2009-12

2009-10

corporate planbusiness plan

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Foreword by the Chief Inspector of Criminal Justice in Northern Ireland 2

Part One: Corporate Plan

The Criminal Justice System 6

The role of CJI 7

Remit of CJI 9

Corporate vision, values and mission 10

Method of working 12

Organisational development 14

Objectives for the Corporate Planning period 16

Inspection programme 2009-10 and 2010-12 17

Communication 19

Finance 21

Corporate Governance 22

How we work 24

Part Two: Business Plan

Objectives and targets 26

Inspection Programme 28

Engagement with other Inspectorates 30

Budget and staffing 31

Risk management within CJI 32

Contents

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THIS PUBLICATION contains Criminal JusticeInspection Northern Ireland’s (CJI’s) CorporatePlan which provides a broad strategic look overthe next three years together with its BusinessPlan for 2009-10.

The Business Plan sets out more precisely theobjectives and targets for the year, and theresources which CJI proposes to deploy toachieve them.

CJI has not developed its plans in isolation.We have consulted extensively with theagencies of the criminal justice system andother stakeholders. The Inspectorate’sStakeholder Conference in January 2009 gaveclear feedback on our proposals for the workprogramme, and contributed a number of newsuggestions for thematic work.

In formulating our plans, we have alsoconsidered the challenges facing the justicesystem over the next three years. Lookingahead over the life of this Corporate Plan,the possible introduction of the devolution ofpolicing and criminal justice matters will meanan entirely new phase in the development of thecriminal justice system.

It seems to me that the challenges facing thecriminal justice organisations will come from atleast three areas. They are well rehearsed andcomprise the often conflicting challengespresented by the pressures of increased localaccountability, managing organisational change,and ensuring that standards and practice inservice delivery remain best in class.

In developing our Corporate Plan we haveadopted a thematic approach to inspectionthat, over the life of the document, attempts todraw conclusions that can support Ministersand the wider community, in understanding theworkings of the criminal justice system and itsimpact on victims and witnesses, young peopleand children, prisoners and detainees. We aimto look at the linkages between the criminaljustice system and devolved departments inthe delivery of justice services.

Under a devolved administration, there is nodoubt that all criminal justice organisations willcome under increasing and relentless scrutiny.This is no bad thing, particularly in NorthernIreland where the criminal justice system hasbeen a contested space for so long. It doesmean however, that the type of independent

Foreword by theChief Inspector ofCriminal Justice

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relates to the funds available for communitypolicing, prison reform, or the resources givenfor the resettlement and rehabilitation ofoffenders. We cannot have a criminal justicesystem that is resourced for the past andexpect it to deliver against the communityexpectations of the future. To do so will notbuild a justice system that everyone can haveconfidence in.

A robust, independent, inspection process isfundamental to furthering public confidencein the criminal justice system. To do that, weneed to widen the audience to ensure that ourreports – while keeping the core of what they dowell – have a resonance beyond the operationalpriorities of individual agencies. They are notjust technical documents written for the chosenfew, but offer a wider commentary on theeffectiveness and efficiency of the system.

As an organisation, CJI also plans to build onthe good work that has been completed todate in further developing our approach toinspection. Through implementing a morestructured approach to inspection, thedevelopment of staff, and partnership working

with other criminal justice inspection bodies,we have set out a challenging organisationalagenda over the period of the Corporate Plan.

The Inspectorate is committed to working withjustice organisations to provide an honest andindependent reflection of the strengths andweaknesses of the justice system, highlightingareas of good practice and providing a basisupon which a shared improvement agenda canbe implemented moving forward.

We are committed to working withorganisations to assist with performanceimprovement and further develop confidencein the criminal justice system.

Dr Michael MaguireChief Inspector of Criminal Justicein Northern Ireland

scrutiny provided by CJI will attract even moreattention.

Standards and practices are constantlychanging. What might have been regardedas good practice 10 years ago may be verydifferent now. The development of localaccountability may well open up a debate onthe type of criminal justice system we want inthe future.

CJI is the only unified inspection body in theUnited Kingdom. This puts us in a uniqueposition to identify the issues that are commonto some or all agencies, and to promote inter-organisational good practice. The question ofhow long should it take from arrest toprosecution and sentence can only be resolvedby looking across the criminal justice system.Similarly, how should victims be treated cutsacross all bodies from police and prosecution tocourts and prisons.

As we move forward, I think it is right that wecontinue to challenge the legacy of the past andthe role it plays in determining how services aredelivered today and in the future – whether this

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PART ONE:corporateplan

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The CriminalJustice System

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The Government’s AimThe overall aim of the UK Government inNorthern Ireland is “to build and maintain a safe,peaceful and prosperous society as envisagedin the 1998 Agreement within which devolvedgovernment is operating on a stable basis, therights and identities of all traditions in NorthernIreland are respected and safeguarded, andthere is confidence in public institutions.”

The criminal justice system in Northern Ireland ismade up of seven main statutory agencies.They are:

• Northern Ireland Court Service (NICtS);

• Northern Ireland Office (NIO);

• Northern Ireland Prison Service (NIPS);

• Police Service of Northern Ireland (PSNI);

• Probation Board for Northern Ireland (PBNI);

• Public Prosecution Service for NorthernIreland (PPS); and

• Youth Justice Agency (YJA).

The purpose of the criminal justice systemis to support the administration of justice, tocontribute to the reduction of crime, the fear ofcrime, and to ensure that criminal law is keptup to date. It does this by investigating crimes,bringing those responsible to justice, helpingthe victims of crime, rehabilitating offendersafter their punishment, and increasing levelsof community safety and cohesion.

In so far as the criminal justice system isconcerned, the Government’s aim is to:

• manage offenders securely, safely andhumanely;

• deliver an independent, fair and effectivecriminal justice system which supports andprotects the community;

• work with the PSNI and other policingpartners to deliver effective and accountablepolicing services that can secure theconfidence of the whole community; and

• deliver value for money and to live withinavailable funding.

The role of CJI

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CRIMINAL JUSTICE Inspection Northern Ireland(CJI) was established as an Executive Non-Departmental Public Body (NDPB) by theSecretary of State for Northern Ireland with theappointment of the Chief Inspector on 4 August2003. CJI does not carry out its functions onbehalf of the Crown. CJI’s overall aims,objectives and targets support the NorthernIreland Office’s wider strategic aims and itscurrent Public Service Agreement (PSA) withHM Treasury. The current Chief Inspector wasappointed on 1 September 2008.

CJI contributes to the Government’s aims byimproving public confidence in the criminaljustice system. It will do so by assisting thecriminal justice agencies in Northern Ireland tobecome more efficient and effective, and byensuring that they are being fair and equitablein all their policies and operations.

CJI’s formal accountability is to the Secretaryof State for Northern Ireland. It is howeveranticipated that this accountability wouldtransfer under devolution to the Minister forJustice and a Justice Department.

The objectives of CJI are to:

• promote efficiency and effectiveness throughassessment and inspection to facilitateperformance improvement;

• provide an independent assessment toMinisters and the wider community on theworking of the criminal justice system;

• provide independent scrutiny of theconditions for and treatment of, users of thecriminal justice system, in particular victimsand witnesses, children and young people,prisoners and detainees; and

• work in partnership to deliver a high quality,independent and impartial inspectionprogramme.

To achieve these objectives, the Chief Inspectorwill:• ensure the inspection of the main agencies

of the criminal justice system in NorthernIreland;

• conduct cross-cutting thematic reviews ofsubjects which involve more than oneagency;

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• determine CJI’s programme of inspectionand action plan/inspection follow-up reviewseach year in consultation with the Secretaryof State and the Attorney General;

• present inspection reports to the Secretary ofState and on the devolution of Policing andCriminal Justice matters, to the JusticeMinister;

• publish an Annual Report of CJI’s activities;and

• employ a small number of appropriatelyqualified and experienced Inspectors andseek expert assistance from other inspectionagencies as necessary.

Remit of CJI

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CJI has a remit to inspect all the organisationsand bodies listed below. Under the Justice(Northern Ireland) Act 2002 and the Justiceand Security (Northern Ireland) Act 2007, CJI isrequired to inspect the following organisationsand bodies, unless it is satisfied that they aresubject to a satisfactory existing inspectionregime1.

Key criminal justice organisations andbodies

• Police Service of Northern Ireland;

• Forensic Science Northern Ireland;

• State Pathologist’s Department;

• Public Prosecution Service for NorthernIreland;

• Probation Board for Northern Ireland;

• Northern Ireland Prison Service;

• Youth Justice Agency;

• Police Ombudsman for Northern Ireland;

• Northern Ireland Court Service;

• Legal Services Commission;

• Parole Commissioners for Northern Ireland;

Other organisations and bodiesinspected by CJI

• Department of Health, Social Servicesand Public Safety;

• Compensation Agency;

• Northern Ireland Child Maintenance andEnforcement Division;

• Health and Social Services Board and Trusts;

• Department of Enterprise, Trade andInvestment;

• Department of the Environment;

• Health and Safety Executive;

• Northern Ireland Tourist Board;

• Northern Ireland Social Security Agency;

• Royal Mail Group;

• Belfast International Airport Ltd;

• Belfast Harbour Commissioners;

• Larne Harbour Ltd;

• Community-Based Restorative JusticeSchemes; and

• Probation and Bail Hostels (ApprovedPremises).

1 This provision means that CJI has to work co-operatively with HM Inspectorate ofConstabulary in relation to the inspection of the Police Service of Northern Ireland.

Corporate vision,values and mission

A justice system that can do these thingsis the foundation for a peaceful and cohesivecommunity and is a prerequisite for health andprosperity.

That vision requires the collaboration of all theagencies of the criminal justice system, thevoluntary sector and political and community-based organisations to bring it about. CJIcontributes to it by conducting inspections ofindividual agencies and cross-cutting thematicreviews of aspects of the criminal justicesystem.

ValuesThe Inspectorate’s values are summed up as:

• independence;

• impartiality;

• honesty;

• integrity;

• respect;

• openness; and

• robustness.

CJI was established as an organisation legallyseparate from the Northern Ireland Office toprovide independent scrutiny of the criminaljustice system. It is central to the work of CJIthat it conducts inspections with honesty andimpartiality, basing its findings upon evidence.It encourages self-assessment withinorganisations and works in a non-adversarial,consultative and interactive way.

VisionCJI’s vision is summed up as ‘a better justicesystem for all’.

By that we mean a criminal justice system thatworks smoothly and efficiently, protectingeveryone, working to reduce crime and helpingto put offenders back on the right track so thatthey will not offend again. It also means asystem that does all these things with absolutefairness, promotes equality and human rightsand is responsive to the real concerns of thecommunity.

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MissionCJI’s mission is to work closely with theinspected agencies in a professional andmature way. We will maintain our robustnessand independence by producing relevant,respected inspection reports that add value tothe criminal justice system and enhance thepublic’s experience of contact with every partof the criminal justice system.

We will achieve our mission by:

• maintaining our values at all times;

• communicating clearly and frankly;

• listening to all interested parties;

• identifying and communicating good practice;

• producing enabling, balanced, objectivereports;

• taking account of sensitive issues;

• providing a supportive work environmentthat reflects our values; and

• pursuing excellence.

The Inspectorate publishes all its reports andmakes all its papers freely available, subject tothe normal exceptions for security and personalinformation.

Method ofworking

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managers share the common aim ofimprovement.

Inspections conducted by CJI fully reflect theCabinet Office principles for the inspection ofpublic services to:

• pursue the purpose of inspection;

• focus on outcomes;

• take a user perspective;

• be proportionate to risk;

• encourage self-assessment by managers;

• use impartial evidence wherever possible;

• disclose the criteria used for judgment;

• be open about the processes involved;

• have regard to value for money, includingthat of the inspecting body; and

• continually learn from experience.

Each inspection involves seeking the views ofthe agency’s partners in the criminal justicesystem and the community on the agency’sperformance. This is followed by inviting theagency itself, where appropriate, to self-assess

THE AIM of all CJI’s activities is improvement.Inspection processes examine organisations forstrengths and areas for improvement. It maymake recommendations designed to help anorganisation to improve in any aspect of itsperformance.

CJI will do this in two stages by:

• collecting data in advance, and formingprovisional judgments as to the strengths andweaknesses of the organisation; and

• testing those judgments in the inspection,finalising them and turning them, whereappropriate, into recommendations.

CJI does not believe that the most productiveway to promote improvement is by ‘naming andshaming’ agencies. There may be occasionswhen the work of an agency is of such a poorstandard and when it shows neither the will, northe capacity to improve, that the Inspectoratewould have no option but to state publicly thatthe position was unacceptable. But most of thetime, CJI will work in partnership with theagencies it inspects, on the basis that their

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against the inspection criteria identified in theTerms of Reference, identifying as honestly aspossible, its own strengths and weaknesses –not to be used against it, but as a token of itscommitment to inspection as an aid toimprovement. The aim of self-assessment is tointernalise within agencies the drive towardsimprovement. The development of a capacityfor rigorous and perceptive self-criticism amongthe management of the agencies, isfundamental from that point of view.

Working in partnershipCJI RECOGNISES the legitimate interest ofother professional and institutional stakeholders.The agencies of the criminal justice systemare themselves stakeholders in CJI, as aremembers of the legal profession and academicsworking in relevant fields. A wide range ofvoluntary and community organisations areeither involved with the criminal justice systemin some way, or at any rate have a close andcontinuing interest in it. CJI aims to maintaincontact with all these groups2.

CJI has by statute a close relationship withHM Inspectorates of Constabulary, Prisons,Probation and the Crown Prosecution Service.It also works with HM Inspectorate of CourtAdministration, the Education and TrainingInspectorate (Northern Ireland), the Regulationand Quality Improvement Authority (NorthernIreland), the Northern Ireland Human RightsCommission and the Commissioner for Childrenand Young People in Northern Ireland. All ofthese are significant partners and stakeholdersin CJI. A large number of the inspections andreviews proposed in the Corporate Plan willinvolve partner Inspectorates.

Following the NIO-commissioned ‘Light TouchReview’ of Criminal Justice Inspection carriedout by John Hunter in 2008, the Inspectorate isin the process of developing and agreeingprotocols with each of the main criminal justiceagencies. Protocols and Service LevelAgreements are also being agreed with theNorthern Ireland Audit Office, the Educationand Training Inspectorate, the Regulation andQuality Improvement Authority, and HMInspectorate of Prisons.

The Chief Inspector is actively encouragingsecondment opportunities from both thecriminal justice agencies and other oversightbodies.

The Chief Inspector has also conveneda meeting of the main inspection andoversight bodies in Northern Ireland toensure co-ordination of activities in respectof the criminal justice agencies.

2 See Communication on page 19

Organisationaldevelopment

The men and women who work for theInspectorate are CJI’s most valuable asset.To this end, the Chief Inspector and DeputyChief Inspector are committed to providing aharmonious working environment, whereindividual needs are an organisational priorityand where personal self-development isencouraged. All staff members have a part toplay in helping set the standards and futuredirection of the Inspectorate and to this end,general staff meetings are held on a monthlybasis.

CJI is committed to developing each memberof staff so that all reach their potential. Thestaff appraisal process is the principle meansof identifying appropriate developmentalopportunities through training courses,attendance at conferences and seminars,secondment opportunities or participation injoint inspection work.

CJI also makes use of staff seconded fromother Inspectorates, consultants and stand-byInspectors as and when required. Unless therewas a sustained and substantial increase in theworkload, it will aim to cover any increase in

CJI comprises the following staff:

• Chief Inspector;

• Deputy Chief Inspector and Chief Executive(Accounting Officer);

• Seven Inspectors;

• Two Inspection Support Officers;

• Media and Communications Officer;

• IT Systems Administrator;

• Business Support Officer;

• Personal Assistant; and

• Administrative Support Officer.

As we approach the devolution of Policing andCriminal Justice matters, the staffing levels ofthe Inspectorate will be kept under constantreview.

All of the staff of CJI, including the ChiefInspector and Deputy Chief Inspector, wererecruited externally through open competition.Staff are employed on terms and conditionsbased on those of the Northern Ireland CivilService with some small modifications.

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demand by calling on these external resourcesand by reprioritising and rescheduling work.

In 2008 John Hunter conducted a ‘Light TouchReview’ of CJI. The recommendations focusedon CJI’s need to:

• develop a more strategic relationship withthe NIO;

• improve communications between theInspectorate and other inspection bodies;

• develop a more structured relationshipbetween CJI and the organisations subjectto inspection; and

• develop the working practices of theInspectorate.

Following extensive internal debate a number ofworking groups within the Inspectorate havebeen established to move the agenda forward.

Objectives for theCorporate

Planning period

These objectives will be achieved through the:

• delivery of the programme of plannedinspections, action plan/inspection follow-upreviews;

• delivery of additional inspections or reviewsrequested by the Minister;

• publication of the inspection reports;

• completion of all planned actionplan/inspection follow-up reviews;

• delivery of a new communications strategy;

• delivery of high quality information to allstakeholders with an interest in criminaljustice matters;

• establishment of protocols, memorandum ofunderstandings and service level agreementswith other Inspectorate bodies;

• completion of protocols with the maincriminal justice agencies; and

• achievement of ISO 9000 and Investors inPeople (IiP) accreditation and introduction ofnew management process.

In this planning period (2009-12) CJI will:

• promote efficiency and effectiveness throughassessment and inspection to facilitateperformance improvement;

• provide assurance to Ministers and thepublic, on the working of the criminal justicesystem;

• provide independent scrutiny of theconditions for and treatment of prisoners;

• contribute to the overall effectiveness of thecriminal justice system through thematicinspections;

• improve communications between CJI andother inspection bodies including thedevelopment of protocols, memorandum ofunderstandings and service level agreements;

• develop a more structured relationshipbetween CJI and the organisations subject toinspection through the establishment ofprotocols, memorandum of understandingsand service level agreements; and

• develop the working practices of theInspectorate by achieving external validationof CJI work through ISO 9000, Investors inPeople (IiP) accreditation and a newinspection management process.

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Inspectionprogramme

2009-10 and2010-12

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Inspection programme2009-10

PSNI

• An evaluation of the PSNI Training Strategy;

• an inspection of Customer Service within thePSNI; and

• an inspection of PSNI Public Protection Units.

NIPS

• An inspection of Magilligan Prison;

• an inspection to assess how vulnerableprisoners are treated; and

• an inspection of NIPS CorporateGovernance.

PPS• An inspection of PPS Corporate Governance.

Other

• An evaluation of the West Belfast CommunitySafety Forum;

• unannounced inspections of ApprovedPremises;

• a review of the Legal Services Commission;

• an inspection of Parole CommissionersCorporate Governance;

• a review of Community – Based RestorativeJustice Schemes; and

• unannounced inspections of the JuvenileJustice Centre.

Thematic Inspections

• A thematic inspection of court custodyfacilities and the transportation arrangementsfor prisoners;

• an inspection of the interface between thePSNI and PPS;

• a review of progress in delivering theCauseway IT system;

• a thematic inspection of avoidable delay inthe criminal justice system;

• a thematic inspection of youth diversion;

• a thematic inspection of the cost of legalfees across the criminal justice system; and

• a thematic inspection to assess how thecriminal justice system deals with domesticviolence.

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PBNI• An inspection of Probation Pre-SentenceReports.

NIPS• An unannounced inspection of a prison.

Thematic Inspections

• An inspection to evaluate the joint PBNI/YJAwork with young offenders;

• a thematic inspection of how victims andwitnesses are dealt with by the criminaljustice system;

• a thematic inspection to determine howbest practice is shared across the criminaljustice system;

• a thematic inspection to determine howthe criminal justice system managesdemographic change;

• a thematic inspection to assess youthoffending interventions;

• a thematic inspection to assess the businessbenefits delivered through the CausewayIT system;

• a thematic inspection to assess theeffectiveness of criminal justice systemdisposals;

• a thematic inspection of securing attendanceat Court;

• a thematic inspection on reducingre-offending;

• a thematic inspection to assess co-terminosity across the criminal justicesystem and other public services; and

• a thematic review of the impact of thesentencing framework.

CJI will, in accordance with the inspectionmethodology, also be carrying out actionplan/inspection follow-up reviews on reportedinspections. Those planned for 2009-10 formpart of the Business Plan for that year.

CJI may at any time be asked by the Secretaryof State to undertake other pieces of work(inspections, reviews or the provision of advice)and it will remain ready to adjust its plans asnecessary, to accommodate additionaldemands.

Inspection programme2010-12In the period 2010-12, CJI currently (andprovisionally) proposes to conduct the followinginspections:

PSNI

• An inspection of PSNI Operational Training;

• an inspection of PSNI Call Managementarrangements;

• an inspection of PSNI workforcemodernisation;

• an inspection of PSNI Specialist Training;

• an inspection on reducing policebureaucracy; and

• an inspection of PSNI CorporateGovernance.

NICtS

• An inspection of Legal Services CommissionCorporate Governance;

• an inspection to assess the adequacy of theNICtS estate; and

• an inspection of NICtS CorporateGovernance.

Communication CJI REGARDS effective communication asone of the key areas which will enable theInspectorate to successfully deliver itsinspection agenda.

Communication with inspectedorganisationsCJI is committed to developing existingcommunication with the agencies that fallunder its inspection remit. This is an essentialelement of its work as it is through effectivecommunication and engagement with eachof these organisations, that CJI can securesupport for the recommendations madewithin its inspection reports to enhance theeffectiveness and efficiency of the criminaljustice system.

Partnership workingThe Inspectorate is committed to working inpartnership and drawing on the expertiseprovided by colleagues from otherInspectorates when it would furtherenhance the quality of its inspection work.Maintaining and developing existing and new

communication channels will ensure CJI canbenchmark its inspection findings against bestpractice in other jurisdictions. This will enablethe Inspectorate to maintain the integrity,professional standard and value of its inspectionwork.

Community engagementIt is essential CJI communicates widely andeffectively with the community in NorthernIreland to ensure it understands the concerns ofthe people of Northern Ireland, and can reflectthese concerns in its inspection programme.The Inspectorate endeavours to listen andengage with the community through communityoutreach and inspection activity, and accepts allsuitable invitations to seminars, conferencesand to community groups. CJI uses its annualStakeholder Conference to bring together andengage directly with representatives of thecommunity, voluntary and statutory sectorsinvolved in the criminal justice system. Theconference is used to open up communicationchannels and promote dialogue and discussionboth around the issues facing the criminaljustice system and CJI’s proposed inspection

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Openness and transparencyCJI communicates the findings of itsinspections to the community and stakeholdersfrom across the criminal justice system throughits published inspection reports, its website andthrough its newsletter The Spec. All materialpublished by CJI is available in a printed format.Electronic copies are made available on the CJIwebsite – www.cjini.org.

programme. As part of its engagement activity,CJI regularly meets with political representativesfrom all parties and other opinion formers inNorthern Ireland.

Building public confidenceAs an independent, impartial Inspectorate CJIhas a central role to play in the accountabilityarrangements for the criminal justice system inNorthern Ireland. The Chief Inspector andDeputy Chief Inspector lead in communicatingthe work of CJI, by drawing attention to thefindings and recommendations contained in itsreports. They also endeavour, where possible,to increase public confidence in the criminaljustice system by highlighting areas ofexcellence and good practice within andbetween the criminal justice agencies andmembers of the voluntary and communitysector.

Finance CJI is financed by grant-in-aid from theNorthern Ireland Office. Its budget allocationover the current planning period is as follows:

2009-10 2010-11£1.525 million £1.561 million

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CorporateGovernance

GovernanceThe Office of the Chief Inspector of CriminalJustice in Northern Ireland was created underSection 45 of the Justice (Northern Ireland) Act2002. The current Chief Inspector, Dr MichaelMaguire, was appointed by the Secretary ofState in September 2008, and is accountablethrough them to Parliament, to inspect orensure the inspection of all aspects of thecriminal justice system.

Corporate accountabilityThe status of the Office of Chief Inspector isthat of an Executive Non-Departmental PublicBody (NDPB) administrated through theNorthern Ireland Office. The AccountingOfficer’s responsibility is delegated from thePermanent Secretary of that Department toBrendan McGuigan, Chief Executive andDeputy Chief Inspector. He is accountable tothe Chief Inspector for the effective and efficientcontrol and resourcing of the Office.

Executive controlA management team convenes fortnightly, ormore often if required, and comprises the ChiefInspector, the Deputy Chief Inspector, theBusiness and Communications Manager andthe Finance Officer. CJI’s Business Plan isreviewed by the management team quarterly.

Audit committeeAn Audit Committee fitting for an organisationthe size of CJI has been established. It ischaired by an independent chairman, Dr WillieMcCarney. The Northern Ireland Office and theNorthern Ireland Audit Office also attend theAudit Committee meetings in observer status.

Annual report and accountsAn Annual Report and Statement of Accountsreporting on the performance and funding ofthe Office is made to the Secretary of State andpresented to Parliament as soon as possibleafter the close of each financial year.

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Risk managementCJI’s policy is to ensure that effective riskmanagement processes improve the qualityof decision making and the ability to deliver.The management team has adopted theGovernment’s recommended approach to riskmanagement which encompasses:

• the objectives of CJI’s risk managementarrangements;

• compliance with risk management;

• risk management principles;

• the risk management procedures;

• roles and responsibilities; and

• risk appetite.

Management of risk is the responsibility of allstaff in the organisation, and the whole team isinvolved in identifying potential risks to theorganisation’s ability to deliver its objectives.

The key risks currently identified for CJI areset out in the Business Plan for 2009-10(pages 32 and 33).

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A Better Justice System for all

Promote efficiency andeffectiveness through

assessment and inspectionto facilitate performance

improvement.

Provide an independentassessment to Ministersand the wider community

on the working of thecriminal justice system.

Provide independentscrutiny of the outcomes

for, and treatment of,users of the criminal

justice system.

Work in partnership todeliver a high quality,

independent andimpartial inspection

programme.

Delivery of the Inspection Programme

Publication of Inspection Reports

Completion of Action Plan/Inspection Follow-up Reviews

Community Consultation

CJI supporting the Inspection Programme

Quality standards Communications Protocols Staff development Financialmanagement

Partnership withInspection bodies

How we work

PART TWO:

businessplan

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2009-10 BusinessPlan Objectives

and targets

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THIS BUSINESS Plan covers the period 1 April2009 - 31 March 2010. Performance againstthe objectives and targets outlined in thisBusiness Plan will be accounted for in the2009-10 Annual Report.

Objectives for 2009-10The strategic aims and objectives of CJI aredescribed in the Corporate Plan. The specificobjectives and targets for 2009-10 are asfollows, which aim to be completed unlessotherwise stated, by the end of the financialyear.

Inspections and ActionPlan/Inspection Follow-Up Reviews

• Conduct all the inspections and thematicreviews listed to an acceptable3 standard,to time and to budget.

• Conduct all the action plan/inspectionfollow-up reviews listed within six months ofthe date one year after publication of theinspection report, unless otherwise agreed.

Communication• Enhance political awareness of CJI’s work.

• Inform stakeholders about the work CJI hascarried out through its inspection programme.

• Increase understanding of CJI’s contributionto the criminal justice system among theagencies it inspects.

• Run a successful annual StakeholderConference in January 2010.

Management• Obtain a clean audit certificate from theComptroller and Auditor General.

• Ensure appropriate staff developmentopportunities are identified and pursued.

3 ‘Acceptable’ means acceptable to the Secretary of State orthe Attorney General and approved for publication.

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• Publish four editions of CJI’s newsletter TheSpec.

• Publish 20 inspection reports and actionplan/inspection follow-up reviews in print andelectronic formats.

• Provide 20 summaries of key messagesof CJI reports and action plan/inspectionfollow-up reviews to stakeholders on CJI’sdatabase.

• Identify and develop opportunities to broadenCJI’s stakeholder base.

• Disseminate as widely as possible allCJI reports and other publications.

• Produce an overview of StakeholderConference proceedings.

• Complete the establishing of protocolsbetween CJI and the main criminal justiceagencies it inspects.

• Obtain external validation for the working ofthe Inspectorate by achieving ISO 9000 andInvestors in People (IiP) accreditation.

• Publish the Annual Report for 2008-09 by30 November 2009.

• All staff to undertake relevant trainingmatching their individual needs in thecourse of the year.

Targets• 90% of inspections and thematic reviews tobe forwarded to the Minister for permission topublish within time.

• 90% of single-agency inspection reports (butnot thematics4) to be published with agreedaction plans.

• 75% of inspections and thematic reviewsstarted in 2009-10 to be reported to the ChiefInspector by 31 March 2010.

• No complaints against Inspectors upheld inthe course of the year.

• Provide summaries of key messages in CJIreports and action plan/inspection follow-upreviews to all political representatives at theNorthern Ireland Assembly.

• Accept suitable invitations to speak atseminars and conferences and to communitygroups.

4 Because of the number of agencies which may be involved in across-cutting thematic review it may not be possible to include an

agreed Action Plan without significantly delaying publication.

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2009-10 Inspection Programme

Inspection 2009 2010Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar

Vulnerable Prisoners X X X

PSNI Training Strategy X X

PPS Corporate Governance X X X

Youth Diversion X X X

Causeway X X

Avoidable Delay X

Review of Legal Services Commission X

PPS/PSNI Interface X X X X

PSNI Customer Service X X

Court Custody and Prisoner Transportation X X X

Cost of Legal Fees X X X X

Parole Commissioners Corporate Governance X X

Domestic Violence X X X X

West Belfast Community Safety Forum X

Community Based Restorative Justice Schemes X X

Magilligan Prison X

PSNI Public Protection Units X

NIPS Corporate Governance X X

Unannounced Inspection of JJC

Unannounced Inspection of Approved Premises

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Action Plan/Inspection Follow-UpReviewsIn accordance with its inspection methodology,CJI will be conducting the following actionplan/inspection follow-up reviews in 2009-10:

• Hate Crime;

• The Handling of Complaints;

• DoE Enforcement Agencies;

• Roads Policing;

• Youth Conference Service;

• Belfast Harbour Police; and

• Royal Mail.

The chart shows the provisional phasing of theproposed work programme for 2009-10, whichis listed in the Corporate Plan. It is alwayssubject to modification in the course of the year,as new requirements arise and projects have tobe re-assessed and re-prioritised.

The programme reflects consultation at theCJI Stakeholder Conference in January 2009.

Engagementwith other

Inspectorates

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CJI WILL be working with HM Inspectorate ofPrisons on the inspection of Magilligan Prison.This inspection will also involve the Educationand Training Inspectorate (ETI) and theRegulation and Quality Improvement Authority(RQIA).

ETI will also be involved in an advisory capacityon the PSNI Training Strategy inspection andthe thematic inspection of Youth Diversion.

HM Inspectorate of Constabulary (HMIC) will beassisting CJI on the inspections of the PSNI’sPublic Protection Units, Training Strategy andCustomer Service.

HM Crown Prosecution Service Inspectorate willassist in the thematic inspection of the Cost ofLegal Fees across the criminal justice system,and on the thematic inspection of the interfacebetween the PSNI and the PPS.

CJI is currently developing a protocol with theNorthern Ireland Audit Office (NIAO) to securetheir assistance and advice in many of theplanned inspections.

The relationship with the Chief Inspector of AnGarda Síochána Inspectorate will be maintainedand areas of mutual interest will be explored.

CJI will refund the cost of visiting Inspectorswhere possible and have made budgetprovision for that purpose in 2009-10.

Budget andstaffing

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CJI’s budget for 2009-10 is as follows:

£’000

Salaries etc £900,000

Other staff costs £ 90,000

External staff costs £191,000

Accommodation, furnishing and equipment £260,000

Non cash £ 84,000

TOTAL £1,525,000

The staff complement of the organisation is shown on page 14.

Risk managementwithin CJI

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CORPORATE GOVERNANCE has been firmlyestablished within CJI. It includes the systemby which the Inspectorate directs and controlsits functions and how it relates to itsstakeholders. In essence, this influences theway in which CJI manages its business,determines strategy, and develops plans andobjectives that are designed to improveperformance and public confidence in thecriminal justice system.

Risk management is a key element of the CJIcorporate governance framework which helpsto ensure objectives are more likely to beachieved in a controlled manner. CJI has inplace a risk management policy and riskregister which is reviewed on a quarterly basis.

The current risk analysis has examined a widerange of possible threats/risks to theInspectorate. These include:

• risks to staff;

• political and reputational risks;

• risks to infrastructure (including IT); and

• risk of financial loss or impropriety.

These risks have been assessed in terms ofthe likelihood of occurrence and the possibleimpact on operations and plans. Controlmechanisms have been developed to managethe risks and minimise possible disruption tothe Inspectorate’s operations.

The main risks in practice (shown in more detailin Table One) are seen as:

Personnel risk:The danger of losing key staff, with theassociated loss of expertise.

Reputational risk:The danger that CJI might be seen as partisanin its approach.

Relations with the agencies:The danger that agencies may fail to offerreasonable co-operation and that CJI may getinto protracted debates about draft reportswhich delay their publication.

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Relations with the community:The danger that voluntary and community-based organisations may be unwilling toengage impeding CJI’s programme ofoutreach.

In each case, including other less likely butalso potentially damaging risks, CJI hasdeveloped plans with the participation of allstaff, to reduce or negate the impact.

• Lack of professional approach could result in poor quality of inspection and report.• Poor project management of inspections could reduce impact and appropriateness ofrecommendations.

• CJI receives adverse comment and publicity with potential loss of credibility.

Category of Risk Nature of Risk

• Loss of building/associated facilities for a sustained period.• Failure to comply with health and safety requirements.• Breaches of accommodation and/or systems security.• CJI IT system collapses or network is unavailable.• Litigation risks.• Changes in legislation/devolution.• Ineffective information/communication management.

1. CJI Infrastructure

2. Resources(a) Human

• Lack of succession planning and the danger of losing key staff, with the associatedloss of skills and CJS experience.

• Lack of development and career opportunities within CJI.• Poor level of staff morale.• Staff absence/loss of key staff (Inspection and Business Support).

• Insufficient budget to deliver needed inspection service.• Ineffective financial management and housekeeping.

3. Negative impact onreputation of CJI:

• breach of confidence;• political perception;• probity/integrity; and• professionalism.

• Insufficient support and buy-in from agencies.• Loss of goodwill with members of the Criminal Justice Board and wider crimianl justice system.• Lack of political understanding and support of the Inspectorate’s aims and objectives.• Lack of public confidence in CJI’s work and remit.• CJI seen as partisan in its approach.• Inspectorate’s reports and recommendations not viewed as adding value to improveperformance within the criminal justice system.

4. Working relationships withcriminal justice agencies(CJAs) and the voluntaryand community sector

• CJAs become unco-operative and do not effectively engage within the inspection process.• Report clearance becomes protracted and causes delay.• Lack of awareness of aims/objectives/vision of CJI.• Voluntary and community-based organisations may be unwilling to engage with theInspectorate, impeding CJI’s programme of outreach.

• CJI viewed as bureaucratic/remote and not independent of Government.

5. Inspection Process

(b) Financial

Table One: Category and nature of risks with potential to impact on CJI operations.

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Criminal Justice Inspection

Northern Ireland

14 GreatVictoria Street

Belfast BT2 7BA

www.cjini.org

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