FIELD INSIGHTS

Senior leaders in the Scottish Prison Service (SPS) face distinct pressures linked to the complexity of their roles. They manage critical incidents, lead teams exposed to trauma, and shoulder significant operational responsibility, often with limited time or space to process their own experiences. These pressures can contribute to fatigue, emotional strain and reduced psychological safety, affecting leaders’ wellbeing and their capacity to support others effectively.

To better understand these challenges, SPS first carried out its own internal research, using data and insights from the Employee Assistance Programme (EAP). This helped highlight common themes affecting senior leaders – including reluctance to seek support, the cumulative impact of operational stress, and the expectation to remain resilient at all times. The findings reinforced that leaders were experiencing pressures similar to frontline staff, but with added organisational and cultural barriers that made accessing help more difficult.

Building on this learning, SPS engaged with researchers from Lincoln and Hull Universities, whose work on Governors‑in‑Charge mirrors many of the challenges identified internally. Their studies highlight the emotional burden of custodial leadership roles, the stigma around help‑seeking, and the systemic barriers that can prevent leaders from accessing support. Together, this internal and external evidence base helped SPS recognise the need for targeted, tailored wellbeing support for leaders in high‑pressure roles, ensuring they are equipped, supported and able to lead safely and sustainably.

We began scoping potential providers with the right expertise in trauma, leadership and high‑risk operational environments. Through this process, the Rivers Centre was identified as the preferred provider due to their long‑standing national role as Scotland’s specialist traumatic stress service and their experience supporting emergency services and other high‑pressure professions. 

To ensure objectivity and continuous improvement, an independent research company was also brought in to evaluate the programme throughout its delivery. At the same time, we consulted directly with Governors-in-Charge and Deputy Governors to test expectations, gather feedback and ensure the approach reflected the needs and realities of the group who would ultimately participate.