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BackgroundThis article critically explores the implementation and evaluation of a project designed, delivered and evaluated by frontline staff to improve prison responses to prisoner suicide and self-harm. We begin by evidencing the need for the project and detail its content, delivery and attempts at evaluation. We draw on the reflections of the three practitioners most closely involved in its development, delivery and review in order to explore lessons learned for future staff-led projects including those aimed at tackling prison suicide and self-harm.ResultsFindings from staff reflections suggest that the development, implementation and evaluation of the project were influenced by a combination of issues around: project focus, communication and professional relationships, the institutional environment, funding and time, roll-out and evaluation, and the need for a ‘champion’ role.ConclusionsThere is limited evidence that the project left a modest positive legacy in terms of impact. A more substantial legacy of the project is provided in terms of actionable learning points for future projects of this nature.

The Théâtre du Grand-Guignol in Paris (1897–1962) achieved a legendary reputation as the ‘Theatre of Horror’, a venue displaying such explicit violence and blood-curdling terror that a resident doctor was employed to treat the numerous spectators who fainted each night. Indeed, the phrase ‘grand-guignolesque’ has entered the language to describe any display of heightened, remorseless horror. Such is the myth of the Grand-Guignol: the reality is subtler and far more complex

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