hmcs Business Strategy
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Transcript of hmcs Business Strategy
HMCS Business Strategy
FEBRUARY 2006
Contents
Introduction 1
Ourstrategicgoal 2
Strategicprinciples 4
1Puttheneedsofthecitizenfirst 4
2Increaseaccesstojustice 4
3Ensurerespectfor,andconfidencein,thecourts 5
4Transformservicedelivery 5
5Supporttheindependenceofthejudiciary 6
6Beanemployerofchoiceforthosewishingtodeliverfirstclasspublicservice 6
Whatwillbedifferentforcourtusers? 7
Whatwillourorganisationlooklike? 8
Courthouses 8
Administrativeservices 8
Enforcementservices 8
Thedevelopingorganisationmodel 9
DeliveringGovernmentpriorities 10
Ourstrategyforachievingthischange 14
Effectivecasemanagement 14
Modernisingservicedelivery 14
Simplificationofprocessandprocedure 16
Efficientadministration 17
Ensuringcomplianceandeffectiveenforcement 17
Thechallengesweface 18
Creatinganeworganisationandculture 18
Meetingdemandandmaintainingperformance 18
Providingaccesstojusticeinnewways 20
Investmentandfunding 20
Achievingourgoalsthroughworkingwithpartners 21
Supportingstrategies 22
Ourpeoplestrategy 22
InformationTechnology 23
Estate 23
Fees 24
NextSteps 26
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HMCSBusinessStrategy
Introduction
TheSecretaryofStateandLordChancellor’soverarchingvisionfortheDepartmentforConstitutionalAffairsisthattheserviceswedelivershouldbeforthepublicnottheprovider.InhisManifestoforaNewDepartmentLordFalconersaid:
“…..the driving force behind our future reforms, policies and funding is to demonstrate a clear and unequivocal shift; a shift from responding to the needs of public service providers to delivering on the priorities of the public they serve.”
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HMCSBusinessStrategy
Ourstrategicgoal
ThisstrategylooksaheadtocreateavisionfortheorganisationthatHerMajesty’sCourtsService(HMCS)aimstobecomeoverthenextfiveyears.Ourgoalisthat:
“All citizens according to their differing needs are entitled to access to justice, whether as victims of crime, defendants accused of crimes, consumers in debt, children in need of care, or business people in commercial disputes. Our aim is to ensure that access is provided as quickly as possible and at the lowest cost consistent with open justice and that citizens have greater confidence in, and respect for, the system of justice.”
Werecognisethattoachievethiswemustworkwithothers,includingtheLegalServicesCommission,todeliverimprovedoutcomesforcitizensusingthejusticesystem,manyofwhomdonotcometocourt.Ourresponsibilitiesextendtothesepeopleasmuchastocourtusers.Whenpeopledocometocourtwewillprovideservicesthatsuitthecourtuser,throughmodernisingservicedeliverychannelsandstreamliningprocesses.Tailoringthecourts’estateandimprovingITinfrastructurewillplayakeypartindeliveringthisstrategy.
Ourabilitytodeliverasignificantchangeprogrammedependsonsecuringthenecessaryinvestmentandefficiencysavings,andourstrategyandimplementationplanswillhavetobereviewedandupdatedastheinvestmentandrevenuefundingbecomesclear.Wearedevelopingbusinesscasestosupportthecaseforchangeandtodeterminetheprioritiesforimplementation,andourcapacityandcapabilitytoachievethischange.
Ourabilitytoimplementchangewillalsodependupon:
• generatinginternalinvestmentthroughefficiencysavingsfromreducingoperationalcosts,proceduralchange,administrativeconsolidationandincreasedtake-upofautomatedservices;
• ensuringthatcapacityandresourcesarenotwastedonactivitiesthatcouldbebetterdoneelsewhere;and
• securingnewinvestmenttomoderniseserviceprovision.
Servicetransformationwillnecessarilybeanevolutionaryprocess.WewilltargetresourcesattheGovernment’skeyprioritiesandthekeyservicesrequiredforaneffectivejusticesystem.Weneedtoensurethatourfundingisfocusedonputtingpeopleattheheartofthewayjusticeisdelivered.
Therearesomekeyareaswherewecanadministerthecourtsmoreefficiently:
• improveduseofourbuildings;
• removalofhighvolumebulkworkfromcourts;
• centralisationofsomebackofficeadministration;
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HMCSBusinessStrategy
• improvedtake-upoftelephoneande-services;
• newwaysofadministeringthe£20bnofmoneywehandleeachyear;
• consolidationoffinesandenforcementactivityinthenationalenforcementservice;
• improvedelectronicmanagementofdocumentsandcasefiles.
WesetoutherethestrategicprinciplesthatunderpinorganisationalchangeandkeymilestonesfortheleadersofHMCS,sothatthesecanbebuiltintocurrentplanningroundsandprioritisation.
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HMCSBusinessStrategy
Strategicprinciples
Ourstrategyisbasedonsixprinciplesthataddressthisgoal.
Wewill:
1 Puttheneedsofthecitizenfirst
Thismeanswewillfocusontheneedsofallcitizens,andensurethattherequirementsofthemostvulnerableinsociety,especiallychildren,aremetwhentheyneedtousethejusticesystem.
• Ourplanninganddecision-makingwillbeinformedbytheviewsofthosewhousethejusticesystem,andsupportedbybetterdataabouttheneedsofthoseatrisk,andaboutperformanceandefficiency;
• differentusershavedifferentneeds-“onesizedoesnotfitall”;
• thebestpossibleoutcomesforchildrenwillbeachievedasquicklyaspossible,andtheirprotectionfromharmwillbeapriority;
• incriminalcases,theneedsofvictims,witnessesandjurorswillbeapriority.Theywillbetreatedwithrespect,keptsafeandwillbewellinformedthroughout.Wewillworkwithjudges,magistrates,andotherstoensureajustandfairhearingforallwhoappearbeforethecourts;
• goodqualityadviceandinformationwillbemadeavailableincivilandfamilydisputes;thecitizenwillbeadvisedandguidedastothebestwayofavoidingorresolvingadispute,includingwaysofresolvingitoutsidethecourtroom,andonwiderissuessuchasindebtedness;
• processesandprocedureswillbedesignedtosuittheuserratherthantheadministrator.
2 Increaseaccesstojustice
Thismeansthatcourtusershavegreaterchoiceandconvenience.
• Serviceswillbemadeavailablewhenandwheretheyareneeded-atcourthouses,bytelephone,ontheinternet,andthroughintermediaries,suchasqualitymarkedadviceagencies;
• informationaboutthecourtswillbemadeeasilyunderstandableandwidelyavailable;
• counterservicesandcourthearingswillbemadeavailableatmulti-purposecentres;
• betterfacilitieswillbeprovidedforallusers-jurors,victimsandwitnesses-andbettersupportprovidedforuserswhentheygiveevidenceorattendatcourt;
• whereappropriatewewillusetelephoneandvideotechnologytomakeiteasiertoparticipateinproceedings.
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HMCSBusinessStrategy
3 Ensurerespectfor,andconfidencein,thecourts
Thismeanswewillensurethattheneedsandconcernsoflocalcommunitiesareunderstoodandreflectedintheprioritiesagreedwiththejudiciaryforourcourts.Wewillensurethatdecisionsofthecourtarerespectedandcompliedwith,andwherenotcompliedwith,areswiftlyenforced.Thosewhoattendcourtwillbetreatedwithdignityandrespect.
• WewilldevelopnationalcustomerservicestandardsandanewHMCScourtscharterthatwillaimtobuildthetrustofthosewhouseourcourts;
• wewillcontinuetopromoteunderstandingofthecourts,thepartsplayedbycitizensandprofessionals,andtheoutcomesofproceedings,forexample,throughopendaysandschoolactivities;
• wearepilotingnewapproachestocommunityjusticeinLiverpoolandSalfordandwillimplementthelessonslearntintoothercourts;
• wewillmakeiteasiertocomplywithordersandwillpursuedefaultrigorouslywhenitoccurs;
• wewillimplementanationalenforcementservice,forcriminalandcivilenforcement,thatwillmanagefineaccountsclosely,tracedefaulters,improvingstandardsandstrengtheningthepowersof,andsupportfor,enforcementofficers;
• therewillbeanewcombinedRegisterofJudgmentsandFines.
4 Transformservicedelivery
Thismeansthatwewillprovideaccesstojusticeinnewwaysthatmeettheexpectationsofcourtusersformodernstandardsofservice.
• Wewillaimtoincreasetheproportionofcivilcasesthatarecommencedelectronicallytoatleast75%by2010;
• wewillinvestigatethepotentialtoprovidesystemsfortheelectronicmanagementofcasesandcourtpapers;
• wewillincreasethenumberofshorthearingsthatcanbedealtwithremotelytosavepeopletravellingtocourt;
• longertermouraimwillbethatthecitizenwillbeabletogethelporinformationaboutprogressinacaseatanycourt,regardlessofwherethecasewasissued;
• wewillautomatesomeprocessesandenablecourtuserstotrackprogresson-lineinmorecases;
• wewilljointlydelivercriminaljusticeservicestoensurethatcitizensarenotpassedfromoneagencytoanother.
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HMCSBusinessStrategy
5 Supporttheindependenceofthejudiciary
Thismeansthat,inaccordancewiththeprinciplesofthejudicialconcordat,wewillprovidethesupportnecessaryforjudgesandmagistratestocarryouttheirroleseffectively.
• Wewillensurethatcourtshavesufficientskilledandwell-trainedstaff;
• wewillensurethatotherresourcesandfacilitiesaresufficientforeffectiveandefficientoperationofthecourts,andwewillworkcloselywithpartneragenciestosecurekeyservicescriticaltocourtoperations;
• wewillcarryoutthetasksdelegatedtousbyjudgesandmagistratesexpertlyandprofessionally;
• wewillworkinpartnershipwiththejudiciarytosupportjudicialdecisionsaboutdeploymentandallocationofwork.
6 Beanemployerofchoiceforthosewishingtodeliverfirstclasspublicservice
Thismeanswewillbealistening,learningandempoweringorganisation.WewilllistentotheideasandconcernsofourpeopleandusetheirexperiencetomakeHMCSagoodplacetoworkandtoimprovethesystemforcourtusers.
• Wewillalignjobswithcustomers’needs;
• wewillprovidetherighttraining,skillsandtoolstosupportpeopleintheirroles;
• wewillusetheProfessionalSkillsforGovernmentProgrammetoensuretherightmixofskills,developourpeopleandprovideopportunitiestoprogress;
• wewilldevelopexcellentleaders;
• ourpeoplewillberepresentativeandunderstandingofthediversecommunitiesweserve.
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HMCSBusinessStrategy
Whatwillbedifferentforcourtusers?
• Thevulnerablewillhaveasinglepointofcontactthroughthecourtprocess;willhaveseparatefacilitiesatcourt;andwillbeabletogiveevidencesafely.Theywillbekeptinformed,havecertaintyaboutwhatishappeningandtheircaseswillbedealtwithswiftly.Decisionsaboutchildren’sfutureswillbemademorequickly,withanemphasisonhelpingparentstounderstandchildren’sneeds.
• Thecitizenwillbeprovidedwithanexcellentservicetovictimswhilstensuringthatthedefendant’srightsarefullyrespected.Wewillmakesurethatthosewhostepforwardstoperformapublicdutyasajuror,orwitness,willbeproperlysupported.Magistrateswillberecruitedfromawholerangeofoccupationsandbackgrounds,andwillbetrainedtobeeffectiveandconfidentmembersofthejudiciary.Citizenswillbeguidedtothebestwayofavoidingorresolvingadispute.Courtprocedureswillbesimpler,andeasiertoaccess,andhelpwillbeavailableatanycourthouseforanenquiry.Theinternetwillprovide24-hourservice,andmoreserviceswillbeavailablebytelephone.
• ThoseengagedintheCriminalJusticeSystemandotherpartneragencieswillexchangeinformationanddocumentswiththecourtselectronically.Wewillworkwiththemtoprovideservices,closelymanageprogressofcases,andlookafterwitnesses;andwewillsharefacilitiesandaccommodation.Intermediaries,suchasadviceagencies,willprovideaccesstosomecivilandfamilyservices.
• ThelegalprofessionswillbeabletofiledocumentsandpresentevidenceelectronicallyandwillbeactivelyencouragedtoengagewithHMCSelectronically.Theywillhaveeasyaccesstoinformationabouttheprogressoftheircases,andgreatercertaintyabouttimetablesandhearingdates.
• Businesswillhavebetterfacilitiesfortheresolutionofcommercialdisputes;theywillhaveaccesstoswiftandefficientwaysofrecoveringdebtorpropertyaroundtheclock;andwillbeabletorelyoneffectiveenforcementofcourtjudgments.
• Thestatewill,whereappropriate,conductitscourtbusiness,asprosecutor,claimantorcreditor,electronicallyinordertoextendelectronicaccesstothecourtsforcitizensandtoensurebestuseofpublicfunds.
• Fineanddebtpayerswillcomplywithcourtordersandhavehundredsofplacestopay,and24hourinternetpayment.Iftheydonotpaytheycanexpectaswiftreminderandthenrapidrecoveryactioniftheystillfailtocomply.
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HMCSBusinessStrategy
Whatwillourorganisationlooklike?
Ourunderlyingorganisationwillreflecttheshiftofworkfromtraditionalstructurestoservicesthataredesignedwiththecitizeninmind.Whenpersonalattendanceorface-to-faceadviceisrequiredcourthouseswillcontinuetobeimportant.Ourotherserviceswillincreasinglybeprovidedbytelephoneortheinternet,willbeconvenientandaffordable,andouradministrativestructureswillchangetoreflectthis.
Courthouses-by2010,insteadofseparatebuildingsandseparateadministrativestafffortheCrown,countyandmagistrates’courts,therewillbemanyunifiedorlinkedcentreswithajointadministrationtoprovideflexiblesupportforthebusinessofthecourts.Thiswillmean:
• thedevelopmentoffamilycourtcentres,mainlywithinexistingcentres;
• consolidatingourestatewithoutlosinglocalservices;
• theprovisionofdedicatedcourtsandpanels–e.g.communityjustice,domesticviolence,drugsandanti-socialbehaviour.
Administrativeservicesby2010wewillhavemovedfromduplicatedandfragmentedlocaladministrationtoamixofbackofficeandjointlocaladministrationmaintainingperformancewhilemeetingourefficiencytargetsforfewerstaff.Thiswillmean:
• localandareaadministrativeteamsworkinginpartnershipwithjudgesinpreparingandlistingcases,andsupportingtheminthecourtroom;
• administrativeprocesseswillbestreamlinedandcentralisedinregionalandnationaladministrativecentreswithindustrialstrengthfilemanagementandprintinganddocumentdespatchsolutions;
• anincreasingproportionoftheworkwillbeelectronicandautomated;
• moreenquiriesdealtwithintelephonecallcentresthatwillsupportinternetservicesandprovideservicesbytelephone.
Enforcementservicesby2010wewillhavemovedfromseparatecriminalandcivilenforcementteamstoasinglenationalenforcementservice.Thiswillmean:
• fieldbasedenforcementteamslinkedinrealtimetoadministrativeofficesandparticularlytoothercriminaljusticeagenciesbytechnology;
• paymentcollectionusingtelephonecallcentres;
• improvedcollectionofandaccountingforpaymentsprovidingmoreefficientadministrationofmoneyhandling.
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HMCSBusinessStrategy
Thedevelopingorganisationmodel
Theemerginghigh-levelorganisationalmodellookslikethis:
Themodelshowsthedifferentoptionsfortheadministrationofworkenteringthejusticesystem,andillustratestheimportanceofestablishingtheneedsofdifferentcourtusersandtheconnectionbetweenthedevelopmentofpolicyandoperationaldeliverythatisakeyroleforthepolicyunitsintheHMCScorporatecentre.
HMCS Developing Organisational Model
PolicyDevelopment
Cus
tom
ers
-Pa
rtne
rs-
Com
mun
ity
BackO
fficeAdm
inistration
ConsolidatedBackOffice•ProvidingRegionalandArea
Directorswithkeyenablersforconsolidationoflocaladministration
•Mergedadministrationfor:•Listing•Family•CaseCreation•Enforcement
FieldBasedEnforcement•Singleenforcementofficers
•Supportforremoteworking
TrialCentres•EffectiveCaseProgression
andTrialManagement•HighQualityService•Flexibleuseofjudicialtime
Dedicatedcourts/panels•Familyspecialism•CommunityJusticeCentres•DomesticViolence•Anti-SocialBehaviour•Drugs•Commercial
MergedLocalEstate•SharingVenues•CounterService•Sign-postingsources
oflegaladvice
Ed
uca
tio
n -
In
form
atio
n -
Ad
vice
Hearings
AlternativeDisputeResolution
SimpleAdministration
HearingVenues
TelephoneCallCentres•Improvingfine&paymentcollectionthroughcallercentreoperations•Telephonetransactionsforsimpleprocedures
BulkCentres•Centralisationofbulkcourtprocesses
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HMCSBusinessStrategy
DeliveringGovernmentpriorities
TheDepartmentforConstitutionalAffairsStrategyhasarticulatedasetofprioritiesaimedat:
• reducingcrimeandanti-socialbehaviour;
• protectingthevulnerable;and
• deliveringfaster,moreeffectiveandmoreproportionatedisputeresolution.
TheOfficeforCriminalJusticeReformhasdevelopedastrategicframeworktoimprovecriminaljusticeperformancebyimprovingthewayinwhichDCA,HMCS,theHomeOfficeandtheCrownProsecutionServicework.Wegoforwardintothenextfiveyearsalreadydevelopingamajorprogrammeofreformthatreflectstheseprioritiesandstrategies.
HMCSBusinessStrategy
Crime(PSA1and2) Cross-cutting Civil&Family(PSA4and5)
PurposePolicies
Dem
ographicsEnablers
bringingoffenderstojusticeandimprovingpublicconfidence
solvingdisputesandprotectingthevulnerable
SupportingMagistratestoProvideJustice AccesstoCivilJustice
SupportingVictimsandWitnessesRelationshipBreakdown
JuryServiceReformDomesticViolenceCourts
Anti-SocialBehaviourandDrugsPanels
Debt
CommunityJustice
Economy,Employment,Deprivationetc(byarea)
PopulationMovements(includingurban/ruralshifts-byarea)
CrimeStatisticsandForecasts(byarea)
Fees
BusinessProcessesandProcedures
TheEstate
OurPeople
IT
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InMaking a Difference – Taking Forward Our PrioritiespublishedinMay2005theSecretaryofStateandLordChancellordescribedtheprioritiesforthecomingperiod.TheseprioritiesdriveourPublicServiceAgreements(PSA).
Bringingmoreoffencestojustice
Wehavecontributedtotheimprovedperformanceinbringingoffencestojusticeacrossthecriminaljusticesystem.Wewillcontinuetodosothroughcloseco-operationatLocalCriminalJusticeBoardsand:
• prosecutionsforthemoreseriouscrimeswilltransfertotheCrowncourtunderamorestreamlinedprocedurewithautomaticdirectionsmadeatmagistrates’courtsbeingmonitoredbycaseprogressionofficers;
• wherethedefendantpleadsnotguilty,compliancewithcourtdirectionsordersforpreparationfortrialwillbestrictlyenforced;
• prosecutionsforthelessseriouscrimeswillbeheardmuchmorequicklyatmagistrates’courts.Wewillworkwiththejudiciarytoestablishdedicatedcourtsorpanelswherethisisintheinterestsofjustice;
• somehighvolume,lowlevelwork,suchasTVlicensing,counciltaxandsomemotoringoffences,willbedealtwithinalternativewaysthatdonotrequiredisproportionateamountsofcourttimeandresource.
Improvingpublicconfidence
Increasedpublicconfidencewillfollowfromimprovedperformance,buttheremustbemore.
Wewill:
• setstandardsforserviceandfacilitiesconsistentwiththenewCodeofPracticeforVictimsandWitnessespublishedin2005;
• implementanewcustomersatisfactionmeasureacrossallcourtsfrom2006;
• ensurethatinformationonprogressandoutcomesincriminalcasesisrapidlydisseminatedsothatallpartsofthecriminaljusticesystemhaveuptodateinformationforplanning,policingandkeepingthepublicinformed;
• improvethefacilitiesandinformationprovidedforjurors;
• developproposalsfordedicatedcourtsorpanelsforpriorityareasincommunityjusticeduring2006;
• achievecorporateCharterMarkstatusthatwillincludeassessmentof“positiveresultsfromourinvolvementwiththecommunity”by2008;
• implementdedicatedcourts/panelsthatfocusresourcesandexperienceonachievingbetteroutcomesincasesinvolvingdrugsmisuseby2007.
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HMCSBusinessStrategy
Protectingthevulnerable
Wewillprovidethenecessarysupporttothejudiciarysothatchildren’scasescanbedealtwithasquicklyaspossible,andbyprovidingtherightlevelsofsupportforvulnerablevictimsandwitnesses.
Wewill:
• implementlocalFamilyJusticeCouncilsresponsibleforpromotinginter-agencydelivery;
• developproposalsforanadvocacyorsupportroletohelpthevictimsofseriouscrime;
• implementtheCivilPartnershipsActin2006;
• ensurethereisasignificantincreaseinthenumberofcourtsimplementingaspecialistapproachtodomesticviolence;
• workwiththejudiciarytoreducedelayinPublicLawChildrenActcasesbyincreasingtheproportionofcarecasesdealtwithin40weeksby10%;
• workwithothergovernmentdepartmentstoincreasethequalityandavailabilityofexpertwitnessesby2007.
Earlier,moreeffectiveandproportionateresolutionofdisputes
Wewillprovidefacilitiestoenabledisputestoberesolvedinthewaythatisbestforthoseinvolved.Insomecasesthiswillbethroughmeasuresthatavoiddisputes,andinothersitmaymeanprovidingspeedieralternativestoanadversarialtrial.
• Whereadisputearisesandcourtproceedingsarenotthebestwayofresolvingit,peoplewillbeguidedtowardsotherwaysofresolvingdisputes,suchasearlyneutralevaluation,conciliationandmediation;
• WorkwiththeLegalServicesCommissiontodevelopwaysinwhichfinancialsupportwillbegiventoagenciesandlawyerswhoencouragewaysofavoidingdebtanddisputes;
• Wherethereisnoappropriatealternativetocourtproceedings,simplecasesthatarenotdefendedwillbedealtwithefficientlyandsimply,makingbestuseofelectronicandcentralisedadministrativechannelsthatreducecostandincreasespeed;
• Wherecasesaredefended,orinvolvecomplexissues,theywillbedealtwithexpertlyattherightlevel.
Wearedevelopingnewapproachesinanumberofpriorityareas,whichputtheneedsofthecitizenattheheartofthejusticesystem,willimproveourperformance,andwillleadtotransformationalchange.
OurprogrammeSupportingmagistratestoprovidejusticeisdevelopingwaystogivebettersupporttothe28,000magistrateswhovolunteertositinourcourts.AWhitePaperpublishedin2005setouthowtheireffectivenesswouldbeimproved,andhow
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HMCSBusinessStrategy
respectforthemwouldbeincreased.Italsoputforwardproposalstoremovetheburdenofhighvolumebulkworkfromthecourts.
OurJuryservicereformprogrammewilldevelopwaysofimprovingtheexperienceofjuryserviceandensuringthatitismadeclearthatajuror’scontributionishighlyvalued.
OurprogrammeSupportingvictimsofcrimewillensurethatourcourtbuildingsprovideseparate,safeandcomfortablefacilitiesforvictimsandwitnesses.Wewilldevelopproposalsforlegaladviceforvictimsofcrimeinseriouscases,andensurethatvictimsandrelativesinseriouscrimeshaveavoiceinproceedingsandarighttorepresentationandadvocacy.
WewillensurerespectfortheauthorityofthecourtthroughourEnforcementprogrammethatwillimplementanationalenforcementserviceforallcourtenforcement,andthroughmeasurestoimprovecourtattendanceincludingthedevelopmentofproposalsfortrialsinabsentia.
Wewillworkwithourcriminaljusticepartnerstoreviewthewaythatfraudtrialsaredealtwith.Thiswillincludestepstofocuspresentation,createspecialistcentres,andreformjuryrequirements.
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HMCSBusinessStrategy
Ourstrategyforachievingthischange
Detailedplans,schedulesandresourcecostingswillproceedaspartofprogrammeandprojectmanagementactivities.Thebusinessstrategywillprovidetheoverallagendaforchangeandwillbekeptunderregularreview,andupdatedwhennecessary.Insummarythekeybusinesschangeactivitiesarelistedbelow:
Effectivecasemanagement
Wewillprovidebettersystemstosupportthejudiciaryincasemanagementandlistingsothatcasesarereadytocometotrialasquicklyaspossibleattheappointedtimereducingdelay.
Wewill:
• implementaCriminalCaseProgressionFramework;
• implementadiaryplanningtoolforcriminallistingofficersin2006;
• developandrolloutacross-agencycriminalcaseprogressionsystemby2007;
• developanetworkoffamilycourtcentres,somewithinexistingcourtcentres;
• establishcaseprogressionofficersineachcriminalcourt;
• pilotcaseprogressionofficersinfamilycourtsin2006;
• rolloutasinglecaserecordssystemtofamilycourtsby2008;
• pilotacasemanagementITsystemfortheCommercialCourtin2006.
Modernisingservicedelivery
Wewillmoderniseourservicestoimproveaccesstojusticeandtoincreasecustomerchoiceandconvenience.Wewillprovideservicesthatmeetincreasedcustomerexpectations,andwewillusenewtechnologytodothingsinnewways.Thetablebelowindicatesthescopeofopportunity.
CustomerInteraction CurrentMechanism Newopportunity
Informationandguidance Telephone
Mailpublications
Web
Dedicatedhelplines
Qualitymarkedadviceagencies
Newclaims Post
Electronicmoneyclaims(MCOL&ClaimsCentre)
Localcourtoffice
Internetforallclaimtypes
Datatransferforhousingandothermajorclaimants
Anycourtoffice
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HMCSBusinessStrategy
CustomerInteraction CurrentMechanism Newopportunity
Requestingjudgment Post
MoneyClaimsOnLine
Telephone
Internetforallmoneyclaims
Issuingenforcement Post
Localcourtoffice
Telephone
Internet
AnycourtofficeChangingcasedetails Post Telephone
InternetPayments Cheques,PostalOrdersby
postandatthecounter
Somenonstandardelectronicpaymentsystemsinareas
NationwideElectronicPayment
InternetPayment
Paymentcardsatcommercialoutlets
Caseenquiries Post
Telephone
Internetcaseprogress
Fileandserveshareddocumentsystems
Filingdocuments Post
Inperson
Somee-mail
Internetforms
e-filingservice
Responsetojurysummons Post Telephone
Internet
Wewill:
• furtherdeveloptheNationalMediationHelpline;
• withtheDepartmentforEducationandSkills,expandfacilitiesforin-courtconciliation,anddevelopnewarrangementsforreducingtheconflictincontestedfamilycases;
• developnewapproachestomediationincivilandfamilycasesduring2006;
• implementaNationalFrameworkofCustomerServiceStandardsduring2006;
• pilottelephonetransactionsattheCountyCourtBulkCentreduring2006;
• implementrealtimedatasharingviatheXHIBITandLIBRAsystemsthatwillcutdelays,reducere-offendingbyimprovingoperationalintelligenceandimproveefficiency.InlinewithBichardRecommendation7wewilldevelopdirectlinkstothePoliceNationalComputerthatwillimprovedataqualityandensurethatpoliceofficershaveaccuratebailstatusinformationforstreetpolicinganddatatosupportinvestigations;
• workwiththeprosecutorsinseriousandcomplexcasestodevelopabusinesscasefortechnologythatmakesiteasiertopresentdocumentaryandaudio-visualevidencesothatiseasierforpractitionerstofindmaterialandforjurorstofollowit,shorteningthelengthofthetrial;
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HMCSBusinessStrategy
• digitiserecordingoftestimonyincriminalcourtroomsby2007toimproveretrievaloforalevidenceandsupportjudgesinsummingupandinhearingappeals;
• improveandactivelymarketMoneyClaimsOnLine(MCOL)andtheClaimsProductionCentreincreasingtheproportionofmoneyclaimscommencedelectronicallyandaimingtoachieve250,000claimsperyearviaMCOLby2008,reducingby40%thecostofadministeringthoseclaims;
• developproposalsforadocumente-filingserviceinpartnershipwithathirdpartysupplierorwithotherpublicsectoragencies;
• implementaninternetserviceforrentandmortgagehousingclaims,PossessionClaimsOnLine(PCOL)by2006accountingfor100,000claimsby2008;
• extendthescopeoftheRegisterofCountyCourtJudgmentstoincludefinesandHighCourtjudgmentsby2006,andby2008increasethedataheldtoimprovelendingandenforcementpractice;
• developproposalsfornationalelectronicpaymentmethodsforfinesanddebtsby2008;
• worktowardsthecapabilitytoofferservicefromanycourtofficetocitizensby2010.
Simplificationofprocessandprocedure
Wewillcontinuetoworkwiththejudgesandproceduralrulescommitteestomakethecourtsystemeasiertouseandensurethatprocessesareclear,easiertounderstandandrespectedbythepublic.
Wewill:
• improveeducation,guidanceandadviceforcourtusersandcitizens;
• reviewourproceduralrulestoidentifywaystomakeproceduressimplerforcourtusersandeasiertoadminister;
• improveandsimplifythesmallclaimsprocedureduring2006;
• workwiththeFamilyProcedureRuleCommitteetoharmoniseandintegratefamilyproceedingsrules;
• reviewcasemanagementofdefendedcivilactionsandimplementanychangesin2007;
• developoptionsforasinglestagemoneyclaimsprocedureforpossiblepublicconsultationin2007;
• completethereformsofenforcementthatincludeAdministrationOrderandAttachmentofEarningsproceedingsby2008;
• considercreatingasingleciviljurisdictionafter2009.
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HMCSBusinessStrategy
Efficientadministration
Wewillensuremaximumvalueformoneyforthetaxpayerandfee-payer.Wewillmanagetheneedsofdifferentcustomergroupsinwaysthatmorecloselymatchtheirneedsandwewillcreateanaffordableservicedeliverymodel.
Wewill:
• increasetheproportionofworkconductedthroughexistingbulkcentreandelectronicservicesbytargetingspecificgroupsofcourtusersandtheprofessions;
• developplanstocentraliseissueofallmoneyclaimsandwarrantsattheCountyCourtBulkCentreby2007;
• implementupgradedversionsofourcaserecordssystemsthatwillsupportadministrativeconsolidationandflexibilityin2007;
• evaluatetheopportunitytoconsolidatetheadministrationoffine,fixedpenaltyanddebtpaymentsintonationalorregionalcentresby2008;
• increaseuseofourelectronicservicesbymandatingpublicsectororganisationsby2008;
• consultonproposalstodivertbulkworkfromthemagistrates’courtstootheragenciesortobulkcentres;
• workwithotherstoestablishthepotentialtoincreasethenumberofoffencesforwhichFixedPenaltyNoticescanbeissued;
• workwithournewITsupplierstodeveloporoutsourcelarge-scalecourtprintinganddespatchsolutions;
• consolidateadministrativeservicesintofewersitesby2010;
• considermandatingtoincreaseuseofelectronicservicesforotherappropriateorganisationsby2010.
Ensuringcomplianceandeffectiveenforcement
Wewillensurethatordersandfinancialpenaltiesimposedbythecourtarecompliedwithandenforced;wewilldealswiftlyandeffectivelywithdefaulters.
Wewill:
• developproposalsforregionaltelephonecallcentresforfineanddebtpaymentsduring2006;
• implementthenationalenforcementservicetoensurebestpractice,goodperformanceandcloserworkingwithotherenforcementagenciesinapathfinderregionin2006,andelsewherein2007;
• providenewmechanismsfortheenforcementofContactOrders;
• developplanstoimplementmobiletechnologynationallyforenforcementofficersin2008;
• worktowardsimplementingasingleelectronicrecordofallfineaccountsheldforafinedefaulterby2010.
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Thechallengesweface
Creatinganeworganisationandculture
ThecreationofHMCShasbroughttogether43organisationsintoone.Historicallythishasmeantdifferentservicelevelsacrossthecourtsystem,andadegreeofduplicationofestate,technologyandotherresources.
Tomeetthestrategicchallengewewillbuildonthebestpractice,skillsandassetsfromthepast,understandthedemandsandprioritiesforthefuture,andensureHMCSisfocusedonthediverseneedsofpeople,communitiesandsociety,andhasaculturethatdeliversexcellentcustomerservice.
Meetingdemandandmaintainingperformance
Demandforecastingiscomplex.HMCSisbuildingfurthermodellingandforecastingcapacityfortheunifiedorganisationtoassesstrendsofworkflowinthecourts.However,wecanmakeplanningassumptionsbasedonsomecurrenttrends.
CriminalJustice
Keyfactors:
• overalllevelsofcrimearefallingandprojectionsindicateastableorslightlyincreasingcriminalcaseload;
• continuedimprovementineffectiveenforcement;
• eightcriminaljusticeareasintheSouthEastwillbeaffectedbyplannedpopulationgrowth;
• evidenceshowsthatanti-socialbehaviourisworstinthepoorestcommunities.Theindexofsocialdeprivationcontinuestoprovideafocusforpriorityinvestmentinapproachestocommunityjustice;
• themostexpensive1%ofcasesbyvolumeintheCrownCourtaccountfor28%ofthewholecriminallegalaidbudget,or50%ofallCrownCourtlegalaidexpenditure;
• theineffectivetrialrateinCrownandmagistrates’courtscontinuestoimprovereachingthetargetbaselineinEngland&WalesinMay2005;
• justunder410,000peoplewerecalledtojuryservicein2005,ofwhom181,000satonajury.
Tomeetthestrategicchallengewemustensurethatwehavethecapacitytodealwithanyincreaseinthenumberofcriminalcasesthatarebroughttocourtbythecriminaljusticeagencies,andachieveminimumdelayforvictimsandwitnesses.Wewillsupportthejudiciaryinthemanagementofcasesandtheirtrialinasshortatimeasis
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HMCSBusinessStrategy
possibleconsistentwiththeinterestsofjustice.WewillimplementnewapproachestofraudtrialsandwiththeLegalServicesCommissionwilldevelopnewapproachestoremunerationforcriminalcases.Wewillfocusinvestmentinourestatestrategyinlinewithpriorityareas.
Familyandciviljustice
Keyfactors:
• althoughnowincreasingslightly,civilcaseshavedeclinedby20%sincetheciviljusticereforms,andfurtherinitiativestosupporttheearlierresolutionofproblemsareexpectedtoreducethecurrentworkloadbyuptoafurther10%by2010.Withinthiscontextouroperatingstructuresmustbereorganisedtoprovideaffordableandefficientservices,andourfeestrategymustbedevelopedtoachievethecorrectalignmentbetweencostandincome;
• caseloadintheHighCourtinQueensBenchandChanceryhasfallenoverthelastfouryears,buttheoverallpictureacrossthedivisionsisacomplexone.SomeareasoftheHighCourthavehighproportionsoflongandcomplexcasesandverysmallfluctuationsinnumbersofthesetypesofcasescanleadquicklytopressuresorover-capacityinspecialistareaswhile,changesinpolicyandlegislationcanrapidlyincreaseworkload;
• familycasesarecurrentlydecreasing.Divorcecaseshavedecreasedinthepastthreeyearsto167,000petitions,andremain7%belowthepeakof1993.In2004thenumberofPublicandPrivateLawapplicationsdecreasedby3%and7%respectively,thoughthenumberofordersmadeincreasedoverthepreviousyearby3%.
Tomeetthestrategicchallengewemustrespondtochangesindemandinanumberofways.
• recognisethatgoingtocourtisoftennotthebestwayofresolvingdisputesandthatpeopleneedearlyinformationandadvice;
• ensurethatthecostbaseisaslowasisconsistentwithprovidinggoodserviceandaccesstojustice;
• ensurethatweareprovidingwhateachgroupofdifferentusersactuallyneedsandfocusresourcesonmeetingthatneedratherthana“onesizefitsall”provisionbasedonourbuildings;
• workwiththejudiciarytodelivertheeffectiveplanningandallocationofjudicialbusiness,ensuringthatworkisappropriatelycategorizedtotherightlevel,matchedwithjudicialspecialism,andthatjudgesaredeployedtomeetpressures.Thelastrequireseffectivejudicialinvolvementinbusinessplanning;
• infamilycases,achieveearlierintervention,lessreportwriting,betterfocusondisputeresolutionandincreasedsettlementbyconsent,aswellasensuringthatcasesaredealtwithattherightlevel;
• ensurethatcapacityandresourcesarenotwastedonactivitiesthatcouldbebetterdoneelsewhere.
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Providingaccesstojusticeinnewways
Accesstojusticeisafundamentalhumanright,butthetraditionalmodelforaccesstojusticeisarestrictedone.Theassumptionhasbeenthattheprovisionofaccesstojusticeisbasedonuseofacourthouse;accesstoserviceshasthereforebeendefinedbyphysicallocation.
Tomeetthestrategicchallengewemusttakeabroaderviewofaccesstojustice.
• providingincreasedaccesstojusticewithoutanoverallincreaseincostbyusingnewtechnologythatprovidesgreaterconvenienceandreducestheneedtogotoacourthouse.
• understandingtherealneedsoflocaljustice,theprioritiesforthecommunityandtheimportanceofthe28,000magistrateswhoservetheirlocalcommunityandreflectingthatintheprioritiesforcommunityjustice
• inplanninghowweprovideservicesweneedtodistinguishmoreaccuratelywhatmustbedeliveredlocallyandwhatcanbedeliveredbytelephoneorinternet,orpossiblycentralised.
• insome,morecomplexorserious,casesweneedtoachievetherightlevelsofexpertisebyconcentratingspecialisedservicesintofewercentres,ratherlikethewaythatmedicalservicesrangefromlocalGPservicestospecialisthospitals.Wealreadyconcentratesuch“onceinalifetime”servicesincomplexfamilycasestoachievehighquality,forexample,inproceedingsforthecareoradoptionofchildren.
Investmentandfunding
Wefacesignificantfinancialchallengestoimplementingourvision,includingefficiencyandbenefitsrealisationpressures.Wehavechallengingfeerecoverytargetsandanambitiouschangeagenda.Wewillbedevelopingdetailedcost/benefitanalysisandbusinesscasesfortheCSR2007process.
Tomeetthestrategicchallengewemustholdtoatransformationalvision,buttakeanevolutionaryapproach.
Wewill:
• generateefficienciesfromwithinourcurrentresourcesthatenableustotaketheearlystepsalongatransformationprogramme.Thiswillreleasemoreresourcesovertimetocontinuethetransition;
• improvetheeffectivenessandvalueformoneyofourprocurement;
• identifysharedbusinesscasesacrossthecriminal,civilandfamilyjurisdictionsandprogrammes,andwithpartnerpublicsectororganisations,suchasthenewTribunalsAgency,theLegalServicesCommission,Coroner’sCourts,andothercriminaljusticeagencies;
• developafairerapproachtofeerecoverythatmatchescostmorecloselytorevenueandfreesresourcesforthedevelopmentofmoreefficientservices;
• consideralternativebusinessmodelsthatattractinvestmentfromandcreaterevenuestreamsforthirdparties.
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Achievingourgoalsthroughworkingwithpartners
Goodperformance,changesinthejusticesystem,theoperationofthecourtsandservicetothepublicdependonpartnershipworkingwithothercriminaljusticeagencies,ChildrenandFamilyCourtsAdvisoryandSupportService(CAFCASS)andotheragencies,theprofessionsandthevoluntaryandnotforprofitsectorsandthosewhoworkforthecommunity.
Wemustmeetthestrategicchallengeintwoways.Firstlywemusttransformourrelationshipswithkeypartnersandcourtuserstoimprovewhatwedo.Thiswillincludedevelopingjointapproachestodeliveryofservicesthatbenefitcourtusers.Thismeanscollaboratingtoachieveprocessesthatsuitcourtusers,jointworkingtoachieveoutcomesratherthancomplywithprocess,workingtogetheronpriorityareas,andworkingwithlocalagenciestoachievegoodoutcomesforthecommunity.
Secondlytomeettheexpectationsofcitizens,weneedtoprovideservicesthroughpartnershipandsharedinvestmentwithotheragenciesandorganisations.
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Supportingstrategies
ThebusinessstrategywillsupportthedevelopmentofachangeprogrammeforHMCSandanumberofsupportingstrategiesforthefollowingkeyareas:
Ourpeoplestrategy
HMCSwillonlybeasuccessfuleffectiveorganisationbecauseofthepeoplewhoworkinit,and,therefore,ourhumanresourcesstrategyisthemostimportantsupportingstrategy.
WewanttomakeHMCSagoodplacetoworkforeveryonewhojoinsus,andwewantcontactwithourpeopletobeagoodexperienceforthosewhousethecourts.Wedonotbelievethatthoseconditionscanbemetwithoutlisteningtoandlearningfromourpeople,andempoweringthemtoprovidefirstclassservice.
OurbusinessstrategysetsthedirectionforthedevelopmentofanHRStrategythatwill:
• ensureHMCSisapublicserviceemployerofchoice;
• ensureourstaffisrepresentativeandunderstandingofthediversecommunitiesweserve;
• ensureeffectiveperformancemanagementthroughoutHMCS;
• implementarewardsystemthatwillenabletherecruitment,retentionandmotivationofstaffoftherequiredqualitytodeliverourbusiness;
• developstrategiesforourpeoplethatsupportthemthroughbusinesschange;
• implementProfessionalSkillsforGovernmenttosecuretherightlevelandmixofskillsandenhanceopportunityfordevelopmentandprogression;
• provideappropriatelearninganddevelopmentforourpeopleinorderto:
- supportthedevelopmentofacross-jurisdictionalapproachtowardsworkinginmulti-purposecentresfocusedonimprovedcourtuserserviceandfacilities
- supportstaffdealingwithautomated,telephoneandelectronicservicessothattheycanquicklyadviseontheprogressofcases
- supportstaffwhoneedspecialistknowledgetofulfilrolessuchaslegaladvisers,listingofficers,caseprogressionofficersandthoseinvolvedindedicatedapproachestoparticulartypesofcasesandhelpwithvictims,witnessesandjurors
- developtheleadersandmanagerswithinHMCSandidentifythenewleadersofthefuture
• ensure,throughaPayandGradingReview,afairandequitablepaysystemacrossDCAandHMCSduringAugust2006.
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InformationTechnology
WehaveinheritedadifficultlegacyITlandscapecharacterisedbymultipleout-datedapplicationsthatduplicatefunctions.Althoughcurrentprojectsareaddressingthistosomeextent,therearekeystrategicissues.
• wehavenewdatabasescomingonstreamthataresufficientlyupgradedtogiveuschoicesaboutwhichsystemswecontinuewithasmainstreamoptionsforthefutureandwhichwetargetforretirement;
• ourmoderninfrastructurewillsupport“bestofbreed”businessapplications,butdoesnotcoverallofoursitesandisnotyetintegrated;
• wehaveinternetservicesthathavesparecapacity,andwehavetheopportunitytodevelopthemfurther;
• newcontractualarrangementswithsupplierswillsecurebettervalueformoneyandanopportunitytodevelopeffectivepartnerships.TheDepartmentalInnovationandSupportContractsProgramme(DISC)willawardnewsuppliercontractsfortechnologyin2006.
OurbusinessstrategysetsthedirectionforthedevelopmentofIS/ITande-Servicestrategiesthatwill:
• supportthedevelopmentofacross-jurisdictionalapproachtowardsthedevelopmentofasystemorsystemsthatsupportthemanagementofcasefiles,caseprogressionandcourthearingsincourtsandtribunals;
• achieveefficienciesthroughautomation,integratedelectronicservicechannelsandelectronicprintinganddespatchsolutions;
• extendtheuseofexistinginternetandbulkcentreservicestocourtproceduresintheCrownandmagistrates’courts;
• developelectroniclinkstofieldbasedteamssotheycanhaveaccesstodatainrealtimewhendealingwithcustomersfacetoface;
• giveaccesstoallrecordsfromanywhere,toprovideflexibilityaboutwhereadministrationisconducted,andtoenableustodealbetterwiththosewhohavemultipleinteractionswiththesystem;
• reducesupportcostsforIT,andreduceduplicationofbusinesssystems,selectingandupgradingthe“bestofbreed”systemssothattheyreplacesystemsthat,althoughout-dated,performessentialtasks.
Estate
Ourbusinessstrategysuggeststhatdemandwillremainhighinthemetropolitancriminalcourtsdespiteprojectedfallsincrime1,andthatthepressuresfrommorecomplexcaseswillmaintainandevenincreasepressureontheCrownCourt.
1HomeOfficeStrategicPlan2004
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HMCSBusinessStrategy
Thebusinessstrategyarguesagainsta“onesizefitsall”approachtoservicedelivery,andthisisequallytrueofourapproachtoestate.Therearesignificantdifferencesbetweenthemodelsforestateinindividualareas,partlythroughdifferencesindemographics,andpartlybecauseofthesizeofsomeoftheareas.
Wefacedifficultchallengesonestate,assomeofitisnolonger“fitforpurpose”andthereisasignificantmaintenancebacklog.
Ourestatestrategywillsupportthebusinessstrategyby:
• reducingthecostsofadministeringourestate;
• by2010wewillhaveconsolidatedourestatewithoutcompromisinglocalservices;
• ensuringthatimprovedandseparatefacilitiesforvictims,witnessesandthevulnerableareavailablewhereappropriate;
• supportingthedevelopmentofaspecialistnetworkoffamilycourtscentres;
• reducingnumbersofheadquarters,regionalandareasupportsites;
• increasingflexibilityofuseforhearingsandadministrationinnewandexistingestateandpotentialpartnershipswithTribunals;
• developingbackofficesites,includingopportunitiesforsharedbackofficefacilities,potentiallyacrosstheDepartmentforConstitutionalAffairsandotheragencies.
Fees
WehaveaspecificcommitmentduringSR2004to:
• returntofullcostrecovery(lessremissionsandexemptions)forthecivilcourts;
• achieveanoverall66%recoveryrateforthefamilycourtscentres;
• bringthemagistrates’courtsontoafeerecoveringfootingthatisconsistentwiththecivilcourts.
Section92oftheCourtsAct2003introducesasinglefeesettingpowerforallthreetiersofcourt.ThispowerisnowsubjecttoparliamentaryscrutinyandtheLordChancellormusthaveregardtoaccesstothecourtswhensettingfees.
ACivilFeeProgrammehasbeenestablishedtodeliverthelong-termstrategythatwill:
• meetfullcostrecovery;
• protectaccesstojustice;
• beaffordablewithinthedepartmentalexpenditurelimit;
• beflexibleenoughtomeetchangesindemand.
Thestrategywillaimtoachieveservicesthatrepresentvalueformoney,andbalancethecostsofthesystemwithitsincome.Theprogrammeconsistsoffourinter-linkedprojects:
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• FeeStructuresProject–shiftingfromafront-loadingoffeesoncommencementtofeechargingpointsintheprocessthatmorecloselymatchthecoststages;
• AccesstoJustice–developingacommonsystemforremissionoffees,establishingappropriateincomeandcapitallevelsanddeductioncriteria;
• DeliveringCostRecovery–planningtheexistingfeeincreasesneededtomeetourobligationsunderSR2004;
• RevisedCostingModel–afundamentalreviewoftheinformationsystemsusedtocalculatefullcostandaccountforfeerecovery.
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NextSteps
Wehaveidentifiedthekeystrategicprinciplesandproposedastrategicvisionfortheorganisationandidentifiedtheinitiativesrequiredtotakethevisionforwardatahighlevel.Toprogressthestrategywemovetoaphasethatwillprovide:
• detailedplanning;
• estimatesandbusinesscases;
• benefitsassessment;
• programmemanagementstructures.
Thiswillthenenableustoensurethatplansareimplementedaspartsofprogrammesofchangethatsupportthedirection.Wewillneedtocontinuetokeepthestrategyunderreview,identifyingthepointswherekeystrategicdecisionsarerequired,andupdatingthestrategyandtheplansasrequired.
Thisprocessmaymeanthatsomeofthecandidateprojectsareeliminatedasbeinginappropriateorunfeasible.Remainingprojectswillbescopedintermsof:
• resourcesandcosts;
• outcomesorbenefits;
• risk;
• implicationsforITinfrastructureandsupport;
• dependenciesonotheractivities;
• constraintsontiming.
Manyoftheprojectsidentifiedinthestrategyhavebeenthroughthisprocessandhavebothastrategicfitandasoundbenefitscase.Wewillidentifywhethertheyhavetherightprioritisationintheoverallcontextofthestrategy,anddeveloparealisticimplementationplan.
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