Publications

The role of the Risk Monitoring and Audit Committee (RMAC) is to act as an independent scrutiny body, without executive powers, advising the Agency Accountable Officer (Chief Executive) and to support the Advisory Board in their responsibilities for issues of risk, control and governance and associated assurance through a process of constructive challenge.

To examine the revised policy and guidance for Risk Management Teams within the SPS in order to identify improvements and ensure consistency in application and make any recommendations necessary.

The Public Records (Scotland) Act 2011 (the Act) received Royal Assent on 20 April 2011. It is the first new public records legislation in Scotland since 1937 and came into force on 1 January 2013. Its primary aim is to promote efficient and accountable record keeping by named Scottish public authorities.

The Scottish Prison Service (SPS) recognises the importance of effective public procurement and contract management activity to underpin SPS’s operational activities and the role this can serve in contributing towards the broad range of National Outcomes set out in Scotland’s National Performance Framework.

The Scottish Prison Service (SPS) is well aware of the importance of effective procurement and contract management activity. When undertaken effectively and efficiently, these activities ensure that SPS derives value for money from our external expenditure and that the goods, services and works procured are fit for purpose and directly support SPS in our wider service delivery.

This Report is an evidence-based snapshot of the Project's status at the time of the Review. It reflects the views of the independent Review Team, based on information evaluated over the Review period, and is delivered to the SRO immediately at the conclusion of the Review.

The following list of projects and contracts are those that have been identified (at March 2019) as being planned renewals or likely Regulated tenders in the period of the SPS Procurement Strategy (i.e. Regulated reflects requirements whose aggregate value over the term of the contract is >£50k: Goods and Services) or >£2m: Works).

In partnership with Barnardo's Scotland and Families Outside, we have designed a strategy for working with the individuals in our care as well as supporting their families and wider social netoworks.

To ensure the delivery of SPS' functions in accordance with Ministers' policies and priorities.

To set out in a single document the refreshed SPS governance arrangements in line with recommendations made in Audit Scotland’s Review of Governance Arrangements Report (February 2015) and in an independent report by Polley Solutions Limited SPS Governance Review 2015-16 (February 2016).

In 2020, in light of the emergence of the COVID-19 pandemic, we took the decision to develop a two-year ‘Delivery Plan’. This plan recognised our need to focus on our operational response to COVID-19. Ensuring the health, safety and wellbeing of those who live and work in Scotland’s prisons has been our priority.

The past few years have tested the SPS in a way none of us have experienced before, but have provided another opportunity for this organisation, and our staff, to demonstrate our immense resilience and agility.

Our Service benefits from having a clear vision. When we developed our Corporate Plan (the Plan) for 2017/20 we did so in a spirit of optimism as we sought to implement the vision for change that emerged from our Organisational Review.

This Corporate Parenting Plan sets out how SPS will deliver its statutory obligations as Corporate Parent. In developing the Plan valuable contributions were made by partner agencies including the Centre Excellence for Looked after Children in Scotland (CELCIS) and the Centre for Youth & Criminal Justice (CYCJ).

The purpose of this section is to provide an overview of the Scottish Prison Service, its purpose and activities. This section also includes information on key risks and issues for the organisation as well as a high-level summary of performance.