Manchester (City of) - An Executive Summary
Manchester (City of)
The Magistrates' Courts Service in the City of Manchester
An Executive Summary
Introduction
Strategic Management
Management of Resources
Organisation of Court Business
Quality of Service
Recommendations
Introduction
Inspectors were impressed by what they found in Manchester. Sound case management and administrative processes combine with many good aspects of quality of service to deliver a better than satisfactory overall performance. The courthouse itself presents many restrictions, but inspectors found it to be well cared for and well usedInspectors believe that the MCC's current approach to strategic management, when placed in a wider context, will leave the organisation well-placed to handle the changes that lie ahead.
Strategic Management
Strategy and Planning
The MCC has defined its role clearly. It has taken steps to evaluate its own performance and made changes as a result, although these still need effective implementation. The Committee's strategic plan has a close focus on the court's core business which has contributed to a better than satisfactory overall performance. However, more attention needs to be given to analysis of the changing context when the plan is reviewed. The business plan, which gives the detail of the Committee's strategic objectives, is not wholly effective at present. The roles of cross-organisation management groups need clarification and the most recently formed team, the senior operational management group, needs further support if it is to add value to the organisation.
Performance Management
Inspectors found that the MCC had a good understanding of, and was developing a keen interest in, its role in managing performance, supported by senior staff with equal interest and commitment. Targets had been set for key areas of work, and standards set for some aspects of the court's service. The MCC had begun use of the TRIM core performance measures. In general, relevant data, which is properly evaluated and used to inform decisions, is collected throughout the organisation. The staff's understanding of the court's performance is good, although more needs to be done to ensure they understand their role in influencing it.
Management of Resources
Staff Management
The court has a stable workforce of competent staff who feel valued by the organisation. Improvements have been made to internal communication but progress on the implementation of key staffing policies and procedures has been slow. The management of training in order to further the strategic objectives of the MCC needs further development. Whilst changes have been made to staff structure, there has been no recent review of the organisation as a whole to assess current needs and inform future strategy.
Premises Management
The court buildings present serious problems of design and maintenance. Although the MCC has secured a place in the first tranche of the Private and Public Partnership building projects, future plans for the new building need to be balanced carefully against maintenance and improvement of the existing building. Very good systems have been put in place to ensure effective maintenance and to secure value for money, and considerable savings have been made. Inspectors found the buildings to be clean and well maintained.
Management of Financial Resources
The MCC's budget has been carefully prepared and monitored in recent years, and a number of significant savings achieved. Financial regulations are in place, and devolved budgeting has been introduced; inspectors would encourage the MCC to review the new styles of operating after they have bedded-in. Methods of rewarding staff performance should also be re-examined to ensure awards are closely linked to performance.
Management of Information Technology (IT)
The computer system for processing court data uses software developed by the MCC many years ago. Careful thought went into the development of the system which effectively meets the needs of the court, although it is unable to offer some security features now considered essential. The MCC should seek to move to the LIBRA system at an early stage and, in considering its use of personal computers, should reassess its priorities for development.
Magistrates' Arrangements
Good arrangements are in place for providing and evaluating magistrates' training. Although the bench is slowly increasing its numbers, it is currently operating under establishment and many courts sit with only two magistrates. The MCC should monitor any disruptions to business due to the practice of sitting two magistrates, and ensure that the Advisory Committee is apprised of the situation. There are good communications between the MCC and the bench.
Organisation of Court Business
The MCC has identified the reduction of unnecessary delay in all parts of the court process, and the efficient and effective collection of fines & compensation as two major activities in its strategic plan. Some targets for improvement have been established in the court's business plan, and others identified as part of the pilot TRIM initiative.
Administration of Cases
Sound systems are in place for case management and administrative processes. A robust and effective listing system makes good use of the flexibility provided by a large number of courtrooms under one roof, and staff work hard to balance a desire to reduce the overall length of cases with a policy of getting users out of the building with minimal delay on the day. Further efforts are needed, however, to reduce the period of time between plea and trial.
Collection and Payment out of Financial Orders
The court has established effective procedures for collecting fines imposed, and for enforcing those fines which are in arrears. Good arrangements are in place for measuring the effectiveness of the court's civilian enforcement officers; more work needs to be done to measure and analyse the complete range of enforcement measures deployed, and to expand the methods of payment.
Quality of Service
The MCC has published a charter which sets out the standard of service users can expect from staff; it explains what will happen when people come to court and what they should do if something goes wrong. This document had been circulated to staff immediately prior to the inspection and not all were aware of the performance targets it contained. A leaflet summarising the contents of the charter is being prepared for display in the courthouse. In addition standards and monitoring systems are being developed for other key areas.
Treatment of Users
Court users receive helpful and courteous treatment. The witness support and interpreter services are excellent. Waiting times on the day are generally short and work is being done to develop monitoring in this area. Staff should be more visible and identifiable in the public area, especially in the busy morning period.
Written Information
A helpful range of information is made available to users. Information on taking the oath or making an affirmation is a noticeable omission. While signs outside the courthouse are good, some internal signage needs improvement.
Facilities
The courthouse provides a generally satisfactory environment for court users, although facilities for those with sensory impairment need to be improved.
External Relations
The court has established a wide network of formal liaison mechanisms to keep professional users informed of developments, and to ensure the court is aware of external factors that may impinge on its operations. Taken as a whole the court has established excellent working relationships with its professional users, and is making great strides in involving itself fully in the life of the local community. It has shown initiative and imagination in this area of its work.
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, as matters of priority, that the MCC:
determine terms of reference and reporting arrangements for all project teams
clarify the functions of the Senior Operational Management Team and the senior administration management group
implement all staffing policies.
The Inspectorate also recommends that the MCC:
give consideration to ways of ensuring members of the bench are fully informed of the rôles and responsibilities of MCC members as part of the MCC selection process
undertake an analysis of the changing context as part of the next strategic plan review
undertake a review of staffing throughout the organisation
put in place a system to review and update job descriptions regularly
review methods of rewarding staff performance
undertake regular third-party audits of the MCC's financial systems
revise the MCC's strategic planning documents to state clearly the priorities for IT development
in liaison with the Advisory Committee, receive regular monitoring reports on magistrate sittings and any impact on the processing of cases
make arrangements to ensure that all court staff may be identified by members of the public, for example, by their wearing function badges
arrange for witnesses to be provided with information regarding their responsibilities and options in relation to oaths and affirmations
assess the needs of users with sensory impairments, and implement a planned programme of improvement
To the Justices' Clerk:
The Inspectorate recommends that the Justices' Clerk:
monitor and analyse the effectiveness of the court's various enforcement actions
review the methods of payment of fines and maintenance in order to identify ways to expand the range of methods available.