1. Achieve significant reductions in the cost of prisoner transport, whilst maintaining safety and other standards;
2. Create opportunities for reinvestment of savings and redeployment of staff;
3. Improve overall service delivery across the prison service.
4. Project Future is the 5 year programme of public sector reform launched by the Premier and Deputy Governor in November 2015. An update on the Programme overall is available here: projectfuturecayman.gov.ky
5. The full Strategic Assessment for the project can be found here: mha.gov.ky and www.Projectfuturecayman.gov.ky
6. Project Future is utilising a best practice approach to managing what is a wide-ranging and complex programme of change. Strategic Assessments, the first stage in that process, establish the objectives for the project, identify the case for change and test a long list of options in order to create a short list to progress on to more detailed analysis in an Outline Business Case.

• Mary Rodrigues, Chief Advisor, Strategic Reforms (rodrigues@gov.ky),
• Tasha Ebanks-Garcia, Deputy Chief Advisor (ebanks-garcia@gov.ky), or
• Jay Autor, Senior Advisor (autor@gov.ky).

PART 1: OVERVIEW

1.1  Introduction

• Reviewing the efficiency and effectiveness of current prisoner and custodial transport activity; and
• Considering the scope to increase the use of external contractors and how the work might be appropriately packaged

1.2  Purpose

• Defines and confirms the need to invest in change;
• Identifies preferred ways forward, supported by a limited number of viable short-listed options for further analysis; and,
• Identifies the investment required to develop an Outline Business Case.

2.1  Organisational Overview

2.2  Key Drivers

• That the existing arrangements can be significantly improved;
• Currently, HMCIPS cannot provide any development opportunities due to the fact that staff are redeployed to provide court transportation services on a daily basis. Consequently, such redeployment of limited staff consistently results in the closure of the vocational training workshops, the library, and the livestock management site.

2.3  Relationship to Government’s Policy Priorities

• Reducing public expenditure and the size of the civil service; and
• Improving the effectiveness and efficiency of the public sector.
• Prison Service Strategy
• Prison 2015/2016 Business Plan
• Consistent opening of the vocational training unit.

PART 3: THE CASE FOR CHANGE

3.1  Investment Objectives

3.2  Existing Arrangements

3.3  Key Business Problem(s)

• Growing demands that require maximization of deployment of prison officers to support front line services;
• Inconsistent regime delivery in the prisons due to increased and variable escort demands which diverts prison officers away from delivering rehabilitative programming and other constructive activities for prisoners;
• The use of Prison and Police Officers for roles that do not require their full range of skills and power, which is ineffective and inefficient;
• Increased dissatisfaction with the duplication of effort, trivial work and inefficiency of the extant arrangements, aggravated by a lack of coordination between the agencies involved;
• Frustration at arrangements and systems that do not allow for the recording of accurate data on either performance or incidents, making performance improvements difficult; and
• Need to improve performance and implement new working practices and technology.

3.4  Key Considerations

1. Accessible, safe and secure escort services to users of the police custody and prison facilities:

• Ensure escorting arrangements are decent for all prisoners receiving the service, being benchmarked against appropriate best practices and standards; and
• Ensure that custody staff has relevant and current skills, profiles and necessary powers under the Law and are accompanied by proper supervisory cover to meet the priorities of escort management operations.

1. Efficient, effective and accountable services:

• Maintain service delivery in line with budgetary requirements for fiscal responsibility;
• Provide an appropriate range of services at reduced cost while retaining quality control;
• Ensure all relevant facilities and services are controlled by appropriate staff having the correct profiles and knowledge to meet the priorities; and
• Ensure key modes of governance (legal, market, and network) are strengthened to promote compliance with legislation, resource/cost efficiency and control, as well as a strategic PPP.

1. Support RCIPS and HMCIPS strategic plan:

• Provide a secure environment with respect to the various services;
• Ensure all relevant information and evidence is gathered consistently, preserved, and exchanged in line with established guidelines;
• Conduct quality management including reviews of processes and procedures with a view to increasing effectiveness and realising efficiency gains;
• Provide consistency of service, allowing for variations in practice where justifiable, and taking into account relevant guidelines and best practices; and
• Improve continuity of service by reducing instances of front line abstraction to cover security-related duties which disrupts prison regimes.

1. Quality services that meet the overarching responsibilities of the RCIPS and HMCIPS:

• Act with fairness, integrity and respect at all times;
• Support the reduction of self-harm, violence, and security breaches through proactive monitoring, appropriate risk assessments and information sharing; and
• Mutual respect and sophisticated governance structures to anchor stakeholder relationships.

3.5  Key Constraints and External Dependencies

• In conclusion, the preceding analysis has demonstrated that that there is a clear rationale for investing in change. If viable solutions can be identified, this project could potentially result in: realising and maximising the effective use of resources across the range of activities associated with prisoner escorting and court custody requirements within the Cayman Islands Criminal Justice System;
• Providing better value for money by using appropriate staff to conduct court custody and escort work activity. It is believed that staff are not required to be police or prison officers;
• Removing the duplication of effort and consequent inefficiency produced by the existing arrangements; Providing uniformity and consistency of service delivery throughout the Cayman Islands; Obtaining better management information about the delivery of service with a focus on continual improvement;
• ‘Joining up’ agencies in a way that delivers a complex service and improves multi agency working between key partners; and
• Delivering ‘Best Value’ and making use of the best practices learned from established providers in the prisoner escort service sector in the UK.

PART 4: IDENTIFICATION AND SCREENING OF POTENTIAL SOLUTIONS

4.1  Evaluation Criteria

4.2  Long List of Options

4.3  Screening of Options

• A Green assessment indicates fully meets
• A Yellow assessment indicates partly meets; and
• A Red assessment indicates does not meet

4.4  Short-Listed Options

• Option 1: Do Nothing (retained as a baseline comparator)
• Option 2: Contracting out court services
• Option 3: Contracting out court and medical services

4.5  Stakeholder Management

5.1  Methodology

5.2  Financial Implications

5.3  Public Service Implications

5.4  Legal Implications