The document provides background on the Wormwood Scrubs Community Chaplaincy Mentoring Scheme. It explains that the scheme pairs prisoners with external mentors to build relationships before and after release to help with reintegration. It notes the scheme has been successful due to well-trained volunteer mentors and efficient management. However, upcoming government changes require a new concise brand identity to represent the expanded geographical area and potential outsourcing of services. The brief seeks an agency to develop a new brand name, graphic, and tagline that resonates with stakeholders.

1.
Brand
Brief:
Wormwood
Scrubs
Community
Chaplaincy
Mentoring
Scheme
Background
to
the
Brand
Challenge
Over
the
past
two
or
three
years
there
has
been
a
dramatic
growth
in
the
size
and
effectiveness
of
the
scheme
for
mentoring
prisoners
through
the
gates
of
HMP
Wormwood
Scrubs.
The
scheme
works
by
the
Chaplaincy
partnering
prisoners
with
external
mentors
so
they
can
build
a
relationship
built
on
mutual
trust
prior
to
release,
which
can
then
be
continued
on
the
outside
to
help
prisoners
cope
better
with
the
challenges
of
surviving
in
an
often
unwelcoming
world.
The
scheme
works
because:
-­‐
the
mentors
are
volunteers
-­‐
the
mentors:
-­‐
are
carefully
selected
-­‐
are
well
trained
-­‐
are
carefully
partnered
with
prisoners
-­‐
are
well
supported
-­‐
it
is
efficiently
run
by
the
Chaplaincy
office
-­‐
it
is
well
led
by
Kabir
Uddin
The
lack
of
a
snappy
identity
or
brand
(see
title
above)
has
to
date
been
an
inconvenience
rather
than
a
problem.
The
situation
has
now
changed,
making
a
concise
identity
necessary
Specifically:
-­‐
Radical
government
changes
to
service
provision
in
prisons
mean
that
mentoring
will
come
within
the
umbrella
of
outside
consortia
bidding
to
provide
a
wide
range
of
services
to
prisons
currently
supplied
by
the
prisons
themselves
-­‐
Separately,
within
one
to
two
years
these
service
groupings
may
again
change,
as
areas
such
as
probation
and
re-­‐habilitation
are
outsourced
-­‐
These
changes
may
well
include
the
functions
of
the
Chaplaincy
being
outsourced,
or
included
within
other
service
functions
-­‐
Geographical
areas
covered
by
service
providers
are
likely
to
increase
(already
Tri-­‐borough
(Kensington,
Chelsea,
Hammersmith
&
Fulham)
funding
indicates
the
Wormwood
Scrubs
nomenclature
is
both
inaccurate
and
limiting),
See
end
of
brief
for
latest
position.
These
factors
indicate
that
the
first
four
words
of
our
current
title
may
no
longer
be
appropriate.
The
final
two
words
currently
don’t
figure
in
our
description
of
ourselves,
and
are
probably
not
be
necessary
in
any
case,
so
we
have
a
vacuum
to
fill.
Our
religious
origins
are
obviously
important,
but
many
charitable
groups
working
in
prisons
retain
their
religious
ethos
and
mission,
without
including
it
in
their
brand
name
(Stepping
Stones;
etc).
1

2. We
are
therefore
looking
for
a
name
(which
would
ideally
develop
into
a
brand)
to
give
us
a
stand-­‐out
identity.
This
identity
would
resonate
with
all
our
stakeholders:
-­‐our
clients
(the
prisoners)
-­‐our
volunteers
(the
mentors)
-­‐our
supporters
(including
large
and
small
funders)
-­‐our
staff
-­‐our
potential
future
service
commissioners
(Serco
etc)
There
follows
a
brief
to
a
branding
agency
to
develop
such
a
brand
name,
coupled
with
a
simple
graphic
and
tag
line.
BRIEF
This
brief
follows
one
of
the
classic
briefs
for
brands,
developed
by
Doyle
Dane
(now
Adam
&
Eve
DDB),
a
global
advertising
and
marketing
agency
with
a
long
and
distinguished
track
record
in
brand
development.
1.
Where
do
I
come
from?
Summary:
The
Chaplaincy
of
Wormwood
Scrubs
prison,
which
has
a
long
record
of
pastoral
care
and
support
for
prisoners
with
psychological,
emotional
and
spiritual
challenges
whilst
in
prison.
Over
the
past
two
or
three
years
this
support
has
extended
to
a
mentoring
scheme
that
supports
selected
prisoners
once
they
leave
prison,
and
need
to
cope
with
what
is
often
an
intimidating
world.
The
Chaplaincy
of
Wormwood
Scrubs
prison
has
been
a
support
for
prisoners
of
all
faiths
for
many
years.
More
than
a
decade
ago
a
Befriending
Scheme
was
developed,
which
allowed
the
Chaplaincy
to
pair
up
volunteers
on
the
outside
with
selected
prisoners
on
the
inside
to
give
them
emotional
support
and
encouragement.
This
was
particularly
beneficial
as
at
the
time
the
prison
held
many
prisoners
serving
life
sentences,
many
of
whom
were
desperate
for
outside
contact,
as
friends
and
family
had
often
lost
contact
with
them.
Over
the
past
five
years
the
prison
no
longer
holds
lifers,
and
has
become
a
prison
for
local
offenders,
plus
people
arrested
at
Heathrow.
In
response
to
the
changed
clientele,
the
Chaplaincy
has
developed
the
Mentoring
scheme.
This
differs
from
the
Befriending
Scheme
in
two
key
aspects.
Firstly,
it
connects
prisoners
with
mentors
4
-­‐
8
weeks
before
release,
with
the
goal
of
their
establishing
friendship
and
trust,
so
they
can
meet
them
on
release
at
the
gate
and
support
them
on
the
outside,
once
they
are
back
in
the
community.
Secondly,
the
mentors
undergo
extensive
training
prior
to
being
linked
to
a
prisoner,
and
receive
ongoing
top-­‐up
training
thereafter.
(Prisoners
are
met
at
the
Gate
on
release
by
Mentors
because
there
is
an
extremely
high
tendency
for
prisoners
to
panic,
and
spend
their
release
money
on
drugs
or
alcohol.
Indeed
drug
traffickers
gather
between
the
prison
and
the
Tube
station
to
take
advantage
of
this
vulnerability).
Already
the
scheme
is
having
a
significant
impact,
with
mentored
prisoners
showing
a
significant
reduction
in
re-­‐offending
against
the
average.
2

3.
2.
Where
is
my
world
going?
Summary
:
Austerity
measures
are
affecting
both
support
in
prisons
and
social
care
on
the
outside.
This
means
that
strong
volunteer
organisations
need
to
step
into
the
vacuum
to
support
prisoners
pre
and
post
release,
when
they
are
often
well
intentioned
but
highly
vulnerable
to
slipping
back
into
their
previous
offending
behaviour.
Significantly
for
us,
the
government
sees
mentoring
as
a
potentially
highly
effective
way
of
reducing
re-­offending,
and
the
high
cost
associated
with
it.
The
government
is
intent
on
stripping
out
inefficiency
and
cost
from
all
public
services.
The
Scrubs
is
currently
charged
with
reducing
its
headcount
by
approximately
20%.
Large
outsourcing
firms
have
been
asked
to
bid
for
many
of
the
services
currently
provided
by
the
prison
service,
as
well
as
collateral
services
on
the
outside.
Separately,
the
Probation
service
will
be
put
out
to
tender.
On
the
positive
side,
the
Government
sees
mentoring
as
a
significant
opportunity
to
cut
down
on
re-­‐offending,
which
is
a
huge
cost
to
the
taxpayer.
In
order
to
avoid
being
swallowed
up
or
terminated,
the
Community
Chaplaincy
mentoring
scheme
at
the
Scrubs
has
gone
onto
the
front
foot.
It
has
formed
itself
into
a
charity,
hugely
increased
its
recruitment,
training,
and
activity
generally,
in
order
to
provide
a
significantly
enhanced
service
to
prisoners.
It
is
part
of
a
bidding
consortium
with
Serco
for
a
Tri-­‐boroughs
(Kensington,
Westminster
and
Hammersmith
&
Fulham)
contract
to
manage
prisoner
release.
Looking
to
the
future,
it
is
possible
that
the
charity
could
bid
for
work
not
just
within
wider
London,
but
nationally.
It
is
also
conceivable
that
it
might
move
beyond
mentoring
work
into
overall
rehabilitation,
working
in
conjunction
with
other
organisations.
3.
What
do
I
do?
Summary:
the
charity
recruits
and
trains
volunteers
from
the
community
to
mentor
prisoners.
It
believes
that
people
of
different
faiths
or
no
faith
can
work
together
in
order
to
help
prisoners
rebuild
their
lives.
Its
mission
is
to
provide
practical
and
emotional
support
by
promoting
healing,
forgiveness,
personal
growth
and
development
to
prisoners
before
and
after
their
release
from
prison.
The
mentors
are
recruited
across
a
wide
range
of
backgrounds,
experience,
ages,
ethnicities,
and
faiths/no
faiths.
They
share
a
common
desire
to
help
people
who
very
often
have
not
been
dealt
a
great
hand
in
life,
and
express
a
desire
to
rebuild
their
lives
once
released.
The
challenge
on
release
for
many
offenders
to
find
accommodation,
work
and
to
stay
out
of
trouble
is
considerable.
Timely
and
sensitive
help
and
advice
from
a
mentor
can
make
the
difference
between
going
straight,
or
taking
the
easy
course
and
going
go
back
onto
alcohol/drugs,
associating
with
the
wrong
people,
and
re-­‐offending
as
a
route
out
of
desperation.
In
today’s
climate,
finding
accommodation
and
employment
for
any
young
person
is
challenging.
For
those
who
frequently
have
very
poor
education,
poor
communication
skills
and
very
low
self-­‐confidence
(plus
a
prison
record)
it
can
be
daunting.
A
3

4. mentor/friend,
who
has
no
axe
to
grind,
and
can
offer
no-­‐strings-­‐attached
friendship
can
tip
the
balance
in
favour
of
persevering,
and
not
re-­‐offending.
4.
What
makes
me
unique?
Summary:
We
are
volunteers
with
no
agenda.
We
focus
on
unconditional
acceptance,
build
relationships
steadily
and
seek
only
success
for
the
mentee.
As
volunteers,
we
have
an
independence
that
transcends
the
fads
of
government
penal
policy.
We
are
also
rounded
enough
to
focus
on
the
needs
of
individual
prisoners,
without
the
need
to
hit
numbers
to
justify
our
existence.
As
a
result,
we
can
focus
single-­‐mindedly
on
the
needs
of
the
prisoners,
in
order
to
help
achieve
the
best
outcome
for
them.
Non-­‐judgmental
conversations
can
take
place.
The
individual
behind
the
role
of
prisoner
can
be
nurtured.
They
want
to
move
on
–
to
be
free
to
start
considering
their
lives.
They
are
given
the
space
to
make
choices,
without
the
pressure
of
coping
with
the
often
time-­‐
pressed
agenda
of
the
drugs
counselor,
social
worker
or
probation
officer.
Quite
strong
relationships
can
develop,
as
they
are
unconditional,
something
quite
new
and
unusual
for
most
of
them.
Any
transformation
that
takes
place
has
to
be
an
inner
one.
They
have
to
do
it
themselves,
and
this
part
of
the
journey
is
gentle
for
them.
It
moves
at
their
pace,
and
they
benefit
at
the
rate
they
are
open
to
benefiting.
When
they
are
ready
for
it,
they
will
have
the
strength
to
make
choices.
5.
What
is
my
community?
Summary:
Volunteers:
friendly,
generous,
but
realistic
about
what
they
can
achieve
Chaplaincy:
enthusiastic,
committed,
efficient
and
effective.
Tri-­borough
partnership:
supportive,
but
of
necessity,
at
a
distance.
Prisoners:
An
opportunity
to
talk
to
someone
without
an
agenda,
whom
they
can
trust
The
Volunteers:
The
volunteers
come
from
a
wide
variety
of
backgrounds.
Many
are
religious,
but
several
are
not.
Many
are
from
professional
or
management
backgrounds,
but
several
are
not.
All
share
the
understanding
that
most
prisoners
come
from
under-­‐
privileged
backgrounds,
are
poorly
educated,
are
fundamentally
good
people
who
want
to
escape
the
spiral
of
crime
and
imprisonment
they
find
themselves
in.
They
are
non-­‐
judgmental,
and
want
to
help.
The
Chaplaincy:
The
Chaplaincy
is
charged
with
organizing
the
process
of
mentoring
prisoners
through
the
gate,
which
the
Justice
Ministry
see
as
a
key
plank
in
their
strategy
to
reduce
re-­‐offending.
The
leadership
of
the
Chaplaincy
under
Kabir
Uddin,
a
young
Imam
of
outstanding
energy,
people
skills
and
kindness,
enables
a
very
wide
cross
section
of
prisoners
to
be
supported
by
mentors.
The
Chaplaincy
has
developed
a
very
high
quality
of
training,
sometimes
from
outside
agencies,
for
the
volunteers.
Tri-­Borough
Partnership:
(Kensington,
Chelsea,
Hammersmith
&
Fulham)
The
boroughs
have
an
interest
in
reducing
re-­‐offending
as
the
prisoners
released
back
into
their
territories
are
once
more
their
responsibility
to
shelter,
and
anything
that
makes
them
productive
and
contributing
citizens,
rather
than
the
reverse,
is
very
much
in
their
interest.
The
Prisoners:
The
mentees,
like
the
mentors,
are
of
all
faiths
and
none.
They
are
generally
people
of
good
intention
who
are
committed
to
trying
to
go
straight
on
the
outside,
and
to
re-­‐build
their
lives.
4

5.
6.
What
am
I
like?
How
do
I
behave?
Summary:
-­
Completely
without
judgement,
and
acknowledging
the
difficult
backgrounds
and
restricted
life
chances
of
the
people
we
deal
with
-­Fair,
but
tough-­minded,
no
pushover,
but
understanding
and
resilient
We
don’t
judge
people
on
what
they
have
done,
and
believe
they
can
grow
in
both
self-­‐
knowledge
and
self-­‐confidence.
There
is
a
strong
sense
of
“there
but
for
the
grace
of
God
go
I”.
These
people
are
sometimes
difficult
to
love,
but
are
loved
none
the
less.
This
is
about
nurturing
and
human
dignity.
7.
What
is
my
fight?
Summary:
To
liberate
and
empower
prisoners
so
they
believe
they
are
worthwhile
human
beings
who
can
survive
on
the
outside
and
have
a
friend
when
things
get
difficult.
Many
of
the
prisoners,
despite
their
bluster,
and
well-­‐rehearsed
stories
of
their
innocence,
are
deeply
lacking
in
self-­‐confidence.
They
have
never
in
their
lives
felt
valued.
Part
of
the
role
of
the
mentor
is
to
give
them
the
feeling
that,
perhaps
for
the
first
time
in
their
lives,
someone
believes
in
them.
And
will
be
there
for
them.
8.
What
is
the
brand
idea?
Empowerment
through
friendship
5

6. Summary:
Wormwood
Scrubs
Community
Chaplaincy
Mentoring
Scheme
1.
Where
do
I
come
from?
The
Chaplaincy
of
Wormwood
Scrubs
prison,
which
has
a
long
record
of
pastoral
care
and
support
for
prisoners
with
psychological,
emotional
and
spiritual
challenges
whilst
in
prison.
Over
the
past
two
or
three
years
this
support
has
extended
to
a
mentoring
scheme
that
supports
selected
prisoners
once
they
leave
prison,
and
need
to
cope
with
what
is
often
an
intimidating
world.
2.
Where
is
my
world
going?
Austerity
measures
are
affecting
both
support
in
prisons
and
social
care
on
the
outside.
This
means
that
strong
volunteer
organisations
need
to
step
into
the
vacuum
to
support
prisoners
pre
and
post
release,
when
they
are
often
well
intentioned
but
highly
vulnerable
to
slipping
back
into
their
previous
offending
behaviour.
3.
What
do
I
do?
The
charity
recruits
and
trains
volunteers
from
the
community
to
mentor
prisoners.
It
believes
that
people
of
different
faiths
or
no
faith
can
work
together
in
order
to
help
prisoners
rebuild
their
lives.
Its
mission
is
to
provide
practical
and
emotional
support
by
promoting
healing,
forgiveness,
personal
growth
and
development
to
prisoners
before
and
after
their
release
from
prison.
4.
What
makes
me
unique?
We
are
volunteers
with
no
agenda.
We
focus
on
unconditional
acceptance,
build
relationships
steadily
and
seek
only
success
for
the
mentee.
5.
What
is
my
community?
Volunteers:
friendly,
generous,
but
realistic
about
what
they
can
achieve
Chaplaincy:
enthusiastic,
committed,
efficient
and
effective.
Tri-­borough
partnership:
supportive,
but
of
necessity,
at
a
distance.
Prisoners:
An
opportunity
to
talk
to
someone
without
an
agenda,
whom
they
can
trust
6.
What
am
I
like?
How
do
I
behave?
Completely
without
judgment,
and
acknowledging
the
difficult
backgrounds
and
restricted
life
chances
of
the
people
we
deal
with
-­Fair,
but
tough-­minded,
no
pushover,
but
understanding
and
resilient
7.
What
is
my
fight?
To
liberate
and
empower
prisoners
so
they
believe
they
are
worthwhile
human
beings
who
can
survive
on
the
outside
and
have
a
friend
when
things
get
difficult.
8.
What
is
the
brand
idea?
Empowerment
through
friendship
NB
Please
check
any
possible
brand
names
on
the
internet,
as
some
branding
activity
is
already
taking
place
in
this
area
(eg
Through
the
Gate)
6

7.
Update
1.11.13
We
have
just
heard
that
our
consortium
has
been
successful
in
the
Tri-­‐borough
bid.
In
the
short
term,
this
changes
little,
apart
from
supercharging
our
enthusiasm
and
efforts
to
develop
the
effectiveness
and
scale
of
our
activities
at
Wormwood
Scrubs.
In
the
longer
term
it
potentially
will
change
the
scope
of
our
service,
both
geographically
and
in
terms
of
services
supplied.
In
practical
terms,
this
means:
-­‐
we
could
extend
our
model
of
mentee
training
and
development
to
other
prisons
in
the
three
boroughs,
and
subsequently
on
a
national
basis.
-­‐
we
could
extend
into
other
sectors
of
prisoner
care
and
development,
both
in
prisons,
and
in
their
communities
This
does
not
in
any
way
affect
our
brand
essence.
We
will
still
be
about
the
empowerment
of
prisoners
(and
ex-­prisoners)
through
friendship.
7