STRATEGIC PLAN

2010 -2015

‘Towards Renewal & Reconstruction”

SEPTEMBER, 2010

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TABLE OF CONTENTS Page

Executive Summary 2

PART 1. INTRODUCTION 5

A. Background 5

B. Drivers for institutional transformation 9

i. Justice Sector Reform Strategy 9

ii. Modernization Initiatives in the Justice Sector. 9

iii. Stakeholders‘ Expectations. 9

iv. Past Studies: 2004 -2009 10

v. The Changing face of Crime 10

vi. Impact of Judicial Processes 11

PART 2. SITUATIONAL ANALYSIS: 12

I. The Criminal Justice Sector – Key Issues 12

II. Parole Board 13

III. The Citizens‘ Security Problem in Guyana 13

IV. GPS: Organizational Capacity Assessment: (i) Motivation; 14

V. (ii) Capacity; (iii) Environment Scan: PESTLE Analysis;

(iv) Performance

VI. SWOT 27

VII. Critical Strategic Issues 28

PART 3. THE STRATEGIC DIRECTION 29

I. Vision Statement 29

II. Statement of Values (operating Principles) 29

III. Vision of the Community (Offenders) 30

IV. GPS‘ Mission 30

PART 4. GOALS, OBJECTIVES, STRATEGIES, ACTIVITIES 30

I. Strategic Plan 2001 -2011: Accomplishments 30

II. GPS in 2020; Critical Success Factors 33

III. Goals, Objectives, Key Performance Indicators, Activities 34

(a) Strategic Goals 34

(b) The Strategic Framework for Organizational Renewal &

Reconstruction 35

PART 5. IMPLEMENTATION 41

I. Results Framework - 5 Year Action Plan: 2010 - 2015 41

II. Implementation Arrangements 48

III. Monitoring and Evaluation 50

IV. Stakeholder Analysis 51

V. Managing Change in the Guyana Prison Service 53

ADDENDUM: ORGANIZATIONAL ARRANGEMENTS FOR THE 60

IMPLEMENTATION OF THE SP – MOHA’S PROPOSAL

ABBREVIATIONS AND ACRONYMS 63

ANNEXES See [VOLUME 11]

A. Stakeholders‘ Consultation Report

B. Reporting Formats

C. Communication Management Plan

D. Organizational Profile Data

E. Best Practices Websites.

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EXECUTIVE SUMMARY This Strategic Plan reflects the recommendations that were identified by the Minister and his Ministry,

during the period of review of the Draft Strategic Plan.

The Plan for the Guyana Prison Service was developed, in keeping with the TOR for this intervention - as

a highly participatory process involving a wide cross section of staff, the prisoners themselves, external

stakeholders including Visiting Committees, as well as key decision-makers from the MOHA. The views

of these stakeholders, together with conclusions developed from a review of relevant documents,

inclusive of the major studies undertaken over the past decade, provided an integrated body of

information that enabled a determination of the desired future profile of the GPS, and the means by which

this state could be achieved.

The environmental scan allowed for an organizational assessment of GPS in terms of its capacity,

motivation, and performance; while a corresponding PESTLE analysis enabled the identification of

environmental elements that are influencing factors on the institution‘s operations as well as projecting

possible future implications.

Flowing from the subsequent SWOT analysis, a number of internal strengths and weaknesses, external

opportunities and threats were identified and these highlighted the critical strategic issues that confront

the GPS and which should be addressed for enhanced organizational performance. These issues included:

(i) archaic, in some instances, dilapidated prison estates with inadequate security infrastructure; (ii)

overcrowding in prisons and its dysfunctional effects; (iii) absence of ‗after release‘ programmes for

inmates; (iv) poor working conditions/environment; inadequate staff capacity and inefficient use of

human resources; (v) inadequate organizational structure (especially at the administrative level); (vi)

inadequate Health and Safety practices; poor public image; (vii) inappropriate organization of the HR

function as well as dysfunctional policies and practices and finally,(viii) a largely untapped Prison

Enterprises‘ potential.

These concerns are consistent with those raised just over a decade ago when the first strategic plan was

developed, and, also with several studies / assessments undertaken thus far - the last report being the PSM

/ Nickram report of 2009. The situational analysis undertaken during the present strategic planning

exercise confirmed the congruency across assessments.

Accordingly, in support of the Vision and revised Mission articulated by GPS, the following strategic

goals were identified to be the pillars of the new Strategic Plan:-

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Modernizing and Securing Prisons Estate Infrastructure.

Modernizing Penal Legislation and Restructuring GPS.

Enhancing Human Resource Management and Development In GPS.

Restructuring Prison Enterprises.

Strengthening inter-agency collaboration in the Criminal Justice System.

Promoting Successful Offender Re-Integration into Society.

Rebuilding Public Confidence and Trust.

Advancing Holistic Healthcare in Prisons.

The objectives and activities identified to give effect to these strategic goals emanate from the

recommendations listed in past reports; those from the present assessment, those from the Justice Reform

Strategy together with a choice of relevant ‗best practices‘ from around the world. These proposed

activities have been placed into a five-year implementation results-based matrix that includes measures of

achievement. An indicative costing for the implementation of the Plan is also included. This is in the sum

of one million, seven hundred and ninety thousand, and five hundred US dollars (US$1,790.500),

exclusive of the costs for the rehabilitation of buildings.

The Plan has made provision to fill the implementation gap which existed in the previous strategic plan

(2001 -2011), the result of which, at 2010, was little or no progression of the strategic goals that were

identified eleven years ago. The key to a successful organizational arrangement for the introduction of

reforms is the identification of dedicated (human and financial) resources to support the execution of the

intended improvements, specifically, the activities in the Strategic Plan. Structural arrangements,

including a new Unit, were originally recommended, but in the review of the Draft Strategic Plan, while

the principle of „dedicated resources” was accepted, the specific arrangements were not and the MOHA

has indicated an alternative structure to carry out this important task. This directive is included as an

Addendum to this report.

Finally, as requested in the TOR, a Communications Management Plan and guidelines for managing

change have been included as tools to support effective implementation. The onus is now on the GPS and

indeed the MOHA, as the parent organization, to demonstrate the political will and collective

commitment to support and indeed, reshape the Criminal Justice System. This can be made possible by

replicating a comprehensive approach to the „fourth pillar of the CJS‟ – the institutional strengthening of

GPS, within the framework of a context similar to that which was designed for the other CJS institutions

through the Citizens‟ Security and the Modernization of the Justice Administration System Programmes.

According to Nelson Mandela, speaking to the South African‘s prison staff in 1998…. ―The full

contribution, which our prisons can make toward a permanent reduction in the country‟s crime-rate,

lies also in the way in which they treat prisoners. We cannot emphasize enough the importance of both

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professionalism and respect for human rights.” Such a position cannot be refuted, but this can only be

achieved if prison systems are able to provide the enabling environment which allows for the

strengthening of staff members‘ awareness and capacity. Simultaneously, a conducive physical

environment for staff and offenders is imperative, thereby engendering the desired behaviours that make

prisons safer and more productive.

This plan offers a definite start in this direction.

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PART 1: INTRODUCTION

A. Background

(i) Brief Overview of the GPS

The Guyana Prison Service was established under the Prison Act # 26 of 1975. Chapter 11:01 is the

legislative basis for the GPS; establishing key parameters that include the articulation of the management

structure of the Prisons as well as the main powers and responsibilities of the key principals – the Director

of Prisons and the Deputy Director.

Although the functions of the GPS are not clearly adumbrated in the Act (as noted in the Report of the

Disciplined Forces (2004), such responsibilities are implied in Part 111: 217 – The purpose of training

and treatment of convicted prisoners shall be to establish in them the will to lead a good and useful

life on discharge, and to fit them to do so. Part 111: 281 Every prisoner shall be encouraged to

improve his standard of education and general knowledge and for this purpose the officer in charge

shall, so far as is practicable, arrange instructional classes. Special attention shall be paid to the

education of illiterate prisoners. Classes shall be arranged so that as little interference as possible

may be caused with working hours. From the foregoing, the GPS‘s main functions are perceived to rest

on two pillars – (a) Custodial and, (b) Corrections. The Act provides a sound framework within which the

GPS has functioned since 1975; however few revisions were made until 2009. The Prison (Amendment)

Bill 2009 has attempted to provide a legislative response to the most immediate of the numerous

challenges that have emerged over time. The Bill provides amendments to Clauses 2 to 12.

Notwithstanding these efforts, staff members were unanimous in desiring that a comprehensive review of

the Legislation should be undertaken that include issues of harmonization with similar legislation in the

region.

(ii) Governance

Since 1953, the GPS falls under the jurisdiction of the Minister of Home Affairs. Under the Act, the

Minister has powers that present an oversight framework for ensuring that the GPS functions effectively.

Accordingly, the Minister can (a) issue, as is/ becomes necessary, orders of executive nature; make rules

for the good management and governance of prison and prisoners and for carrying out the objects of the

Act. There is also legislative provision for both judicial and civilian oversight. The Minister is required

to appoint a Board of Visiting Justices as well as a Visiting Committee (civilians) for each prison.

Members may visit the prison at any time and may inspect any part of such prison, may inquire into and

examine the food, diet, clothing, treatment and conduct of prisoners; may hear complaints from prisoners;

may question any member of staff or prisoners and shall ascertain as far as possible whether the

provisions of the Act and / or the Prison Rules are being complied with. These bodies are expected to

submit periodic written reports to the Minister on their findings.

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(iii) A Brief Profile of the Composition of the GPS

The GPS is comprised of a Headquarters situated in Georgetown and five Prison Locations. These are GT

Prisons; Mazaruni; New Amsterdam; Lusignan; Timehri; Mazaruni / Selby Hall. At the apex of the

structure, the Director of Prisons reports to the Minister of Home Affairs. A Deputy Director of Prisons

supports the Director in the Day –to-day functioning of the Service.

Each Prison Location is headed by an Officer-in-charge In keeping with the tradition of penitentiary

institutions; the GPS is a paramilitary organization. Most of its staff are prison officers engaged in

correctional, custodial and support functions. In recent years, The GOG has emphasized that correctional

functions should be given equal emphasis as custodial. In support of this policy, the Service has begun to

recruit professionals in the medical area as well as the welfare area, and efforts are being made to have

more staff involved in correctional activities. While such action is lauded, responsibilities are blurred and

ranks have complained of having to function in both correctional and custodial areas from time to time,

especially in the light of staff shortages in both the custodial and correctional functions. This is an issue

that needs an urgent review of the organizational structure of the GPS in order to clearly delineate the two

functions since unclear definition of roles and responsibilities can blur accountability.

(a) Prisoner Population

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400

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800

1000

1200

1400

Georget

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Authorised

1/1/2006

1/1/2007

1/1/2008

1/1/2009

1/1/2010

Actual Prison Population vs. Authorised Strength

As can be seen since 2006, in the GT Prisons, overcrowding is evident. An ex-Senior Superintendent of

Prisons indicated that overcrowding began to emerge in the 1970s. In the other prisons, except for

Mazaruni / Selby Hall, this pattern is replicated, in particular, from 2007 and steadily increasing. At

January 2010, prisoners‘ population across the five locations was in excess of its optimum capacity by

33%. Over the years under review, on average 56% of the population were remands. The ‗throughput‘ for

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the system, i.e. the ratio between the number of prisoners admitted to the prisons and the number released

in any one year, and at least for Y 2009, could not be established since the relevant records were not in a

form that would readily present such information.

The majority of the inmates - 68 % - are within the age group 16 – 35. The range, broken down into three

sub divisions, that is, 18 – 23; 24 – 29; 30 - 35 reflects more or less the same percentages in every group,

namely 23%; 22% 23% respectively, confirming that more youth are involved in crime.

The MOHA is addressing the issue of overcrowding from several angles. These include (a) reviewing the

Parole Board with the aim of increasing the number of offenders released on parole; (b) increased

requests/ recommendations for Presidential Sentence reduction; (c) enforcing Segregation Policies and (d)

increased advocacy for a shift to greater use of alternative sentencing – community service,

(b) Staffing

The authorized1 staff establishment of the GPS is 502 positions. Actual staff at January 2010 was 389.

The table below presents the deployment of staff across the rank structure:

Table: Staff Establishment – Authorized vs. Actual according to Prison Location.

1 ―The post of APO is not created or recognized by the Act‟ and not part of the formal establishment or under the PSC. “They

cannot therefore independently perform the statutory duties of prison officers, but rather only an auxiliary role to Prison

Officers…: - Report of the Disciplined Forces Commission, May 2004; page 252.

POSITION / RANK A.E PHG

C

GT C

MAZ

C

N/A

C

LUS.

C

TRC C

Act. Str.

C

VAC.

Director of Prisons 01 1 1

Dep. Director of Prisons

01 1 1

Snr. Supt. Of Prisons 04 1 1 2 2

Supt. Of Prisons 05 1 1 1 1 1 1 4 2 +1

Asst. Supt. Of Prisons

12 1 6 1 1 1 2 12

Prison Consultant 01 1

Cadet Officer 03 1 1 2

Chief Prison Officer 21 3 5 1 2 6 1 17 1 3

Plant Maintenance Officer

01 1

Principal Prison Officer 11

36 3 15 7 5 1 3 34 2

Prison Trade Instructor

29 1 2 7 3 5 2 2 20 2 7

Master Baker 01 1

Principal Prison Officer 1

47 9 18 6 9 4 46 1

Launch Coxswain 01 1

Driver Mechanic 01 1

Prison Officer 236 13 50 24 30 23 14 154 82

Assistant Prison Officer

102 11 39 15 12 9 6 92 10

Total 502 43 3 143 2 60 69 42 27 384 5 113

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The overall vacancy level is 23% and at the subordinate level (APOs and POs) 27%. 44.3% of the staff is

females with 55.7% males. 44% of staff is under age 35, 26% is between the ages 35 -44 years; while

30% is between the ages 45 – 60 years. 58% of staff has less than 10 years service; 32% has between 10 –

19 years of service and 10% has at least 20 years service. While there is still an appreciable level of

experience that reposes in the GPS, almost one third of the existing work force are likely to reach

retirement age between the next 5 to 10 years. There is therefore an urgent need to build capacity and plan

for succession, in particular at middle and senior management levels, in a systematic and comprehensive

manner.

Although the total number of prison officers may present the impression that there are adequate numbers

to serve the prison population, in effect there is a significant shortage of custodial staff at every location.

Staff therein are deployed to several functional areas but this is not formally reflected in any chart or other

staff deployment document. . The result is a prisoner / officer ratio that is unmanageable. One ready

example is the Georgetown Prisons where the total staff is 134 but only thirty-four (34) officers of this

number are available for custodial duties. Assuming a two shift system with equal numbers and a prison

population of one thousand, one hundred and fifteen (1,115), the officer to prisoner ratio is 1:65. If the

task force is included as part of the custodial grouping then this ratio becomes 1:39. These numbers

reveal, in real terms the supervision and security challenges that exist.

The Officer in Charge recommends 31 custodial staff per shift which, if combined with the task force,

would realize an officer to prisoner ratio of 1:27, still high when compared with best practice elsewhere

where more manageable numbers range between 1:6 to 1: 10.

On the short term, the Minister has indicated that later in 2010, there will be an aggressive movement

towards the recruitment of persons to fill the vacant positions in the establishment.

(iv) Public Perceptions of the GPS

Despite the changes over the decades, the physical structures and many of the operating modalities have

not seen a corresponding adjustment. The myriad of threats in the external environment has had its toll on

the institution in terms of resource availability and responsiveness to the changing dimensions of crime.

Accordingly, public perception of the Prison Service has steadily become unfavorable, with a

concentration on allegations of prisoner abuse. In 2000, the need for a strategic approach to the resolution

of the institution‘s several challenges was accepted and with the assistance of the British, a Strategic Plan

for the period - 2001 – 2011 was developed. This strategic framework needed to be complemented with a

second phase wherein an implementation strategy would have been charted. Unfortunately, this phase was

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never undertaken. Never-the-less, the GPS has utilized the document as a frame of reference, and has

actually attempted the pursuit of several of the stated goals, albeit, not in a structured manner.

B. Drivers for Institutional Transformation of the GPS

(i) The Justice Sector Reform Strategy

The concern for citizen security and safety is high on the agenda of the Government. This is crucial for

the country‘s economic development which must be underpinned by the confidence of both local and

foreign investors to safely participate and indeed, usher in new investments. Against a spate of crime and

violence that commenced with the escape of five dangerous prisoners in 2004 and continued well into

2007, a key element of the Government‘s response was an extensive consultation surrounding the

Criminal Justice Sector – the result of which is a Justice Sector Reform Strategy (JSRS) for the period

2006 – 2010. This document has captured the views of hundreds of citizens across a wide range of

interested individuals and groups regarding the immediate and future challenges in an increasingly

dynamic global and local environment. The identified strategic goals and related initiatives unsurprisingly

take on a comprehensive stance encompassing all of the institutions in the system.

(ii) Modernization Initiatives in the Justice Sector

Since the JSRSt was approved by Cabinet, two loans were negotiated with the Inter American

Development Bank to commence its implementation. Together, they present a comprehensive approach to

the modernization of three elements of the Criminal Justice System. The Citizens Security Programme

seeks to facilitate the renewal of the Ministry of Home Affairs and the Guyana Police Force. The

Modernization of the Justice Administration Programme seeks to ensure the design and implementation

of reforms in the DPP, Ministry of Legal Affairs and the Courts. While the GPS was not included as a

part of these reforms, its importance, as aptly described by the Honorable Minister of Home Affairs, Mr.

Clement Rohee, as the ‗fourth frontier‘ of the CJS, is acknowledged by all. This acknowledgement was

demonstrated in the inclusion of the development of a Strategic Plan for the GPS as a cross- tranche

condition for the Policy Loan under the MJAS.

(iii) Stakeholders‟ Expectations

Various stakeholder groups continue to voice their concerns of the system and their views for positive

change. These groups range from human rights interests groups, to the media, to lawyers and to families

of offenders. During the situational analysis phase of this strategic planning process, consultation was

sought and realized with a number of key stakeholders identified by the GPS. The recommendations for

change have straddled a cross section of issues ranging from physical accommodation of the prisons to

access/ visitation practices for families. The details of these consultations are included in Annex 1 as they

coincide with the views that are well articulated in the JSRS.

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(iv) Past Institutional Assessment Studies

As was referenced earlier, in 2004 the Report of the Disciplined Services Commission was tabled in

Parliament. The Commission was constituted by the National Assembly „to examine any natter relating

to the public welfare, public safety, public order, defense or security including the structure and

composition of the Disciplined Forces and make recommendations generally with a view to promoting

their greater efficiency‟. Since then, two other reports have emerged that refer to various aspects of the

functioning of the GPS. In the last semester of 2009, under the MJAs, a consultancy was commissioned to

Map the end-to-end processes of the Justice Institutions in Guyana and a Management Review of the

GPS was undertaken by the PSM and a report submitted and referred to as the Nickram Report. These

reports have all highlighted a number of important issues, with at least two of the four reports sharing

similar views on every issue discussed.

In summary, the issues identified for review in a strategic planning process are (i) archaic penal

legislation; autonomy and the GPS; (iii) organization structure and staff establishment; (iv) human

resource policies and practices including remuneration packages; (v) capacity issues including

deployment and utilization of human resources; (vi) archaic prison estates including security concerns;

(vii) prisoner welfare including rehabilitation programmes; (viii) use of technology; (ix) institutional

relations; (x) prison administration and (xii) judicial processes.

The situational analysis review undertaken in this process has also confirmed these areas as the critical

issues that confront the GPS. Of great importance is the fact that many of these issues were identified by

the members of the GPS during this participative strategic planning process. These recurring themes attest

to the fact that, while there are some attempts at improving / alleviating the effects of these issues, much

more can be achieved in a comprehensive strategic approach that speaks to the priorities indentified in the

Justice Sector Reform Strategy.

(v) The Changing Face of Crime

In addition to the foregoing, the changing face of crime has also added to the pressure for a

comprehensive approach by the GPS as it complements the efforts of the other Justice Institutions.

Offenders are now more sophisticated and influential as the narcotic trade continues to escalate along

with human trafficking involving women and children. Sexual offences are becoming more and more

prevalent and there is an escalating universal call for protection of the most vulnerable in all societies. At

the local level, the legislative response has implications for a higher rate of judicial decisions that may

well result in an increased complexity and number of offenders coming into the local penitentiary system.

Moreover, more youths are coming into the prisons for a number of offenses including those of violence

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in one form or another. These youths are invariably, functionally illiterate, and in many instances, school

drop-outs from predominantly single parent families.

The present systems and structures, while laudable in view of the numerous constraints, are inadequate to

effectively respond to the rehabilitation needs of offenders, i.e. inculcating new mindsets and useful skills

as well as confidence to take their place in society in a lawful manner. With these elements in place, their

chances against re-offending will be increased. The realization of such a profile of the released offender

demand responses that speak in a more in-depth, and sustained programmatic approach to the educational,

emotional and psychological needs, in particular, of the more mentally challenged offenders. The

implications are therefore to build on the very useful programmes that exist, and into which, much effort

and thought have been applied even as the organizational structure is realigned and the capacities of all

staff - correctional and custodial- strengthened.

(vi) Impact of Judicial Processes

The efficiency of one part of the Criminal Justice System is paradoxically impacting negatively on the

functioning of the GPS. In recent years, with the increase in arrests for a wide range of felonies, more and

more cases are being brought before the Courts with requests for ‗no bail‘ in several instances. In many

instances, even if bail is set, offenders are in no position to post the required amount. As a result, for

example, the relative success that the GPF, DPP and also, the Courts have realized, regarding arrests and

convictions has seen the incarceration of more and more influential, controversial and prominent

prisoners.

Of concern to all, are the prolonged delays before matters are brought to court. Frequent postponements

of trial add to the frustration of all concerned. In recent times, the Courts have increasingly depicted the

tendency to impose fairly lengthy sentences for many convictions. The collective effect of these events

have contributed to the present high level of remand offenders and consequently to the progressive

overcrowded situation in the prisons, bring in its wake greater security challenges, temptations to staff

overworked and underpaid –in short, added challenges to a system that is already operating under

significant pressure. According to the Chang Report (2004) „Parliament creativity and wisdom should

not be stultified by executive or judicial omission‟. Many stakeholders opined that the Courts, as a

collective, must become more responsive to the realities of the day, in particular, the impact of judicial

decisions, displaying a willingness to shift towards international trends of alternative sentencing.

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PART 11: SITUATIONAL ANALYSIS – MAIN FINDINGS

I. The Criminal Justice Sector – Key Issues

The Criminal Justice System comprises four important institutions whose activities collectively and

sequentially constitute a system that is expected to provide justice even as it underpins issues of citizen

safety and security. At the 10th Criminal Justice Conference, February 2005, South Africa, Pieter du

Rand of the Department of Justice and Constitutional Development (South Africa) posited ― … the justice

system is one of the most important pillars of our democracy. If it fails, our whole democracy is in

danger. The courts and their proper functioning are therefore crucial to our society.‖

This fundamental statement is applicable universally. As stated earlier, the effectiveness and efficiency of

the CJS is a strong as its weakest component. Failure or less than expected performance on the part of

any one of these institutions will mitigate the best efforts of the others. The indication therefore is for a

systemic approach to modernization and reforms if this important dimension of governance is to be

perceived as being effective. The system‘s value chain must be made operational with each institution‘s

performance adding value to the point of interface with the other.

A recent study by the Julian Laithe Consulting firm, procured under the MJAS project, assessed the

Justice Sector through the Mapping of the end-to-end Processes of Justice Institutions. A number of broad

issues were identified and presented in the final report (December, 2009). These are reproduced

hereunder:

‗the issues facing the Justice Sector in Guyana are similar to those in both Caribbean countries

and in other developing countries;

There are delays and bottlenecks throughout the Justice Sector;

There is a lack of joined-up partnerships working;

There is a culture that is hierarchical by nature and one content with the „status quo‟ rather than

one seeking constant improvement; and

Activities are not costed and performance management information is weak‟.

Other key observations in the report that are pertinent for consideration in the development of a new

Strategic Plan for the GPS are:

“There is little information sharing across and throughout the range of institutions. Few persons

(even among senior levels) were aware of the Justice Sector Reform Strategy or the progress of

its implementation as is being developed in the two major reform programmes in the Justice

Sector.

There is no interagency strategic planning process;

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There is no single unit responsible for ICT in the Justice Sector. The lack of ICT support makes

the collection and sharing of information difficult, which in turn negatively impacts the decision-

making process; (some of these issues are being addressed in the Citizens‟ Security Program”).

These observations were confirmed in the environmental scan that was undertaken during this strategic

planning process. They contribute to the GPS‘s inability to respond effectively to its complex and

dynamic external environment. The GPS is a microcosm of the wider justice system; hence these broad

issues are present at the institutional level and impact on the overall performance of the institution. These

concerns will be addressed in later sections of this Plan.

II. PAROLE BOARD

The parole board is an advisory body to the Home Affairs Minister, to help him determine whether a

prisoner is eligible to be released on parole and what conditions should be attached to such release. It is a

system that is designed to allow rehabilitated prisoners a chance to serve part of their sentence in the

community. The Parole Board supervises the reintegration of offenders into the community.

In the Guyana Prison System there was an average of 670 convicted prisoners over the period 2005-2009;

of which a mere 3% of them applied for parole per year. Though 30 parole hearings are conducted on

average per year, only 10 of this number were recommended for parole. The actual numbers granted

parole represented 80% of those recommended. This is a mechanism that can contribute to a reduction in

the prison population, even as the concerns of victims and their families must remain critical factors that

must be considered as the effectiveness of the Parole Board is brought under review. As stated earlier, the

Ministry is addressing this issue.

III. The Citizens‟ Security Problem in Guyana

Reported crime escalated to an unprecedented high following the escape of five dangerous prisoners in

2002. A total of 21,842 crimes were reported between 2004 and 2008. 36 % of these

GENERAL PERFORMANCE INFORMATION: PAROLE BOARD

PERFORMANCE INDICATOR PERFORMANCE INDICATOR VALUES

FY2005 FY2006 FY2007 FY2008 FY2009

Parole petitions from the previous year 0 18 9 17 14

New parole petitions submitted 38 4 21 12 32

Number of parole hearings conducted 39 22 30 29 29

Number of parole recommended 10 8 3 18 11

Number of parole granted 9 8 2 14 8

Number of parole rejected/denied 8 0 0 4 5

Parole completed 12 7 5 6 3

Parolees being supervised and monitored 7 8 4 8 10

Parole petitions at the end of year 31 14 26 15 27

Parolees that withdrew their petitions and those that were released from prison 0 4 6 1 14

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incidents – murder, manslaughter and rape were classified as serious crime. As a result of the subsequent

recapture and death of these convicted felons, and increased security measures since 2006 there has been

a steady decline in these statistics. The table below provides some useful insights into this social and

economic challenge.

Table: Types and Incidents of Crime: 2004 – 2008

Source: Criminal Investigations Department- Presented in MOLHS&SS: National Employment Report 2008.

IV. GPS: Organizational Capacity Assessment:

The internal analysis of the environmental scan – the organizational assessment – was undertaken using a

formal organizational assessment framework that has universal application. Specially developed for the

Inter American Development Bank by Professor Charles Lusthaus et al in 1995, this methodology was

introduced to a cadre of Government Officials in Guyana in 2000. In 2003, the methodology was used

extensively in the Design of the Public Sector Modernization Programme. In summary, the model posits

that organizational performance is a function of interplay of organizational motivation; organizational

capacity and the environment.

The findings emerging from the application of this model and the indicative conclusions are present

below.

(i) Motivation

Four factors are considered in this dimension – history, mission, culture and incentives - as collectively,

they influence the level of organizational motivation.

The GPS has historically been grouped with other military / paramilitary institutions and this may well

have enforced typical characteristics associated with this organizational form i.e. hierarchal, strict ‗chain

of command‘ observance embodied in the visible ‗command and obey‘ stance of its members. In addition,

the emergence of overcrowding and deteriorating conditions in prisons since 1991, the subsequent claims

of basic human rights infringement, the break-out of five dangerous prisoners in 2002 which led to years

of escalated violence related crime, have contributed to a strong negative image of the GPS.

Year Murder Man-

slaughter

Wounding

with Intent

Burglary

and

Breaking

Larceny Arson Rape Robbery Other Total

2004 131 8 123 2654 317 2 170 1336 170 4911

2005 142 8 160 2323 418 1 169 1564 169 4954

2006 163 10 129 1959 319 6 124 1623 124 4457

2007 115 1 101 1872 247 1 82 1236 82 3737

2008 158 6 75 1699 205 12 71 1486 71 3783

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The traditional mission of the organization has reinforced the functions which are routinely carried out.

The extent to which this mission is known by staff, however, could not be determined.

From a survey of employees conducted across locations and ranks, the dominant culture in the GPS is

‗the hierarchy‘, typical of most military organizations and depicting the traditional "command and

control" model of organizations, where it is visible in standardized rules and procedures, control and

accountability and with clear authority for decision making reposed in leaders. While there also exists in

GPS, some subcultures that are less hierarchical, all staff in the sample indicated a preference for a new

culture that advocates shared values, beliefs and practices which emphasize issues of teamwork,

employee participation and consensus in work practices, relationships and behaviors.

Incentives within the GPS are limited, existing largely in Annual Awards Ceremonies where superior

performance at the individual level is rewarded. The more fundamental forms of incentives, such as

organizational and job autonomy, pay incentive schemes and simple recognition for a job well done, were

largely non-existent.

The history, mission, culture and incentive system of the GPS has had both positive and negative

influences on the institution. On the positive side, staff has always felt a sense of belonging in a

predictable environment and this has engendered a strong sense of institutional identity among, in

particular, the more senior officials of the institution. This has enabled the continuous effort towards the

upholding of the mandate of the institution and survival in the face of a sometimes hostile and critical

public. On the other hand, the same factors have contributed to a workforce that is largely resigned to the

operational reality, with little motivation, for many officers, especially at middle and subordinate levels to

be innovative, or at minimum, go beyond the ordinary. This has impacted negatively on the performance

of the institution, largely in its responsiveness to its service users.

(ii) Capacity

According to the Organizational Assessment Model, eight interrelated elements constitute the capacity of

an organization, affecting its performance. These are strategic leadership, organizational structure, human

resources, financial management, organizational infrastructure, program and service management, process

management and inter-organizational linkages. On the positive side, there is some degree of stability in

the upper grades of the GPS; the senior and middle level staff are committed to the organization as seen in

the fact that 42% of staff have between 10 to 20 years of service. This institutional ‗know-how‘

underpins the day-to-day institutional operations even as the citizenry is kept safe as prisoner escapees are

contained and minimal.

16

In addition, the GPS has developed a number of training programs for both staff and prisoners that is

enhancing capacities at both levels. Among the programmes deemed by the offenders themselves to be

values- changing are (a) Merundoi-Behavior Change proogramme through drama, Anger Management,

HIV Aids Awareness and Behavior Modification Program; remedial literacy and numeracy, CXC, music

and vocational training in the areas of tailoring, block-making, craft, carpentry, welding, catering and

farming. Offender training is constrained by ill equipped trade shops, inadequate space, and infrequency

of training courses, insufficient trade instructors and custodial staff which inhibits the release of offenders

to attend classes. Of even more importance, the existing policy does not permit the participation of

remands (although discretion is used sometimes based on declared interest). This latter policy does not

appear to be relevant given the reality of the extensive length of incarceration for many remand offenders.

These issues are all engaging the attention of the Minister and the Prison Administrators and some small

advancements have already been realized.

At the level of staff members, 34 courses are developed and administered by the Training, Welfare and

Corrections Division, including a Basic Recruit Training Program. Although this is not always possible,

generally, efforts are made to ensure that recruits are afforded some measure of orientation before being

deployed. Several staff members have expressed dissatisfaction regarding the training effort. Perceptions

range from statements insisting that training is insufficient, to claims of unclear selection criteria. In

support of these views, recommendations call for courses to be revamped to reflect the changing nature of

crime in order to increase the responsiveness and coping skills of relevant staff. A common reaction was

that the curricula for both offenders and officers should be revamped.

Prior to 2010, the utilization of resources approved for training in GPS was skewed towards officers. In

2010, at the instance of the Minister, for the first time, this budget was divided in a more equitable

manner to reflect training opportunities for both target groups.

The main areas of concern are (a) the inadequacy of the organization structure to support an equal focus

on the correctional aspect of the GPS‖ mandate. The organizational chart that was made available during

the assessment presented a ‗rank system‘ instead of a functional distribution with clear reporting

relationships; there was no distinction between custodial and correctional responsibilities, and

consequently, no visible career path for either stream. The chart also depicted gaps at the strategic apex.

(b) Staff capacity - just about 10% of staff are in receipt of education qualifications beyond a primary

education [i.e. associate degrees, undergraduate degrees and post graduate certification]; 17% of staff

possess CXC qualifications while just under three quarters of staff - 73% - have qualifications at the

level of primary school and vocational studies. While the latter may be sufficient for custodial

responsibilities, these statistics appear to suggest critical gaps might be existing at supervisory /

17

managerial levels as well as in the correctional area which is key to successful offender rehabilitation.

Data was unavailable to determine the scope of the academic gaps at the supervisory / management levels

but the indications are for increased formal academic exposure as well as management and other related

skills training (e,g. leadership; teambuilding; communications etc). This view was validated by key

informants during the internal assessment processes.

In the area of financial management, from the Auditor General‘s report over the period 2004 – 2008, a

number of recurring themes appear to indicate several weaknesses in the practice of the function. Specific

areas highlighted were stores and procurement management; accounting procedures and related recording

keeping; non- segregation of store keeping functions and inadequate inventory management of important

stocks such as fuel. Budgetary provisions have been inadequate over time despite increases in both

current and capital allocations over the past five years. Funds are insufficient to meet the annual operating

needs of the service, even on a break even basis. This has resulted in shortages of basic hygiene and

sanitary supplies to prisoners; reduction of the quantity of goods specified in supplier contracts, at the

point of transaction.

Infrastructure – prison estates. Generally, one key informant shared that the buildings across locations

reflect a harshly punitive atmosphere. This was confirmed on visits to locations during the assessment

with several cases verging on dilapidation, an unsurprising situation since no major rehabilitation has

been done to many of these buildings since the early 1900s.

In this critical area of rehabilitation, the MOHA, at the bequest of the GPS and supported by its own

oversight conclusions, has continuously mobilized resources during annual budget presentations in order

to effect the most critical repairs to buildings that have serious structural rehabilitation needs as a result

of their age. In addition, in 2010, a new block in the Georgetown Prisons is being erected.

Never=the=less, the need for increased activity, emanating from a more formal, comprehensive and

strategic approach, has been unanimously identified across the range of key informants.

Equipment and furnishings were equally archaic, trade/workshops small, cramped and largely inoperable;

no dining facilities exist at the Georgetown Prisons and offenders eat literally on their feet! In several

cases, basic furnishings for prisoners were very inadequate (a critical shortage of beds / mattresses etc.

results in several hammocks slung in the cells generating intense heat and further blocking light).

Automation and use of technology with inadequate electronic equipment (such as surveillance

cameras; electronic scanners etc), vital in supporting other security measures in the Locations were also

inadequate. Computer ‗know-how‟ was minimal, in relation to the total number of staff, and where it

18

existed, in almost every case this was at the basic level. With support from the Minister, the GPS has

developed a plan to address the technological gaps and these are now being considered at the policy level.

There is no formal HR structure in the GPS as a result of the absence of the requisite capacity. This

function is now centralized and administered / processed through a Board comprising MOHA staff, the

Head of TW&C and the Training Committee of the GPS. The Minister monitors the performance of this

body. Key informants within the Service were more or less unanimous that this practice has resulted in a

lengthy process for recruitment, elapsed periods of uncertainty as a result of blurred accountability. The

spin-off of this approach has seen a de-motivating impact on the entire GPS. Notwithstanding these

constraints, with the measures taken, some successes have been realized during 2009 -2010.

Appointments in some critical areas such as ‗welfare‘ have begun to emerge, but more of these skills are

needed

In addition, the GPS now has a Code of Ethics for its staff. Career management, however, is not properly

structured. Some attempt was made to deal with the issue of succession through the Cadet Scheme, but

other levels are not addressed. While there is also a Promotion Board, progression in the system is

sometimes blurred and staff claim to be unclear regarding the criteria that is sometimes applied in the

light of some supersession and undue delays. Indeed, the organization structure itself lends for some

ambiguity regarding career paths in areas requiring different skills set since the rank structure is

dominant. Some form of annual staff appraisal is in place but it was generally agreed that there is need for

improvement since the last appraisal was in 2008 and existing formats / instruments are being revised

internally with various models being examined.

There is no documented Occupational Health and Safety Policy in place nor are there any formal linkages

with the Occupational Health and Safety Division within the MOLHS&SS - a matter of great concern in

the light of the hazardous environment for both staff and offenders.

Program and service management

Planning is effected within the GPS, mainly at the onset of the Budget preparation period in August. This

is a joint exercise between the OCs and the Directorate of the GPS supported by the Finance Department.

Coherence between the annual work plans and the budget could not be assessed since the former

documents were not made available during the assessment. From key informants, formal evaluation

systems do not appear to be in place although some monitoring of the annual work plan‘s progress is

attempted at Monthly General Management Conferences. In addition, the Minister of Home Affairs

conducts weekly meetings with the Directorate and senior management with a view to resolving

bottlenecks to the advancement of planned programs. Formal systems to garner views from stakeholders

and to elicit feedback do not exist. Senior officers did not respond to short questionnaires that sought to

19

solicit their responses to issues of institutional performance. This may seem to indicate that practices may

not be comprehensively or formally institutionalized.

Process management

This factor was considered from four perspectives – problem-solving; decision-making; communications,

monitoring and evaluation. In the centralist dispensation that permeates this institution, these cross-

cutting functions are all discharged at the level of the General Management Conference as well as at the

MOHA. Key informants are of the opinion that although it was stated that OCs had a significant amount

of autonomy to deal with operational matters at their locations, the tendency was to have decisions

referred to the directorate. In addition it is clear that record systems are not as robust or up-to-date as they

should be since data required for this assessment had to be updated/ generated in some instances, and in

other instances were just not available. Moreover, there are no electronic databases that can readily

generate desired reports, or respond to operational queries. Comprehensive and timely information is

critical to sound problem-solving, decision-making, and monitoring and evaluating practices.

The general perception from across the range of persons interviewed was that communication in the GPS

is in need of enhancement. Most persons were unaware of the existence of the Strategic Plan that is

coming to an end, and in the case of those aware of its existence, they were unacquainted about the details

of its content.

Inter-organizational linkages

Chapter 11:01 identifies a number of agencies with whom the GPS must collaborate in order to satisfy its

mandate. Apart from the other institutions in the formal Criminal Justice System, and MOHA, key

agencies are the MOF, MOH, the MOE, the MLHSS&SS, in particular its Probation and Welfare

Services; MOA, MOAA, PSM and PSC. Collaboration is largely informal streaming from individual

connections. There are no formal relationships or mechanisms; hence there is an absence of deliberate,

ongoing and comprehensive engagements that would present a partnership approach to advancing the

aims of the GPS and the Criminal Justice System, as a whole.

Conclusion

Given the foregoing, while it is acknowledged that the GPS has still been able to maintain a relatively

safe prison environment, and has thereby contributed to the security of citizens, it is quite clear that

overall, the capacity of this institution is weak and in need of urgent institutional strengthening in order to

better position it to discharge its mandate in the criminal justice system.

20

(iii) Environment - PESTLE Analysis – Existing and Emerging Trends

These environmental trends were considered by a core of GPS staffers. The political, economic, socio-

cultural, legal and environmental dimensions were explored.

Among the several trends identified, those considered vital to the GPS and its future were - the present

policies of the government regarding the modernization of the justice sector; fiscal policies that are

engendering more revenue and better financial management at the macro level; slow economic growth

and private / external investment; continuing drug trafficking; increasing instances of abuse of children

and women.

Other trends include - significant number of students from all levels of the school system who have

dropped out from their programmes (although this number has started to decrease in 2007 over the 2005

figures, probably as a result of programmes directed to the attainment of related MDGs); perpetrators of

violent crime resorting to guns and being profiled as young men who are school drop-outs; a flurry of

legislation responding to high profile social ills such as child abuse, narcotics trafficking; juvenile

offenders etc; technological advances and more accessibility to the internet; increased training

opportunities in computer literacy .

These occurrences will have a direct impact on the GPS and its developmental plans for the future.

(v) Performance

This is reviewed from three dimensions, efficiency, effectiveness, relevance and financial viability.

(a) Efficiency

The aim is to determine whether outputs were achieved at the desired level and at the least costs. This was

difficult to measure since cost accounting is not practiced in the GPS and the required range of

information was not available. The analysis was therefore inconclusive since no one variable could be

isolated and attributed as the causal factor for the prevailing circumstances. One indicator that was of

particular interest was the cost to maintain a prisoner. The cost for this indicator was traced over the

period 2005 – 2009.

21

Figure : Prisoner Costs: 2005 – 2009

Cost per prisoner. (G$)

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

$450,000

1/1

/20

05

1/1

/20

06

1/1

/20

07

1/1

/20

08

1/1

/20

09

Cost per prisoner. (G$)

Prisoner cost was calculated by dividing the Total Operating Cost (including Overheads) by the total

prisoner population for the relevant year. The statistics depict this cost increasing steadily from 2006. At

the end of 2009, the cost of per prisoner had moved from $G317, 953 to $G359, 301, a difference of $41,

348 or 12%. In fact, between 2008 and 2009 operating costs decreased by 7 %. This occurred as prisoner

population in 2009 decreased from 2008‘s totals by 5%. These figures should only be regarded as

indicative since from both observation and information from key informants including the prisoners

themselves, facilities as well as basic prisoners‘ needs are not adequately met.

(b) Effectiveness

Effectiveness is defined as the extent to which an organization is meeting its legislative mandate /

functional goals. The main goals of the GPS emerge from its two assumed functions; namely, (i) to ensure

that prison is safe, and that prisoners do not escape from custody; (ii) to retrain prisoners so that they can

live useful law-abiding lives after they leave the prison.

Keeping prisoners safe.

In 2009, approximately 23% of prisoners were ill enough to have to be taken to the hospital, be

hospitalized either at the infirmaries or at the GPHC. Although this number appears to be high, given the

constraints of severe overcrowding, especially at the GPHC, the conclusion can be made that the GPS

were able to contain serious illnesses somehow preventing major epidemics. Other possible measures that

can be used as measures of the effectiveness of programs in place to promote prisoner safety are number

of deaths based on illnesses contracted in the prisons in any one year; number of prisoners injured over

the past year; number of infractions; and the number of prisoners killed during infractions. During 2009, 9

Year Cost per

prisoner.

(G$)

1/1/2005 $317,953

1/1/2006 $304,601

1/1/2007 $308,008

1/1/2008 $388,224

1/1/2009 $359,301

22

prisoners died representing less than 1%; there were 90 cases of wounding as a result of infractions – an

average of 1 serious infraction every four days, which can be viewed as alarming given the possibilities of

these incidents escalating in view of the limited available custodial staff and even resulting into fatalities.

This level of conflict is however understandable in view of the serious overcrowding, especially at the GT

prison location.

Healthcare in Guyana‟s Prisons

The level of care that is legislatively mandated to be provided demands that at each prison, there should

be a resident GMO provided by the CMO, MOH. As a result of shortages of doctors nationally, the lack

of resident GMOs has been substituted by Medexes who are in turn supported by nurses. In emergencies,

prisoners are referred to the GHC. While this strategy has assisted in providing some level of full time

medical support, these personnel have suggested that there are operating with understaffing at 33% in the

case of Medexes and 60% in the case of nurses. The greatest shortage of nurses is at the GT location.

Since just over 51% of total prisoners are at GT Prisons, the Administration at GPS has treated this

location as the priority and with the cooperation of the CMO, a resident GMO is expected to be in place

in another month or two. In the last year or two, a Dental Clinic has become operational, as well as an

HIV/AIDS and Tuberculosis Clinic. Once a week mentally challenged offenders are able to meet with the

local psychologist. Given the numbers of such offenders, it is unlikely that the visits follow the

established standards within the constraints of time. While progress in the area of healthcare cannot be

denied, GPS still has a long way to go to meet international standards and ‗best practices‘.

Keeping citizens safe.

This objective can be measured by the number of escaped prisoners in any given period. Statistics were

examined over the period 2005 – 2009. On average prisoners breaking out was 0.8% - less than 1 %. In

this regard, the GPS has been very effective in containing prison break-outs, and by extension,

contributing to the safety and security of the citizenry, more so in the light of the critical problems of

overcrowding and staff shortages.

Retraining offenders for successful re-entry into society

As indicated earlier, several programmes are offered to offenders and staff in order to build overall

capacity for both groups. While training budgets have increased over the past five years the utilization of

funds have been skewed towards staff members. Despite the shift towards a more equitable distribution of

resources at the beginning of this year - 2010 - offenders believe, that training should be more systematic,

regular and programmed to better address their specific needs and interests.

23

One indicator of the success of rehabilitation programmes in the prison is the rate of recidivism, but this

in itself is subject to many other variables outside of the control of the GPS. Notwithstanding this reality,

in reviewing recidivism rates over the past five years, a steady increase is apparent. In fact within the time

frame, recidivism has increased by over 100%.

These trends suggest that the GPS needs to analyze profiles of recidivists as well as conducting a

comprehensive review of its rehabilitation programmes, developing an overall strategy aimed at

enhancing its contribution to a significant reduction of recidivism over the medium term. Although many

causal factors are outside its manageable control, a more proactive and comprehensive approach must

include structured partnerships within the wider justice system, key line ministries (e.g. MOE, MOHA,

MOLHS&SS), private sector as well as the community.

In summary, despite the several constraints, it can be said that the GPS has been partially effective in the

discharge of its responsibilities.

(c) Relevance

Relevance of the GPS‘ programs is assessed from a number of perspectives. These are the number of new

programmes over the last five years, changes of programs in relation to new trends and expressed

changing needs of service users; acceptance of programs and services by stakeholders; stakeholders‘

satisfaction of services provided and reputation of the GPS among its peers as well as the general public.

GPS has attempted to remain relevant by taking on board some new programmes for offenders that reflect

aspects of best practice in modern penitentiary systems. In addition, the TWG developed a proposal for

Sentence Management and in 2010, this has moved closer to implementation through the appointment by

the Minister of a Sentence Management Board. The general public perception and that of key informants /

stakeholders outside of the GPS, however, is a mixed one. Most stakeholder groups, even those more

Year Recidivists

1/1/2005 192

1/1/2006 246

1/1/2007 339

1/1/2008 364

1/1/2009 396

Number of Recidivists – 2005 -2009

0 50

100 150

200 250

300 350

400 450

1/1/2005 1/1/2006 1/1/2007 1/1/2008 1/1/2009

Recidivists

24

closely involved with the GPS, are unaware of the specific rehabilitation programmes that are offered and

therefore tend to judge the institution based on public opinion - this more often than not, from a negative

perspective. From others, including the offenders themselves, while it is acknowledged that behavior

change programmes can influence/ change values and behaviors, issues of access, regularity, continuity

and skills of training providers were cited as the shortfalls of the programmes.

(d) Financial Viability

The financial viability of the GPS is in question. During the five year period under review, on three

occasions, 2005, 2007 and 2008, actual expenditure exceeded budgeted by an average of 0.35%. For the

other two years, 2006 and 2009, the actual expenditure fell short of budgeted by an average of 1.83%. In

2009, actual expenditure increased over the 2005 figure by 62%.

With a largely unpredictable service user population (offenders) as sentencing continues with little

recognition of the overcrowding situation, it has become increasing difficult for the GPS to adequately

meet the indicative costs of servicing offenders in terms of basic needs requirements. Over the period

2005 -2009, funding has been made available under capital expenditure budgets, reflecting a 283%

increase by 2009. The budget line for Buildings presents a G$68 Million ‗hike‘ in 2009 over 2005,

reflecting an increase in allocation of 316%. This can well be indicative of the significant rehabilitation

costs given the age of these structures as well as the MOHA‘s attempt to correct deficiencies albeit with

limited resources. Yet, extensive rehabilitation remains to be done, including the seemingly insolvable

problem of the internal sewerage disposal that is a part of the wider solid waste disposal network in the

wards of Georgetown. This is a high risk health hazard which is exacerbated during the rainy season. This

situation is also in contravention of environmental standards. The cost effectiveness of continued

maintenance is therefore questionable, although it was reported during the end of this review that the

GWI is embarking upon a more comprehensive solution on the medium term.

In the area of financial / accounting processes, state audit reports indicate several weaknesses in record

keeping and observance of financial management / accounting standards and practices. From the

assessment, processes concerning PRISS revenue collection and accountability practices appear to be

blurred in terms of clearly defined responsibility and oversight roles between prison locations and prison

headquarters. In addition, operational systems across locations do not appear to be consistent. This is an

area that can benefit from a comprehensive review.

The organization‘s dependence on the Government’s subvention and its inability to exploit the

potential of its agriculture resources has placed the financial viability of the institution at risk.

Monitoring of its financial resources is done on a monthly basis at General Management Conference as

well as by the MOHA and the Ministry of Finance. Another spin-off from its dependence on Ministry

25

allocations is that significant action cannot be taken, in terms of quick decisions to deal with unplanned

events some of which may be classified as critical.

While the MOHA tries to respond as best as it could to emergency demands; its own ability is restricted

in terms of what can, in many instances, be the need to balance conflicting priorities from its other

agencies and deciding on what the priorities should be for submission, consideration and ultimately

decisions by the MOF.

Prison Enterprises

The Prison has the prospective to become self sufficient if the full potential of its various business

enterprises were to be realized. Recently, a Prison Enterprise Management Policy was developed/ and its

implementation has commenced. Agriculture is clearly the bedrock for self sufficiency but despite its

significant contribution to the Prisons‘ dietary expenses, there are several bottlenecks. These include the

inability to harness cash crops (vegetables), poultry and livestock as a result of insufficient staff to

supervise offenders on the farms. (Offenders themselves have complained of being idle for significant

parts of their day). Other key constraints revolve around access to adequate and timely working capital;

insufficient resources to acquire capital equipment necessary for larger scale farming. While a Strategic

Plan for this enterprise is in existence, this is not time bound. There is therefore no real pressure, at any

level, to execute activities in the absence of clear measurable targets. Recently, the Minister appointed an

Agriculture Board to provide oversight over this Enterprise. It is expected that the functioning of the

Board will benefit from some of the observations made in this report.

Other enterprises comprise furniture manufacturing; craft production, block-making and the acquisition of

contracts for various types of labour intensive jobs for the convicted offenders. In the case of the latter,

there are some contracts with a few organizations such as MCC; Food for the Poor; but much more can be

sourced if more custodial staff are recruited and retained. In this regard, the size of prisoner remission is

of some concern. This averages around G$300 – G$500 per day. Given the economic realities, these pay

levels should be examined within a comprehensive strategy to market and access more employment

opportunities for offenders.

Conclusion

It is acknowledged that given the realism of the context within which the institution operates,

performance cannot be perfect. In its determination to pursue its legislative mandate, an institution is

faced with the decision to make tradeoffs among the various elements of performance. However, this can

only be done in a context where good information is available for evaluating the choices and determining

the best tradeoff give the realism that must be confronted.

26

There was little evidence to suggest that a dedicated, systematic and comprehensive approach to the issue

of internal performance assessment was in place and this situation is compounded by the absence of

timely and comprehensive data to assess performance indicators. Although some indicators were

identified in the Annual Performance Statements demanded in the budgetary preparation processes, there

was no evidence that these indicators were tracked and used in the decision making processes.

While it was admitted that there are some staff who are less than professional and are involved in dubious

behaviors, the majority of staff in the GPS, from discussions and observations, appear to be committed

and execute a good job, under very difficult conditions - in an environment fraught with risk as well as the

long hours in any shift. The environmental scan revealed that most participants wanted to do a good job,

and desired to reverse the negative perceptions about the institution.

Many factors are beyond the manageable control of the GPS, but there are several adjustments to

processes, attitudes, policies that can be improved at little or no cost. This strategic plan provides the

opportunity for a renewed comprehensive approach to the task of organizational renewal. The

participatory approach undertaken in the strategic planning process that produced outputs which will

dictate the direction and content of this new Plan, should present a favorable environment for successful

implementation.

The next section of this document displays the SWOT Analysis that was undertaken by thirty-eight (38)

staffers from a cross section of the GPS.

27

V. Guyana Prison Service=: A SWOT Analysis

INTERNAL EXTERNAL Strengths

Notwithstanding the limited resources, the GPS is able to

successfully fulfill its‘ mandate.

GPS has a very experienced core of Senior Managers

who are able to share their working experiences with

junior staff in such a manner so as to allow the junior

ranks to readily grasp an appreciation of the job.

Employment of Welfare Officers who are tasked with

addressing the social and welfare concerns of inmates

Improving health care services; dental clinic, HIV

programme at the Georgetown Prison.

A sense of camaraderie and unity exist amongst staff

members.

A high level of commitment, loyalty, dedication and

purpose to the organization by staff in the face of all the

challenges that they encounter on the job, e.g.- long hours

of work, unfriendly working environment, limited

resources, yet remaining in the organization.

Opportunities for staff development exist within the

organization; academic upgrade, specialization.

A fair level of usage of security related technology;

cameras, scanners

Opportunities

For Government and other Agencies/Organizations to

establish technical and vocational training as well as

academic and job creation programmes to reduce the lure of

crime by vulnerable groups.

Recent legislation and policy statements from high –level

Government policy and decision makers to expand the

application of alternative sentencing by the courts.

Interest of religious bodies and NGOs as well as the

MOLH&SS for greater involvement of religious and non

governmental organization as well as the Ministry of

Human Services in after care/release programmes for

prisoners ; work opportunities, half way homes.

For improving crime prevention through the conduct of

public awareness programmes on the evils of crime.

For GPS to conduct a PR campaign highlighting the

positive contribution being made by the organiztion and to

refute the negative press.

For GPS to acquire appropriate monitoring and security

related technologies to address the greater influx of

prisoners,

Weaknesses

An outdated infrastructure that is in need of major

recapitalization.

Poor public image when compared with the that of the

other members of the disciplined services.

Failure to give due recognition upon retirement to those

who would have served the organization with distinction

for many years.

Blurred career path leading to the top of the organization.

Inexperience of staff, 58% of staff has less than 10 years

of service which may indicate that the organization lacks

key competencies at certain levels.

Positions within the organization not being filled in a

timely manner as evidenced by the 21% vacancy level.

A high employment rate for females (55%), in a

predominantly male setting; this may lead to reduced

effectiveness.

Poor working conditions; long hours of work, poor

condition of physical infrastructure, staff shortages,

inefficient use of human resources, reduced training

opportunities for staff if compared over the last decade

and lack of rewards for long and dedicated service to the

organization.

Potential for the spread of communicable diseases as a

result of overcrowding poses significant challenges to

maintaining a safe prison environment for inmates as well

as for staff.

Inability to effectively classify and segregate criminals

within the prison system because of overcrowding and

staffing issues.

Threats

Geographic Location of the GT Prisons: Absence of a

buffer zone around the perimeter of the prison compound

increases the security risk of external influences, presenting

a number of related challenges. The failure to comply with

the city by-laws regarding the height of buildings

constructed in the immediate vicinity of the prison poses

additional threats.

Drug trade leading to greater prison intake.

The high level of unemployment and poverty in the country

creates a fertile environment for the criminal enterprise.

The recent passing of new criminal legislation and its

implications of potentially increasing the prison population

as a result of a greater number of convictions.

The increased successful prosecution of criminals who are

very influential within the society; these individuals are

able to use their considerable power and influence within

and without the prison to create an unstable environment.

Inability to attract suitably qualified staff from a depleted

labour market.

Burgeoning unruly culture fostering dangerous prison

environment.

At the socio-cultural dimension, Proliferation of guns,

drugs and technological advancements poses new threats

with more violent and sophisticated crimes.

Poor perception of GPS staff by the public as a result of

negative publicity in the media.

28

(a) Critical Strategic Issues

Arising from the SWOT ANALYSIS, the critical strategic issues identified by GPS are presented below:

Insecure, archaic and somewhat dilapidated prison estate infrastructure.

Over crowding in prisons and its effects.

Absence of ‗after release‘ programmes for former inmates.

Poor working conditions/environment.

Inadequate staff capacity and inefficient use of human resources; (staff deployment).

Inadequate organization structure (key concerns being lack of clarity between the custodial and

the correctional functions as well as unclear career path for both aspects, especially at

administrative level).

Inadequate Health and Safety practices.

Poor Public Image.

Dysfunction in HR organization, policies and practices.

Potential of the Prison Enterprises largely untapped.

29

PART 111: THE STRATEGIC DIRECTION

The following Vision, Mission and Statement of Values were derived following a working session with

thirty- eight of GPS officers across ranks and locations:

a. VISION STATEMENT OF THE GUYANA PRISON SERVICE -Y 2020

Guyana Prison Service is a highly efficient correctional institution with modern technological facilities

and competent staff who empower and rehabilitate inmates through structured programmes thereby

contributing to reduced recidivism and increased public safety.

This vision has a time horizon of ten years although the GPS, conscious of its limitations and challenges,

has developed this 5 year plan as the first phase of this journey to excellence.

b. STATEMENT OF VALUES (OPERATING PRINCIPLES)

Loyalty, equity and commitment

We see these values as the bedrock to our behaviours at every level since they are critical to

high performance and retention of staff.

Efficiency

We are committed to ensuring optimum utilization of the resources entrusted in our

care.

Accountability

We are determined to hold every staff member accountable regardless of status or

rank.

Safety

We maintain a safe and secure environment for inmates and staff

Rehabilitation

We seek to provide effective training and retraining opportunities to offenders thus enabling

their successful reintegration into society

Integrity

We strive to inculcate high moral, ethical values and trustworthiness to offenders and staff as

well as to uphold and sustain the integrity and professional image of the Service.

Partnerships / collaboration – We aim to network with all members of the Criminal Justice

Sector and other agencies that are critical to the GPS successfully fulfilling its mandate and

contributing to that of the wider Criminal Justice System.

30

People –centered

The Guyana Prison Service endeavors to assist in the personal development and welfare of its

staff, thus enabling them to realize their highest possible potential and life goals.

c. VISION OF THE COMMUNITY SERVED (OFFENDERS)

Offenders who are empowered with changed mind-sets and skill to take their place as productive law

abiding citizens and successfully reintegrating into society through strong networks and community

business partnerships that are facilitated by the GPS.

In support of its articulated vision, the GPS has revised its Mission Statement to read as follows:

d. GPS’ MISSION STATEMENT

The Guyana Prison Service, as an integral part of the Criminal Justice System, utilizes

international standards and practices to provide a secure environment for staff and offenders.

Through these approaches, offenders are rehabilitated and reintegrated into society as law

abiding citizens, thus contributing to public safety, critical for national development.

PART IV. GOALS, OBJECTIVES, STRATEGIES, ACTIVITIES,

PERFORMANCE MEASURES

1. Strategic Plan 2001 -2011: Accomplishments

The current Strategic Plan was evaluated with the Director of the GPS. Essentially although the

Plan was accepted, this was not cascaded down throughout the institution. In addition, a second

phase was intended to develop an implementation / action plan. This was however, not

accomplished. Despite this omission, the GPS has explained that the Strategic Plan was used as a

frame of reference to inform its annual Capital Budget Estimates. The Assessment of the Plan‘s

Goals and activities are presented in the Table below:

31

(a) STATUS OF STRATEGIC PLAN 2001 -2011

GOAL ACTIVITIES PURSUED TO

REALIZE GOAL

STATUS

COMPLETE

D

ON-

GOING

NOT

ATTEMP

TED

COMMENTS

1. Review of

Prison Estate

(a) Review Prison Estates –

classify security status and

segregate / place prisoners

according to prison

classification.

X

More of an

‗ad hoc‘

approach;

responsive

to

immediate

needs

To be included in new strategic plan.

Some attempt has been made to categorize

prisoners; Lusignan for drug and first time

offenders, Timehri for pre release prisoners and

Mazaruni for long termed prisoners. There is still

a need to address the issue of overcrowding and

prisoners who display unusual behavior if

classification is going to be successfully

implemented.

(b) Review prison estate in

order to maximize resources. On-going

To be included in new strategic plan

( c) Identify and develop

information and security

technology to counter growing

sophistication of the criminal

environment.

Very

limited

progress.

To be included in new strategic plan

Scanners needed for Mazaruni and Lusignan

Prisons as well as a greater number of cameras at

the other locations.

2. Compilation

of Security and

Standards

Manual.

(a) Establish procedures and

standards in respect of the

administrative and operational

systems of the prisons.

X To be included in new strategic plan

(b) Establish specific

procedures in relation to the

treatment of specific categories

of prisoners.

X To be included in new strategic plan

3. Establishment

of Audit Systems

to Monitor

Implementation.

(a) To identify inspecting and

monitoring teams to determine

the extent of the

implementation of the Security

and Standard Manual.

X To be included in new strategic plan

4. Human

Resource

Development

and

Management.

(a) Recruitment of appropriate

and qualified staff to meet the

professional responsibilities of

the organization.

X

Two Welfare Officers have been employed and

four of five locations have a Medex assigned.

5 Registered nurses to be recruited.

To be included in new strategic plan

(b) Develop and implement

flexible contracting / recruiting

systems to satisfy the

professional responsibilities of

the organization

X

To be included in new strategic plan

Need to address the issue of a doctor being

stationed at the Prisons on a permanent basis

(c ) Review remuneration and

conditions of service to attract

and retain staff.

X

To be included in new strategic plan

32

GOAL

ACTIVITIES PURSUED TO

REALIZE GOAL

STATUS

COMPLET-

ED ON-GOING

NOT

ATTEMPT

ED

COMMENTS

(d) Develop and implement

intensive and specialized

training to satisfy the core

competencies gap in the GPS.

X To be included in new strategic plan

(d) To influence a more

favorable perception of the

organization‘s image. X

To be included in new strategic plan

Cultural presentations by prisoners and a more

visible role for the steel band.

5. Development

of a more

Constructive

Regime for

Prisoners.

(a) Re-organization and

Expansion of Prisoners‘

Retraining Programs. X

To be included in new strategic plan

Anger management programme introduced.

(b) Commercialize and Market

Prisoners‘ Labour, Skills and

Talents.

This is

being done

on a small

scale.

To be included in the new strategic plan

Low level of operation at present

(c ) To Improve health-care of

prisoners.

X To be included in the new strategic plan

Introduction of specialized services, HIV Clinic,

dental, chest and psychiatric clinics in place.

(d) Programs for prisoner

resettlement in communities as

responsible citizens. X To be included in the new strategic plan.

6. Advocate for

the

modernization of

Penal

Legislation.

(a) Review existing penal

legislation and advocate for its

modernization in keeping with

the rapidly changing penal

system.

Very

limited

progress in

this area.

To be included in the new strategic plan

Advocating for penal legislation reform is an on-

going exercise

7. Enhance

Active

Collaboration

with the wider

Criminal Justice

System.

(a) Participate actively in

periodic meetings with the

arms of the Criminal Justice

System.

X To be included in the new strategic plan

(b) Enhance collaboration with

Probation and Welfare.

X

To be included in the new strategic plan

Need to have a more formalized structure, although

there is a joint delivery in the Murandoi Training

for offenders (behavior change program).

( C) Advocacy for alternatives

to imprisonment

X

To be included in the new strategic plan

Advocacy for change needs to be done on a

continuous basis

(d) Address undue delay of

prisoners on remand and

awaiting trial.

X While this is out of manageable control of GPS,

some advocacy is undertaken.

33

II. The Guyana Prison Service in 2020: Critical Success Factors

The Critical Success Factors listed below represent the views of internal and external stakeholders as well

as the GPS itself. These are:

CRITICAL SUCCESS

FACTOR

CRITICAL SUCCESS FACTOR OUTCOME

1. Prison Estates 1. Modern, adequately furnished Prisons in safe locations with high level

technological enhancements and recreational facilities.

2. Visible Categorized and Segregated Offenders

3. Vibrant Prison Enterprises with Business Plans under implementation.

4. Prisoner Integrated Information System operational.

5. Employment Contracts for Prisoner External Workforce.

6. 70 % Reduction in Remand Prisoners.

7. Prisons operating as responsibility centers.

2. Legislative Framework

and Organization Structure

1. Modern organizational structure that reflects a clear distinction between the two

streams of responsibility – custodial and correctional. Clearly defined roles and

responsibilities enshrined in documented job descriptions and career paths.

2. Authentic staff establishment for each prison reflecting clear division of labor in

relation to the scope / volume of activity. (with 95% occupancy)

3. GPS - A truly semi-autonomous Agency with clear accountabilities and annual

targets and a formal Oversight Board.

4. Revised Legislative Framework.

3. GPS Staff 1.HR Strategy for all aspects of the function approved and implemented

2. Staffed HR Unit in GPS in operation.

3. Comprehensive Staff Development plan approved and implemented

4. Modern Training Facilities

5. Twinning Arrangements with other Penitentiary Institutions.

5. Performance Appraisal System in Place

6. Incentives Scheme in place

7. 100% staff compliance with Code of Ethics.

7. Updated Library.

8. Public Relations Strategy implemented.

4. Rehabilitation

Programmes

1. A Rehabilitation Strategy; Curricula reflecting Behavior Change Program as

well as Technical Vocational Training reflective of offender‘s needs.

2. Sentence Management Plans, Rehabilitation Plan in place for every inmate.

.3. Modern, well equipped, functioning Trade Shops

5. Partnerships For

Integrated and Enhanced

CJS performance and

Offender Reintegration

1. Functioning Network of NGOs, Private Sector and selected Government

Agencies (e.g. MOLHS&SS) for reintegration.

2. Re-Integration Policy approved

3. MOUs with Key Stakeholders in operation for training, research, problem-

solving; advocacy.

4. Statutory Round Table comprising a Network of CJS institutions meeting

quarterly.

6. Financial Viability 1. Financial Management Flexibilities including a revolving revenue Fund.

2. Independent Internal Audit Unit reporting directly to the Minister and the Board.

3 Functioning PRISS in place.

4. Computerized Accounting System compatible with IFMAS.

34

111. Goals , Objectivities, Strategies, Activities, Key Performance Indicators

The Strategic Direction, the Existing State of the GPS, the Critical Success Factors and the status of the

previous Strategic Plan have provided a ready basis for the identification of the Strategic Goals that would

began the journey towards the future that GPS has envisaged for itself. Although the Vision projects a 10

year horizon, this plan speaks to the first five years of that vision. These goals provide the building blocks

for the transformation of the GPS.

(a) Strategic Goals

1. Modernizing and Securing Prisons Estate Infrastructure.

2. Modernizing Penal Legislation and Restructuring GPS.

3. Enhancing Human Resource Management and Development In GPS

4. Restructuring Prison Enterprises.

5. Strengthening inter-agency collaboration in the Criminal Justice System.

6. Promoting Successful Offender Re-Integration into Society.

7. Rebuilding Public Confidence and Trust.

8. Advancing Holistic Healthcare in Prisons.

These strategic goals will form the pillars upon which the Plan will be developed. For each Strategic

Goal, objective (s) will be identified with the corresponding performance measures and the activities

necessary to achieve these objectives. These will be closely aligned to the critical success outcomes in the

preceding section. In addition, the activities which are still valid and not fully implemented from the

previous strategic plan together with the proposals from reports from the period 2004 to 2009 that are

relevant to the present situational needs, as well as those from the Justice Reform Strategy will all be

considered for possible inclusion.

35

(b) The Strategic Framework for Organizational Renewal and Reconstruction

GOALS OBJECTIVES STRATEGY ACTIVITIES PERFORMANCE MEASURES

1. Modernize and

make secure Prison

Estate Infrastructure.

1a. To improve at least 60% of prisons

by the end of 2015 thereby promoting

the well being and safety of 100% of

staff and offenders.

Rationalize, rehabilitate

and secure existing

prison facilities.

1. Develop a Strategic Rehabilitation Prison Estates Plan.

2. Conduct a needs assessment of furnishings and security and

communication equipment for prisons, based on futuristic

projections and changing challenges. Include CCTV

Surveillance with on and off site monitoring.

3. Develop / Update Prison Classification, Segregation and

Security Strategy, protocols, standards, manuals and Action

Plan (inclusive of drug offenders and those mentally

challenged) together with the rationalization of each prison

facility to optimize its potential and usage.

4.

Number of offenders easily

identifiable according to their

classification.

Number of violent infractions /deaths

No. of escapees.

Number of staff injured during

infractions in prison

Incidents of cross-infection

No. of offenders found with weapons.

1b. To enhance strategic evidence-

based decision-making in the GPS by

the end of 2011.

Use of ICTs to underpin

information systems

1. Develop and implement a comprehensive management

information system for the GPS with provision for

connectivity to other IT systems in the CJS.

2. Procure computers and other electronic equipment to support

this transformation.

3. Establish an MIS Unit and train all staff in order to maximize

and fully utilize the system.

Availability of cost per prisoner;

health cost per prisoner; training cost

per prisoner;

No. of decisions that emerge from

MIS information.

Number of statistical reports

generated from MIS six months post

establishment.

2. Modernize Penal

Legislation and

Restructure the GPS.

2a. To harmonize and align the

legislative framework for the GPS

with local, regional and international

conventions and agreements by the

end of 2011.

Comprehensive revision

and modernization of

existing penal legislation.

1. Conduct a comprehensive revision of Chapter 11:01,

harmonizing it with existing / new legislation in the sector

and aligning with international best practices. Consider the

Revised Legislation already enacted in 2009 and 2010.

2. Develop regulations where necessary.

3. Orient / train all GPS staff regarding the amended governing

legislation.

Number of judicial decisions that are

in conflict with Chap.11:01

Number of staff members unaware of

Amendments 6 months after

enactment.

2b. To rationalize & modernize the

structure of the GPS no later than the

end of 2011 to realize its legislative

mandate.

Comprehensive re-

engineering/

restructuring of the GPS.

1. Comprehensive restructuring of the GPS (with

implementation strategy) in keeping with modern trends in

penitentiary administration as well as the peculiarities of the

local context and its demands and the need for flexibilities

balanced with strong yet ‗hands-off‘ MOHA oversight

structures (including a Prisons Inspectorate) and mechanisms.

2. Determine the best mix of competencies required and

establish staff establishment requirements & Job

Descriptions. Include a clear career path.

Number of professional and specialist

staff recruited for related new job

positions in GPS.

Re-offending rates within three years

after release.

No of offenders who have undertaken

behavioral programmes akin to their

offense.

2 c. To contribute to organizational

efficiency by the end of 2011 through

enhanced work processes

Reengineering of core

work processes.

1. Review, improve and automate, where practical,

financial, accounting and administrative processes.

2. Train staff in new work processes.

Number of audit queries ;Number of

financial reports submitted on time to

MOF; Average administrative

transaction processing time.

3. Enhance Human

Resource Management

and Development in

GPS.

3a. To increase by the first semester

of 2012, the GPS‟s capacity to attract

and retain quality staff to support its

operations.

Demonstrate that

Human Resources are the

most precious of

resources in the GPS.

1. Establish a Human Resource Management Unit within the

GPS with clearly documented protocols for users and

providers yet compatible with and complementary to the

overriding HR systems within the Public Sector. Relationship

with the MOHA should reflect a desired level of flexibilities.

Average Time taken to fill vacancies.

Average promotion waiting period.

Number of persons trained from

every functional unit; Average Time

to resolve disciplinary matters. Rate

of absenteeism; Staff turnover rate.

36

GOALS OBJECTIVES STRATEGY ACTIVITIES PERFORMANCE MEASURES

2. Train staff in HR methodologies and development; operating

manuals, performance indicators and standards for all

processes.

3. Design & Implement a recruitment strategy to Strengthen

Costodian Staff numbers. (career path in place; must have SC

powers) and to fill vacancies across the Board.

No. of HR related complaints

No of additional staff recruited in

custodial department.

4. Develop an HR strategy that addresses all aspects of the

function including recruitment and selection, training and

development, performance appraisal, promotion, discipline,

compensation, incentives and rewards; welfare, occupational

safety and health, staff deployment.

5. Develop and support the implementation of a Performance

Management System for the GPS. Performance Appraisal

System must include evaluation of management.

Number of accidents among staff on

the job.

Number of staff working in excess of

an 8 hour shift.

Annual Number of divisional targets

met.

3b. To present to the labour market by

the end of 2014, GPS as an attractive

and rewarding career option.

Develop and implement

an HR ethic that will

motivate and attract

qualified persons.

1. Review and develop proposal for enhanced conditions of

service yet within the framework of other institutions in the

justice system on the medium term but with provision for

future enhancements associated with the financial

performance of prison enterprises.

2. Develop protocols for all HR processes.

3. Develop flexible contracting/recruiting systems to

satisfy the professional responsibilities of the prison

service.

4. Establish a Planning and Research Unit to include

strategic planning, manpower forecasting and planning. 5. Develop a marketing Strategy to ‗sell‘ the new GPS to

graduating students from secondary and tertiary institutions.

6. Conduct a feasibility Study into the issue of demilitarization

of the Service.

Number of new professional staff

recruited.

Number of resignations and years of

service of these leavers.

Number of staff on contract.

Number of new qualified employees

taking up their first appointments in

the GPS.

3c. To consolidate the human capital

within the GPS commencing no later

than the middle of 2013.

Comprehensive demand

driven training in the

GPS.

7. Upgrade the existing Training Policy in the light of the

renewed thrust of the GPS.

8. Conduct a needs assessment, review existing training

program and develop and implement a comprehensive Staff

Development Programme for staff at all levels in the Prison

Service. Emphasis on Middle management training by

establishing core competencies

9. Develop /Review/ Upgrade and implement a coaching and

mentoring system for the GPS.

10. Develop a Library to support staff development.

Number of training days per year for

each staff member.

Number of vacancies in core

functional areas.

% of persons trained in specialist and

managerial areas.

Cost of training per staff member.

4. Restructuring

Prison Enterprises and

strengthen financial

management systems..

To ensure the financial viability of the

GPS by increasing enterprise

revenues in at least 3 Pilot

enterprises by 70 % over the 2009

baseline by 2015.

Harness the potential of

each enterprise,

prioritize; mobilize

funding to support

sustainable

implementation and

strengthening accounting

systems and processes.

1. Conduct feasibility Studies to determine the priorities in a

phased approach towards the resuscitation of these

enterprises.

2. Development Business Plans and mobilize required

resources, exploring possible private sector partnerships/

sponsorships.

3. Establish a small dedicated unit to manage these enterprises.

4. Design and implement a cost accounting system for all

Number of approved projects for

prison enterprises.

Number of private sector sponsorship

/ partnerships.

% increase in revenues from pilot

enterprises. [Baseline year 2010].

37

GOALS OBJECTIVES STRATEGY ACTIVITIES PERFORMANCE MEASURES

enterprises including PRISS.

5. Restructure the PRIS including the Remission Policy for

convicted prisoners, putting in place transparent processes

and oversight mechanisms.

% increase in annual earnings per

prisoner.{baseline year 2010}.

.

.

6. Strengthen the Internal Audit Unit that reports directly to the

PS, MOHA/ Minister with appropriate training.

7. Develop a Strategy to enable the GPS to be more self

financing, reducing Government Subvention on the long

term.

8. Develop an M&E Framework for internal use.

Number of negative State Audit

queries.

Increase in annual revenue earnings

per year.[baseline year 2010].

Number of Reported incidents of

irregularities.

5 Strengthening

inter-agency

collaboration in

the Criminal

Justice System.

[For

Improvements In

Judicial

Processes].

To reduce the number of remand

prisoners by 80% by the end of 2013,

thereby eliminating the chronic

overcrowding.

Formalized statutory

interactions with the

institutions of the

Criminal Justice System

and other ancillary

agencies such as the

Probation Service.

Statutory Round Table comprising a Network of CJS institutions

to identify and pursue joint developmental initiatives in the

judicial System established and functioning

Number of MOUs / Letters of

Agreement in place between GPS and

Stakeholder Agencies.

Number of Justice issues resolved 1

year after the formation of CJS Round

Table Network RECOMMENDED AREAS TO REDUCE PRESENT AND

POTENTIAL REMANDS:

Advocate for the implementation of the existing alternative

sentencing strategy – community Service.. Maintain surveillance

on its implementation.

Civic awareness and education programmes to promote societal

acceptance on new sentencing strategy.

Juvenile Liaison/ Community Program (in GPF) for ‗at risk’

youth (13 – 18) Barbados model proposal.

A policy and programme of community mediation, to settle

domestic conflicts involving minor crime proposed.

Programme of shared research and training at the strategic level

developed and implemented.

Protocols on legal and security movements for prisoners on

remand.; Requirements for Prisoner Movements for Court

Appointments.

Policy on Coercive Control of Prisoners – Restraining Devices

and isolation.

Number of offenders served with

alternative sentences.

Number of petty crimes / minor

domestic conflicts resolved through

community mediation.

Number of ‗at risk‘ youth involved in

Juvenile non-incarceration

programmes.

% reduction in remands at GT prison

(baseline Y2010)

Number of alternative sentences one

year after visits by Justices.

6. Promoting

Successful

Offender Re-

Integration into

Society.

To contribute to the reduction of

recidivism by 50% by the end of 2015.

More aggressive

rehabilitation programs.

1. Conduct a formal comprehensive audit of offenders who

have at least a minimum of 1 year remaining on their

sentences as well as for remand prisoners to determine

retraining and rehabilitation needs. (The results can be used

to update existing sentence management plans).

2. Revisit existing curricula and combine into a comprehensive

Rehabilitation Strategy that reflects ‗best practice‘ around

the globe and is inclusive of both the remand and convicted .

3. Collaborate closely with the MOE to ensure that training

offered is replicated from / aligned with existing Education

curricula to address accreditation concerns and to receive

MOE certification endorsement on completion of programs.

Number of offenders- convicted and

remands - graduating with

certification accredited / endorsed by

MOE.

Number of facilitators from the

formal education system.

Number of offender complaints

regarding involuntary incompletion of

approved courses.

38

GOALS OBJECTIVES STRATEGY ACTIVITIES PERFORMANCE MEASURES

4. Enter MOU arrangements with MOE and NGOs to secure

assistance of state institutions and NGOs to provide

instructors and teachers on a periodic basis. 5. Develop protocols to ensure offender release to participate

fully in selected and approved rehabilitation interventions,

considering issues of transfer etc.

6. Develop protocol to ensure collaboration with MOE in the

selection of Trainers, instructors for delivery of academic and

technical vocational training and the delivery of Distance

Education of Prisoners thru; ICTs.

7. Post Discharge Preparation:

8. Marketing Prisoners‘ labour.

9. Establishing Protocols relating to:

(a) Management Provident Fund – including Access by released

prisoners.

(b) Develop a Financing Model based on Services provided to

Prisoners.

10. Review operating protocols of the Parole Board with a view

to increasing the number of paroled offenders ( measure to

reduce overcrowding).

11. Develop a proposal to implement the recommendation from

the TWC and JLC report to implement a Transitional

correctional facility (a ‗half- way house‘) as part of the

preparatory efforts for the pre-release of prisoners.

12. Develop a constructive regime of activities geared to

beneficially occupy prisoners‘ time at every facility.

13. Design and implement After-release support protocols in

collaboration with the Probation Service (MOLHS&SS);

NGOs, Private Sector and other selected Government

Agencies to foster better reintegration.

14. Develop Protocols (including criteria) for the

Reduction of Prisoners‘ Sentences.

Success rate of candidates (offenders

and staff) undertaking CXC and GTI

examinations.

Number of offenders registered/

transferred to Transitional

correctional facilities.

No of hours of ‗idle‘ time per

offender (convicted and remand).

7. Rebuilding

Public

Confidence and

Trust.

7(a) To seek to reverse the public‟s

perception of the GPS by 60 % by the

end of 2015 over the base line survey

in 2010 to officially polled public

opinion.

Comprehensive Public

Relations campaign.

1. Develop an Implementation Strategy to establish the proposed Public Relations Unit and to have it functioning inclusive of a PR strategy).

2. Conduct baseline surveys to determine the scope and depth of public perceptions.

3. Establish a Network of Stakeholders – fostering collaboration at this wider level. (establish operating protocol, e.g. GPS to provide periodic updates on its programmes and initiatives and to solicit their perceptions, recommendations to enhance the image of the GPS)/

% Reduction of negative perceptions

at polled surveys post public relations

campaign.

39

GOALS OBJECTIVES STRATEGY ACTIVITIES PERFORMANCE MEASURES

(7b) 70% reduction by 2015 of

negative media reports.

Developing and

enforcing a ‗zero‘

tolerance for

unprofessional and

unethical behavior by

prison officers at every

level.

1. Develop and implement a Quality Management System to

support a culture of professionalism, quality service and

integrity.

2. Revise Disciplinary Code including corresponding protocols

to reflect international standards, to enforce compliance with

the existing Code of Ethics and to enable speedy redress of

unethical behavior.

3. Comparative review of media reports over a three year period

– 2012 -14.

Number of positive stories in the

media regarding the GPS.

8. Promoting

Holistic

Healthcare in

Prisons.

(a)To safeguard the physical,

psychological, emotional & and

spiritual well being of Staff &

Offenders.

Adopting a

comprehensive approach

to health & well-being in

GPS.

1. Holistic Healthcare Strategy with Action Plan implemented.

2. Staff exposed to awareness sessions

3. Initial program of initiatives funded.

4. Occupational Safety & Health Policy and Action Plan

approved & implemented.

70% Reduction in number of allegations of physical abuse by staff. Reduction in work place accidents by 60% over baseline year (Y2010).

40

PART V. IMPLEMENTATION

1. RESULTS FRAMEWORK: 5 YEAR ACTION PLAN

2010 – 2015

.

41

5 Year Action Plan – Results Framework with Indicative Costs and Responsibilities

KEY PARAMETERS BENCHMARKS RESPONSIBILITY INDICATIVE COST (US$)

Base Year (2010)

Year 1 (2011) Year 2 (2112) Year 3 (2013) Year 4 (2014) Year 5 (2015)

Mission Base Target Target level The Guyana Prison Service as an integral part of the

Criminal Justice Sector provides Offenders and Staff with a

safe environment in confirmation with internationally

accepted standards and practices.

These approaches facilitate Offenders rehabilitation and

reintegration as law abiding citizens thus contributing to

public safety, critical to national development.

SP Approved by Cabinet Sponsors for the Plan identified.

Technical

Assistance for the

Implementation of

the Strategic Plan

mobilized and

Agreements signed.

By the end of this Strategic Plan’s execution. 70% towards this Vision

Guyana Prison Service is a highly efficient correctional institution

with modern technological facilities and competent staff who

empower and rehabilitate inmates through structured programmes

thereby contributing to reduced recidivism and increased public

safety.

Director Of Prisons

$1,755,550. (includes 10% contingencies) Refurbishing of 3 prisons(estimate) ($3,000,000.)

Goal 1: Prison Estate Infrastructure Modernized and made

Secure.

Obj.1: Offenders and staff well-being and safety improved

through rationalization and rehabilitation of prison

infrastructure.

60% reduction in

violent infractions in all

Prisons

Activities:1.Prison Classification, Segregation and

Security Strategy, protocols, standards, manuals and

Action Plan approved.

2.Prison facilities rationalized to optimize potential and

usage.

Strategy & Action Plan [Firm] approved by cabinet. 30 % implemented 50 % implemented 60 0% implemented

70% implemented in 5

prisons.

Minister, MOHA;

GMC

(consultancy support

- regional)

$25,000

Strategic Rehabilitation Prison Estates(inclusive of the

refurbishing of Trade shops) Plan developed.

For this Phase(2011-2015) 3 Prison Locations () 100% rehabilitated]

Proposal approved by Minister MOHA.

Master Plan completed and approved.(firm) 50 % of Trade Shops

refurbished

70% of Trade Shops

refurbished and in

operation.

Rehabilitation of 2

Prison Locations 100%

Completed.

3 Prison Locations: 100%

rehabilitation completed

(inclusive of 100% of

Trade shops refurbished).

Minister ,MOHA;

GMC (consultancy

support- local

engineering firm)

$200,000.

$3,000,000

Needs assessment of furnishings and security and

communication equipment for prisons completed. 100%= 3 Prisons

DOP

(consultancy support

- local)

10,000

Furnishings for 3 prisons and security equipment for 5

prisons secured and installed. 20% of Security equipment installed for 5 prisons.

Security equip: 20%; furnishing: 30%

Security equip: 20%; furnishing: 30%

Security equip: 10%; furnishing:

30% of furnishings; 40% security equipment in storage.

DOP

300,000

Obj. 2. Strategic evidence-based decision-making in the

GPS strengthened

Comprehensive MIS (IT) system designed and installed

(inclusive of hardware, software; provision for WAN,

LAN; wireless connectivity; Broadband Internet}

MIS System designed ; Offenders’ database completed IT consultancy firm]

100% Equipment procured & 100% system in Place- 30% staff using system

70% of staff using the system.

100% staff understand and can use the system

70 % increase in the quantity and quality of prisoner data. Available 50 % Increase in number of statistical reports

DOP

(consultancy support

- firm)

400,000

MIS Unit established and functioning with trained staff.

Creation of MIS Unit approved for 2012 Budget.

100% MIS Staff trained. Unit in place, functioning.

Minister; DOP; GMC_GPS

Counterpart

Funds

Goal 2: Penal Legislation modernized and restructured

2a. The legislative framework for the GPS with local,

regional and international conventions and agreements

harmonized and aligned by the end of 2011.

100 % reduction in judicial decisions in conflict with Chap.11:01

42

KEY PARAMETERS BENCHMARKS RESPONSIBILITY INDICATIVE COST Base Year

(2010) Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)

Comprehensive revision of Chapter 11:01completed and

enacted by Parliament (including regulations, where

necessary).

100% (Individual

Consultant) Minister; DOP (local consultancy support)

$10,000.

All GPS staff oriented/ trained regarding the amended

governing legislation harmonized aligned.

) 100% (Consultant

DOP (MOLA support)

$1,500

2b. GPS structure modernized and strengthened

GPS’s restructured with new functional areas, new organization chart and Job descriptions; revised staff establishment.

(Consultancy) Restructuring of GPS 100% completed Structure approved by OP; PSM

60 % increase in offenders in programmes related

to their offenses.

% 75 % increase in offenders in programmes related to their

offenses.overbaseline year 2010.

Minister; DOP; GMC (consultancy support – regional firm)

$40,000.

Implement the new structure.- Staff in place& Trained 50% staff 80%staff 95% staff

2c. Core work processes strengthened

Financial, accounting, PRISS, procurement, stores, administrative processes, reviewed and automated.

100% processes Improved & implemented.- 30% automated.

100% processes automated (consultant)

GMC-GPS (consultancy support - local).

$25,000

Goal 3: Human Resource Management and Development in GPS Enhanced.

3a. GPS’s capacity to attract & retain staff increased. At least 50% decrease in younger staff leaving GPS.

Human Resource Management Unit within the GPS functioning with

clearly documented protocols for users and providers

Unit functioning. 100% staff recruited.

Minister, PS,MOHA, DOP (consultancy support – local)

$10,000 Counterpart

funds to finance unit

HR strategy that addresses all aspects of the function developed and

approved

Strategy approved . Strategy being implemented. 20%

Strategy being implemented 50%

Strategy being implemented 70%

Strategy being implemented 100%

GMC-GPS (consultancy support for strategy design– local)

$10,000

As part of the HR Strategy, a recruitment strategy to strengthen the

number of custodial staff and their elevation to the status of

Supernumerary Constable implemented. A clear career path for

custodial staff is reflected in the strategy.

100 % completed and approved

Staff trained in HR methodologies/ protocols and operating manuals,

performance indicators and standards for all processes

100% Staff GMC-GPS (consultancy support – local)

$4,000

Performance Management System for the GPS developed and

approved for implementation. Training of staff, manuals included)

Staff trained. System functioning. GMC-GPS (consultancy support – local)

$15,000

3b. GPS seen as an attractive and rewarding career option on the

labour market (by 2014)

30 % increase of young persons joining GPS in both streams.

43

KEY PARAMETERS BENCHMARKS

RESPONSIBILITY INDICATIVE

COST Base Year

(2010) Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)

Conditions of service (inclusive of salary structure) in GPS reviewed

and proposal for enhancements completed including flexible

contracting / recruiting systems to satisfy professionals / specialist.

New conditions approved.

100% new conditions in force.

Minister, GMC $6,000

Planning, Research & Resource Mobilization Unit established.

Approved and functioning.

100% Staff trained in additional related specialized areas

Minister, PS, MOHA; DOP

Counterpart funding

Marketing Strategy to ‘sell’ the new GPS to graduating students developed.

Strategy approved. 100% implemented. General Management Conference, GPS

$4,000

Feasibility Study into the issue of demilitarization of the Service completed.

Stakeholder Consultation.

GMC_GPS (External Consultancy Supp.}

$15,000

3c. Human capital within the GPS consolidated (2013)

60% of staff with

positive appraisals

Training Policy for GPS developed/ upgraded.

Approved by

cabinet.

Training Board; TWC (Consultancy)

4,000

Comprehensive Staff Development Programme for staff at all levels in the Guyana Prison Service developed & implemented.

Staff

Development

Program

approved.

30% of Program

implemented

Additional 40% of

programme

implemented.

Final 30% of

programme

implemented.

Training Board; TWC (Consultancy)

5,000

Coaching and mentoring system for the GPS functioning.

100% staff

oriented.

50% staff in

program. 80% of staff in program

Training Board; TWC In-house

Training facilities and equipment upgraded.

Needs assessment report approved.

100% equipment in place.

Refurbished central

facility.

TWC; DOP

$150,000

Technical Library(for staff and inmates)in place

60% staff & 30%

inmates using

facility.

85% staff and 50%

inmates using

facility

70% of inmates using

facilities.

Minister; O/C,TWC;

DOP

$100,000

Goal 4. Prison Enterprises restructured and financial management systems strengthened.

4a. Financial viability of the GPS enhanced through increased enterprise revenues.

70% increase in

revenues from 3 pilots

Feasibility study to determine the priorities in the resuscitation of the Prison Enterprises conducted including a Strategy for GPS to be more self self-financing.

Study completed Strategy approved by cabinet

Minister; Oversight Board; DPP; DOP

(consultancy support) $6,000

Proposal for the resuscitation of 3 prison enterprises as a pilot approved by cabinet

3 prison enterprise resuscitation plans approved..

Minister; DDOP; Task Force

In-house

Business Plans developed and private sector partnerships/ sponsorships secured.

100% of Pilot enterprises’ Business Plans approved

3 enterprises‘ revenue

increase by 60%

DDOP; Task Force (consultancy )

10,000

44

KEY PARAMETERS BENCHMARKS RESPONSIBILITY INDICATIVE COST Base Year

(2010) Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)

Prisons Enterprise Management Unit established.

Approved in new org. structure. Provision in 2012 Budget.

Staff recruited and trained.

Minister/ DOP In-house

PRISS including the Remission Policy restructured.

New Proposals Approved

Staff trained and updated system in operation.

DDOP; MOHA; Task Force

In-house

Cost accounting system for all enterprises including PRISS

developed and implemented.

Completed & system approved.

70% of system in operation

100% of system in operation.

DDOP; Task Force (Consultancy)

10,000

Internal Audit Unit that reports directly to the PS, MOHA/

Minister strengthened (systems and training of staff,

manuals)

System approved. Provision in 2012 Budget.

Minister, PS,MOHA (consultancy )

5,000

M&E Framework for internal review in operation

(including establishing baseline for all relevant indicators

and training of staff).

100% completed and internally approval

Planning Unit Staff trained. System 100% operable.

DOP; DDOP; OC, TWC $15,000.

Goal 5. Strengthening inter-agency collaboration in the

Criminal Justice System for Improvements In Judicial

Processes.

5a. Number of remand prisoners reduced

50% reduction in remands over BL.

80% reduction in remands over Base Line

Statutory Round Table comprising a Network of CJS

institutions to identify and pursue joint developmental

initiatives in the judicial System established and

functioning.

Exploratory Consultation completed

CJS agencies sign MOUs. Strategy & action Plan approved.

Statutory meetings in operation; at least 3 priority issues resolved.

3 other priority issues resolved.

DOP Initiating Role

RECOMMENDED AREAS TO REDUCE PRESENT AND

POTENTIAL REMANDS: GPS- initiating role

Monitoring the implementation of the existing alternative

sentencing strategy.

DOP; O/C, TWC In-house

Civic awareness and education programmes to promote

societal acceptance on new sentencing strategy.

DOP; O/C, TWC In-house

Juvenile Liaison/ Community Program (in GPF) for ‗at

risk’ youth (13 – 18) Barbados model proposal.

DOP; O/C, TWC In-house

A policy and programme of community mediation, to settle

domestic conflicts involving minor crime proposed.

DOP; O/C, TWC In-house

Programme of shared research and training at the strategic

level developed and implemented..

DOP; O/C, TWC In-house

Protocols on legal and security movements for prisoners on

remand/transfers developed.

Protocols approved

DOP; O/C In-house

Policy on Coercive Control of Prisoners, use of restraining

devices and isolation developed.

Policy approved

DOP; O/C In-house

45

KEY PARAMETERS BENCHMARKS RESPONSIBILITY INDICATIVE COST Base Year

(2010) Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)

Goal 6. Successful Offender Re-Integration into Society

promoted and achieved.

6a. To contribute to the reduction of recidivism. 50% reduction over BL Comprehensive audit of offenders – convicted and remands

to determine retraining and rehabilitation needs completed. Rehabilitation Needs’ Report for 100% prisoners completed.

O/C, TWC; Welfare Officers

In-house

Comprehensive Rehabilitation Strategy, inclusive of both

the remand and convicted approved and implemented.

Strategy & New Curricula Approved

DOP; O/C TWC; MOE (consultancy support –NECERD / BIT-MOLHS&SS)

$5,000

Formal collaboration with the MOE to ensure that training

offered is replicated from / aligned with, existing

Education curricula; support for teachers & instructors in

addition to other related areas (Ref: Chap. 11:01)

formalized and in operation.

MOU signed

20% of Programs‟

certification endorsed

by MOE 30% of Programs‟

certification

endorsed by MOE

Evaluation report by Planning Unit accepted. 45% of facilitators / instructors supported from formal education system.

30% increase in Offenders writing CXC. 80% pass rate.

60% of Programs‟

certification endorsed by

MOE; 50% of facilitators / instructors supported from formal education system.

DOP; O/C TWC; MOE; Training Board

In-house.

MOU arrangements with other state institutions and NGOs

in various levels of collaboration executed and functioning. Exploratory consultation Report.

MOU signed with at least 3 NGOs and 5 State agencies.

At least four statutory meetings held for each MOU agreement every year commencing from Yr 2 - 2012. .

DOP; DDOP; OC/TWC

In-house

Policies and protocols to ensure offender release to

participate fully in selected and approved rehabilitation

interventions approved & implemented. 100% Policies approved.

Baseline Report: satisfaction Levels.

Evaluation report by Planning Unit accepted.

30% of Offenders’ Satisfied with Corrections Programmes. Survey Reports.

70% increase in satisfaction levels among Offenders.

GMC-GPS

In-house

After-Release Strategy (including the establishment of a

Transitional correctional facility - a ‗half- way‘ house &

indicative costings) approved and implemented.

Strategy and Action Plan Approved by Cabinet.

Facility operational.

60% of Offenders exposed to ‘after-Release’ Programme & facility in lawful economic activity.

Minister; GMC; OC/TWC; (consultancy support –regional)

(Includes Refurbishment of a building- estimate) $250,000

A constructive regime of activities geared to beneficially

occupy prisoners‘ time at every facility approved and

implemented.

Proposal approved. 100% Staff oriented.

Implementation completed Evaluation report

by Planning Unit accepted

75% of offenders express satisfaction with daily routines.

DDOP; OC/TWC; OCs- All Locations.

In-house.

A Protocol to ensure collaboration with the MOE in the

selection of trainers /instructors for the delivery of

academic , technical & vocational training and the delivery

of distance education for prisoners approved and

implemented.

Protocol approved and included in OU with MOE

First Set of Distance Education Courses delivered to 5% of offenders across Locations.

40% of Inmates across Locations receive formal academic upgrading programmes by Distance Education mode.

In-house

A strategy for the marketing of prison labour developed

and implemented.

Protocol Approved Implementation of Strategy commenced.

Contracts for Prisoner labour increased by 60% over Base Line numbers.

In-house $10,000

46

KEY PARAMETERS BENCHMARKS RESPONSIBILITY INDICATIVE COST Base Year

(2010) Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)

Protocols for the management of Provident Funds in After Release Support Programme approved and implemented

Protocol Approved Provision in 2013’s Budget.

At the end of 2015, 150 Offenders benefit from the Provident Funds

GMC; Minister; DOP; In-House

Financial model based on services provided by prisoners developed and implemented.

Protocol Approved

Earnings of 100% of Prisoners selected for prisoner Service increased by 100%.

GMC; Minister; DOP; DDOP

5,000

Operating procedures for the Parole Board reviewed.

Protocol Approved

Number of offenders receiving parole increased by at least 100% over Base Line numbers.

GMC; Minister; DOP; DDOP

In-House

After-release support protocols developed and implemented in collaboration with the Probation Services (MOLHS&SS); NGOs, Private Sector & Government Agencies.

Proposal Approved

100% of released offenders from 2013 receive after-release support spearheaded through GPS and the Probation Services (MOLHS&SS).

GMC; Minister; DOP; DDOP

Consultancy support $15,000

Protocol for the reduction of Prisoners’’ sentences by the President approved and implemented.

Protocols Approved

At least 5 prisoners per year from 2013 receive reduced sentences (by Presidential Prerogative).

GMC; Minister; DOP; DDOP

In-house

Goal 7. Public Confidence and Trust Rebuilt. GMC; Minister; DOP; DDOP

7(a) To seek to reverse the public’s perception of the GPS GMC; Minister; DOP; DDOP

Action Plan to establish the proposed Public Relations Unit and implement a PR Strategy approved and implemented.

PR Strategy Approved

PR UNIT in operation. Provision in 2012 Budget.

GMC; Minister; DOP; DDOP

$15,000 Counterpart funds to finance Unit.

Conduct baseline surveys to determine the scope and depth of public perceptions

Baseline poll results

20% reversal 60% reversal GMC; Minister; DOP; DDOP

(Includes survey costs) $30,000

Network of stakeholders established to solicit their perceptions, recommendations to enhance the image of the GPS.

Network Established

Statutory meetings held commencing 2012

GMC; Minister; DOP; DDOP

7 (b). Negative media reports reduced. Baseline media reports results

30% reversal in negative media reports.

70% reversal GMC; Minister (Includes survey costs) $15,000

Develop and implement a Quality Management System to support a culture of professionalism, quality service and integrity.

Implementation Plan approved

70% reversal in negative perceptions of released offenders and GPS staff.

GMC; Minister $55,000

47

The indicative financial resources required to finance this Strategic Plan is estimated to be in the Sum of US$1, 790, 500. An additional sum of US$3,000,000 has been proposed to

finance the refurbishing of 3 prisons (including the completion of the refurbishment of Trade shops) subject to adjustment after the receipt of Engineering estimates.

KEY PARAMETERS BENCHMARKS RESPONSIBILITY INDICATIVE COST Base Year (2010) Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)

Disciplinary Code including corresponding protocols revised and implemented.

80% reduction in allegations of misconduct/ mistreatment of offenders

GMC; Minister In-House

Comparative review of media reports over a three year period – 2012 -14. Completed

Baseline established by PR UNIT

Comparative Report on media perceptions show consistency regarding improved GPS image.

GMC; Minister In-house

Goal 8: Promoting Holistic Health Care in Prisons GMC; Minister

8(a)To safeguard the physical, psychological, emotional & and spiritual well being of Staff & Offenders.

Reduction of selective range of inmates’ illnesses

55% reduction of drugs dependent offenders

70% Reduction in number of allegations of inmates’ confrontations.

GMC; Minister In-house

Holistic Healthcare Strategy with Action Plan

implemented.

Staff exposed to awareness sessions

Initial program of initiatives funded.

Stakeholder consultation report

Prison Health Audit HH Strategy approved

30% Implementation progress.

Evaluation of HH Strategy Implementation Report (Planning Unit).

50% 0f Action Plan implemented.

Minister, MOHA, DOP; O/C, TWC; MOH; Probation;

$50,000

Strengthening collaboration with the MOH in keeping with

Chapter 11:01 MOU signed Additional

preventative Health-care Clinics established in identified Prison Locations.

Full-time GMOs at all identified key Locations in the GPS.

Minister, MOHA, DOP; O/C, TWC; MOH

In-house

Occupational Safety & Health Policy and Action Plan

approved & implemented. Strategy approved

Implementation of Protocols throughout GPS.

Joint audit with OS&H Unit & Internal Audit , MOHA

Reduction in work related accidents by 60% over baseline year (Y2010).

DDOP/ MLHS&SS interagency collaboration

In-house

11. IMPLEMENTATION ARRANGEMENTS

The implementation of and organizational change cannot be successfully achieved without a deliberate

mechanism dedicated to the task at hand. The figure below depicts the structure that was recommended to

address the day-to-day administration of this Strategic Plan.

This recommendation has not been accepted by the MOHA and the alternate arrangements identified

by the Ministry are presented as an Addendum to this Report.

The Oversight Body at the MOHA is expected to be chaired by the Hon. Minister of the Ministry of

Home Affairs. This body will oversee the implementation of the Strategic Plan from a policy perspective,

acting as a filter as initiatives are fleshed out, providing policy guidance as is indicated; clearing emerging

bottlenecks at the strategic governmental level and ensuring that required ratification, approval and final

policy decisions are granted.

OVERSIGHT BODY FOR GPS

REFORM

MINISTER [Chairman]

DIRECTOR OF PRISONS (Chairman & Program Manager)

Strategic Planning Steering

Committee

Planning, Research & Resource

Mobilization Unit

Technical Support Officer

(Technical Lead to Project Team

for Strategic Plan 2010-2015)

Planning & Research

Assistant

[PR&RMU]

Proposed Core Functions

Support overall planning effort of GPS

Under direction, initiate action to advance the various

initiatives indicated for each respective year.

Take follow-up action on Decision emanating from the

GMC or the Oversight Body in MOHA

Track planned activities started to ensure that matters are

progressed.

Ensure that activities for which local funding is required

are included in the annual Budget

Identify opportunities for new sources of funding to

support initiatives through discussions with donor

community and private sector Prepare project proposals;

positional papers.

Support advocacy efforts of GPS in inter-agency

collaboration.

Conduct research into best practices in all areas of prison

Administration.

Ensure that activities in the SP remain relevant and

responsive.

DEPUTY DIRECTOR OF

PRISONS

[Project Manager for Strategic

Plan 2010-2015]

49

The immediate champion of this Strategic Plan is the Director of Prisons. The Strategic Plan becomes

another program within the range of his responsibility as the ultimate program manager of the programs

financed for the Prison Service, in addition to his other role as Chairman of the Strategic Planning

Steering Committee. This Committee was already established during the environmental scan phase of

the Strategic Planning process. In this implementation phase, the Committee is envisaged to comprises,

the Directorate, Officers-in-Charge of Prisons, the O/C of the TWC, The Finance Officer, The Agriculture

Manager, Security Managers and a representative of the Junior Officers‘ Association. Consideration

should be given to include, as well as, a credible representative of the Inmates / Offenders.

The Committee is expected to provide the enabling environment to facilitate innovation and

organizational learning in this process of change and reconstruction. In so doing, key functions would

include monitoring and evaluation of the progress of annual plans and targets, facilitating the smooth

implementation of the various initiatives, resolving bottlenecks, referring issues that demand high policy

level support or intervention to the Oversight Body at MOHA and identifying and supporting the

mobilization of funding from non- traditional sources. Meetings should be held at monthly intervals. It is

recommended that there should be quarterly meetings between this Steering Committee and the

recommended high profile Oversight Body, supported with formal documented reports that set out clearly

the achievements against planned activities, the emerging issues and the facilitating action required to

advance the implementation of the Plan.

The Deputy Director of Prisons is responsible for managing the implementation of the Strategic Plan. He

will be accountable to the DOP for its effective discharge. The DDOP will have at his disposal, the

support and input from a Project Team (Strategic Management) comprising a cross section of GPS staff,

similar to that which existed during the planning phase. This team will function as the Change Team for

the GPS, the critical mass of staff who will assist in championing and leading the transformation through

involvement in the design of initiatives, facilitating activities that are assigned to them, and of most

importance, demonstrating the new values articulated during the planning process. Their role in

reshaping the culture of the GPS is critical.

As is common in introducing reforms, there is a need for dedicated resources – human and financial – to

the effort. In this regard the critical human resource requirement will be discharged by a new Unit-

Planning, Research & Resource Mobilization, which is proposed to be established as a permanent and

much needed function within the GPS. The Unit, under the direct supervision of the DDOP, will be the

hub of the reform effort, responsible for the day to day coordination of the implementation of this

50

Strategic Plan. The Head of the Unit, the Technical Support Officer (Strategic Management), will be the

Technical Lead of the Project Team.

Initially, the recommended staffing numbers are conservative, although it is essential that the principal

position be filled by someone with substantial experience in organizational planning and analysis

skills. The incumbent should have, at minimum, an undergraduate degree in the area of public

administration or management; business administration; economics or planning and research. In addition,

at least five years experience in a planning or project development environment or at a strategic level of

an organization would be beneficial. This person will be supported by a Planning & Research Assistant

with similar academic qualifications but a lesser range of experience is acceptable. It is critical that the

right skills be sourced since the Unit is expected to operate with minimal day-to-day supervision,

performing a staff/ advisory function to the Directorate. To the extent that the Unit is efficient, the

contribution to the overall advancement and successful implementation of the Strategic Plan cannot be

overstated. Recruitment may well have to be from outside of the GPS.

111. MONITORING AND EVALUATION

The successful implementation of this Strategic Plan demands on-going monitoring and evaluation of

project activities throughout the life of this Plan. This reality adds another element of justification to the

establishment of a small but competent group dedicated to ensuring that advancements are realized. At the

operational level, the Policy, Research & Resource Mobilization Unit (PR&RMU) will provide progress

reports that compares actual achievements against what was planned, on a monthly basis, to the Strategic

Planning Steering Committee (SPSC). The variance is identified and explained. This report should

indicate physical progress as well as financial progress. A separate section should list all outstanding /

emerging issues in a format that would enable follow-up until resolution. To ensure that there is not a late

response to issues emerging between meetings, an early alert system should be pursued so that factors that

can seriously derail planned timelines should be immediately reported to the DDOP, so that mitigating

action may be determined and followed. A suggested reporting format is presented in Annex 2.

In addition to monthly reporting, the PR&MU is required to ensure that baseline data exists for all

indicators listed in the Results Matrix and that data collection continues periodically to enable the

tracking of targets set. The Unit is required to conduct evaluation of initiatives in place to determine early

impact. This is important to allow for adjustments in order to better achieve the end benchmarks of this

Plan.

51

At the Strategic level, as indicated in the previous section, the SPSC, will formally report on progress to

the Oversight Body at MOHA, on a quarterly basis. In this regard, the Head of the PR&RU will function

as Secretary to the SPSC, providing the details of the implementation for the reporting period. The

Minister has the authority to request information or reports as well as additional meetings.

At the end of the life of this Plan, a final evaluation will be undertaken by the Internal Audit of the

MOHA, to determine lessons learnt as a new cycle of planning is taken on board to continue the journey

for excellence through the established culture of continuous improvement.

1V. STAKEHOLDER ANALYSIS

The purpose of the stakeholder analysis is to understand (a) the level of power of each stakeholder group;

(b) the level of interest in the GPS and (c) the potential impact of stakeholders‘ expectations on the

strategies that the GPS has agreed upon to improve the institution and its performance.

During the strategic planning process a meeting was held with the Directorate to conduct an analysis of

the stakeholders regarding the possible specific interests of each stakeholder group in relation to the GPS,

its plans, operations and future endeavors. In addition, the level of power was assessed in terms of control

of strategic resources (internal & external); level of influence, position in the CJS hierarchy and control of

the environment.

The conclusions are intended to be used to manage stakeholders‘ expectations during the implementation

of the strategic plan so as to minimize any possible conflict or threat to the implementation of the SP

along the journey. These are presented below:

52

(a) Stakeholder Power /Interest Matrix

LEVEL OF INTEREST

LOW HIGH

LOW

LEVEL

OF

POWER

HIGH

(b) Implications from the Analysis

The allocation of stakeholders in the quadrants above indicates the type of relationship that GPS will have

to establish with each stakeholder group. All the groups must be managed since events can suddenly

emerge that will change their stance and the composition of the Matrix can be altered in an instance.

Accordingly, information sharing is the main mechanism that will be employed since knowledge brings

understanding. However, the range of information, frequency and depth, will be determined based on the

level of power and influence of each cluster of stakeholders.

A – Power is Low but Interest is Low:

Less power, and little interest.

Active support of this group may have an

influence on the attitude of the more

powerful stakeholders.

1. Ministry Of Amerindian Affairs

2. Public Service Commission

B - Power is low but Interest is High

Because of their high interest, not withstanding

low power, can influence the more powerful

stakeholders. They can be champions who can

support the strategies.

1. Parole Board

2. Prisons Visiting Committees

3. Guyana Human Rights Association

4. Religious Organizations

5. Food For The Poor

C: Power is High and Interest is Low

While powerful, these stakeholders‘ interest

is low.

TASK: Build strategies that will address

their expectations.

1. Supreme Court

2. Magistrate Court

3. Director of Public Prosecution

4. Ministry Of Education

5. Public Utilities

6. Public Service Ministry

7. Public Service Commission.

8. Private Sector

9. Donor Agencies

D Power is high and Interest is High

Most difficult group since they are in a

powerful position to block or support new

strategies an d their interest in the GPS is high

Solution: Test out new strategies / ideas with

them before taking a final position.

1. Minister of Home Affairs

2. Ministry of Home Affairs

3. Ministry of Legal Affairs

4. Guyana Police Force

5. Ministry of Finance

6. Ministry of Labour Human Services

& Social Security

7. The Probation and Welfare

Department

8. Ministry of Health

9. Office of The President/Defense

Board

10. Guyana Defence Force

11. Inter-American Development Bank

12. Ministry of Agriculture

53

The immediate and most critical group is in quadrant D, since they can either facilitate or block the

strategies identified for implementation. Since their support is critical, they will have to be engaged and

the entire Strategic Plan ‗sold‘ to them so that they can champion the initiatives that are planned. GPS

intends to have them involved as much as is practical before and during implementation, keeping them

regularly informed, seeking advice and soliciting their input as new processes, structures etc are being

designed. One of the first activities planned is to engage in discussions around this draft plan in order to

receive their reactions to proposed reforms, before the document is finalized.

The other group to engage is in quadrant C. While at the moment their interest in the GPS is low, this

can easily change if some ‗trigger‘ emerges that transforms their level of interest, causing them to

reposition to quadrant D. GPS plans to periodically engage them to test their likely reactions to the

reforms that are in the SP so that, where necessary, they can be brought on board minimizing potential

conflict. Finally, efforts will be made to engage quadrant C stakeholders as allies. Although they have

little power, their high interest can work for or against a successful implementation since they can

influence the more powerful agencies in Quadrant D.

The task is therefore a challenging one to effectively manage the stakeholders of this institution. The

important insights gained from this piece of analysis will be factored into the communications

management plan, thereby promoting a better level of collaboration and success.

V . MANAGING CHANGE IN THE GUYANA PRISON SERVICE

(a) Introduction

The GPs is facing what can be termed as ‗transformational change’ in the Vision it has set itself, given

its present position. Despite the fact that this journey into change has commenced with participation of

just about a third of the Institution‘s workforce, representing a cross section of ranks and location, there is

always resistance.

In recognition, this supporting mechanism seeks to identify a path that will mitigate the barriers to a new

way of existing as an organization, ensuring that despite cultures and subcultures that may not necessarily

embrace new values, ideas, and work practices, a dedicated effort would have been exerted so that this

plan brings about some level of sustainable improvement and positive change for both staff and offenders.

54

(b) Factors that cause change to be unsustainable

It is important to understand before talking about change management a bit about the context within

which the change will occur. From evaluations across the world, there are common themes associated

with failure to maintain organizational change successfully. These include:

Leaders presenting intended change as an option.

Focusing on process- ‗what is to be done‟ rather on the tangible end results -„what is to be

achieved‟.

Similarly, over concentration on results without trying to understand people‘s fears, feelings – a

great mistake which can result in a deterioration of morale and subsequently employee

commitment.

Forgetting to give staff timely feedback despite the involvement during the planning phase and

not continuing to involve them in the implementation, thus leading to resentment and covert

opposition.

When leadership does not ‘walk the talk’, not demonstrating their commitment to the behaviors

that are demanded from the values articulated by they themselves and staff, as a collective.

No adjustments in existing reward or recognition systems; allowing the same schemes to

remain although staff is expected to respond / comply with the change.

Delegating the leading of the change to an outsider (e.g. a change consultant / expert).

These factors are highlighted for emphasis since such considerations are the basis for successfully

proceeding with reforms that will, especially in this instance, bring about significant change to the ‘way

we do things around here’.

(c) Proven Strategies for Managing Change

Research into organizations that have experienced change reveal that no one strategy presents the perfect

fit. Indeed managing change calls for a mix of strategies, especially when change is ‗transformational‘ –

multifaceted, seeking to install a number of improvements, more or less simultaneously.

Experts have identified the four strategies that are invariably used when introducing new initiatives into

an organization:

STRATEGY DESCRIPTION

Empirical-Rational People are rational and will follow their self-

interest — once it is revealed to them. Change is

based on the communication of information and

the proffering of incentives.

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Normative-Reductive People are social beings and will adhere to

cultural norms and values. Change is based on

redefining and reinterpreting existing norms

and values, and developing commitments to new

ones.

Power-Coercive People are basically compliant and will generally

do what they are told or can be made to do.

Change is based on the exercise of authority and

the imposition of sanctions.

Environmental-Adaptive People oppose loss and disruption but they adapt

readily to new circumstances. Change is based on

building a new organization and gradually

transferring people from the old one to the new

one.

(d) Guidelines for selecting a strategy

The consensus of change management experts is that the selection of an appropriate strategy is

contingent on the prevailing circumstances2:

Scope and Scale. This can vary from the minor ―tweaking of a process within a unit to the complete

transformation of the entire organization. The larger the scope and scale, the more likely a broad mix

of strategies will be required with Power-Coercive playing a central role.

Degree of Resistance. Strong resistance argues for a coupling of Power-Coercive and

Environmental-Adaptive strategies. Weak resistance or concurrence argues for a combination of

Empirical-Rational and Normative- Reductive strategies.

Target Population. Large populations argue for a mix of all four strategies, something for everyone

so to speak.

The Stakes. High stakes argue for a mix of all four strategies. When the stakes are high, nothing can

be left to chance.

The Time Frame. Short time frames argue for a Power-Coercive strategy. Longer time frames argue

for a mix of Empirical-Rational, Normative-Reductive, and Environmental-Adaptive strategies.

Expertise. Having available adequate expertise at making change argues for some mix of the

strategies outlined above. Not having it available argues for reliance on the power-coercive strategy.

Dependency. This is a classic double-edged sword. If the organization is dependent on its people,

management's ability to command or demand is limited. Conversely, if people are dependent upon the

2 Nickols, Fred. Change Management: www.nickols.us

56

organization, their ability to oppose or resist is limited. (Mutual dependency almost always signals a

requirement for some level of negotiation).

(e) Recommended Strategy

Based on the organizational assessment of GPS, the recommended strategy to manage change in GPS

would of necessity, have to be mixed. It has already been established that the change will be

transformational. Against this quantum leap that is indicated, there are several weaknesses within the

institution. The gap in staff capacity; the likelihood of strong resistance, give the prevailing culture and

values; the absence of significant change in structure and organizational routines for several years, the

reliance on manual systems will collectively present ‗fear of the unknown‘ despite the stated goals and the

desire for a different culture. The stakes for success are high, since the need to restore public trust by

improving performance, is high.

The conditions of the GPS favors the Power-Coercive strategy for managing change but as a result of the

range of reforms and the size of the institution, a mixture of strategies is indicated with the Power -

Coercive being the most dominant. The change management strategy should therefore employ a

significant degree of authority in instituting the new initiatives, but this should be tempered with

communicating information and offering incentives; redefining and reinterpreting existing norms and

values, and developing commitments to new ones. This strategy is somewhat reflected in the

Communications Management Plan.

(f) Methodology

Tips for Successful Change Management: “A Blueprint for Successful Change Management3

1. Create a sense of urgency for the change and clearly articulate what the future will look like.

There needs to be clarity - clarity of the need, clarity of the vision and clarity of the actions

required.

2. There needs to be a strong, emotionally engaged, aligned and cascading coalition of leadership

support.

3. Trust in the leadership must exist. The best change plans will not endure if trust is not created and

nurtured.

4. Leaders of change must “walk the talk”. Gandhi was quoted as saying "Be the change you want

in the world". However, it was his actions, not his words that delivered this message.

5. Leaders must have the courage to face and overcome difficult and deep-seeded cultural issues.

3 Markowsky, Jim. X• Factor Solutions London (2010).

57

6. Ask stakeholders the right, powerful questions. Actively listening, empathizing, understanding

and documenting the answers to these questions can provide one of the greatest impacts on a

change effort.

7. Create 2-way, face-to-face communications to discover stakeholder concerns, needs, and ideas.

Informal consultations/ discourses such as Meetings and „Lunch and Learn‟ events are very

effective ways to engage stakeholders in this way.

8. Create „quick wins‖. Celebrate successes early and often. Provide recognition to those going out

of their way to help.

9. Admit your mistakes, misunderstandings and oversights. Ask for help. ―Get the ship back on

course‟.

(g) An Initial Action Plan for Managing Change.

The following initiatives should be discussed among the critical mass of champions, and timelines

agreed upon to put in place the suggestions. This should be done well in advance of the actual

implementation of the Strategic Plan.

Activity Responsibility Timeline Comments

Install the Project Team/ Change Agents

(the same Strategic Planning groups)

SP Steering

Committee

Before the SP is

formally launched.

They should represent a cross

section of the GPS and be

committed to supporting the

vision and its implications.

Develop a Code of behavior for all Project

Team Members and have them sign off on it. SP Steering

Committee

Within one month

of the

commencement of

the

Implementation

This should be a participative

effort. [Behavior that is

inconsistent with the change that

is supposed to be advocated will

undermine change processes].

Identify a Budget for Change Management

Activities.

DDOP / Technical

Lead.

Before the SP is

formally launched.

Include in Budget 2011.

Commence a programme of team building

for all of the persons who will be associated in

leading the change.

SP Steering

Committee

Within one month

of the ‗roll-out‘ of

the SP.

This should be done preferably

before the SP Launch.

Assign members of the Project / Change

Team to champion various initiatives of the

Strategic Plan.

SP Steering

Committee

Three months after

the SP commences

implementation

Should take into account area of

expertise of each member.

Develop an incentives scheme to reward

desired behavior.

SP Steering

Committee

Three months after

the SP commences

implementation

Include in Budget for 2011.

Develop feedback mechanism for staff,

external stakeholders and offenders to

periodically monitor the perceptions.

Technical Lead,

PR&RMU

Three months after

the SP commences

implementation

Surveys and suggestion boxes.

Identify pockets of resistance and determine

the impact of such opposition. Project /Change

Team

Three months after

the SP commences

implementation

Identify and implement steps to

reduce resistance.

Break up cliques / redeploy relevant staff where resistance is strongest [when efforts

to diffuse fail and opposition covert], to other

functional areas.

SP Steering

Committee

Six months after

the SP commences

implementation

If this fails, and resistance persists,

transfer out of the institution.

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In summary, the key message in any change programme is that information is important. Employees need

to know, on a timely basis, the basic but important essentials of what is happening in their organization:

when, why, who, what and by whom. However, of even greater importance in this opaque but inevitable

aspect of organizational reality, employees need to be involved in the process to be truly engaged - to feel

a sense of belonging and ownership which would go a long way towards engendering commitment.

These tenets should be the central themes as the GPS moves into this next phase of the Strategic Planning

process.

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ADDENDUM

60

GUYANA PRISON SERVICE

ADDENDUM TO THE STRATEGIC PLAN 2010 – 2015.

IMPLEMENTATION ARRANGEMENTS – MINISTRY OF HOME AFFAIRS’ PROPOSAL

The Organizational arrangements for the Implementation of the Guyana Prison Service’s Strategic Plan, as articulated by the

Minister of Home Affairs, are presented below:

A. Organizing for Implementation of the Plan.

OVERSIGHT BODY

MINISTER of HOME

AFFAIRS

GUYANA PRISON SERVICE

STRATEGIC PLANNING

COMMITTEE / SECRETARIAT

DEPUTY DIRECTOR

OF PRISONS

MONITORING AND

EVALUATION

Technical Analyst

PROJECT

MANAGEMENT

Prison Management

Officer

PUBLIC

RELATIONS &

COMMUNITY

AWARENESS

Technical Officer

PLANNING,

RESEARCH &

RESOURCE

MOBILIZATION

Technical Officer

Analyst

Analyst

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B. Roles and Responsibilities in the Implementation of the Strategic Plan.

There shall be an Oversight Body with responsibility for the provision of overall policy guidance,

support to and oversight for the Strategic Planning Committee that will be accountable for the

Implementation of this Strategic Plan for the period 2010 to 2015. The members of this Oversight

Body shall be appointed by the Minister of Home Affairs.

In support of the day-to-day implementation of the Strategic Plan, the Strategic Planning Steering

Committee will ensure that the necessary activities are implemented within the defined timeframe, and

also that the SP remains relevant to the priorities of the administration.

Consequently, the Committee will have under its purview a wide range of areas that is deemed

necessary for effective implementation. These are (a) Planning, Research and Resource Mobilization;

Public Relations and Community Awareness; Monitoring and Evaluation and Prison Project

Management. Each of these functional areas will have a Technical Officer or Analyst and in the case of

the Prison Project Management area, a Prison Management Officer. These persons, along with the

Deputy Director of Prisons and the Analyst attached to that office will constitute the Steering

Committee. Because of their ongoing interaction in these key areas, they will also function as the

Secretariat for the implementation of the reforms in specific activities. An Analyst, dedicated to the

Steering Committee, will ensure that there is follow through action on the decisions that are taken at

this forum.

It is anticipated that the indicative new Technical positions will be filled through the relevant

recruitment channels and processes.

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ABBREVIATIONS AND ACRONYMS

APO Assistant Prison Officer CMO Chief Medical Officer CXC

Caribbean Examination Council

DDOP Deputy Director of Prisons

DOP Director of Prisons DPP Director of Public Prosecution GMC General Management Committee GMO Government Medical Officer GPF

Guyana Police Force

GPHC Georgetown Public Hospital GPS Guyana Prison Service GT Georgetown GTI Government technical Institute HR HIV/AIDS

Human Resource Human Immunodeficiency Virus / Acquired

Immune Deficiency Syndrome ICT Information Communication Technology

JLCS Julian Laithe Consulting Services JSRS Justice Sector Reform Strategy M&CC Mayor and City Council MDG Millennium Development Goal MIS Management Information System MJAS Modernization of the Justice Administration

Programme MOA Ministry Of Agriculture MOAA Ministry Of Amerindian Affairs MOE Ministry Of Education MOF Ministry of Finance MOH Ministry of Health MOHA Ministry Of Home Affairs MOLHS&SS Ministry of Labour Human Services and Social

Security MOU Memorandum of Understanding NCERD National Center for Educational Research and

Development NGO Non Governmental Organization OC Officer in Charge PESTLE

Political, Economic, Social, Technological, Legal and Environment

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PO Prison Officer PR Public Relations PR&RMU Planning, Research & Resource Mobilization

Unit PRISS Prisoners’ Self Support Scheme PS Permanent Secretary PSC Public Service Commission PSM Public Service Ministry SP Strategic Plan SPSC Strategic Planning Steering Committee

SWOT Strengths, Weaknesses, Opportunities, Threats

TA Technical Assistance TW&C Training, Welfare and Corrections