Ealing - An Executive Summary
The Magistrates' Courts Service in Ealing
An Executive Summary
Introduction
Strategic Management
Management of Resources
Organisation of Court Business
Quality of Service
Recommendations
Introduction
Overall, Ealing MCC delivers an efficient and effective service to the public. Well-trained and committed staff handle court business competently and, in some respects, exceptionally well.
Strategic Management
Strategy and Planning
Since the implementation of the 1994 Act, the MCC has taken great strides towards providing an effective lead in managing the organisation but the Committee has become inappropriately involved in operational areas. Planning documents describe MCC objectives but do not clearly set out a plan of action for their implementation which is capable of being monitored and of providing guidance to staff.
Performance Management
The Courts Committee recognises that performance management is not well-developed at Ealing MCC, and is taking steps to progress this aspect of its work. Operational targets have been set in many administrative areas but there remains a failure to monitor performance consistently and to use this information to enhance efficiency and effectiveness.
Management of Resources
Staff Management
Overall, Ealing MCC's management of staff is a strength. The MCC has recognised its responsibility to review staffing expenditure, and is considering revising structures to make more efficient use of staff. A number of improvements in personnel practice has recently been introduced, including new communication methods, a range of personnel polices, and an appraisal scheme. The result is a content and competent workforce who would now benefit from having more involvement in making decisions about their development and performance in the light of organisational objectives.
Premises Management
The MCC makes good use of its building stock. Limited space and facilities are used to optimum effect by thoughtful listing practices and regular reviews of provision. Maintenance is generally well planned, resulting in a high standard of accommodation for staff and users, given the constraints of the buildings.
Management of Financial Resources
Ealing's costs are high compared with other courts in the country but are cheaper than most other courts in Outer London. Budget setting and monitoring processes are adequate with the exception of the arrangements for monitoring expenditure on buildings maintenance. The MCC also needs to progress work on developing financial regulations to ensure probity and value for money.
Management of Information Technology (IT)
Inspectors applaud Ealing MCC's smooth implementation of a new computer system, causing minimal disruption to the work of the court or court users. There is now work to be done to ensure that the capabilities of the new system are used to their full advantage and to strengthen security arrangements.
Magistrates' Arrangements
Overall, the MCC has sufficient magistrates who have adequate opportunities for training and are satisfactorily accommodated. Inspectors found examples of competent and thoughtful training practices; there is also potential for making further improvements which would enhance the effectiveness of magistrates.
Organisation of Court Business
The MCC does not currently set standards for the administration of cases and accounts; inspectors consider that the Committee should prioritise the monitoring of court business against standards so that it has a full understanding of the effectiveness and efficiency of its courts.
Administration of Cases
The administration of cases is a strength. Case completion times are good; the production of paperwork, such as legal aid orders, committal papers and results, is notable for its remarkable and consistent speed. The only relative weakness is the listing function which, despite the use of PTRs, overlisting and blocklisting, does not systematically tackle long waiting times on the day and the efficient use of court time.
Collection and Payment out of Financial Orders
Fines enforcement is a weak area of performance, and improvement is not assisted by poor monitoring. However, the MCC is committed to improvement and has shown itself willing to try a variety of different enforcement methods. A recent audit of the fines and fees account suggests that additional measures must be taken to ensure full compliance with the Justices' Clerks' Accounting Manual.
Quality of Service
In its strategic plan, the MCC expresses its commitment to providing a high quality service to the public but inspectors found that there was no coherent strategy for implementing and monitoring this. For guidance, the MCC relies on the standards set by others which may not be entirely appropriate to the Ealing magistrates' courts. As a result improvements in service - though welcome - are piecemeal and there are some gaps between good intention and actual practice.
Treatment of Users
Overall, court users are treated courteously and thoughtfully. A range of initiatives has been introduced to help promote a high quality service, such as the provision of a Witness Officer and an information desk. However, there is also evidence of occasional inappropriate treatment which indicates that further work is needed to ensure consistent high standards.
Written Information
Information is generally of good quality, particularly the signage and written information within the courthouse.
Facilities
The size and age of the MCC's premises mean that some facilities, such as witness waiting areas at the Ealing courthouse and sufficient interview rooms at Acton, are missing. However, the MCC has made good use of the available space within the courthouses in order to provide the best possible facilities for professional and non-professional users of the courts. The result is a pleasant, if sometimes overcrowded, environment.
External Relations
The MCC maintains constructive relationships with those professional users with most contact with the court and more generally with the local community. Inspectors consider that this positive approach should be extended to those professional users who may be less involved on a daily basis but may wish to contribute and to be better informed about the court's work.
RECOMMENDATIONS
The recommendations to the MCC are listed below in summary form and in order of priority.
To the Magistrates' Courts Committee
The Inspectorate recommends, as a matter of priority, that the MCC:
set and monitor service standards and adopt a planned approach to promoting awareness of its expectations amongst staff and magistrates.
The Inspectorate also recommends that the MCC:
review its sub-committee structure and the division of responsibilities between the MCC and its officers
review its planning documents to ensure that they set out strategic priorities and are effective tools for converting strategic objectives into operational action
decide on the key data it needs to give it an overview of organisational performance so that it can make informed decisions across the full range of its responsibilities
ensure that data is collected, analysed and used to inform decisions to improve performance
make the final decisions on the staffing reviews' recommendations in the light of an examination of the entire management structure and the need to enhance efficiency as well as to reduce costs
draw up with the local authority a clear agreement for the accounting mechanisms and control of third-party contracts managed by the local authority
develop and adopt a full set of financial regulations and seek a third party audit to ensure compliance with the regulations
ensure that adequate security arrangements are put in place for the computer system
undertake a review of the listing function, develop a written listing policy and designate an officer with overall responsibility for listing
monitor waiting times on the day and develop systems to provide users with information on delay
ensure that the Health and Safety Policy is applied fully to the public areas
(Recommendation 12: paragraph 5.20)
review the membership and terms of reference of the formal liaison groups, and consider ways of liaising with a wider range of agencies which use the courts.