Criminal Justice Strategy 2022-2024

Creating a ‘joined-up criminal justice system’

In publishing its first ever Criminal Justice Sectoral Strategy in March 2022, the Department of Justice and associated bodies signalled their intent to deliver a “joined-up criminal justice system” that works together to “deliver a safe, fair, and inclusive Ireland”.

The strategy, covering the period 20222024, was delivered by a partnership of the major justice organisations: the Department of Justice; An Garda Síochána; the Courts Service; the Probation Service; the Irish Prison Service; the Legal Aid Board; Forensic Science Ireland; and the Office of the Director of Public Prosecutions.

The document, its foreword states, “builds upon the strong principles and foundations of collaborative working laid by the Criminal Justice Strategic Committee” since its establishment in 2015. The committee had operated on an ad hoc basis from the time of its foundation until the publication of the strategy, but the relationships of the involved parties have now been formalised with a “particular focus in this first strategy on improving the experience of those who come into contact with the criminal justice system” and how the system communicates the work it has done. Communication, the strategy notes, is an area in which the criminal justice system discovered through consultation that could stand to improve: “The criminal justice system in Ireland can be seen as daunting, inaccessible, and is often difficult to understand for those using it. The ‘system’ does not communicate with a unified voice to victims, witnesses, suspects/people accused or convicted of a crime and does not always seem to be cohesive or efficient.”

In an effort to address these deficiencies, the strategy pledges to “improve what can be a difficult or confusing experience for people” who deal with the system and to “strengthen strategic and authentic collaboration between agencies”, including the greater use of data as a driver of system change and the improvement of workforce planning and capability.

The strategy is underpinned by five strategic pillars: strengthening strategic collaboration; improving user experience; data as a driver; building workforce capability; and increasing public understanding.

Strengthening strategic collaboration

The organisations involved pledge to “conduct our business as efficiently and effectively as possible, while minimising delays, reducing duplication of processes where possible, and enhancing public confidence” in the system.

The four principles of implementation outlined in the strategy for this pillar are: working together to address crosscutting policy issues; driving digitisation; developing an understanding of the causes of delays and address those causes; and identifying and implementing new ways of working to increase efficiencies.

implementation plan to address these issues include support for the sectoral commitment to the reduction of energy usage by all involved by 7 per cent per annum, the establishment of a cross-sectoral Information Management and Technology Working Group, the establishment of a central fund for multi-agency collaborative projects, the development of key performance indicators (KPIs) across the system, and the development of an action plan to address delays identified during the mapping process.

Improving the user experience

Under the pillar of improving the user experience, the organisations involved pledge to: deliver a “fair and more effective criminal justice system” for all users by streamlining the journey through the system; embed a victim-centred approach across the system; ensure support for all victims, witnesses, and accused; and strengthen the multi-agency approach to engaging with offenders.

To achieve these goals, the organisations involved, led by the Department, will map the journeys of system users to identify bottlenecks, gaps, and duplications in the process, perform a review of how information is provided on delays, court decisions, and decisions not to prosecute, and the relevant organisations have committed to implementing a “holistic high level implementation plan” that ensures the mental health and dual diagnosis needs of prison are met.

“The criminal justice system in Ireland can be seen as daunting, inaccessible, and is often difficult to understand for those using it.”

Criminal Justice Sectoral Strategy 2022-24

Data as a driver

The justice sector plans to streamline its approach to data collection and research in order to increase its “capacity to think systemically, and to deliver more effective policy solutions”. It pledges to support a data culture, use research analysis and data to identify new and emerging trends, and ensure better management of said data and research.

Steps to achieve these goals in the implementation plan include the establishment of a Cross Criminal Justice Data Group, the development of a three-year plan for the expansion of the Criminal Justice Operational Hub, and the regular publication of research and data accessible to the wider public in a centralised location.

Building workforce capability

To develop its workforce capability, the sector pledges to support and develop a diverse and trauma-informed workforce and to increase inter-agency understanding and support staff to “think beyond organisational boundaries”.

Actions included in the implementation plan to address these goals include the establishment of a Criminal Justice Learning and Development Working Group to conduct a training needs analysis of the workforce, the development of training programmes to address cross-sectoral issues such as victims’ rights, restorative justice and the role of adverse childhood experiences in the criminal justice system, and the establishment of a Criminal Justice Innovation Network to create a platform for the sharing of best practice.

Increasing public understanding

Under the final pillar of the strategy, the sector aims to increase public awareness and understanding of the system, develop a structured form of engagement with stakeholders, and develop consistency in communications with the public.

Steps towards achieving these goals in the implementation plan include the establishment of a Criminal Justice Communications Working Group and a Criminal Justice Consultation and Participation Network, as well as the conducting of an annual nationally representative survey to understand the public’s needs, perceptions and expectations of the system as well as any gaps that need to be addressed.

Creating an innovative, collaborative, and transparent Prison Service

The Irish Prison Service, like many public service bodies, has learned much from its experience over the last three years. Having had our achievements formally recognised at the 2021 Civil Service Excellence and Innovation Awards, in the category of Leading Reform during Covid-19, we have confidence that the lessons we can learn from those experiences are beneficial, writes Donna Creavan.

Throughout the last number of years, in parallel to the organisational response to managing the pandemic, we were hugely successful in continuing to realise our goals, including completion of the new accommodation in Limerick Prison due to open later this year; repurposing a unit in Mountjoy Prison to accommodate older male prisoners who have special requirements as they age; and continued implementation of the Covid-19 vaccination programme for prisoners and staff managed by medical staff, in conjunction with the National Ambulance Service and the HSE. The Irish Prison Service is facing many challenges with rising numbers in our custody, an aging prisoner population, addressing the mental health needs of people in our custody, maintaining services during times of rising costs, and a tight labour market.

As the Prison Service prepares to go forward on a statutory footing as a Scheduled Officer under a government appointed board, we are strengthening internal controls and governance arrangements to support corporate capacity and maintain and ensure consistency, transparency, and accountability for the services we provide on behalf of the State.

With that in mind, the next iteration of the Strategic Plan will be informed by those challenges and our experiences in the context of current societal challenges and the evolving expectations of our stakeholders. As we look to the future, we will focus on a number of themes to support our aims to consolidate and increase the service capacity to people in our custody, making them more accessible and continued collaboration with our stakeholders to progress penal and public service reform.

Modernising the Prison Services through digital and innovation

In February 2022, the Irish Government launched a new national digital strategy, Harnessing Digital – The Digital Ireland Framework, to drive and enable economic and societal change. Our work in this area is also aligned to the Criminal Justice Sectoral Strategy 20222024, pillar three: data as a driver.

Digitalisation of our services, from committal procedures to release will enable transparent, tailored services, prioritising both efficiency and effectiveness in a cohesive and holistic manner. Operating in an environment with increased technology will support us in considering how they address stakeholder needs better while capturing value from new services.

Digital is also a must for innovating educational programs, policies, and practices, and increased digital literacy will support prisoner outcomes which leads to reductions in recidivism and improved public safety. Emerging innovative technologies provides the opportunity to shape the narrative for modernisation of the prison estate and its services. There are significant benefits to supporting staff with the introduction of self-service kiosks and incell telephone and devices.

The Prison Service will continue to build on its development of an operational reporting and analysis capability to support being a data-driven service. Improved capability of our data analytics will facilitate improving management information in relation to trend analysis and the identification and management of risks across the service as well as supporting the broader policy objectives of the criminal justice sector through the provision of quality data and metrics that will inform and support policy decision making.

Talent attraction: Succession and retention of people

Attracting and retaining the best people for the organisation forms part of the current strategic plan under the Staff Support pillar and our commitments to recruit and retain staff will continue. We are currently recruiting up to 144 new prison officers this year, and additional staff in 2023.

Recruiting and retaining professionals across operations and healthcare to implement appropriate strategies for a penal setting is a cornerstone for our service. Successfully providing appropriate services, through our staff, and in-reach service providers, is crucial to ensure that prisons are safe and rehabilitative places, and to support offenders to live crime-free lives and not reoffend upon release, thus creating beneficial outcomes for the individuals and society.

To attract and retain talented motivated staff in today’s labour market including people that reflect the broader profile of people in our population now (e.g., nonIrish and ethnic minorities), the Prison Service aims provide a safe and meaningful work environment; continuously review recruitment strategies and ensure there are learning, development and career progression opportunities for staff.

Organisation culture and change

The culture of an organisation can be the strongest driver for positive change or the strongest inhibitor against it. The Prison Service is facing a significant change agenda through its endeavours to modernise the estate and services and as it prepares to be constituted and operate on a statutory basis. Our greatest asset in achieving under this change programme, is our staff. organisational culture will positively reinforce our efforts to renew the organisation at this pivotal time. Initiatives such as the Code of Ethics for the Prison Service, published in 2021, codifies the values that support the organisation, to work through complex, challenging situations and will assist to implement change.

Careful strategic planning, aligned with the overarching Criminal Justice Sectoral Strategy 2022-2024, will develop a person centred innovative, collaborative, and transparent culture, which will benefit all stakeholders, prisoners, their families, and staff.

By recognising and respecting the individuality of each person, we can connect with everyone. By recognising and reinforcing positive outcomes for people in our custody, we will foster commitment from our staff and support individuals and teams to deliver good practice consistently in person-centred planning.

As part of the national critical infrastructure with a sensitive brief, the Prison Service is continuously improving the quality of service provided, its staff and public confidence.

W: www.irishprisons.ie