1. society
2. crime

CORPORATE
PLAN
2012-2015
and
BUSINESS PLAN
2012-13
‘Building a Fair, Just and Safer Community’
Department of Justice Corporate Plan
2012-15 and Business Plan 2012-13
Content
Page
Foreword by the Minister
3
Introduction by the Permanent Secretary
5
Our Purpose
6
Our Department
7
Our Values
8
Our Planning Assumptions
10
The Strategic Context
11
Resourcing the Plan
14
Programme for Government
16
Business Plan 2012-13
22
DOJ Organisational Chart
43
2
Foreword by the Minister
In the coming year my Department will continue to work to build a
fair, just and safer community in Northern Ireland.
The Programme for Government (PfG) sets out what each
Department will deliver by 2015 and for the first time it has been
developed with justice as an integral part. This is an important
milestone in devolved justice. The PfG commitments, while
challenging, will make a real difference to the entire community –
whether that is in tackling anti-social behaviour, reducing serious
crime or by positively engaging with communities who live near
interfaces.
Community engagement will remain a vital part of my Department’s
work. For the first time we have made a commitment to support
communities in ending segregation through the removal of interface
structures. We know this works: engaging the local community has
led to movement in relation to a number of interface structures in
recent months, and I am determined to build on this.
The Community Safety Strategy will also help build a safer, shared
and confident community by addressing the issues that matter
locally. The Reducing Offending Strategic Framework will help
reshape our approach to crime, focusing on prevention and early
intervention to divert people away from crime and towards a positive
role in the community.
3
Making our justice system both faster and fairer is a core part of my
vision for our community. I want to speed up justice and to improve
the way we support victims of crime.
This plan also includes the work to reform the Prison Service and
the Youth Justice System. Effective and lasting change will not
happen overnight, though this year of which will see the delivery of a
number of key milestones.
This is an ambitious programme of work and reform. I believe it is
the right plan for Northern Ireland and my Department will be
working hard to deliver it.
DAVID FORD MLA
MINISTER OF JUSTICE
4
Introduction by Permanent Secretary
The second year of devolved justice has been another busy, and
successful, one for the Department. A great deal has been
achieved, in terms both of taking forward the Minister’s key reform
objectives – Prisons, Legal Aid, Youth Justice, Reducing Offending,
to name just a few – and of reorganising ourselves to align with the
Minister’s priorities.
The new Programme for Government, as the Minister brings out in
his Foreword, is another important step forward, integrating Justice
fully into the Executive’s agenda for change alongside other major
programmes such as Health, Education and the Economy. It is a
great opportunity for us to strengthen still further joined-up working
with colleagues in other Departments and with outside
organisations, and to ensure that we are focused on the needs of
the community we serve.
We are still a relatively young Department and we continue to learn
and improve. While the programme of work set out in this Business
Plan will be challenging I am confident, knowing the commitment
and professionalism of staff right across the DOJ family, that we will
achieve what we have set out to do.
N P PERRY
PERMANENT SECRETARY
DEPARTMENT OF JUSTICE
5
Our Purpose
The mission of the Department is to support the
Minister of Justice in building a fair, just and safer
community.
The Department of Justice (DOJ) was established by the
Department of Justice Act (Northern Ireland) 2010 and came into
existence on 12 April 2010.
It has a range of devolved policing and justice functions, set out in
the Northern Ireland Act 1998 (Devolution of Policing and Justice
Functions) Order 2010.
It is responsible for the resourcing, legislative and policy framework
of the justice system. The Minister has set out a number of themes
which encompass the key roles of the Department. They are:
 Safer, Shared Communities - working to help build communities
with lower levels of crime and anti social behaviour, where
everyone’s rights are respected, including examining the steps
that can be taken to address problems at interfaces;
 Faster, Fairer Justice - looking at how we ensure that everyone
in Northern Ireland has access to justice without undue delay,
taking particular account of the needs of victims and witnesses;
 Reformed Prisons & Youth Justice System – delivering
fundamental reform of the Prison Service, with a professional and
well trained workforce; progressing the out-workings of the Youth
Justice Review and the Review of Community Sentences.
6
Our Department
In structural terms, the Department is headed by a Permanent
Secretary and four Directors.
 Access to Justice Directorate is responsible for policy and
legislation relating to criminal justice matters. It also has a
strong focus on improving the operation of the justice system
as a whole;
 Justice Delivery Directorate provides finance, HR, IT and
other central services to the Department;
 Safer Communities Directorate is responsible for the lead
interface with PSNI and for work on Community Safety, and
Reducing Offending; and
 The Prison Service is responsible for the management of
offenders in custody and the effective and efficient operation
of prisons across Northern Ireland. 
We also have four Executive Agencies:
 Courts and Tribunals Service;
 Youth Justice Agency;
 Forensic Science Northern Ireland; and
 Compensation Agency.
7
Our Values
“Many of the problems society faces cannot be resolved in isolation and
everyone accepts that issues like anti-social behaviour, building safer
communities or tackling re -offending needs a broader, joined-up
approach.”
Justice Minister David Ford MLA, April 2010
Over the past year the Department has developed a set of values to
help us to build a fair, just and safer community. Our values set out
how we work; the level of professionalism that can be expected from
us and how we will deliver for everyone in Northern Ireland.
Delivering Effectively

achieving our key priorities and delivering our objectives;

maximising the benefit from available resources, providing
value for money;

aspiring to always improve; and

promoting imaginative and innovative ways to create a positive
impact.
Valuing our People

treating everyone with respect and understanding different
needs;

listening, giving time, offering support and recognising success;

being honest and open – with consideration and tact;

developing and equipping staff to make the best use of their
abilities and skills; and

promoting a healthy work/life balance.
8
Working Together

seeking opportunities for active and meaningful engagement;

listening and responding to those who engage with us;

upholding the principles of fairness and justice for all;

promoting a coherent and joined-up approach in all we do; and

being committed to equality and diversity.
Being Outward Focused

being open and transparent;

responding to the needs of the community;

establishing and maintaining good working relationships; and

recognising the impact of our work in the community and
delivering against our corporate and social responsibilities.
Taking Responsibility

assuming responsibility, taking on challenges and delivering
solutions;

acting with professionalism and integrity; and

fostering proactive, candid and open relationships with all
stakeholders.
9
Our Planning Assumptions
The Departmental Board set out a number of planning assumptions
to underpin the plan.
They are:
Northern Ireland Programme for Government (PfG)
 The PfG is the key document for the Department and the business plan
will be developed to align with it.
Delivering Reform
 The reform agenda will remain an integral part of our work.
Finance
 An absolute requirement that the Department lives within its Budget
2010 allocations. The organisation needs to plan effectively for the
delivery of key services.
 Deliver Value for Money and to ensure effective and efficient use of all
resources.
People
 Commitment to value and develop the skills and behaviours of our
workforce, in areas of finance, good governance, stakeholder
engagement and change management.
 Having the right people doing the right jobs at the right time.
Good Governance
 A strong focus on good governance, particularly in our relationships with
Arms Length Bodies and how finance, risk and delivery are managed.
Stakeholder Engagement
 Continue to build public understanding of our work by listening and
engaging with key internal and external stakeholders.
10
The Strategic Context
The strategic priorities for the Department can be mapped against
the commitments in the Programme for Government 2011-15 and
in our three strategic themes of Safer, Shared Communities;
Faster, Fairer Justice; and Reformed Prisons and youth justice
system.
Safer, Shared Communities
Work is continuing to develop a comprehensive Reducing Offending
Strategy which aims to fundamentally reshape the approach to
tackling the problems that lead people into the criminal justice
system and which hinder them from getting back out of it.
The Community Safety Strategy will be published shortly, and is the
product of extensive consultation both with the community and the
departments and statutory agencies that have a role to play in
delivery on the ground.
Collaboration at all levels will also be the key to removing the
barriers that physically divide the community at interfaces. These
barriers are a practical and symbolic divide, representing reduced
social and economic opportunities. This work will be taken forward
in partnership with the communities directly affected.
Faster, Fairer Justice
The final report of the Access to Justice Review, carried out by Jim
Daniell, was published in September 2011. The Minister for Justice
has made a commitment within the Programme for Government to
respond to the Review by June 2012 and to publish a departmental
11
action plan setting out how he proposes to take forward reforms to
improve access to justice. That plan will include measures to bring
legal aid expenditure within the agreed budget and to improve
governance and accountability of the management of legal aid in
response to the Public Accounts Committee report on “Managing
Criminal Legal Aid”.
The work to speed up justice by tackling delay in criminal cases will
continue to be a priority. The Minister announced in February his
intention to introduce statutory time limits in the youth courts within
this Assembly mandate. In addition, an ambitious multi-agency
programme is underway to deliver structural and procedural
reforms, some of which will be included in the forthcoming Faster,
Fairer Justice Bill.
We are working to improve the experience of victims in Northern
Ireland. We look forward to receiving the report of Justice
Committee’s inquiry into services for victims and witnesses of crime,
which will inform the development of a new five-year strategy to
improve victims’ and witnesses’ experience of the justice system.
Reformed Prison and Youth Justice System
The Strategic Efficiency and Effectiveness Programme was
launched in June 2011 as part of a four-year transformational
programme for NIPS. In October 2011, Dame Anne Owers
published the Prison Service Review team final report which
included recommendations on the conditions of detention,
management and oversight of all prisons.
12
This report reinforced the need for end to end transformational
reform of the Prison Service, and contained 40 recommendations to
make the Prison Service and aspects of the wider Justice system
more effective. The PRT report emphasised that responsibility for
reform of the Prison Service extended beyond NIPS and DOJ, but
needed the active support and involvement of other departments
and from the Executive itself.
NIPS is now in year two of a four-year change programme, with year
two centring on delivering structural change and beginning cultural
change. NIPS will focus this year on putting in place the necessary
structures, systems and processes that will underpin transformation
of NIPS into a modern, efficient, and effective Prison Service.
NIPS will have the offender at the centre of its focus, providing the
necessary interventions and support needed to assist them to
address their risk of re-offending based on a “Desistance” 1
approach recommended in the PRT report.
The Youth Justice review was published in Autumn 2011 and the
conclusions have been the subject of a detailed consultation. The
Minister will be announcing his proposed way forward in the coming
months.
1
Desistance is the process of abstaining from crime among those who previously had engaged
in a sustained pattern of offending.
13
Resourcing the Plan
2012/13 is the second year of the Budget 2011-15 period (2011/12
to 2014/15.) The Departmental Board is committed to prioritising
and aligning resources to enable effective delivery of the Plan. The
resource and capital allocations for 2012/13 are as follows:
£m
Resource DEL
1,188
Capital DEL
96
These figures exclude a separate funding package which has been
agreed with the UK Government to deal with the exceptional
security related pressures.
By 2014/15, we plan to deliver recurring savings totalling £162m
across the core Department, our agencies and arm’s length bodies.
This year, our target is to deliver recurring savings of £88m by 31
March 2013.
In allocating budgets, the Minister has considered the range of
pressures and proposed new projects, across all spending areas,
against his priorities and the available funding.
Similarly, while
recognising that all areas will need to deliver efficiencies the specific
level of savings required from each area’s baseline has been set,
again in line with the Minister’s priorities, in order to protect front line
services as far as possible.
As with all areas of the government, the DOJ faces significant
challenges and rigorous financial management, sound corporate
14
governance and a sharp focus on best value for money will be
essential. Again, there will be a focus on ensuring that decisions are
supported by sound business cases and that procurement
procedures are adhered to.
Delivering the Plan
Delivery of the plan will be through our staff, our most important
asset. Strong and visible leadership at all levels will be critical in
supporting staff and achieving our objectives.
We must also be
equipped with the necessary skills to deliver our Programme for
Government commitments and additional business objectives to
exercise effective financial management, to embrace the challenges
ahead, and to provide first class services to our customers.
At the strategic level, the Departmental Board will regularly review
progress against the PfG 2011-15, and the 2012/13 Business Plan
which will include ongoing monitoring of Departmental risks. At an
operational level, Directorates, Divisions, and Branches will also
monitor performance within their Business Area on a regular basis.
Preparations are underway for a Faster, Fairer Justice Bill covering
speeding up justice, improving efficiency, improving access to
justice and tackling offending. The Department will introduce a
Criminal Justice Bill to remedy incompatibilities with the ECHR in
relation to sex offenders and retention of DNA and fingerprints; and
to introduce new offences in relation to human trafficking.
The
Department is also working jointly with DHSSPS on a Mental
Capacity (Health, Welfare and Finance) Bill covering the criminal
justice system as well as the general population.
15
Programme for Government
The Northern Ireland Programme for Government 2011-15 (PfG)
was agreed by the Executive and endorsed by the Assembly in
March 2012 following a public consultation. As set out in the
Department’s Planning Assumptions the PfG is the key document
against which the Department will be judged on performance.
Diagram 1 – Relationship between Programme for Government and Departmental Planning
Process
The full Programme for Government can be accessed at
www.northernireland.gov.uk
The Department has lead responsibility for seven of the 82
commitments in the PfG.
16
DOJ COMMITMENTS IN THE PROGRAMME FOR GOVERNMENT 2011-15
KEY COMMITMENT
MILESTONES
2012/13
2013/14
2014/15
Substantially complete the
construction of the new Police,
Prison and Fire Training
College
Award construction
contract
At least 25% of the At least 70% of the Programme Capital
Programme
Budget will be utilised
Capital Budget will
be utilised
Reduce the level of serious
crime
Publish final crossdepartmental Strategic
Framework on Reducing
Offending
Implement 90% of
agreed Youth
Justice Review
recommendations
Deliver joined up oversight, evaluation
and publication of reducing offending
interventions.
Finalise, and
deliver against
Protection and
Justice elements
of new Domestic
and Sexual
Violence Strategy
Deliver against Protection and Justice
elements of new Domestic and Sexual
Violence Strategy
Deliver against Protection
and Justice elements of
12/13 domestic and sexual
violence action plan and
contribute to development
of new domestic and
sexual violence strategy
and action plan.
Develop and action a desistance
strategy for offenders to cover custodial
and non-custodial settings
17
Tackle crime against older and
vulnerable people by more
effective and appropriate
sentences and other measures
Consult Lord Chief Justice
on inclusion of older and
vulnerable people in
sentencing guidelines
initiative
Any necessary
Implement programme of measures
legislative changes
taken forward as
part of DOJ
legislative
programme
Develop
programme of
measures to
reduce fear and
increase
confidence in older
and vulnerable
people
18
Improve community safety by
tackling anti-social behaviour
Policing and Community
Safety Partnerships
(PCSPs) fully operational.
Establish baseline for
percentage of people
affected by Anti-Social
Behaviour (ASB)
Monitor quarterly
and publish
annually NI Crime
Survey findings in
respect of:
Percentage who
agree that police
and other
agencies are
dealing with ASB
and crime issues
that matter in their
local area;
Increase the percentage  of people who
agree that police and other agencies
are dealing with ASB and crime issues
that matter in their area;
A reduction in the percentage  of
people who perceive the level of ASB in
their area to be high;
And an improvement in the
percentage  of people whose quality of
life is affected by ASB
Percentage who
perceive the level
of ASB in their
area to be high;
Percentage whose
quality of life is
affected by ASB

Statistically significant change
19
Improve access to Justice
Publish Departmental
response to Access to
Justice Review and
associated Departmental
Action Plan
Introduce
legislation to give
effect to reforms
requiring primary
legislation
Implementation of reforms
Actively seek local agreement
to reduce the number of ‘peace
walls’ (DOJ)
Establish inter-agency
collaborative approach to
addressing interface
structures
Implementation of
action plans
Implementation of action plans
Review existing
arrangements for
engagement with
communities
Identify funding gaps and
seek partnership funding
opportunities
Reduction in the
number of
interface
structures
Reduction in the number of interface
structures
Ongoing monitoring of community
tension and residents’ concerns
Review of progress to identify further
opportunities for change and lessons
learned
Develop action plans for
individual areas involving
stakeholders
20
Reform and modernise the
Prison Service (DOJ)
To have a new Operating
Model in place and ready
to launch
To have a new Training
and Development Package
for all operational staff in
place and ready to launch
To have new
certificates and
licenses for
professionalising
the Service
Implement 90% of the
recommendations contained in the
Prison Review Action Plan within the
agreed timescales
To have completed the
selection of new Custody
Officers to replace Prison
Officers
21
DOJ Business Plan 2012-13
As set out in our planning assumptions the PfG is the key document and sets out the commitments against which
the Department will deliver over the life of this Corporate Plan. Therefore each objective in the business plan that is
directly aligned to the PfG has been highlighted accordingly.
The purpose of this Business Plan is to translate the priorities, as set by the Minister, into a set of objectives and
targets for the Department and set out how we will continue to take these forward and deliver on them in 2012/13.
This plan is also firmly based upon the Department’s input into the Programme for Government 2011-15. The Plan
focuses on the strategic priorities of the Department and therefore does not attempt to cover the Department’s day
to day business and service delivery. It provides managers with the framework for their own more detailed business
plans at Directorate, Divisional and Branch level and also for Performance Reports and Personal Development
Plans.
22
DOJ Business Plan 2012-13
Objectives
Measures
Reduce the level
of serious crime.
Establishment of a
strategic framework for
reducing offending.
A Shared & Safer Community
Target Targets
Ref
SC1
Strategic Framework on
Reducing Offending published
by December 2012.
Actions
Target
Owner
Engage with Departments Brian
on key strategic actions to Grzymek.
prevent people getting
involved in offending to
October 2012.
Publish final crossdepartmental Strategic
Framework on Reducing
Offending by December
2012.
Develop implementation
plan for safer
communities led aspects
of Owers report by
September 2012.
Delivery against
recommendations of
strategic reviews.
Deliver against Protection and
Justice elements of 12/13
domestic and sexual violence
action plan;
Develop implementation
plan for the Youth Justice
review by September
2012.
Commence development of
new domestic and sexual
violence strategy for
completion in Sept 2013, to
inform business planning for
2013/14.
Deliver against Protection
and Justice strand of
2012/13 Domestic and
Sexual violence action
plan up to March 2013.
Brian
Grzymek.
Declan
McGeown.
Work towards completion
of new Domestic and
23
Sexual Violence Strategy.
in 13/14 Business year.
Effective institutions for
combating serious crime
in Northern Ireland.
Maintain governance and
accountability framework
for policing in Northern
Ireland.
David
Hughes.
Deliver an ECHRcompliant DNA retention
framework in legislation
by [Dec 2012].
Put policy proposals to
Minister on outcomes
from 5-year review of the
Police Ombudsman’s
office by [Dec 2012].
Support the
implementation of agreed
aspects of the Winsor and
Taylor reforms.
Ensure suitable Northern
Ireland means of setting
police pay and conditions.
Conclude and implement
research on “Changing the
Mindset” for the OCTF.
Research for ‘Changing
Simon
the Mindset’ concluded by Rogers.
October 2012.
Implementation timetable
to be developed
thereafter.
Legislate for the National
Crime Agency (NCA) in
Implement Northern
Ireland aspects of the
Simon
Rogers.
24
Level of non-domestic
violence with injury.
Improving
community
safety.
Endorsement of the
Community Safety
Strategy (CSS) by all
Executive Departments.
Working with other
Executive Departments
and other key
stakeholders to
implement the strategy.
SC2
Northern Ireland during
2012/13.
National Crime Agency
(NCA) in line with overall
implementation dates.
Reduction in the level of nondomestic violence with injury.
Monitor progress with
Policing Board.
David
Hughes.
Publish an agreed Community
Safety Strategy by Spring
2012.
Work with other partner
organisations, and at a
local level PCSPs, to
tackle ASB, through:
Declan
McGeown.
Take forward actions within
agreed delivery plans within
agreed timeframes.
The % of people who
perceive the level of
ASB in their area to be
high.
 Publication of the CS
Strategy [May 2012];
 Establishment of
Delivery groups for the
Strategy, including on
tackling ASB, by end
June 2012;
 Development of
agreed delivery plans,
including on ASB, by
October 2012;
The % of people whose
quality of life is affected
by ASB.
 Deliver actions within
agreed delivery plans
[ongoing];
The number of ASB
incidents.
 Report progress on
delivery plans by end
of year.
Effective partnership
working arrangements.
Policing and Community
Safety Partnerships (PCSPs)
fully operational:
 establishment of PCSPs by
Support transitional
Declan
planning processes to
McGeown.
develop PCSP action
plans for introduction from
25
April 2012.
 effective operation of the
Joint Committee (DOJ and
NIPB) on an ongoing basis;
 making of a designation
order for public bodies to be
formally designated across
all PCSPs by summer 2012.
Increased public
confidence in policing.
The % of people who
agree the police and
other agencies are
dealing with ASB and
crime issues that matter
in their area.
Tackle crime
against older and
vulnerable
people by more
effective and
appropriate
sentences and
other measures.
Endorsement by all
SC3
Executive Departments
of the Community Safety
Strategy (CSS) which
will include tackling fear
of crime among older
and vulnerable people.
Working with other
Executive Departments
and other key
stakeholders to
implement the strategy
including the agree
Agree Memorandum of
Understanding.
Consult with PCSPs once
established and take
Designation order through
the Assembly by July
2012.
Increase in the number of
people who believe that the
Police and other agencies are
dealing with the crime and
ASB issues that matter.
Publish an agreed Community
Safety Strategy by Spring
2012.
Take forward actions within
agreed delivery plans within
agreed timeframes.
David
Hughes.
Work with other partner
organisations, and at a
local level PCSPs, to
reduce fear of crime and
increase confidence in
older and vulnerable
people, through:
Declan
McGeown.
 Publication of the CS
Strategy [May 2012];
 Establishment of
performance indicators
in relation to tackling
26
delivery plans for
tackling fear of crime
among older and
vulnerable people.
fear of crime among
older and vulnerable
people, in the context
of the Community
Safety Strategy,
developed by the
Delivery group, by
October 2012; and
 Other actions as noted
under SC2.
Actively seek
local agreement
to reduce the
number of peace
walls.
Number of interface
structures in which
engagement has been
initiated.
Number of action plans
developed.
Number of new
structures erected.
More targeted crossgovernmental
arrangements in place in
areas of greatest need.
SC4
To initiate engagement at 10
interface structures.
To develop action plans in 5
cases.
Establish Inter-agency
Group to provide for a
collaborative approach to
addressing interface
structures.
Simon
Rogers.
Review existing
arrangements for
engagement with
communities.
Identify funding gaps and
seek partnership funding.
opportunities. Interagency Group will ensure
that this work will align
with that being taken
forward through CSI, SIF,
IFI and Belfast City
Council.
Develop and implement
action plans for individual
areas involving
stakeholders.
27
Substantially
complete the
construction of
the new Police,
Prison and Fire
Training College.
Timely progress of the
Desertcreat College
Programme.
SC5
Award of contract by February
2013.
Complete curriculum
phase II detailed design
by [March 2013].
David
Hughes.
Ensure good governance
of programme through
Steering Group and
Programme Board.
28
Objectives
Measures
Improve Access
to Justice
Publish Ministerial
Response to Access to
Justice Review.
Publish Departmental
Action Plan, setting out
programme of legal aid
reform.
Faster, Fairer Justice
Target Targets
Ref
FFJ8
Publication of response by
June 2012.
FFJ9
Establish a unified
administration for
Courts and Tribunals.
Publication of Plan by June
2012.
Agreed programme
completed.
DOJ assume statutory
responsibility for DEL and
DSD tribunals by end of 2012;
Consultation on structural and
jurisdictional reforms by end
of 2013.
Implement a multiagency strategy to
speed up justice.
FFJ4
Develop proposals for
inclusion in the Faster, Fairer
Justice Bill, in line with the Bill
timetable.
The Faster, Fairer Justice Bill
includes measures on:
Actions
(i) Ministerial approval of
draft response;
(ii) Publication of
response.
(i) Ministerial approval of
Departmental Action
Plan;
(ii)Justice Committee
Consideration of
Departmental Action
Plan;
(iii) Publication of
Departmental Action
Plan.
Target
Owner
Robert
Crawford.
Robert
Crawford.
Transfer of Functions
Order made;
Consultation Paper
issued.
Siobhan
Broderick.
Analyse consultation
responses and write
reports;
Maura
Campbell.
provide advice to
minister and seek
approvals;
29
 encouraging earlier guilty
pleas;
 committal reform;
Develop a new 5 year
strategy for victims and
witnesses of crime that
takes account of the
Justice Committee
inquiry into victims and
witnesses.
FFJ6
seek agreement of
Committee to proceed
with new policies;
 summons reform; and
write instructions; and
 prosecutorial fines.
include draft measures
in the Faster Fairer
Justice Bill.
 New Victim and Witness
Strategy in place by end of
March 2013.




Deliver a statutory
scheme on time limits
for cases in the Youth
Courts.
STL scheme in place by Q1
2015.
FFJ5
Provide the
Departmental
response to the
Justice Committee
Report;
Launch a consultation
process;
Publish responses to
the consultation; and
Publish the new
Strategy.

Develop agreed
proposals with
Criminal Justice
Board;

secure ministerial
approval;

secure agreement of
Justice Committee;
and

follow relevant
legislative procedures
(commencement/
regulations or new
bill).
Maura
Campbell.
Maura
Campbell.
30
To champion the
Contribute to
delivery of the
establishment of crossExecutive’s 20%
departmental base-line
target for
increased
drawdown of
competitive EU
funds (PfG
commitment made
by OFMDFM)
Greater awareness and
(i)
expertise of competitive EU
funding to increase drawdown
of funds by 2014/15 across
Government
(ii)
(iii)
(iii)
Create new
mental capacity
legislation in
conjunction with
DHSSPS.
Policy consultation
completed.
Legislation drafted and
introduced.
Mental Capacity Act in
place.
FFJ3
Consultation concluded by
August 2012.
Bill introduced by December
2013.
(i)
Act in place by March 2015.
(ii)
(iii)
(iv)
(v)
Establish EU
competitive
funding drawdown
by Justice to date;
Identify relevant
funding streams;
Share info and
best practice on
funding through
Justice network;
Improve
relationship with
EU through
Barroso Task
force.
provisions drafted
to provide for
oversight
arrangements for
substitute
decision-making;
project
management
groups operating;
consultation
completed;
draft Bill prepared;
Assembly
passage of draft
Bill.
(i) Glyn
Capper.
(ii) onwards Siobhan
Broderick.
(i) Siobhan
Broderick.
(ii) onwards Gareth
Johnston.
31
Complete the
reconsideration of
the Causeway
system contract.
Approved option to
maintain the Causeway
Data Sharing
Mechanism and
delivery process
agreed.
Respond to the
recommendations
of the review of
the Northern
Ireland Criminal
Records Regime
(Part 2).
Approved consultation
process completed and
FFJ7
Agreed strategy for
implementing approved
option in place by June 2012.
Respond to the outcome
of the approved way
forward from the Outline
Business Case.
Consultation launched
during May 2012.
Develop response and
consultation proposals
for approval by the
Minister.
Agreed strategy for
implementing
recommendations delivered
by October 2012.
Undertake a consultation
process on accepted
recommendations.
Implementation strategy
agreed.
Maura
Campbell.
Develop an
implementation strategy
taking into account the
outcome of the
consultation.
32
Reformed Prison Service
Objectives
Measures
Target
Ref
Targets
Actions
Target
Owner
Reform and
modernisation of
the Prison
Service.
Delivery against Year 2
of the SEE Programme
PID and the 11-15
Corporate & Business
Plan.
RP 1
To implement the Voluntary
Early Retirement Scheme,
delivering within the targets
outlined in the approved
business case.
 Release 9 remaining
officers who have
been advised that
they can leave the
Service immediately
by 30 April 2012
Ronnie
Armour.
 Implement our
transition plan and
agree leaving dates
for the 139 officers
who have been
advised they can
leave the service with
a date to be agreed
 In conjunction with
DFP and DOJ, agree
the final position for
those 245 staff who
have been advised
that their application
to the Voluntary Early
Retirement Scheme
is still under
consideration. For
those applications
approved, agree final
leaving date.
 Calculate financial
implications of the
Gary Boyd.
33
 To launch a new Target
Operating Model in all
establishments on 1 April
2012, with full
implementation by 31
October 2012.
 To complete the selection
of up to 200 Custody
Officers and have all those
selected available for
appointment, subject to
final security clearance, by
end of March 2013.
 Determine number of
OSG/NCO staff who
will move to Custody
Officer Posts
Ronnie Armour
 Complete
assessment centre
for applicants who
have passed
preliminary screening
tests
 Undertake security
vetting for applicants
who pass
assessment centre
 Appoint successful
applicants following
security clearance
 Commence training
programme for new
recruits in November
2012
34
 To complete selection of
new Offender Supervisors
by 31 March 2013;
 Design assessment
process, including
guidance for
applicants and
application pack,
assessment
exercises
 Train assessors in
assessment process
 Deliver assessments
 Inform applicants of
outcome
 To complete the
development of role
descriptions and
competency frameworks
for new operational and
management grades and
design and deliver a
training programme for
operational staff.
 Competency
framework for all
management grades,
Custody Officers and
Offender Supervisors
completed by
September 2012;
 Training programme
for new Custody
Officers and for
Operational Support
and Night Custody
Officers transitioning
into the Custody
Officer role
(incorporating a
formal Certificate of
Practice) designed
by August 2012 and
35
 Training programme
for staff transitioning
into the four new
levels of
management
designed by October
2012 and delivered
by March 2013;
 Tender for external
Custody Officer
Training let by
October 2012
 Training Programme
for Offender
Supervisors
designed by 31
March 2013;
 Tender prepared for
external certification
of Offender
Supervisor Training.
 To work closely with the
DOJ to develop a holistic
strategy for reducing
offending, then take
forward practical
implementation of this
strategy within NIPS.
 Participate fully in
DOJ led group
tasked with
developing a
strategy on reducing
offending
 Consider
Director of
36
Offender
Services
 Develop and
implement a
commissioning
strategy aligned to
the new needs
assessment process
 In conjunction with
PBNI examine
opportunities for
shared delivery of
prisoner related
services. Build the
results of this review
into the
commissioning
strategy
 Work with DOJ,
DHSSPS and SET to
develop a joint
healthcare strategy
 Using the reducing
offending strategy as
a framework,
develop a desistance
strategy and take
forward
37
 To finalise the Estates
Strategy, following public
consultation, by October
2012 and implement those
elements identified to be
taken forward during 201213.
 Obtain DOJ approval
to draft Estates
Strategy April 2012
and issue for public
consultation
Director
General
 Finalise Estates
Strategy following
public consultation in
August 2012
 Business case
approvals for new
240 block at
Maghaberry and
Working Out Unit
obtained and
planning work
completed
Gary Boyd.
38
Resourcing and Service Delivery
Objectives
Measures
Target
Ref
Targets
Actions
Target
Owner
Provide efficient
and effective
support for the
delivery of
business
objectives.
Business areas are
appropriately staffed
and skilled.
RSD1
Resourcing plans agreed by
Strategic Resources
Committee.
Quarterly HR Business
Partner meetings with
directorates.
Karen
Pearson.
Business areas have
appropriate
accommodation and
office services.
Business areas have
appropriate information
and communication
technology and
information
management services.
Provision of corporate
procurement policies
and procedures.
Provision of internal
audit services.
Business areas have
appropriate records and
information
management services.
Corporate Training Plan
approved by Departmental
Board.
Service Level Agreement and
contract targets delivered.
SLAs and contracts
reviewed, agreed and
signed off. Metrics
reported.
Procurement assurance
reports to Departmental
Board.
Quarterly meeting of
Procurement Board and
Forum.
To compete the annual work
plan for department and each
agency by 31 March 2013.
To agree a work plan
with respective audit
committees by April
2012.
Annual Retention & Disposal
Schedules (V2) submitted to
NI Assembly by Nov 2012.
Records and Information
Management foundation
policy submitted to IROC by
May 2012.
Retention & Disposal
Implementation Project
established by April 2012
to December 2013
Policy development.
39
DPA Policy submitted by Dec
2012
Update Information
Management Strategy
submitted by Mar 2013.
Effective operation Causeway Data
of Causeway.
Sharing Mechanism
continues to provide
partner Criminal Justice
Organisations with a
high level of service.
RSD2
All Causeway DSM1
contractual and SLA monthly
targets achieved throughout
the year.
Effective and efficient
management and
delivery of Causeway
supplier and Data
Sharing Mechanism
services.
Ray Murray.
Operate within
available funding
and deliver target
savings through
effective in-year
financial
management.
RSD3
No overspend - Underspend
less than 2% of budget.
Quarterly meetings of
Strategic Resources
Committee,
Departmental Audit and
Risk Committee and
Police Resources Group.
Glyn Capper.
2012/13 expenditure
within budget.
2012/13 savings target
delivered.
Savings of £88m by 31 March
2013.
Effective financial
governance and audit
and risk procedures.
Departmental Resource
Accounts laid in line with DFP
faster closing timescales.
Compliance with all financial
governance requirements.
Develop a DOJ
Asset
Management
Strategy and
support the
delivery of capital
Agreed Asset
Management Plan.
Forensic Science
accommodation Outline
RSD4
Six monthly review of
Savings Delivery Plans.
Support business case
preparation, monitoring
and evaluation and
quarterly test drilling of
business cases and
approvals.
Asset Management Plan
agreed by Strategic
Resources Committee in June
2012.
Mark
McGuckin.
Forensic Science
Moira Doherty.
40
projects on time,
within budget.
To take forward a
Reform
Programme
addressing the
Organisation of
the Department
and the
arrangements for
delivery of
corporate support
services.
Business Case (OBC)
approval obtained from
DFP.
accommodation OBC by July
2012.
NI Prison Service
Estate Strategy agreed.
NI Prison Service Estate
Strategy agreed by July 2012.
Consolidate the revised
structure for the
Department.
RSD5
Identify any further actions on
culture and identity by July
2012.
Migration to IT Assist
Confidential (April 2012 to
March 2013).
Migration to Account NI (July
2012).
ICT shared services first
phase (December 2012).
Support the Programme
Board in overseeing
progress of individual
corporate support
services projects in line
with programme plans.
Relevant and timely
information and advice
to the Minister and
Review the newly
implemented structure
and consider whether
any further change is
required.
Obtain DOJ Board
approval for any
suggested change and
arrange for
implementation.
Mark
McGuckin.
Work with the project
managers and SROs to
ensure clarity of
objectives and delivery of
outcomes.
Monitor progress and
manage the risks to
Monitor the delivery of
Programme/Project benefits in delivery.
line with the programme plan.
Monitor benefits delivery
and take corrective
action if necessary.
Benefits realised in line
with the Strategy and
Plan.
Provide effective
support to the
Minister and
Obtain assurance on the new
structure by July 2012.
Max Murray.
RSD6
Provide timely media handling To develop
strategies, in agreement with
communications strategy
Executive Information Service, for Minister arising from
Moira Doherty.
41
Departmental
Board
Departmental Board on
Executive, Assembly,
media and other
business.
Departmental
commitments in PfG
within three months
being agreed.
Timely, professional and
Provide professional support
relevant media handling
to enable the Minister to fulfil
strategies are provided to
his Ministerial, Assembly and
the Minister and officials
Executive commitments and
respond promptly to Assembly as required.
and other business. Target for
Review of information
AQs of 99%.
across the Department to
Update content on NIDirect by ensure NI Direct is
accurate.
June 2012 and review after 6
months.
Commission updates
from business areas and
Provide monthly updates to
provide advice and
the Departmental Board in
recommendations to the
relation to PfG goals and
Board.
Departmental priorities.
other departments and
external bodies.
42
ORGANISATIONAL CHART
43