Area Business Plan Template

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Area Business Plan Template

  1. 1. ROYAL COURTS OF JUSTICE GROUP BUSINESS PLAN 2008-09
  2. 2. CONTENTS Page Foreword 3 Section 1 Introduction 5 Section 2 2007-08 Current Year 5 Section 3 2008-09 Year 8 Section 4 Royal Courts of Justice Overview 9 Section 5 Breakthrough Commitments 14 Section 6 Balance Scorecard 15 Annexes A RCJG Performance Standards 26 B RCJG Finance 28 C RCJG Risk Management 29 D RCJG Environmental Policy Statement 30 2
  3. 3. Foreword by the Director of the Royal Courts of Justice Group: David Thompson I am very pleased to present the 2008/09 Business Plan for the Royal Courts of Justice Group (RCJG). Our Business Plan sets out the considerable amount of work performed by the RCJG in 2007/08 as well as what we intend to achieve in 2008/09. It should be read in conjunction with the HMCS Business Strategy (February 2006) and HMCS Business Plan 2008/09. This is the 2nd year that the RCJG has produced a single business plan (plans had previously been produced individually for each of the business areas). A single plan enables a more cohesive and consistent approach to our business, provides a strong corporate direction for the RCJG and ensures that our customers feature at the heart of what we do. During 2007/08 there were many restructuring changes for the RCJG, following the implementation of the recommendations of the 2006 Review of the Administrative Functions at the RCJ, the business areas were reduced from five to three and two new Area Directors were appointed to the High Court Group and Court of Appeal. The RCJG now comprises the following Areas: • The High Court Group (HCG) led by Area Director Stephen Fash, which covers the Chancery, Queen’s Bench and High Court Family jurisdiction. • The Court of Appeal (CoA) led by Area Director Loraine Ladlow, which comprises Criminal and Civil Appeals. • The Probate Service led by Area Director Helen Smith, which is delivered from the Principal Registry in London, and District and Sub Probate Registries located throughout England and Wales. The year ahead will see a period of continued development for the RCJG. We are working closely with colleagues in the HMCS Change Programme to develop and co-ordinate our major programme of change, some initiated locally, for example, a Review of the Administrative Structure of the CoA (a second phase of the area restructuring implemented in 2007/08), Regionalisation of the Administrative Court and Modernisation of the Probate Service, as well as centrally initiated projects and programmes such as the LEAN approach to improving business efficiency. We have already started, and will continue, to develop our RCJG LEAN Strategy to help us scrutinise our many and varied business processes, to 3
  4. 4. strip out waste, to redeploy the savings/benefits realised back into the business, to reduce delays and improve services for our customers. It is a challenging business plan that will help us achieve the objective we have set ourselves of delivering an excellent service in all of our courts and offices, working in close liaison with our colleagues in the wider HMCS and MoJ and in partnership with the judiciary. The plan will be kept under constant review throughout the year. David Thompson Director, RCJG March 2008 4
  5. 5. Introduction This Business Plan is a firm statement of intent on the part of the RCJG Management Board. It will underpin the whole process of objective setting throughout the organisation, so that every member of staff’s Annual Staff Performance Record takes account of the contribution they make to the plan’s implementation. It builds on last year’s Business Plan, which was the first to be produced for the RCJG as a whole. It records the achievements from that first plan and looks forward to a programme of continuing change and service improvement. The development of the RCJG Business Plan is an integral part of our management and leadership development agenda. Managers from across the organisation were involved in setting the objectives for the 2007/08 plan and this engagement of the wider RCJG management community has continued. A series of Change Management Seminars were held in June and October 2007 to discuss recent pressures and changes, and to draw ideas from middle managers on how we can improve the RCJG for the future. This was followed, in January 2008, by a Senior Leadership Event, which identified a number of the priorities and business objectives in this plan and gave attendees a continuing role, through membership of working groups formed, to contribute to the delivery of those objectives. In view of the investment it was already making in management development, the RCJG was delighted to be the first Region to participate in the National Leadership Development Programme. Those managers who attended the first round of training events in March 2008 for the Leadership Programme were enthused by the experience and will bring their learning back to the RCJG to help realise the ambitions set out in this Plan. 2. 2007/08 Current Position In 2007/08, we achieved the following: Strategic Change: • The recommendations of the Review of the Administrative Functions at the RCJ were implemented, with two new Area Directors being appointed in July and the appointment of the restructured senior manager posts in the HCG in September. Non-HCG Family work was transferred to London Region in July. • An HCG IT Strategy has been developed and we are now working closely with colleagues in e-Delivery Group (e-DG) as to specific requirements for the RCJG, taking into account national IT projects, such as Service Upgrade Project (SUPS) and Electronic Document Filing Management (EFDM), and the specialist nature of the jurisdiction of the RCJ. • Work on the Rolls Building project continues throughout the year and is on target for occupation in October 2010. 5
  6. 6. Operational Development: • We have remained within our financial allocation of £55million for 2007/08. • Further development of the Wider Markets Initiative (WMI) programme, which included a tendering exercise that resulted in a company called “Seasoned Events” being appointed as the Official Organiser of Corporate events within the RCJ. In the last year events have included film premier events and corporate functions. Additionally, the RCJ is frequently used as a location for television and cinema filming. These activities have raised around £541,300 (net) for HMCS. • A Risk Management policy and strategy document has been prepared and will feature on the RCJG intranet site, along with Area Operational Controls and the Regional Risk Register. • New improved electronic tills were installed in the Fees Office that have enabled fee accounts to be managed electronically and which will also enable customers to make payments via credit and debit cards in the near future. • The Disc project dealing with the switch to a new IT supplier was carefully managed across the RCJG estate, to enable compliance with timetable with minimal operational disruption. • We have performed well against the targets applicable to the RCJG, the one exception being the Administrative Court, where steep increases in workload has had a significant effect on performance. • Due to staffing constraints we were unable to undertake the review of performance targets as signalled by objective 2 in our 2007/08 Business Plan. This will be taken forward in 2008/09 as part of the development of our performance reporting arrangements through the HMCS One Performance Truth (OPT) initiative. • The Queen’s Building refurbishment project is underway and is due to be completed in the summer of 2009. • We undertook a complete audit of the RCJG management of sick absence; a full report will be available by the end of summer 2008. • We implemented the Pay & Grading Review in the RCJG for the vast majority of our staff. There are a few outstanding issues that are being addressed via the appeals process. • We developed a Recognition and Reward policy for the RCJG, which will be implemented from the beginning of April 2008. • A Communications Officer was appointed and a number of communication initiatives were pursued including a review of the RCJ guidebook, site maps and the development of the RCJG Internet and Intranet. 6
  7. 7. • A review of records storage requirements was carried out to ensure best use was made of the basement storage area in the Thomas More Building. Improving records management and storage is an ongoing project to avoid inappropriate storage in offices and corridors and to reduce the use of offsite facilities. • We maintained Chartermark accreditation for the RCJ complex and the Probate Service began preparing for an accreditation in Customer Service Excellence Standard (which now replaces Chartermark accreditation). 7
  8. 8. 3. 2008/09 Year 3.1 RCJG Strategic Fit The RCJG is committed to contributing to the delivery of MoJ Departmental Strategic Objectives below and we will play a role in delivery of these objectives through execution of the HMCS Business Strategy: • Support a vigorous democracy in which everyone can influence decisions, which affect their lives; • Support the efficient and effective delivery of justice; • Help to protect the public and reduce re-offending; • Work to create a culture of rights and responsibilities so both can be delivered effectively; • Help to avoid and resolve civil and family disputes. The RCJG will also work to support and, in the context of the operation of the RCJG, promote the new partnership arrangements between HMCS and the judiciary. Further details of the partnership model are given in the Framework Document (April 2008) available on the HMCS website. 3.2 RCJG Specific Initiatives The RCJG has embarked upon a programme of locally initiated change, including the fol- lowing projects: • Regionalisation of the Administrative Court • Restructuring of the administrative structure of the Court of Appeal • Modernisation of the Probate Service • LEAN • IT Strategy • Rolls Building • Support for Judges These projects are all registered with the HMCS Change Programme and a governance structure has been established through the formation of the RCJ Change and Governance Group. This will provide an overall forum for monitoring and ensuring consistent progress. The RCJG is also undertaking the following operational initiatives and projects during 2008/09: • Learning and Development – The development of an RCJG Strategy for staff learn- ing and development, taking account of local, regional and national business plan objectives • Cause List – Improving information on case listing for Court users • Further improvements in records management and storage 8
  9. 9. • Courtroom Utilisation - making the fullest possible use of courtroom capacity • Single Fees and Issue Office – exploring the potential for centralising these facilities • Reviewing contract arrangements to ensure they are fully compliant and provide best value for money • Customer Service Improvements Board – to provide an effective voice to court users • Legislation and Policy development - ensuring that the RCJG contributes to and is consulted on relevant policy and legislative proposals Specific objectives in relation to all of the above can be found at section 6 of this business plan. The RCJG is committed to the Government Framework for Sustainable Development and Energy. We agreed to be a pilot site for MoJ Environmental Management System and will be the first site to apply for Carbon Trust accreditation later this year - our objective is to attain accreditation by July 2008. The RCJG’s Environmental Management Representative provides monthly reports for team briefings and for the RCJG Management Board. A copy of the RCJG Environmental Policy Statement can be found at annex D with further information available on the RCJ Intranet site: http://libra.lcd.gsi.gov.uk/rcj/projects/6232.htm 4 Royal Courts of Justice Overview The RCJG is part of Her Majesty’s Court Service, an executive agency of the Ministry of Justice. The RCJ complex houses the judicial Heads of Division, the Court of Appeal and the High Court in London. The RCJG is also responsible for the Probate Service, the Office of the Judge Advocate General and the Chief Magistrates Office. Further details are available from the RCJG website.www.hmcourts-service.gov.uk 4.4.1 Jurisdiction The Heads of Division comprise the: • Lord Chief Justice, who is Head of the Judiciary & President of the Courts of England and Wales • Master of the Rolls, who is President of the Court of Appeal Civil Division & Head of Civil Justice • President of the Queen’s Bench Division and Head of Criminal Justice • President of the Family Division, who is Head of Family Justice • Chancellor of the High Court 9
  10. 10. House of Lords* Appeals from the Court of Appeal and, in exceptional circumstances, from the High Court (also Scotland and Northern Ireland) Court of Appeal The Court of Appeal consists of 37 Lord Court of Appeal Justices of Appeal. It is the most senior court in Criminal Division Civil Division Appeals from the Crown Court Appeals from the High Court, tribunals England and Wales, with and certain cases from county courts appeals going to the Judicial Appellate Committee of the House of Lords. High Court Queen’s Bench Division Family Division Chancery Division The Civil Division hears Contract and tort etc. Equity and trusts, contentious appeals from county Commercial Court Admiralty Court probate, tax partnerships, bankruptcy and Companies courts, tribunals and the Court, Patents Court High Court in civil and family matters. All Lord Justices can sit in the Administrative Court Supervisory and appellate Divisional Court Divisional Court court, in panels of two or jurisdiction overseeing the Appeals from the Appeals from the county courts on bankruptcy and land legality of decisions and actions magistrates’ courts three depending on the of inferior courts, tribunals, type of case. local authorities, Ministers of the Crown and other public bodies and The Criminal Division officials hears appeals against sentence and/or conviction from the Crown Court County courts Trials of indictable offences, appeals from Majority of civil litigation subject to nature Crown Court and also magistrates’ courts, cases for sentence of the claim deals with a variety of other applications such as references from the Magistrates’ courts The Tribunals Service* Criminal Cases Review Trials of summary offences, committals to Hear appeals from decisions on: immigration, Commission and the the Crown Court, family proceedings courts social security, child support, pensions, tax and lands and youth courts Attorney General, Proceeds of Crime Act and interlocutory appeals. High Court The High Court consists of 108 High Court Judges. Judges are assigned to one of three Divisions: Chancery, Queen’s Bench or Family. At any given time 30 or so judges will be away from the RCJ, sitting in courts in the Regions. Of these 30, 13 Queen’s Bench (QB) judges and 1 Family judge serve as Presiding Judges, overseeing judicial business in the regions. They also hear the most serious criminal cases. A dozen or so other QB judges will also hear serious crime and some civil cases. A smaller number of Family judges sit in the regions, and two Chancery judges act as supervising judges for Chancery work outside of London. 10
  11. 11. The Queen’s Bench Division is responsible for civil cases involving contract and tort and a number of its judges also sit in the Crown Court hearing criminal matters. It also includes the Commercial Court, the Admiralty Court, the Technology and Construction Court (TCC) and the Administrative Court (formally known as the Crown Office). Around 4,000 QB civil cases are started at the RCJ each year. A further 1,200 Commercial, Admiralty and TCC cases are received, many of which involve highly complex contractual business disputes. Around 80% of the latter involve at least one overseas party. The Administrative Court deals with public and administrative law cases, and exercises a supervisory jurisdiction through judicial review. There has been a considerable increase in workload in recent years relating particularly in relation to Applications for Reconsideration under the Nationality, Immigration & Asylum Act 2002, Control Orders and Extension of Detention Applications under the Terrorism Act 2005, statutory appeals and applications, and Applications under the Drug Trafficking Act 1994 and Criminal Justice Act 1988. The Chancery Division deals with equity and trust matters, contentious probate, tax, partnerships, intellectual property, company law and insolvency. As with the commercial courts, Chancery attracts high profile, complex and, increasingly, international disputes. Workload is stable at 4,000 claims a year. The Bankruptcy and Companies Court (B&C) has an increasing workload currently standing at 17,000 bankruptcy petitions and 12,000 companies cases each year. The Family Division deals with proceedings relating to children under both the Public and Private Law programmes, matrimonial proceedings and non-contentious probate. A large proportion of the work is carried out by Circuit Judges and District Judges at the Principal Registry of the Family Division (PRFD), which transferred to the administration of the London Region, Civil & Family Area, in August 2007. The Probate Service falls under the jurisdiction of the Family Division and issues Grants of Representation in non-contentious Probate matters. It is made up of the Principal Registry in London, 11 District Probate Registries and 18 Probate Sub-Registries throughout England and Wales. The service also provides “caller” offices at selected sites. Office of the Judge Advocate General The Office of the Judge Advocate General (OJAG) sits within the administrative function of the RCJG and supports the Judge Advocate General in his role as leader of the military justice system and provider of judges to the Court Martial and other military courts. OJAG provides both administrative support (case file handling) and policy advice. OJAG are com- mitted to the following business objectives during 2008/09: • Participation in the Services Justice Executive Group in co-operation with represent- atives of the Armed Forces, Ministry of Defence and Attorney General’s Office, to ad- vance the reform process in the military justice system. • Support the participation of the Judge Advocate General and Ministry of Justice min- isters in the Services Justice Board by providing policy advice, and work towards im- plementing the judicial partnership model. • Ensure that judges are provided promptly to preside over all types of military criminal courts in the UK and overseas. 11
  12. 12. • Ensure that the implementation of the Armed Forces Act 2006, in January 2009, is fully supported by policies, rules, guidance and training material. • Continue to devise ways of further reducing delays in the end-to-end process in milit- ary cases. The Chief Magistrates Office The Chief Magistrates Office (CMO) sits within the administrative function of the RCJG but is outside its jurisdictions. The CMO deals with both the deployment of District Judges (Ma- gistrates Courts) for approximately 20% of their sittings and the deployment of all Deputy District Judges (Magistrates Courts) throughout England and Wales. During 2008/09 the CMO will focus specifically on the business objectives below: • Continue to support the agreement regarding deployment of District Judges (Magistrates Courts) made with the Senior Presiding Judge. • Ensure that District Judges (Magistrates Courts) are provided promptly to hear cases of all types throughout England and Wales. • Ensure that all Deputy District Judges (Magistrates Courts) are offered a minimum of 15 days sittings per year. • Continue to devise and develop a more detailed database for deployment of District Judges to courts and also to prisons when they act as Independent Adjudicators. 12
  13. 13. 4.2 Organisation Structure The organisational structure of the RCJG is set out in the diagram below: RCJG Change Programme Regional Change and Sharon Leid - HR Business Partner (Human Resources) DIRECTOR OF THE RCJ GROUP Performance Manager Jai Nerotra - IT Business Partner (e-Delivery Group) Amanda Monsarrat David Thompson RCJG IT (e-Delivery Group) RCJG Change, Performance and Communications Team Director of the High Court Director of Probate Training and Customer Projects Director of Court of Appeal Group Service Team Loraine Ladlow Stephen Fash Helen Smith Chancery & Probate Service Chancery & Head of Court Senior Senior Legal including: Interim Commercial Civil & Family Legal Regional Commercial Support. Head of the Court Managers Court Regional Senior Senior Courts Court Managers Finance Courts Deputy High Admin Court Manager Court of Manager Principal Probate Estates Policy Adminis- Operations Manager Admin Manager Development Court Director Appeal**/ Registry Manager Advisor trator Manager Court Manager Dave Mike Deputy Christine Birmingham DPR Peter Julie Keith Sue Keith McGrory Brupbacher * O'Neill Masters*** Brownbill Brighton DPR Richardson Dave Peter Fisher Goodday Tim Pollen Fairweather Bristol DPR Reynolds Stickings Ipswich DPR Leeds DPR Liverpool DPR Queen’s PR of Wales Bench. Manchester DPR Issue, Case Newcastle DPR Ushers & Oxford DPR Management Associates, Winchester DPR Admirality Commercial and Listing In Court and Court. Issue, Case Support Stoke PSR Management and Listing High Court Appeals Maidstone PSR Judges’ Bodmin PSR Office Clerks. Exeter PSR TCC. Issue, Case Support to Admin Court Norwich PSR Management and Listing Family Office of the Office of High Courts Issue, case Admin Civil Court of Criminal Peterborough PSR Issue, Case Finance & Judge the Chief Judges and progression, Court Appeals Appeals Appeals Lincoln PSR Estates Management Governance Advocate Magistrates above Associates & Lawyers Office Lawyers Office Sheffield PSR Chancery Issue, Case & Listing General Office Listing Chester PSR Management and Listing Tipstaff Lancaster PSR Fees Office Bangor PSR Security Carmarthen PSR Bankruptcy & Companies. Costs Office, Issue and Case Issue Case Nottingham PSR Listing Co- Carlisle PSR Management Management ordination York PSR and Costs office Leicester PSR Officers Gloucester PSR **Court of Appeal Criminal Snr Legal Managers : *Admin Court Snr Legal Managers: Simon Slidders/ Susan Holdham, Alix Beldam, Paul Burns, Diane Martyn Cowlin Stenning ***Court of Appeal Civil: Deputy Masters:Robert Hendy/Sarah Young
  14. 14. 5. Breakthrough Commitments In March 2007, HMCS published ‘Delivering a Step Change in Performance: National Standards, Consistently Applied’, a document that detailed the key commitments that HMCS plans to deliver by the end of 2008. The eight commitments are: By the end of 2008 HMCS will: − Give greater priority and urgency to public law cases often involving issues such as whether children should be taken into care, with a view to ensuring that the matter is resolved in less than 40 weeks or such later time as the judge or magistrate deems appropriate; − Simplify and speed up criminal cases in the magistrates’ courts so: most guilty plea cases are dealt with at the first hearing; most contested cases have no more than two hearings; the majority of simple charged cases take from a day to 6 weeks (on average) from charge to disposal; − Embed the underlying principles behind community justice in the magistrates’ courts, ensuring local courts improve their awareness and take account of local issues, particularly when dealing with low level crime; − Encourage more families to resolve issues themselves through providing in-court conciliation or directing parties to mediation where it is appropriate and safe to do so; − Put in place systems and incentives to ensure that the vast majority of civil business is initiated on line; − Provide a simpler and quicker service in the county courts through introducing a presumption that all but the most complex small claims are dealt with by way of mediation; − Reduce the time taken to deal with cases in the Crown Court, so that the majority of cases are commenced and concluded within 16 weeks; and − Provide a knowledgeable, personalized and readily accessible service, keeping users informed about the progress of their case. The RCJG will play its part in delivering those Breakthrough Commitments that apply to its area of business (see the highlighted points above).
  15. 15. 6. Balanced Scorecard The objectives for 2008/09 are grouped in the four key areas of the organisation’s business focus – Customers and the Community; Key Performance Results: Improving the Way We Work; People and Learning. These areas are interdependent and together make up what is known as the ‘balanced scorecard’. 1 Customers and the Community • Deliv ering serv ices well to customers 1. Customers • The way our customers see us and the • The way the community at large sees us • The way we manage our customers and community relationships community 2 Key Performance Results • Deliv ering the key perf ormance outcomes Gov ernments is seeking f rom us and any others we hav e decided upon 2. Key • Mana ging our f inancial and other (non -people) resources well Performance • Identify ing and managing key risks Results 3. Improving 3 Improving the Way We Work 4. People and the Way • Identify ing and prioritising opportunities f or improv ement and Learning We work deliv ering those improv ements • Harnessing the creativ e and innov ativ e talents of our people • Eff ectiv ely harnessing partnerships and our suppliers in dev eloping improv ements • Inv olv ing stakeholders throughout the improv ement process 4 People and Learning • Planning, managin g and improv ing our people resources to meet our business needs • Identify ing, dev eloping and sustaining the competencies we need • Inv olv ing, empowering and communicating with our people • Rev iewing, rewarding and recog nising our peopl e • The way in which our people see us
  16. 16. 6.1 Customers and the Community Delivering services well to our customers The way our customers see us The way the community at large sees us The way we manage our customers and community relationships Ref Objective Key actions Measures of success Type Monitoring arrangements 1 We will develop the role of the RCJG CSIB to review the results of the CSIB meets quarterly Operational The CSIB to oversee and review all Customer Service Improvement Board National Customer Satisfaction customer service activities e.g. (CSIB) Survey and agree action plan initiating customised local Customer Surveys and Improving Court User CSIB to review performance on Action plans agreed with relevant information. complaints and action taken to managers address recurrent issues CSIB to review suggestions scheme CSIB to develop ways of engaging Effective communication channels with Litigants in Person (LiPs) established with LiPs 2 We will attain accreditation in the new Participate in rolling assessment Continuing accreditation. Operational CSES Area representatives Customer Service Excellence programme for CSES complete monthly checklist returns Standard (CSES) (this now replaces and progress reviewed at CSES Charter Mark accreditation), for the Collect and submit evidence to Attain CSES accreditation for the meetings. RCJ complex and achieve support Probate Service CSES Probate Service by June 2009. accreditation for the whole of the application Advice/direction sought from RCJG Probate Service. Management Board (RCJG MB) as needed 3 We will review and develop publicly Establish working group. Working group in place Operational Monthly progress reports to the available information on case listing. RCJG Change and Performance Conduct a user survey to identify Team queries relating to the ‘cause list’. Engagement with the judiciary Liaison with the judiciary throughout the review process. Review and make Implementation of the new format recommendations on the order and with minimal disruption format of the ‘cause lists Feedback from post implementation Submit a business case to the survey HMCS web team regarding the functionality of the Red Dot software 16
  17. 17. Ref Objective Key actions Measures of success Type Monitoring arrangements 4 We will explore the potential for Establish a working group with Working Group established. Operational Interim reports to be submitted to centralising the Fees and Issue representation from all relevant RCJ Estates Strategy Group. Counters. areas. Monthly progress reports to the Review current arrangements and Project scoped by August 2008. RCJG Change and Performance identify scope for change. Team. Examine accommodation options. Develop a costed and phased Costed and timetabled centralisation programme. recommendations submitted to RCJG Management Board by December 2008 6.2 Key Performance Results Delivering the key performance outcomes Government is seeking from us and any others we have decided on Managing our financial and other (non people) resources well Identifying & managing key risks 5 We will meet the PSA standards Publicise standards to the judiciary Standards met or exceeded by Operational Exception reporting and analyses applicable to the RCJG and the and all staff March 2009 provided monthly to RCJG MB performance agreed specifically for the RCJG (see annex A for standards) Monitor performance against Where standards not achieved, a Area reports to be reviewed in standards, investigate trends & 10% improvement delivered on detail in monthly 1-to-1 meetings variances and take corrective 2007/08 outturn by 31 March 2009 between the Regional Director (RD) action as appropriate and the Area Directors (AD). Work with colleagues in MoJ/HMCS to identify policy proposals at an early stage that will have downstream effect on the RCJG 6 We will review the standards set ADs to review current standards New standards to improve Operational New standards to be incorporated specifically for the RCJG to ensure and make recommendations for timeliness and other performance in OPT development by third they promote continuing improvement change. measures. quarter’s performance reports. and are compatible with national policy initiatives RCJG MB to engage with judiciary, New standards are achieved. court users and staff on proposed changes Incorporate new standards into the RCJG version of the HMCS One Performance Truth (OPT) system being developed over 2008/09 17
  18. 18. Ref Objective Key actions Measures of success Type Monitoring arrangements 7 We will develop an RCJG version of Produce a flexible reporting system New system to be developed, Operational Monthly exception reporting for the HMCS One Performance Truth that enables workload and tested and fully deployed by March RCJG MB (OPT) performance reporting system performance on key performance 2009 indicators to be monitored Area reports to be considered at effectively at operational, Area and RD/AD monthly 1-to-1 meetings Board level Reports discussed at Area Management Boards and by senior management with the judiciary 8 We will remain within our budget Determine allocation policy to Spend on close of accounts is at, or Operational Monthly finance reports reviewed allocation. ensure equitable & achievable within budget. by RCJG MB and at RD/AD 1-to-1 budget targets. meetings. Manage the WMI contract effectively to enable continued income from use of RCJ as an event location. Reduce non-pay costs. 9 We will continue the review of records Review previous action plans to Bulk records no longer Operational Quarterly progress reports to RCJG management and storage ensure that previous inappropriately stored in office MB – followed up at 1-to-1 arrangements, to make best use of recommendations have been areas and corridors. meetings with HCG Director storage space whilst maintaining successfully implemented. security of data/court records. Monthly progress reports to the Create additional storage space in RCJG Change and Performance the Thomas More Building and Team elsewhere on the RCJ site. Review retention periods. Agreement reached with judiciary and RMS to reduce retention periods. Tender off-site storage contract. Use of off-site storage contracted on a formal, VFM basis. 18
  19. 19. Ref Objective Key actions Measures of success Type Monitoring arrangements 10 We will review our contract Creation of Central File/database of All contracts fully compliant and Operational Monitored by RCJ Procurement arrangements to ensure they are fully contract details recorded centrally Group, with regular reporting to compliant and provide value for RCJG Management Board and money. Review and approve RCJG Procurement Manual HMCS Procurement Working additions/amendments to RCJG published on Intranet and Group. Procurement Manual embedded in the management process Agree and monitor implementation of Procurement Strategy, including validation of any benefits claimed Promote appropriate payment methods (GPC, I-Procurement) 6.3 Improving the Way We Work Identifying and prioritising opportunities for improvement and delivering those improvements Harnessing the creative and innovative talents of our people Effectively harnessing partnerships and our suppliers in development opportunities Involving stakeholders throughout the improvement process 11 We will progress the Review of the Project manager to be appointed by Restructuring in place by Sept Change Regular reports submitted by administrative structure of the Court of end of April 2008. 2009. Project Manager to Project Board, Appeal to produce a more simplistic RCJG Change & Performance structure, identify synergies, improve Restructuring takes place with Manager (RCJG C&PM), the RCJG throughput of cases and reduce delays Complete review and minimal disruption. Management Board and the RCJ and to improve both customer service implementation by Sept 2009. Change Governance Group and stakeholder experience. (RCJCGG). HR Business Partner (HRBP) submits regular progress reports to RCJG MB on any staffing related issues. 19
  20. 20. Ref Objective Key actions Measures of success Type Monitoring arrangements 12 We will develop and, if approved and Establishment of four regional Regionalisation takes place with Change Regular reports submitted by affordable, implement plans for the centres for the Administrative Court minimal disruption. Project Manager to Project Board, Regionalisation of the Administrative in Cardiff, Leeds, Manchester and RD, HCG AD, RCJG C&PM, the Court Service. Birmingham as recommended by a RCJG MB and the RCJCGG. JEB judicial working group, chaired by May LJ, in their report “Justice Outside London” (January 2007). Designation of two supervisory High Court Judges and the appointment of senior Circuit Judges as Deputy High Court Judges to hear cases at the regional centres. 13 We will work with colleagues in e-DG Project manager to be appointed. IT solutions implemented as Change Regular reports submitted by and HMCS Change Programme to planned and efficiency savings Project Manager to Project Board, develop a 5 year strategy for the Ensure full engagement with the achieved. RD, HCG AD, RCJG C&PM, the rationalisation and modernisation of IT national HMCS EFDM programme. RCJG MB and the RCJCGG systems in use within the RCJG. 14 We will progress the Rolls Building Project Board manages project in Project proceeds to budget & Change Project Board receives regular project to ensure the operational and accordance with MoJ Programme & timetable Project Status Reports site development programme remains Project Management procedure on track for opening in October 2010 including submission for OGC Monthly highlight reports submitted Gateway Review to the RCJCGG Project subject to OGC Gateway Reviews. 15 We will refurbish the Queen’s Building. Monitor Project Plan to ensure Scheme completed with minimal Operational Monthly meetings of Estates The scheme to provide two additional scheme is managed to budget & operational disruption and within Strategy Group. floors to be used for: timetable. budget by summer 2009 1. Relocation of Clerk of the Rules Office and Family Associates Communicate and engage with 2. Conference and Training suite judiciary & staff on decanting arrangements. Ensure court users are kept fully informed of scheme progress. 20
  21. 21. Ref Objective Key actions Measures of success Type Monitoring arrangements 16 We will adopt and develop the LEAN Work closely with MoJ and HMCS Redeploy staff savings (measured Change Regular updates provided by the approach to improving business lead on LEAN to ensure that in FTE’s) back into the business to Lead for LEAN, to the RCJG MB efficiency. benefits are logged centrally and focus on value added work. best practices shared where Monthly progress reports submitted relevant. Reduction in delays to work to the RCJCGG throughput with more efficient and Develop an RCJG Lean Strategy, effective processes. covering communications, events co-ordination, sustainment, benefits Improved services for our realisation and promoting the customers and stakeholders. outcomes of events. Three RCJG staff to complete the first cohort of Lean Academy training by May 2008. To value and support our staff who take part in the workshops. 17 We will co-manage, with the Judicial Project Manager and project Project delivered on time. Change Regular reports to the Oversight Office, the review of the administrative support in place since September Committee, chaired by Lord support provided for judges of the High 2007. Judiciary receive the level and Neuberger and has 3 HCJs and an Court and Court of Appeal and range of support they require to LJ as members. implement, as applicable, the Oversight Committee established in carry out their judicial and approved recommendations. October 2007. administrative functions. Monthly progress reports submitted to the RCJCGG. The Oversight Committee will consider the initial findings and draft recommendations at the end of June 2008. Consultation on the proposals will then take place with the Oversight Committee signing off the final report in September/October 2008 for commendation to the Project Sponsors and for formal consideration by the Judicial Executive Board. 21
  22. 22. Ref Objective Key actions Measures of success Type Monitoring arrangements 18 We will consider ways in which Project manager to be appointed. Project plan developed and will be Change Regular reports submitted by the Probate Service can be in place by June 2008. Project Manager to RD, Probate modernised in order to transform AD, Change Manager, the RCJG the delivery of our services to our Introduce an area structure into the Introduction of area structure takes MB and the RCJCGG. customers. Probate Service. place with minimal disruption Group Probate Managers in post by June 2008. Overhaul the Non-Contentious Rules Committee established and Probate Rules, to include the plan of work in place for the introduction of procedural guidance/ overhaul of the rules. rules. Review procedures (personal Pilot telephone interview in place by applicant interview improved May 2008. internal/external guidance). 19 We will establish a formal Listing Review and develop a listing Improved Courtroom Utlilisation Operational Court utilisation figures to be Council for managing listing policy and strategy using shared basic figures included in OPT reports to the procedures to ensure that we are principles. RCJG MB making the fullest possible use of Courtroom capacity. Establish times for cases from Reduced waiting times for cases to Listing Council outputs to be fixing to disposal be listed considered by RCJG MB and included in remit of Judicial Liaison with the judiciary Partnership Group Monthly progress reports to the RCJG Change and Performance Team 20 We will work with the judiciary to Establish a mechanism for regular Judicial Partnership Group (JPG) Operational JPG minutes and reports received develop the partnership model liaison with representatives of the formed with agreed membership, by the RCJG MB. within the RCJG in accordance judiciary on agreed topics terms of reference and statement of with the Framework Document aims JPG meets regularly and is JPG minutes and reports received generally regarded as a proactive by the Heads of Division, and productive contributor to the management of the RCJG 22
  23. 23. Ref Objective Key actions Measures of success Type Monitoring arrangements 21 We will establish a Health, Safety Ensure H&S structure in place and Less incidents being reported Operational Health, Safety & Security and Security Committee responsibilities understood Committee meets regularly and throughout the organisation All areas being compliant minutes circulated regularly Keep security systems and arrangements under constant review Review incident reports ensuring that recurrent themes are addressed Ensure fire safety protocols, business continuity and other emergency response procedures are kept up to date and regularly tested 23
  24. 24. 6.4 People & Learning Planning, managing and improving our people resources to meet our business needs Identifying, developing and sustaining the competencies we need Involving, empowering and communication with our people Reviewing, rewarding and recognising our people The way in which our people see us Ref Objective Key actions Measures of success Type Monitoring arrangements 22 We will establish an RCJG Learning & Review and develop an L&D The embedding of best practice Operational Regular reporting to the main L&D Development (L&D) Group with Strategy for the RCJG in from within the RCJG and the wider Group, the Probate AD and the overarching responsibility for all of the consultation with the People and HMCS – considering highest and RCJG MB development and training needs of Learning Strategic Oversight Group lowest scoring areas. staff. Monthly progress reports to the Devise the RCJG’s plans for RCJG Change and Performance learning and development ensuring Team. consistency of delivery and a fair and equitable allocation of funding and resources. Establish a Staff Opinion Survey working group to analyse and Improved results in next survey interpret results identifying key points and potential action points. Promote and invest in developing a Staff develop strong leadership consistent approach to leadership skills – some joining Future starting from band F’s upwards Leaders scheme 23 We will establish an HR Policies and Review and develop an RCJG HR Embedding best practice within the Operational Regular reporting to the Procedures Group Strategy RCJG and the wider HMCS. overarching RCJG L&D Group, the RCJG MB, the RCJG HRBP Devise an RCJG plan for Reduction in the number of HR implementation of HR Policies and cases being managed within the Monthly progress reports to the Procedures to ensure a consistent RCJG. RCJG Change and Performance approach. Team. Implement an RCJG Recognition Better use of the increased budget and Reward policy by April 2008 More staff rewarded consistently in accordance with agreed standards Present a sickness absence audit Reduced sick absence across the with recommendations. RCJG 24
  25. 25. Establish a Diversity and Equality Forum for managing Diversity policies 24 We will establish a communications Production of strategy to include: Improved responses on Operational Regular reports to RCJG MB strategy for the RCJG Continued development of the communication arrangements in Intranet/Internet site. Staff Opinion Survey and Customer Satisfaction Survey Regular Newsletter Positive feedback from users, New Guidebook, business leaflet visitors etc on quality and and site maps usefulness of communications products and events Proactive use of internal HMCS/MoJ media to promote the RCJG Development of ‘outreach’ activities 25
  26. 26. HMCS STANDARDS High Court Case type Standard Supporting indicator All Reduce proportion of disputed claims resolved by hearing to 39.5% * MULTI-TRACK From Allocation to track (1st CMC for 78% IN 50 WEEKS TCC and Admiralty & Commercial) to first day of trial. Disposals at interim stage, settlements, and withdrawals before trial do not contribute to this measure. * NOT RECORDED FOR HCG; PSA AIMED PRINCIPALLY AT SMALL CLAIMS & FAST-TRACK CASES Customer Service National Customer Satisfaction Survey National KPI: the Area Measure: See Measure Very Satisfied element of the 1) each Area to improve against their "very satisfied" Y2 HMCS court user (2007/8) survey results. survey be improved from the Y2 survey 2) each Area to maintain their "overall satisfaction" (the baseline of 40% combined very and fairly satisfied performance) at or above their Y2 (2007/8) Area benchmark Complaint handling speed / percentage targets to be carried forward from 2007/8 Area - 10 days 85% Court - 5 days 85% 26
  27. 27. LOCAL STANDARDS High Court Court Standard 1st hearing - 95% in 8 weeks (from commencement of Companies -Winding up proceedings to final order) 1st hearing - 95% in 8 weeks (from commencement of Bankruptcy - new petition proceedings to final order) Clerk of the lists – Appeals 78% in 26 weeks (from receipt of appeal to final hearing) Costs Office - bills < £100k 75% in 12 weeks (from receipt of bill to final order) Costs Office – bills > £100k 75% in 30 weeks (from receipt of bill to final order) Administrative Court Case type Standard 2 months (Measured against applications dealt with i.e. for Permission applications cases with a paper decision date within the period, was this within 2 months of date lodged) 2 weeks (Measured against applications dealt with i.e. for Reconsideration S103A NIAA 2002 cases only with a paper s103A Applications decision date within the period, was this within 2 weeks of date lodged) 2 months (Measured against applications dealt with i.e. for Oral permissions cases with an oral hearing date within the period, was this within 2 months of date lodged) 6 months (Measured against applications dealt with i.e. for Substantive hearings cases with a substantive decision date within the period, was this within 6 months of date lodged) 6 months (Measured against applications dealt with i.e. for cases with a closed date within the period, was this within 6 months of date lodged). Note - reconsideration S103A NIAA Cases disposed of* 2002, Drug Trafficking Act, Criminal Justice Act and Prevention of Terrorism Act cases are not included. Probate Applicant Standards Solicitors 95% in 1 week (Number of Grants issued within 7 days of receipt) Personal 85% in 4 weeks (Number of Grants issued within 28 days of receipt) Miners’ Applications 95% in 1 week (Number of applications issued within 7 days of receipt) 27
  28. 28. Court of Appeal Criminal Standard (Measured against applications dealt with (disposed of) within the period i.e. is the disposal date within “x” weeks of the date received. All types of disposal are included -closed by Full Case type Court, Lapsed, Abandoned etc) Conviction – Red 70% in 74 weeks Conviction – Amber 70% in 48 weeks Conviction – Green 70% in 37 weeks Sentence 70% in 21 weeks Civil Case type Standard (dealt with i.e. time taken from issue to disposal) Family 85% in 4 months Admin Court & immigration/asylum; High Court DPR p24; Bankruptcy & Directors disqualifications; High Court & 85% in 6 months County Court preliminary issues; possessions Other Admin Court; High Court & County Court interlocutory85% in 8 months orders Family financial & other; High Court & County Court final 85% in 9 months orders; most Tribunals other than immigration/asylum NOTE: STANDARD TIMES SET BY PRACTICE DIRECTION 28
  29. 29. ANNEX B – Finance Area Finance Summary Budget 2007/08 Actual 2007/08 Budget 2008/09 £’000 £’000 £’000 Total Income 1650 941 630 Judicial Salaries 9168 8278 8556 Staff Salaries 34674 34272 35050 Other Operating Costs 12892 12126 11891 Total Expenditure 56734 54676 55497 Total Operating (Income)/Expenditure 55084 53735 54867 Note: 07/08 (Budget & Actual) includes the Site Costs of First Avenue House 08/09 Budget excludes £1109k, which has been transferred to London Region for First Avenue House. 29
  30. 30. Annex C – Risk Management Risk Management and Governance. Risk management is a standing item on Area and Regional Management Boards. Risk processes continue to be developed within the Region and a Risk strategy has recently been produced and is available on the RCJ intranet. In September 2007, a review of operational controls within the RCJG was carried out. The objective of the review was to ensure that similar standards were applied to those generic controls operating throughout the Group and to identify Area specific controls. Revised operational control instructions and manuals were “rolled out” to each Area in January 2008. These controls now form the basis upon which the Area Statement of Risk and Internal Control will be submitted. These controls will also form the basis of RCJG specific controls that will be incorporated into the Management Assurance Programme, when it is eventually rolled out. In addition to the introduction of the revised controls, Area Directors are required to conduct assurance checks within their Areas to validate and assess the effectiveness of the controls operating in their Areas. The Governance Team will also undertake validation checks of controls operating in each Area. A timetable for the forthcoming financial year is currently being compiled. Risk Register: The Risk Register is reviewed on a monthly basis at the Regional Management Board and submitted every quarter and year-end to Corporate Governance Branch and the Regional Risk and Audit Committee. The Risk register has been aligned to the Business Plan and objectives contained therein. 30
  31. 31. Annex D – Environmental Policy Statement Ministry of JUSTICE Environmental Policy Statement for the Ministry of Justice - Royal Courts of Justice The Ministry of Justice (MOJ) is responsible in government for upholding justice, rights and democracy. The role of the MOJ is to deliver an efficient and effective justice system, which supports the rights and need of victims, witnesses and defendants and those who use the tribunals. It also serves to deliver key constitutional priorities, including electoral reform and the creation of the Supreme Court of Justice. The Royal Courts of Justice are located on the Strand in London and hold the Court of Appeal (Criminal & Civil) and the High Court of Justice for England. The MOJ is committed to the continual improvement of its environmental performance at the Royal Courts of Justice. This will be achieved through implementation and review of an Environmental Management System (EMS) and the ongoing commitment to a management programme of objective, targets and actions. The EMS will also provide the mechanisms through which the MOJ at the Royal Courts of Justice can contribute to the Framework for Sustainable Development on the Government Estate initiative (SDGE). The MOJ at the Royal Courts of Justice is committed to complying with all relevant environmental legislation and to the prevention of pollution through environmental management systems and controls. The key objectives for environmental management will be: •to reduce water consumption; •to reduce the environmental impact of energy usage; • to reduce the amount of waste produced and increase the quantity of waste re-used and recycled; • to minimise the environmental risk associated with the storage, use and disposal of hazardous substances; • to consider environmental issues through procurement activities; and • to reduce the environmental impacts of travel. Through a wide ranging process of audit and senior management direction, the MOJ at the Royal Courts of Justice will ensure that environmental management systems and controls are active. In addition it will ensure they are consistent within the Department and are in line with the Government's Framework for Sustainable Development on the Government Estate (SDGE). This policy will be made publicly available as well as being actively communicated to staff. Policy statement approved by: David Thompson - Director of the Royal Courts of Justice Group Date: 16/01/08 Revision No: 3 31

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