I N G W I T H S T I G M A

R E C O M M E N D AT I O N S A N D C O N C L U S I O N S

Overall, the feedback for the pilot has been wholly positive and complimentary and services have identified a real need and desire to see the continuation of the Bravery Coaching. Indeed the services involved noted how they were keen to see the provision extended and available to other women who might want it. There was also a real desire for staff to be better equipped to understand the training so some form of training for the staff was required. The way the session worked was also discussed with the coaches and the way in which they are offered could potentially be improved. Because of the nature of the groups being engaged and the challenges faced by this group it can mean that sessions are missed. This means that if a client fails to show, they lose a session.

For some women who really need the support this could be problematic. Therefore, the need to be flexible moving forward is important. One suggestion was offering a bank of hours to services, rather than just a standard six sessions, additional sessions could be made available. Telephone coaching is also an option and one woman in the pilot received two telephone sessions. It should also be noted that the use of freelance coaches within this pilot proved cost effective. This was a low cost, high outcome model, working both efficiently and effectively.

Based on the findings from this pilot there are a number of recommendations for the project moving forward.

1. That the Bravery Coaching should continue tobe offered to this group, not only is it clearlybeing effective there is a gap in current serviceand there is a clear desire from serviceproviders to see this continue.

2. That funding is sought to support the offeringof Bravery coaching within the existingservices to a broader range on women. Thiscould be looking at local government or othercharitable funding streams.

3. That the model is extended to other women’scommunities in order to better supportwomen who have been in contact across theCriminal Justice System.

4. That delivery of the Bravery coaching is basedaround a flexible model using banked hours.

5. That staff are offered Bravery coaching andawareness sessions are devised and offeredwithin the existing service to better equipthem to understand about the BraveryCoaching. Fully understanding its benefits,what takes place in sessions and how theJustice Star works.

6. A sustainable model that develops thecapacity of coaching delivery is considered.For example developing more coachesthrough a train the trainer model possiblyinvolving women who had themselvesexperienced the coaching, so peer to peercoaching.

7. That the Bravery coaching and the impact ofit is evaluated over the longer term to assessthe benefits and to look at the impact in theshort, medium and long term as a women-centred alternative.

R E F E R E N C E S Commission on Women Offenders (2012) Report of the Commission on Women Offenders, http://www.scotland.gov.uk/Resource/0039/00391828.pdf

Johnson, G. and Pleace, N., 2016. How Do We Measure Success in Homelessness Services?: Critically Assessing the Rise of the Homelessness Outcomes Star. European Journal of Homelessness, pp.31-51.

McGregor, C (2015) Coaching Behind bars: facing challenges and creating hope in a women’s prison. Open University, Milton Keynes.

MacKeith, J. (2011) The Development of the Outcomes Star: A Participatory Approach to Assess-ment and Outcome Measurement, Housing Care and Support: A Journal on Policy, Research and Prac-tice, 14(3) pp.1-14.

Malloch, M., McIvor, G. and Burgess, C., 2014.Holistic’Community Punishment and Criminal Justice Interventions for Women.The Howard Journal of Criminal Justice, 53(4), pp.395-410.

Smyth, G., 2014. Coaching desistance? Life coaching for offenders in a ‘who works’ environment. Probation Journal, 61(4), pp.365-380.

AC K N OW L E D G E M E N T SThe Bravery Coaches would like to thank and acknowledge the following people and services for all of their help and support with this pilot project:

To the brave and phenomenal women who volunteered to trial the Bravery coaching

Glasgow Health and Social Care Partnership - Jim McBride, Criminal Justice Service Manager

Tomorrow’s Women Glasgow - Anne Gallacher, Team Leader and the staff team

Turning Point Scotland 218 Project – Melissa Griffen – Service Coordinator and all of the team

Coaching Inside and Out – Clare McGregor – Managing Director

Social Care Ideas Factory –SCIO Board of Trustees

Justice Stars for Participant that finished all 6 session but not included in report

A P P E N D I X 1 J U S T I C E S TA R D ATA

She was powerful, not because she wasn’t scared but because she went on so strongly, despite the fear.ATTICUS

For more information about Bravery Coaching: Charlie B-Gavigan 07540 345 416 Susan Campbell 07738 067 072

braveyourday@gmail.com @BraveYourDay www.braveyourday.com