Barking and Dagenham - An Excecutive Summary
The Magistrates' Courts Service in Barking and Dagenham
An Executive Summary
Introduction | Strategic Management | Management of Resources | Organisation of Court Business | Quality of Service | Recommendations
Much of the work of the MCC in recent years has focused on planning for a new courthouse (which has been delayed with the advent of the Private Finance Initiative, and no other Government funds being available for courthouse building) and improving existing facilities. The MCC needs to address a number of problems to improve the efficiency and effectiveness of the court's work. In particular, the management of staff lacks sufficient leadership and work is required to develop a comprehensive performance management system. At the time of the inspection some aspects of the work of the court were being adversely affected by problems associated with the implementation of a new computer system - the resulting of cases, for example - creating a backlog of work which needs to be cleared as a matter of priority. Barking and Dagenham MCC is likely to be affected by the implications of the Lord Chancellor's policy to promote a reduction in the number of MCC areas; the recommendations in this report reflect the need for planning and the investment of resources to be made in the context of potential change.
Strategy and Planning
Barking and Dagenham MCC has developed clear terms of reference for the way it, and its sub-committees operate but it has failed to provide sufficient leadership in a number of key areas of performance such as staff management and performance management. The Strategic Plan identifies a number of appropriate issues to be addressed by the MCC but a more detailed operational plan needs to be developed to ensure strategic priorities are achieved.
Performance Management
Performance management is an area in which there is considerable scope for improvement in Barking and Dagenham. This area of work was found to be poorly developed at all levels of the organisation, with limited appreciation of the importance of using management information as a tool to assess progress, identify problems and plan future action. As a matter of priority, the MCC needs to ensure a comprehensive range of performance indicators is set at a strategic and operational level and that data which can be evaluated in order to improve performance is collected on a regular basis.
Staff Management
Barking and Dagenham MCC lacks a coherent strategy for the management of its staff. This has resulted in a number of problems which the MCC will need to address if its staff are to be managed efficiently and effectively, and enabled to function to their full potential. Inspectors have particular concerns about communication and training but commend recent initiatives by the MCC to improve health and safety arrangements.
Premises Management
Plans to move to a new courthouse have been delayed by the Private Finance Initiative. Despite the disappointment resulting from the delay, and the limitations to the existing court building, the MCC has worked hard to improve the existing courthouse facilities. The Committee needs to examine how efficiently its courtrooms are being utilised.
Management of Financial Resources
The MCC operates sound budget setting and monitoring processes but, as a matter of priority, should implement the recommendations from a recent internal audit of its financial management systems. As a result of continued pressure on the cash limit, inspectors have concerns that the MCC may cease to be economically viable as an independent management unit.
Management of Information Technology (IT)
The introduction of the new EQUIS computer system in July 1997 has caused substantial disruption to the work of the MCC. The court has worked hard to overcome the problems; the MCC should now start to consider how it might maximise the potential of the new system to improve the efficiency of the court.
Magistrates' Arrangements
Inspectors are satisfied that the MCC is meeting its statutory obligations in the provision of magistrates' training and there are sound channels of communication between the MCC and the bench. The MCC should take steps to reduce the number of courts that sit with only two magistrates.
Organisation of Court Business
The MCC has not yet set performance standards in relation to the administration of cases and the collection and payment out of financial orders.
Administration of Cases
The administration of cases in Barking and Dagenham is poor. The throughput of cases is slow, the production of validated court registers does not meet national guidelines and only a minority of committals is being processed within the statutory timescale. Inspectors recommend that a comprehensive review of listing takes place to ensure the most efficient use of court time.
Collection and Payment out of Financial Orders
Performance in relation to the enforcement of fines is poor, although some improvement has been achieved in average debtor days. The MCC has introduced a number of initiatives to improve the rate of fines collection but inspectors consider a more fundamental review is required. The Justices' Clerk needs to ensure that the few remaining recommendations from a recent audit of the fines and fees account are implemented. A good range of ways to pay monetary orders is available to court users
Standards for the quality of service provided to members of the public have been set out in the Barking and Dagenham Magistrates' Courts Charter, which is displayed in the public areas of the courthouse. The MCC now needs to introduce a system of monitoring and evaluation to ensure these standards are being met.
Treatment of Users
Overall, the treatment of court users in Barking and Dagenham is satisfactory. The MCC provides good services to witnesses and victims but more information on likely waiting times should be provided for users waiting for cases to be called; targets for acceptable waiting times should also be set. A complaints procedure is in operation.
Written Information
A court information leaflet is available in advance of court hearings but the MCC should ensure that court users are receiving copies. A good range of public information leaflets is available but more information should be displayed about court layout and procedures. Signs should be displayed to identify the annex building as a court and information about the location and facilities available in the annex should also be made available to court users.
Facilities
Despite the limitations imposed by the court building, the MCC has made considerable efforts to make the best use of what is available. The provision of a separate waiting area for witnesses and the enhanced facilities for users with disabilities are helpful developments. Further improvements are required in standards of comfort and privacy.
External Relations
The MCC enjoys good working relations with professional users, which it has formalised through an agreed Code of Practice. Inspectors commend the constructive approach adopted by the MCC when working with other criminal justice agencies in the area.
The recommendations to the MCC are listed below in summary form and in order of priority. The recommendations to the Justices' Clerk are also listed.
To the Magistrates' Courts Committee
The Inspectorate recommends that, as a matter of priority, the MCC:
determine the key performance data it needs (including the frequency and comparative analysis required) to provide an overview of organisational performance
ensure performance standards are set at an operational level, and that information is collected and reviewed which will enable managers and supervisors to monitor performance and identify areas for improvement
develop and implement a comprehensive communication system
implement the recommendations of the internal audit report
The Inspectorate also recommends that the MCC:
review the operation of its sub-committees in terms of how many are needed, the frequency of meetings and the amount of support they require from senior managers
identify key strategic priorities to ensure resources are focused on areas of greatest urgency for the efficient and effective running of the organisation
when developing and reviewing strategic and operational plans, should make the aims and expectations of any consultation exercise clear to supervisors and staff, and ensure that support and guidance are available where needed
review the processes used to complete administrative tasks to ensure work is undertaken and staff are utilised efficiently
develop a staff training and development plan to ensure staff have the appropriate skills to achieve the strategic objectives of the organisation
review and revise the staff appraisal scheme to ensure that it provides managers and staff with regular opportunities to examine individual performance and identify training needs
take steps to exploit fully the potential of the new computer system in order to improve the efficiency and effectiveness of the court
monitor the number of and reasons for courts sitting with only two magistrates and take appropriate action to improve the situation
ensure all staff are aware of the standards expected of them when dealing with court users, and that appropriate training is provided
if the annex building is to continue to be used for family cases, should ensure adequate provision of public toilets and interview facilities and that the building is adequately identified by clear signage
To the Justices' Clerk:
The Inspectorate recommends that the Justices' Clerk:
take steps to ensure the processing of post-court documentation is completed within national guidelines and statutory deadlines
ensure all the agreed recommendations of the audit of fines and fees accounts are implemented
The Inspectorate also recommends that the Justices' Clerk:
undertake a comprehensive review of listing practice to ensure the effective and efficient use of court time and to clarify the roles of those involved in the listing function
undertake a review of fine enforcement to ensure optimum levels of collection and enforcement