Barnsley - An Executive Summary
Barnsley
The Magistrates' Courts Service in Barnsley
An Executive Summary
Introduction
Strategic Management
Management of Resources
Organisation of Court Business
Quality of Service
Recommendations
Introduction
The advent of the Police and Magistrates' Court Act 1994 and the appointment of the Justices' Chief Executive have been the impetus for change in the way the MCC conducts its business in Barnsley. The result is a cohesive organisation able to make substantial improvements in management in a relatively short period of time. The only area where inspectors found scope for significant improvement was that of delay in case completion, although much progress has been made in tackling this chronic problem which is caused partly by a shortage of courtroom capacity. Should amalgamation of MCCs prove to be the way forward in South Yorkshire, the Committee's experiences in establishing a sound foundation in Barnsley will be a useful contribution to the management of an enlarged MCC area.
Strategic Management
Strategy and Planning
The Committee responded positively to the Police and Magistrates' Courts Act 1994 and now has in place an efficient management structure. The strategic plan would benefit from reflecting the Committee's intentions to reduce delay. Otherwise, it is an effective document, appropriate for the scale of the organisation: it identifies the MCC's strategic objectives, is easy to understand and permits effective monitoring at both Committee and senior staff level.
Performance Management
The MCC has embarked upon the task of developing its management of performance with commitment and enthusiasm. Useful data has been collected for some time and there are some very positive examples of this information being effectively analysed and used to inform decisions. However, progress has been made in a relatively piecemeal fashion to date and there is a need now for the MCC to draw up a comprehensive set of performance standards and establish a definitive framework for the reporting of performance against these standards to the Committee.
Management of Resources
Staff Management
Following an external staff review, the staff structure has been revised and the numbers reduced. The Committee's intention to gain Investors in People accreditation will require it to address some acknowledged deficiencies in its internal systems, such as the absence of a staff development scheme. However, inspectors found staff in the main to be enthusiastic, knowledgeable, well trained and organised in such a way as to enable cost-effective delivery of the MCC's objectives.
Premises Management
The courthouse - in relation to both courtrooms and office space – is well utilised. The building serves all its users well and satisfactory arrangements are now in place for ensuring adequate repairs and maintenance. The Committee has responded actively to its two main challenges – the shortage of courtroom capacity and the possibility of losing access to a custody area – and, at the time of inspection, seemed likely to have achieved a positive outcome in relation to each.
Management of Financial Resources
The MCC demonstrates value for money. The cost of the Committee, relative to its weighted caseload, is among the lowest in the country. Systems for budget-setting and monitoring have been improved recently and are sound, although there is scope for further development. Probity issues have been well considered.
Management of Information Technology (IT)
The MCC is using IT effectively to support and enhance the work of the organisation. There is good access to the main computer system which is operated jointly with two neighbouring courts and staff are being encouraged to explore the potential offered by the MCC's network of personal computers.
Magistrates' Arrangements
The MCC has taken positive action to ensure that sufficient, trained magistrates are effectively deployed. Sensible liaison takes place with the Advisory Committee and there are good channels of communication between the MCC and the bench. Considerable efforts have been made to improve arrangements for the training of magistrates with the result that robust administrative systems are now in place. The facilities for magistrates provided by the courthouse are of a high standard.
Organisation of Court Business
Although the MCC has approved a number of performance standards in respect of the administration of cases and accounts, it has not drawn these together into a single comprehensive document.
Administration of Cases
The MCC has taken a number of very positive steps to tackle delays in case completion, but the court is still unable to meet certain Trial Issues Group standards – most notably with regard to the unacceptably long periods that elapse between plea and trial. Inspectors believe that, by revising arrangements for the listing and scheduling of courts, the MCC could make more efficient use of its courtrooms and improve the service provided to professional and non-professional users. With the exception of the processing of legal aid applications, the MCC is achieving a very good performance in the production of information.
Collection and Payment out of Financial Orders
Performance in the enforcement and collection of financial orders is prompt, effective, and reflected in good performance as measured in terms of arrears, collections and write-off. Staff work to clearly defined targets and enforcement action is taken promptly using varied approaches. Civilian Enforcement Officers execute warrants and can be demonstrated, through monitoring, to be an effective method of ensuring attendance at court and of collecting outstanding orders. A good range of payment methods is available and the Management Assurance Programme has been introduced to assure probity.
Quality of Service
In its recently-approved Court Charter, the MCC has set a number of clear, sensible standards for the service it seeks to provide to court users – the only significant omission being any standard in respect of waiting times on the day. The MCC now needs to identify meaningful ways of monitoring performance against the Charter and to give further consideration to how best to publicise its existence.
Treatment of Users
Inspectors are satisfied that MCC staff are courteous and helpful to professional and non-professional court users, but are concerned that, overall, quality of service suffers because of the long waiting times experienced by some defendants. The availability of a comprehensive witness support service based within the courthouse, together with a sensitive approach to the administering of oaths, results in an excellent service to witnesses. A well-publicised complaints procedure is in place, although there is scope for this to be made more accessible and used more positively by the MCC.
Written Information
The MCC is in the process of ensuring that all users receive appropriate, straightforward information about the court and its proceedings. Signs within the courthouse are generally clear and well positioned, although there is a need to provide better directions to the separate entrance and waiting room available for those involved in Youth and Family proceedings.
Facilities
The courthouse has a good range of facilities that allow all users to conduct their business in adequate comfort, privacy and safety. Areas for improvement are minor and in most cases are being addressed. Particularly commendable are the thoughtful efforts to engender a calm atmosphere in the main waiting area, the facilities for witnesses and the court's own refreshment bar.
External Relations
The court has developed very constructive relationships with professional users and the local authority, enabling all parties to tackle the problem of delay together, for example. The Committee has met the statutory requirements governing accountability to the local community, and is now seeking to adopt a more proactive role.
RECOMMENDATIONS
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:
review the listing and scheduling of courts with a view to making more efficient use of available court time.
The Inspectorate also recommends that the MCC:
reflect the need to maintain or improve standards relating to case completion and fine enforcement in the next strategic plan.
draw up a comprehensive list of standards covering the broad range of court functions, monitor performance against these standards and set appropriate targets for performance improvements.
work explicitly to TIG standards when monitoring and addressing delay.
ensure that legal aid applications are processed within 48 hours of receipt.
advertise the option of paying fines by bank giro in the same way as other payment methods.
make explicit the standard it is seeking to achieve in respect of waiting times on the day for defendants and take action to bring performance up to the required level.
treat users making oral complaints in the same way as those making written ones.
review the arrangements for separating smokers from non-smokers at the entrance to the courthouse.
To the Justices' Clerk:
The Inspectorate recommends that the Justices' Clerk:
ensure that the Management Assurance Programme log of control checks is completed in such a way as to allow reperformance by an auditor.