HM Chief Inspector of Prisons for Scotland: Strategic Plan 2019-22

Key Priorities for 2019-22

Key strategic priorities and organisational objectives for 2019-22

In this Strategic Plan, HMIPS seeks to share its vision for the organisation and its strategic priorities for the next three years.

Our priorities directly support our vision for the organisation. They define the key ways in which we believe we can positively contribute to the Scottish Governments National Performance Framework.

HMIPS' five strategic objectives for 2019-2022 are:

Strategic Objective 1:

Develop a more strategic approach to inspection and monitoring

To deliver this objective our organisational objectives are to:

  • Co-design and develop a risk-based approach to a new inspection framework, with our partners and the SPS
  • This will include a validated self-evaluation framework for informing inspections and supporting a culture of continuous improvement within prisons
  • Professionalise members of the inspection
  • Recruit a qualified researcher to analyse our findings from inspection and monitoring to inform our future work

Strategic Objective 2:

Increase awareness and external confidence in the objectivity
and robustness of the inspection and monitoring process

To deliver this objective our organisational objectives are to:

  • Review the Standards for Inspecting and Monitoring Prisons in Scotland, in consultation with stakeholders, and make refinements where appropriate
  • Embed a culture of continuous improvement through
  • effective training and induction for inspectors and IPMs
  • professional accreditation for inspectors and enhanced
    training for IPMs
  • 'critical friend' challenge when assessing and triangulating evidence
  • ensuring that our inspection and monitoring reports are accessible
  • ensuring that any follow up action plan is transparent
  • Increase awareness of monitoring through improved stakeholder engagement and communication

Strategic Objective 3:

Introduce more effective analysis and accessible recording and reporting of data collected during inspection and monitoring,
and use it to inform best practice

To deliver this objective our organisational objectives are to:

  • Recruit a qualified researcher to analyse our findings from inspection and monitoring to inform our future work
  • Develop a strategic performance framework and a risk assessment framework for inspection and monitoring
  • Review the existing prison monitoring recording and
    reporting system

Strategic Objective 4:
Improve our organisational capacity and invest in our people

To deliver this objective our organisational objectives are to:

  • Undertake a capacity modelling exercise
  • Devise and implement a revised staffing structure
  • Complete a training needs analysis and skills matrix for each role
  • Develop a comprehensive training plan

Strategic Objective 5:

Improve our knowledge and understanding of best practice internationally in inspecting and monitoring the treatment and conditions for prisoners

To deliver this objective our organisational objectives are to:

  • Explore alternative inspection models through improved engagement and communication with other scrutiny bodies
  • Work with NPM partners to define best practice in the UK
  • Recruit a qualified researcher to provide us with current knowledge of scrutiny methods that apply to our business

Key business Plan Objectives For 2019-20

RADAR

RADAR

The RADAR logic is a dynamic assessment framework and powerful management tool that provides a structured approach to questioning the performance of an organisation.

Our key priorities are:

Monitoring

  • Raise the profile of Independent Prison Monitoring
  • Develop our IPMs, to include inter-prison visits
  • Review the existing prison monitoring, recording and reporting framework and improve accessibility, consistency and standards
    in reporting
  • Revision of the IPM Guidance Document

Inspection

  • Professionalise the inspection team
  • Introduce cross-deployment and shadowing of peer scrutiny bodies
  • Review our pre-inspection process, to include validated
    self-evaluation as part of a development risk management framework
  • Review guest inspector training and guidance

Business Support

  • Produce a Communications and Engagement Strategy
  • Review our business planning processes
  • Prepare for renewal of Investing in Volunteers status
  • Review our ICT systems to support the business

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