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HM Inspectorate of Prosecution: strategic plan 2022 to 2025

Strategic plan for HM Inspectorate of Prosecution in Scotland covering the period 2022 to 2025.

This document is part of a collection


Strategic objectives

In 2022-25, we will focus on five strategic objectives:

  • We will inspect the operation of COPFS and report publicly
  • We will increase awareness of and engagement and confidence in our inspection activity
  • We will enhance our organisational resilience and invest in our people
  • We will invest in our own continuous improvement
  • We will work with our partners to maximise the impact of our work

To support the delivery of our objectives, we have identified specific actions which will be taken forward over the next three years. We will monitor delivery of the actions and the overarching objectives.

(1) We will inspect the operation of COPFS and report publicly

  • We will deliver high quality, evidence based assessments of the operation of COPFS
  • We will highlight what works well and areas of effective practice, as well as noting areas for improvement and recommendations
  • We will report our findings publicly and in a clear and compelling way
  • We will focus our inspection activity on those areas of greatest risk and which will add the greatest value
  • We will request action plans in response to our recommendations, monitor progress and carry out follow up inspections where necessary
  • We will deliver our work in a way that is consistent with our values

(2) We will increase awareness of and engagement and confidence in our inspection activity

  • We will promote transparency and engagement in our work by publishing terms of reference for our scrutiny activity as well as information about our inspection framework and methodology
  • We will finalise our user focus strategy, ensuring this approach is embedded in our work
  • We will build our networks both within and outwith COPFS, ensuring that our scrutiny activity is informed by effective engagement and to expand our sphere of influence
  • We will increase awareness of our work and our status as an independent body by creating a standalone inspectorate website, increasing our use of social media and adopting a more consistent approach to branding

(3) We will enhance our organisational resilience and invest in our people

  • We will review our staffing model to ensure we have sufficient organisational capacity to deliver our inspection programme
  • We will build resilience and stability in our staffing model, while continuing to encourage secondments so that our work is informed by current expertise in and experience of service delivery
  • We will continue to invest in the professional and personal development of all staff and enhance induction processes for new staff, ensuring that all have the necessary skills, knowledge and support to carry out their roles effectively
  • We will identify and move to new office accommodation and further develop our approach to hybrid working

(4) We will invest in our own continuous improvement

  • We will keep our inspection framework and methodology under review, ensuring they are fit for purpose
  • We will review the way in which our inspection programme is developed and consider how it can be better informed by stakeholder consultation
  • We will keep our strategic plan and our objectives under review, and monitor progress against the underpinning actions
  • We will seek feedback on our work and act on suggestions for development and improvement
  • We will continue to achieve value for money and deliver our work within our allocated budget
  • We will take active steps to minimise our impact on the environment and to work in a more sustainable way

(5) We will work with our partners to maximise the impact of our work

  • We will develop effective working relationships with partners and stakeholders to gather information and harness expertise
  • Recognising that effective public services cannot be delivered in isolation, we will work with our scrutiny partners to maximise the impact of our work and focus more sharply on an individual's journey through the criminal justice system
  • We will share information with our scrutiny partners and others to better identify areas of risk and highlight effective practice
  • We will identify joint training and development opportunities for staff, to share expertise and ensure value for money

Contact

Email: carolyn.sharp@gov.scot

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