HMICS Corporate plan 2025-28

Over the next three years HMICS will focus on the following five strategic objectives:

Strategic objective 1

Increase awareness and confidence in the work of HMICS by:

• Undertaking stakeholder analysis; developing a communications and engagement strategy that provides a clear and consistent approach to internal and external communications, supports effective engagement with all our stakeholders and contributes to the delivery of our vision, values and strategic objectives; encouraging professional dialogue to stimulate interest and understanding, and further promote our work.
• Having a transparent and clearly-understood inspection framework, supported by clear evidential standards against which we will assess.
• Providing independent, objective and rounded assessments, which are transparent about how we reach our findings, supported by a strong evidence base and rationale for professional judgements.
• Having effective models in place for each type of scrutiny intervention, which focus on service delivery and those involved directly in service provision.

Strategic objective 2

Work collaboratively with others, and share expertise, to maximise the impact of our scrutiny work by:

• Carrying out thorough and robust environmental scanning and consultation to identify emerging risks and issues that may need to be considered for scrutiny to support the delivery of a high-quality policing service across Scotland.
• Working with other scrutiny bodies to jointly assess risk, and plan and deliver scrutiny that adds value, reduces the burden of inspection, and provides assurance about services delivered in partnership across Scotland.
• As required, reviewing and refreshing memorandums of understanding with our scrutiny partners to set out our respective powers and responsibilities, and our framework for collaborative working.
• Working with other members of the NPM to share information and good practice to ensure our approach to detention monitoring is consistent with international standards.
• Regularly engaging with public and private sector bodies, universities and others with an interest in policing to identify opportunities for collaborative working to inform and increase the effectiveness of HMICS.

Strategic objective 3

Drive continuous improvement and learning through effective evidence-led inspections and implementation of recommendations by:

• Focusing our inspection activity on those areas that will add the greatest value to policing or tackling the areas of highest risk or concern to the communities of Scotland.
• Publishing information on delivery/action plans and progress, and engaging with relevant business areas responsible for the discharge of recommendations.
• Promoting and supporting strong internal assurance and innovation mechanisms in the bodies we scrutinise to develop organisational learning.
• Encouraging the SPA and Police Scotland to critically evaluate their own performance and capability through self-assessment, to support continuous improvement and best value.

Strategic objective 4

Provide credible professional advice and assurance on policing by:

• Producing an annual report setting out HMCIC’s view of the state of policing, details of our work and views on how policing and associated criminal justice or public sector practice should develop for the future.
• Demonstrating a sound understanding of the policing environment, strategic assessment and outcomes, policy priorities and risks, and (where appropriate) learning from our scrutiny partners regarding both policing and wider public sector risks and issues.
• Retaining an appropriate blend of skills and experience to maintain our currency and validity, providing high-quality professional advice on all aspects of policing.
• Reporting clearly, concisely and authoritatively, adapting our reporting to the needs of our stakeholders, and offering insights that add value to policing and associated criminal justice or public sector practice.
• Undertaking regular assurance reviews on aspects of operational delivery that will influence policy and legislation.

Strategic objective 5

Invest in our own continuous improvement to ensure we operate as a professional and highly efficient and effective organisation by:

• Pursuing relevant accreditation, ensuring effective documented standards and quality assurance are in place to further strengthen the consistency of our scrutiny approach.
• Implementing an organisational improvement plan to ensure we have optimal governance, policies and processes in place, making the best use of our resources.
• Reviewing our inspection framework to ensure we are taking a consistent and professional approach to our work.
• Ensuring the highest professional and ethical standards are in place.
• Identifying and supporting training, learning and continuous professional development opportunities for our highly-skilled and dedicated staff to ensure they continue to have the right skills and knowledge to do their job.