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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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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• improvedtake-upoftelephoneande-services;

• newwaysofadministeringthe£20bnofmoneywehandleeachyear;

• consolidationoffinesandenforcementactivityinthenationalenforcementservice;

• improvedelectronicmanagementofdocumentsandcasefiles.

WesetoutherethestrategicprinciplesthatunderpinorganisationalchangeandkeymilestonesfortheleadersofHMCS,sothatthesecanbebuiltintocurrentplanningroundsandprioritisation.

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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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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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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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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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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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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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DeliveringGovernmentpriorities

TheDepartmentforConstitutionalAffairsStrategyhasarticulatedasetofprioritiesaimedat:

• reducingcrimeandanti-socialbehaviour;

• protectingthevulnerable;and

• deliveringfaster,moreeffectiveandmoreproportionatedisputeresolution.

TheOfficeforCriminalJusticeReformhasdevelopedastrategicframeworktoimprovecriminaljusticeperformancebyimprovingthewayinwhichDCA,HMCS,theHomeOfficeandtheCrownProsecutionServicework.Wegoforwardintothenextfiveyearsalreadydevelopingamajorprogrammeofreformthatreflectstheseprioritiesandstrategies.


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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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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respectforthemwouldbeincreased.Italsoputforwardproposalstoremovetheburdenofhighvolumebulkworkfromthecourts.

OurJuryservicereformprogrammewilldevelopwaysofimprovingtheexperienceofjuryserviceandensuringthatitismadeclearthatajuror’scontributionishighlyvalued.

OurprogrammeSupportingvictimsofcrimewillensurethatourcourtbuildingsprovideseparate,safeandcomfortablefacilitiesforvictimsandwitnesses.Wewilldevelopproposalsforlegaladviceforvictimsofcrimeinseriouscases,andensurethatvictimsandrelativesinseriouscrimeshaveavoiceinproceedingsandarighttorepresentationandadvocacy.

WewillensurerespectfortheauthorityofthecourtthroughourEnforcementprogrammethatwillimplementanationalenforcementserviceforallcourtenforcement,andthroughmeasurestoimprovecourtattendanceincludingthedevelopmentofproposalsfortrialsinabsentia.

Wewillworkwithourcriminaljusticepartnerstoreviewthewaythatfraudtrialsaredealtwith.Thiswillincludestepstofocuspresentation,createspecialistcentres,andreformjuryrequirements.

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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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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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• 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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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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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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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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