minimum entitlements (1 hour of exercise daily; 1 x 5-minute telephone call weekly; 1 x weekly 30-minute-long family visit (uncommon)). The key difference between the regime for prisoners on Directed Segregation and those on Directed Protective Custody (see Appendix 3) was that the latter could spend two hours, rather than one, outside their cell, and could spend longer on the phone. With few exceptions, management plans for segregated prisoners were mostly generic and contained few avenues for prisoners to demonstrate good behaviour and progress out of segregation. As one prisoner put it: ‘Management plans are used in the wrong way. What’s not on there is automatically not allowed, no matter what’. People told us that they felt that bad behaviour was punished, but good behaviour was not rewarded, leaving them with little incentive or hope. As one person, a long-term resident of a segregation unit, said: ‘there is no light at the end of my tunnel.’ There were pockets of good practice, for example one young man segregated in a management unit was allowed to continue participating in a cultural programme which he was engaged with prior to his segregation, or prisoners in longer-term segregation in a management unit in another prison who could keep art materials in their cells. But the majority of prisoners spent the majority of their time locked up in their small cells with little to do. Furthermore, blanket policies were applied to all segregated prisoners (according to the ‘type’ of segregation), for example, handcuffing certain categories of prisoners whenever they are outside their cell; or daily cell searches, rather than according to the risk posed by and to individual prisoners. By and large the staff we spoke to were familiar with prisoners in the segregation and ISU units, and relationships appeared, in most cases, reasonable if distant. But segregation units did not always employ the most experienced staff, and in some there was a high staff turnover, meaning that staff were less familiar with the units and the prisoners who resided in them. ISUs benefited from greater mental health input, but other than a one-day ‘Mental Health 101’ workshop, staff, including those working in ISUs, received no formal mandatory specialist training. We were told that mental health staff in one ISU provided informal lunch-time training to custodial staff. This was good practice which could be replicated elsewhere, alongside increased formal mental health training for staff working in segregated units. In TOTB I noted that evening meals were served too early. This remained the case in 2020 with some establishments serving dinner as early as 15:30. As previously noted, for those in segregation who couldn’t afford to buy canteen goods or whose canteen rights had been revoked, this could mean a very long 22