ANNUAL DELIVERY PLAN 2015/16 - Scottish Prison Service ANNUAL DELIVERY PLAN 2015/16 | 01 INTRODUCTION I am pleased to introduce the Scottish Prison Service’s (SPS) Annual Delivery

UNLOCKING POTENTIAL TRANSFORMING LIVES

ANNUAL DELIVERY PLAN

2015/16

Introduction 01

Vision & Mission 03

Strategic Priorities 2014-2017 04

Outcomes and Key Themes 05

Performance and Budget 14

National Performance Framework 15

SPS Performance Model 2015/16 16

CONTENTS

Over the last year, our focus has been on ensuring we have the structures, systems, and people in place to ensure that we have the capacity and capability to plan, and deliver the programme of change required. As we move into the second year the focus now moves from planning to delivery.

As we gather pace in reforming and improving our Service, we recognise that working in partnership with Scottish Government, stakeholders, and the public is central in supporting the people in our care and as they return to the community. I believe that the co-authoring and co-production of services with partners sits at the heart of our reform agenda. This will involve further strengthening our existing partnerships, developing new ones, ensuring these are positive, respectful and meaningful, and that there is clarity about the way we do business.

Over the coming year, we are committed to delivering our priorities around purposeful activity and throughcare to ensure that prisoners can build on their strengths and our people are able to support them to become full members of the community, thus promoting ‘citizen recovery’. We will continue

to improve our prisons so that our prisoners have a vibrant living space that provides opportunities for meaningful activities and time for interacting with our people and other prisoners. We will drive forward our plans for young people, ensuring that each young person has an individualised plan, and a Named Person. We will jointly work with SG to take forward a fundamental review of our approach to custodial care for women; considering a wide range of options including the creation of regional, and community-based custodial facilities.

I am committed to ensuring we invest in our people, systems and processes to ensure we have an efficient and effective service which can have a high impact on individuals and society. We will continue to review what we do, adopting improvement science techniques, and embedding a continuous improvement culture across the organisation. We will ask ourselves stretching questions about whether or not we need to continue to carry out everything that we currently do; as we search for opportunities to free up existing resources to better target them on areas that need to be expanded to meet our strategic priorities; and wherever possible, look to technological solutions to help streamline our systems.

ANNUAL DELIVERY PLAN 2015/16 | 01

INTRODUCTION

I am pleased to introduce the Scottish Prison Service’s (SPS) Annual Delivery Plan for 2015/16 which sets out our key priorities for the next 12 months. Over the last year, the Service has taken major steps forward following the publication of the Organisational Review Report Unlocking Potential – Transforming Lives (2013), and our corporate plan for 2014 – 2017. These set out challenging and ambitious plans for the re-definition of the role and purpose of SPS.

We aim to play a key role in influencing and shaping the Justice Policy in Scotland, and to make a telling and meaningful contribution to the legitimate ambitions of our fellow citizens who pass into and out of our care, and to play our part in supporting the victims of crime. I believe that through the on going delivery of this plan, we will be playing our part in delivering the Scottish Government’s Programme for Government, supporting the delivery of the Justice Strategy for Scotland, ensuring that the SPS and the public sector fully support our Government’s ambitions for a fairer, stronger and prosperous Scotland.

Colin McConnell

CHIEF EXECUTIVE SCOTTISH PRISON SERVICE


We will deliver the Annual Delivery Plan through the new Directorate structure which was created following the ‘Unlocking Potential, Transforming Lives’ Report:

THE OFFICE OF THE CHIEF EXECUTIVE

Performance, Risk Management and Audit, Compliance and Legal Services, Financial Policy and Services, Communications and Branding, and Corporate Change

DIRECTORATE OF STRATEGY AND INNOVATION

Policy Development and Commissioning, Development of Offender Services and Interventions, Research, Planning and Innovation, and Corporate Planning, Delivery and Performance Measures

DIRECTORATE OF OPERATIONS

Governors in Charge of Operational Delivery, Public Protection and Significant Case Reviews, Private Prisons, Prison Services, and Planning and Contracts

DIRECTORATE OF CORPORATE SERVICES

Human Resource Management and Organisational Development, Procurement Policy and Services, Information Technology, Information Systems and Assurance, and Estates Strategy, Management and Development

STRATEGIC PRIORITIES 2014 – 2017 DIRECTORATE/TEAM STRUCTURE

EMBEDDING THE NEW

VISION

Investing in SPS People

Promoting public

confidence in SPS

Developing a collaborative outcome focus

Delivering effective and efficient

services

OUR MISSIONProviding services that help to transform the lives of people in our care so they can fulfil their potential and become responsible citizens.

IN DELIVERING OUR VISION AND MISSION, OUR OPERATING TASK IS:

Helping to protect the public and reduce re-offending through the delivery of safe and secure custodial services that empower offenders to take responsibility and to fulfil their potential.

WE DELIVER THIS THROUGH:

CUSTODY - Managing safe and secure custodial environments

ORDER - Providing stability and order that helps offenders to transform their lives

CARE - Supporting wellbeing, and treating with respect and humanity, all in our care

OPPORTUNITY - Providing opportunities which develop the potential of our staff, our partnerships and the people in our care.

NATIONAL OUTCOMES

Our contribution to creating a safer and stronger Scotland

The National Performance Framework and the agenda for public services reform outlined in the Commission on the Future Delivery of Public Services underpin what we do. Success in achieving our Vision will contribute very directly to the following national outcomes:

We live our lives safe from crime, disorder and danger

We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others

Our public services are high quality, continually improving, efficient and responsive to local people’s needs.

These national outcomes are reflected in the Strategy for Justice in Scotland. We have a strong lead role to play in the delivery of the vision in this strategy to contribute positively to a flourishing Scotland, helping to create an inclusive and respectful society in which all people and communities live in safety and security. A society where individual and collective rights are supported and disputes are resolved fairly and swiftly.

OUR VISION

ANNUAL DELIVERY PLAN 2015/16 | 03 ANNUAL DELIVERY PLAN 2015/16 | 04

STAKEHOLDER ENGAGEMENT

We will engage with stakeholders locally, nationally and internationally, and work closely with a wide range of bodies to help shape our services and provide thought leadership within the justice system. Our partners include:

Community Justice Authorities

Community Planning Partnerships

Education Scotland

Employers

Local Authorities

NHS

Police

Scottish Government

Skills Development Scotland

Third Sector

Universities

THE SPS HAS A VISION OF: Helping to build a safer Scotland - Unlocking Potential - Transforming Lives.

Developing a person-centred,

asset-based approach

Becoming a learning

organisation

We have reviewed our approach to the delivery of our strategic priorities, and have structured our delivery around key themes. This will enable us to be clear about what we will do, how we will allocate our resources, and how we will ensure delivery. We will continue to embed the new vision through ensuring our behaviours and culture support our ambitions, and the delivery of our outcomes.

OUTCOMES AND KEY THEMES

Our people are motivated and highly skilled, and our HR practices support the delivery of a progressive prison service

Human Resources

Learning & Development

Leadership

Our governance approach accords with the principles published by CIPFA (Scotland)

Governance

Planning & Performance

Safe, Humane, & Secure Prisons

Operating Standards & Consistency of Delivery

Audit, Assurance & Continuous Improvement

Finance, Legal & Business Services

Our collaboration with partners enables the co-production of services for prisoners

Partnership Collaboration

Our performance is shaped by research and reflective practice

Research & Good Practice

Strategy & Policy

Our ambitions for the lives of those in our care are understood by the public and stakeholders

Communications, Marketing & Public Affairs

Public Engagement & Awareness

We will achieve all of this through ensuring that we use our organisational drivers to underpin our planning and decision making. Our key drivers commit us to ensuring:

we always behave in ways that are consistent with our stated values;

we work hard to ensure we have a well-trained and motivated workforce;

we keep people safe and secure whilst they live with us and work for us;

our personal relationships are based on dignity, trust and mutual respect, and we treat everyone equally, avoiding stereotyping and being judgemental; and

we see ourselves as working for our Government and all the people of Scotland to make our nation safer, stronger, fairer and economically vibrant.

We are confident that we are progressing our plans to fundamentally change the way we support our prisoners, and that this will have a direct contribution to a reduction in re-offending. This along with our on going investment in people will ensure our staff have the behaviours, skills and attitude to deliver this ambitious agenda. Our plan clearly lays out the journey we will take over the next 12 months to achieve this.

OUTCOME

THEME


Our prisoners believe they are empowered to build on their assets and have ambition for the future

Population Management

Safer Communities

Offender Outcomes & Purposeful Activity

Health & Wellbeing

DELIVERING EFFECTIVE

AND EFFICIENT SERVICES

AUDIT, ASSURANCE & CONTINUOUS

IMPROVEMENT

Prepare an Audit Plan annually to focus on key business risks tied back to the Corporate Risk Register to assure services

all Q’s

OCE/OD/S&I/CS

AUDIT, ASSURANCE & CONTINUOUS IMPROVEMENTPrepare a Corporate Risk Management Strategy to identify, assess, and prioritise risk reduction measures

all Q’s

OCE/OD/S&I/CS

GOVERNANCEEmbed the SPS Change Portfolio Management Approach and Methodology across Directorates and Establishments

Provide effective project management to ensure successful and timeous delivery of key transformational projects

Review, agree, and publish the Agency Framework document which sets out the roles and responsibilities of Scottish Government, and SPS to ensure the policy and resources framework is updated

Hold Senior Leader Engagement Events to increase buy-in to the new Vision and Mission across SPS, and provide opportunities to engage with the SPS Advisory Board

Q4

Q4

Q4

all Qs

OCE/OD/CS/S&I

OD/OCE/CS/S&I

OCE/S&I/OD/CS

OCE/OD/CS/S&I

GOVERNANCE:Establish the governance structures and achieve the outcomes from Audit Scotland’s report to improve, and embed governance processes

all Qs

OCE/OD/CS/S&I

SAFE, HUMANE, & SECURE PRISONS

Agree and conduct a ‘Proof of Concept’ for the provision of custodial services within Police Custody Suites to expand prison services

Q4 OD/CS

Review and support best practice in delivering organisational Health and Safety, Fire Safety and Food Safety to ensure legislative compliance

Ensure prisons regimes meet prisoner needs to deliver the outcomes of the Purposeful Activity Strategy

Develop a model for Senior Staff engagement in the management of corporate business to improve organisational delivery

Q2

Q4

Q4

OD/S&I/CS

OD/S&I/CS

OD/S&I/CS

SAFE, HUMANE, & SECURE PRISONSReview contingency, and resilience planning and practice to ensure it is fit for purpose for a 21st Century prison service

Q3 OD/S&I/CS

OPERATING STANDARDS & CONSISTENCY

OF DELIVERY

Develop opportunities to improve records management and information security requests, and SPSO/SIC/ICO complaints handling to create positive outcomes, and shared learning

On-

going

OD/OCE/CS

Review and rationalise SPS Operating Standards for specific population groups to improve consistency of service across prisons

Review the existing PRL system, make recommendations and publish a strategy for the development, and implementation of policy and practice to improve service delivery

Improve consistency, access to services, and assurance of delivery standards across the SPS estate, taking into account revised HMCIP Standards

Q4

Q4

Q4

OD

OD/S&I/CS

OD/CS

OPERATING STANDARDS & CONSISTENCY OF DELIVERYCarry out and take forward outcomes from Establishment Quarterly Business Reviews to improve operational efficiency and effectiveness

On-

going

OD/S&I/CS

Implement agreed actions arising from Her Majesty’s Inspection of Prisons to ensure service improvements, and support the start-up of a new prison monitoring arrangement

Q3 OD

OUTCOME: OUR GOVERNANCE APPROACH ACCORDS WITH THE PRINCIPLES PUBLISHED BY CIPFA (SCOTLAND)

PLANNING & PERFORMANCE

PLANNING AND PERFORMANCEContinue to build the approach to annual planning, and performance monitoring to improve corporate delivery

all Qs

S&I/OD/CS/OCE


FINANCE, LEGAL &

BUSINESS SERVICES

Provide support and guidance to SPS to ensure adherence to finance policy and procedures, and to maintain the integrity of the data to meet statutory reporting requirements

OCE

FINANCE:Provide monthly reporting to Scottish Government, bi-monthly reporting to the SPS Advisory Board, and the preparation of Statutory Annual Accounts to ensure effective financial management and best value

AllQs

AllQs

OCE/S&I/OD/CS

Prepare options for the future management of centralised services to ensure prison service contracts are fit for purpose, and provide public value

Assure that major prison service contracts provide value for money, and that options are brought forward timeously for the management and consistency of these services where future tendering decisions, and activity will be required

Deliver revised canteen arrangements for prisoners to improve efficiency and effectiveness

Q4

Q3

Q2

CS

OD/CS

OD/CS

PROCUREMENT:Plan and deliver a range of contract development activities, and manage contracts to improve performance

CS/OD/S&I

Seek planning permission for HMP Highland, and identify a site for HMP Glasgow to provide fit-for-purpose prisons for the 21st century

CS/OD

Deliver the annual approved Carbon Management Strategy target to meet Scottish Government targets

CS/OD

INFORMATION SYSTEMS SERVICE:Implement increased adoption of technology through the digital strategy to enable organisational efficiency and the freeing up of staff for greater engagement with offenders

On-

going

On-

going

CS/OD

Develop and publish an information management strategy to enable the organisation to meet the requirements of SPS Partners

CS/OCE

Q4

Q1

Q3

LEGAL SERVICES:Implement agreed standards of service for victims following consultation with criminal justice agencies and victim organisations, and engage externally on wider victim’s policy to monitor and evaluate the extent to which the needs of victims are being met by the Victim Notification Scheme

Q3 OCE

Q2Agree a process for sentencing issues with Scottish Government, the Crown Office Procurator Fiscal Services, and Scottish Courts Service to ensure consistency

Carry out legal trends and risk mitigation activities; proactively capturing lessons learned to avoid legal challenge, and to ensure compliance

Continue to develop and deliver court and agents services using digital media to support Justice efficiency

Develop efficient processes for tackling illegal use of mobile phones from prison to maximise the benefit of new signal denial technology

Manage and respond to requests under the Freedom of information act, Data Protection Act, and publish information proactively to provide openness and transparency

Q4

OCE

CS/OD

OD/CS

OCE/OD/S&I/CS

OCE/OD/S&I/CS

Aligned to the Estates strategy, seek planning permission for HMP Highland, and identify a potential site for HMP Glasgow; as well as concluding the disposal of surplus land for HMP Aberdeen and HMP Edinburgh

CS/OD

ESTATES:Operate an Estates Gateway Review process to ensure effective project risk management

Q4 CS

Review the Strategy, and compliance processes and procedures for estates to ensure consistency, and to meet the requirements of the Population Management Strategy

CS/OD

Review and adopt legislative and statutory requirements within Estates to ensure compliance, assurance and improve operational effectiveness.

CS

Tender and launch a computerised maintenance management system to improve efficiency and effectiveness

CS/OD

Q4

Q3

Q4

Q1

On-

going

On-

going

On-

going


DEVELOPING A PERSON-CENTRED,

ASSET-BASED APPROACH

OUTCOME: OUR PRISONERS BELIEVE THEY ARE EMPOWERED TO BUILD ON THEIR ASSETS, AND HAVE AMBITION FOR THE FUTURE

POPULATION MANAGEMENT

In partnership with Scottish Government develop a new approach to the custodial care for women including the creation of smaller regional, and community-based custodial facilities

Take forward the strategy for young people to ensure each young person has an individualised plan

Assure the regime development and staffing arrangements at HM Prison & YOI Grampian to bring the establishment to full operation

Develop and implement the Population Management Strategy to enable more effective management across the service of the general population, and specific groups, such as sex offenders

Q4

Q4

Q3

Q3 OD/S&I

OCE/OD/S&I/CS

OCE/OD/S&I/CS

OD/S&I

HEALTH AND WELLBEING

Review the Suicide Risk Management Strategy (ACT2Care) in collaboration with key stakeholders to develop and implement a refreshed strategy

Implement the Better Health, Better Lives Framework for offenders held in custody, and work collaboratively with partners to extend the framework to include offenders in the wider community

Develop and implement a policy on Adult Support and Protection to support and protect prisoners who are unable to safeguard themselves, their property and their rights

Implement the SPS Strategy Framework for Spiritual Care, Religion and Belief and the Audit and Assurance Process. Expand the Framework to include the development of a Bereavement Care Strategy

Conduct a comprehensive social care needs assessment, and develop a strategy for the management of prisoners with social care needs to improve services for prisoners

Q2

Q3

Q4

Q2

Q3 S&I/OD

S&I/OD

S&I/OD

S&I/OD

S&I/OD

SAFER COMMUNITIES Develop a strategy for Violence Against Women to meet priorities set out in the

Scottish Government’s Violence Against Women strategy ‘Equally Safe’

Implement the extension to MAPPA, revise procedures, and carry out staff training to meet legislative requirements, and improve the system

Q2

S&I/OD/CS

S&I/OD

Develop and implement a lifetime management of offenders policy for prisoners who are involved in serious and organised crime to minimise risk

Q4 OD

Q3

Develop, publish and implement an anti-bullying strategy as part of the wider community safety activity to ensure preventative and curative measures are in place to support prisoners

Deliver a complementary strategy for protecting public resource in SPS to prevent fraud, bribery, and corruption

Q2

Q4

S&I/OD/CS

OD/CS/OCE

Develop SPS response and operational guidance to support the refresh of the National Serious Organised Crime Strategy ‘Letting our Communities Flourish’

Q4 OD/CS

Plan and deliver a range of enterprise and employability arrangements to provide work based activities to offenders

Develop and implement an Offender Learning Strategy in collaboration with partners, including a review of library provision, arts, family learning centres, and life skills, to maximise learning opportunities that support progression, and successful community re-integration

Develop a new holistic Family Strategy with a ‘family-focused’, and assets based approach to recognise, and reinforce families’ capabilities, and places the values of ‘Getting it Right for Every Child’ at the heart of policy

Develop and deliver the outputs associated and linked to the Purposeful Activity Review; specifically the individual products which deliver the 131 recommendations accepted by the SPS Board

Develop and publish proposals for the development of a corporate case management system( including technology options appraisals) to provide a fit for purpose technology solution

Implement a second stage pilot in three Forth Valley prison establishments to provide a systematic screening procedure leading to individual learning plans that will identify, and support prisoners with specific learning difficulties, and disabilities

On- going

Q3

Q1

Q4

Q1

S&I/OD/CS/OCE

OD/S&I/CS

S&I/OD

S&I/CS/OD

S&I/OD/CS

S&I/OD

Review and develop case management systems for all prisoners, and ensure the availability of more effective interventions that are in line with the ambitions of the organisation

Implement Offender Learning and Skills contract extension and develop a specification for the new generation Offender Learning and Skills contract to meet identified population needs prior to delivery of agreed outcomes in 2016/2017

Develop and implement a Throughcare Strategy for Scotland in collaboration with our partners to support prisoner community re-integration

Q4

On- going

Q2

S&I/OD/CS

S&I/OD/CS

S&I/OD/CS

On-going

OFFENDER OUTCOMES & PURPOSEFUL

ACTIVITY

KEY Directorate AbbreviationCorporate Services CS Operations Directorate OD Strategy & Innovation S&I Office of the Chief Executive OCENote: Lead directorate is highlighted in bold, followed by support directorates.

Integrate the revised Parole process in conjunction with SG Parole Change project by contributing to the joint development of a handbook and guidance, training and roll out of training

Q4 S&I/OD/CS

BECOMING A LEARNING

ORGANISATION PROMOTING PUBLIC CONFIDENCE IN SPSOUTCOME: OUR PERFORMANCE IS SHAPED BY RESEARCH AND REFLECTIVE PRACTICE

OUTCOME: OUR AMBITIONS FOR THE LIVES OF THOSE IN OUR CARE IS UNDERSTOOD BY THE PUBLIC AND STAKEHOLDERS

Building on existing research and policy development, develop a clear vision, and route map to implement the 21st Century Prison Officer as the basis for people, policy and systems development

Q1 S&I/CS/OD/OCE

Develop and publish innovation and strategy frameworks to support the development of new approaches, and good practice, and its wider embedding across the organisation

Q2 S&I

STRATEGY AND POLICY

RESEARCH AND GOOD PRACTICE

Implement the Research Strategy and Programme to inform policy and strategy On-

going

S&I/OD


Build, maintain and effectively manage our relationships with an extensive range of partners and stakeholders including the Media, Scottish Government and other Statutory Bodies to enhance their understanding of SPS’ approach, and ensure consistency in terms of message and approach.

On-

going

OCE/OD/S&I/CS

COMMUNICATIONS, MARKETING & PUBLIC

AFFAIRS

Lead all communications and marketing related activities to increase public understanding and awareness

Organise a range of events in prisons to encourage public and community access to increase knowledge, and understanding of our new approach to service delivery and the role of the community

On-

going

On-

going

OCE/OD/S&I/CS

OCE/OD/S&I/CS



OUTCOME: OUR COLLABORATION WITH PARTNERS ENABLE THE CO-PRODUCTION OF SERVICES FOR PRISONERS

DEVELOPING A COLLABORATIVE

OUTCOMEFOCUS

PARTNERSHIP COLLABORATION Finalise and implement a new Partnership strategy and stakeholder management toolkit to improve engagement

Q1 S&I/OD

Work with Scottish Government to review, and improve the current Directory of Interventions to support better local partnership working

Q2 S&I/OD

Agree specific protocols with key partners in social work services, and the third sector to build on the current Service Level Agreement, and PDI arrangements

Q3 S&I/OD/CS

Work with key partners to continue to improve Community Justice Outcomes, and develop the new model for Community Justice through Community Planning Partnerships

All Qs

S&I

PARTNERSHIP COLLABORATION

Design and implement a proactive engagement strategy to increase public awareness, understanding, and confidence in our Service and our work with partners in the community.

On-

going

OCE/OD/S&I

Organise a range of events in prisons to encourage public and community access to increase knowledge and understanding of our new approach to service delivery, and the role of the community

On-

going

OD/OCE/CS

PUBLIC ENGAGEMENT AND

AWARENESS

PERFORMANCEWe will monitor our performance on a quarterly basis to ensure delivery of our commitments, and will provide regular reports to the SPS Advisory Board. During this year we will review our Key Performance Indicators (KPIs), and Service Indicators (SIs) recognising the need to update our current indicators, and develop new ones taking into account the need to demonstrate delivery of our new strategy, and the impact on the way we deliver services to prisoners.

BUDGETThe current expenditure budget provides funding to cover expenditure associated with operating the prison system (both publicly and privately managed prisons), the provision of Court Custody and Prisoner Escort Service on behalf of Scottish Courts, Scottish Police, and the wider justice systems. The capital budget provides funding to cover expenditure associated with managing the capital elements of the Scottish Prison Service and its estate.

£m

Current expenditure 356.2

Capital spending 40.0

Total 396.2

OUR ANNUAL BUDGET FOR 2015/16:


INVESTING IN SPS PEOPLE

OUTCOME: OUR PEOPLE ARE MOTIVATED AND HIGHLY SKILLED, AND OUR HR PRACTICES SUPPORT THE DELIVERY OF A PROGRESSIVE PRISON SERVICE


HUMAN RESOURCES

Review HR policies and align with the eHR implementation plan to improve HR effectiveness

Implement the outcomes of the staff survey to improve staff engagement and satisfaction

Develop and implement a workforce planning process to ensure the right people are in the right place at the right time

HUMAN RESOURCESReview Organisational roles and structures to lay the foundations for the new and extended organisation

Q4(Year 1 of 2)

Q1

Q4

Q4(Year 1 of 2)

OD/CSS&I/OCE

CS/OD

CS/OD/S&I OCE

CS/OD/S&I

Update the TUS partnership agreement to reflect the present day position Q1 CS/OD

LEARNING AND DEVELOPMENT

Map staff knowledge and skills linked to continuing professional development to ensure the right people have the right skills at the right time

LEARNING & DEVELOPMENT Review local training and delivery plans to meet the needs of operational and non-operational staff

Q4

CS/OD

CS/OD/S&I

Develop and launch an approach for professional development, and up-skilling for staff to develop specialist skills including work with women and young people

Q4 CS/OD/S&I

Q1

LEADERSHIPDevelop and implement SPS wide behaviours that supports continuous improvement to deliver the transformational change

LEADERSHIPAgree the leadership ethos, and develop a leadership skills framework to improve management and leadership effectiveness

Q4(Year 1 of 2)

OD/CSS&I/OCE

CS/OD/S&I OCE

Work with Governors and senior managers to ensure the ‘Executive’ function of SPS, by its actions and teamwork, promotes the culture and behaviour to support delivery of the new Vision

Q4 OD/CSS&I/OCE

Q3


NATIONAL PERFORMANCE FRAMEWORKTHE GOVERNMENT’S PURPOSE

To focus government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth

HIGH LEVEL TARGETS RELATING TO THE PURPOSE

Growth Productivity Participation Population Solidarity Cohesion Sustainability

STRATEGIC OBJECTIVES

WEALTHIER & FAIRER SMARTER HEALTHIER SAFER & STRONGER GREENER

NAT

ION

AL

OU

TCO

MES

We live in a Scotland that is the most attractive place for doing business in Europe

NAT

ION

AL O

UTC

OM

ES

We realise our full economic potential with more and better employment opportunities for our people

We are better educated, more skilled and more successful, renowned for our research and innovation

Our children have the best start in life and are ready to succeed

We live longer, healthier lives

We have tackled the significant inequalities in Scottish society

We have improved the life chances for children, young people and families at risk


We live in well-designed, sustainable places where we are able to access the amenities and services we need

We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others

We value and enjoy our built and natural environment and protect it and enhance it for future generations

We take pride in a strong, fair and inclusive national identity

We reduce the local and global environmental impact of our consumption and production

Our people are able to maintain their independence as they get older and are able to access appropriate support when they need it

Our public services are high quality, continually improving, efficient and responsive to local people’s needs

SCOTTISH PRISON SERVICE PERFORMANCE MODEL 2015/16

SCOTTISH GOVERNMENT

To focus government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth

JUSTICE STRATEGY FOR SCOTLAND

VISION Our vision is a justice service that contributes positively to a flourishing Scotland, helping to create an inclusive and respectful society in which all people and communities live in safety and security, individual and collective rights are supported and disputes are resolved fairly and swiftly

NATIONAL OUTCOMES


We have strong resilient and supportive communities where people take responsibility for their own actions and how they affect others

Our public services are high quality, continually improving, efficient and responsive to local people’s needs

JUSTICE OUTCOMES

We experience low levels of crime

We experience low levels of fear, alarm and distress

We are at low risk of unintentional harm

Our people and communities support and respect each other, exercising both their rights and responsibilities

We have high levels of confidence in justice institutions and processes

Our institutions and process are effective and efficient

Our public services respect the rights and voices of users

Our public services are fair and accessible

PRIORITIES Reducing crime, particularly violent and serious organised crime

Reducing re-offending

Tackling hate and crime and sectarianism

Enhancing efficiency Supporting victims and witnesses

Widening access to justice and advancing law reform

Reducing the damaging impacts of drug and alcohol problems

Preventing offending by young people

Reducing the harm from first and other emergencies

Increasing public confidence and reducing fear and crime

Strengthening community engagement and resilience

Transforming civil and administrative justice

SPS STRATEGY Help build a safer Scotland – Unlocking Potential – Transforming Lives

MISSION Providing services that help to transform the lives of people in our care so that they can fulfil their potential and become responsible citizens

STRATEGIC PRIORITIES

Investing in SPS people

Our people are motivated and highly skilled, and our HR practices support the delivery of a progressive prison service

Delivering effective and efficient services

Our governance approach accords with the principles published by CIPFA (Scotland)

Developing a collaborative outcome focus

Our collaboration with partners enable the co-production of services for prisoners

Developing a person-centred, asset-based approach

Our prisoners believe they are empowered to build on their assets and have ambition for the futures

Becoming a learning organisation

Our performance is shaped by research and reflective practice

OUTCOMES

Promoting public confidence in SPS

Our ambitions for the lives of those in our care are understood by the public and stakeholders

PURPOSE

VISION

Embedding the new vision

© Crown Copyright 2015This document is also available from our website www.sps.gov.ukProduced for Scottish Prison Service by APS Group Scotland, March 2015

Documents

ANNUAL DELIVERY PLAN 2015/16 - Scottish Prison Service ANNUAL DELIVERY PLAN 2015/16 | 01 INTRODUCTION I am pleased to introduce the Scottish Prison Service’s (SPS) Annual Delivery