Prison Managerialism in the ‘Age of Austerity’

Following the global financial crisis of 2007–8, many governments introduced austerity policies. In English and Welsh prisons, funding was reduced by nearly a quarter between 2011 and 2015. The operational impact was significant with declining safety and conditions. This chapter is based on research at a medium security prison conducted in 2014–15. In this ‘age of austerity’, managerialism altered, shifting from performance management to change management. Prison managers acted as local agents of nationally directed change. Prison managers experienced many of the features of ‘new capitalism’, including insecurity and anxiety. Many were haunted by the ‘specter of uselessness’ as they felt their skills and experiences were no longer valued. Managers undertook greater emotional labour, often masking their concerns and presenting a positive façade to those they led. They were particularly concerned that the social relations with staff and prisoners were being eroded. Prison managers were experiencing ‘disaffected consent’ in which they complied but were concerned about the reforms.