2007 – 2010 BUSINESS PLAN

2007 – 2010 BUSINESS PLAN THAMES VALLEY COURTS

THAMES VALLEY BUSINESS PERFORMANCE MANAGEMENT PLAN 2007-2010

HMCS THAMES VALLEY 2

Introduction .................................................................................................................................................................. 3 Background Information................................................................................................................................................4 HMCS Business Strategy .............................................................................................................................................4 Corporate Targets.........................................................................................................................................................4 Balanced Scorecard……………………………………………………………………………………………………………...5 Glossary........................................................................................................................................................................6 Balanced Scorecard and Area Objectives ....................................................................................................................7 Performance Objectives and Targets ...........................................................................................................................9 Performance Targets ..................................................................................................................................................20 Risk Management .......................................................................................................................................................28 Efficiency Savings.......................................................................................................................................................34 Headcount Savings.....................................................................................................................................................35



INTRODUCTION

The purpose of the business plan is to:

• Identify service priorities and contribution to corporate objectives for the period 2007-2010. • Set out overall strategic objectives from the HMCS Business Strategy (February 2006) and the balanced scorecard. • Set out the priorities and targets for the coming year and the next three years. • Facilitate monitoring by the Area Director, Regional Management team and the Thames Valley Courts Board by providing a

clear strategic direction. • Identify the area’s hierarchy of priorities that contribute towards achieving HMCS’S overall priorities. • Set out the corporate and service risks and how these will be mitigated. • Cover the medium term but be updated annually.



BACKGROUND INFORMATION

http://www.hmcourts-service.gov.uk/cms/aboutus.htmhttp://www.hmcourts-service.gov.uk/cms/221.htm

HMCS BUSINESS STRATEGY

http://www.dca.gov.uk/dept/manifesto.htm http://www.hmcourts-service.gov.uk/cms/files/hmcs_business_strategy.pdf

CORPORATE TARGETS

Public Service Agreement - Targets

www.dca.gov.uk/dept/sr2004.htm

THAMES VALLEY - OVERVIEW Information on the Area can be found at: http://libra.lcd.gsi.gov.uk/tv/ But a new link is being developed based upon a more regional approach.

http://www.hmcourts-service.gov.uk/cms/aboutus.htm

http://www.hmcourts-service.gov.uk/cms/221.htm

http://www.dca.gov.uk/dept/manifesto.htm

http://www.hmcourts-service.gov.uk/cms/files/hmcs_business_strategy.pdf

http://www.dca.gov.uk/dept/sr2004.htm

http://libra.lcd.gsi.gov.uk/tv/





GLOSSARY AAG At A Glance performance figures AD Area Director CAFé Customer Analysis and Feedback System (re complaints) CJS Criminal Justice Service CJSSS Criminal Justice: Simple Speedy Summary CMAS Charter Mark Accreditation Service DCA Department of Constitutional Affairs DJ District Judge DV Domestic Violence HMCS Her Majesty’s Courts Service HRBP HR Business Partner JIG Justices’ Issues Group LCJB Local Criminal Justice Board LCM Lead Court Manager MCOL Money Claims Online PCOL Possession Claims Online PDP Performance Development Plans PYO Persistent Young Offenders REM Regional Estates Manager SEP Strategic Estates Plan SMT Senior Management Team SMT + Senior Management Team Plus SRO Senior Responsible Officer TVCJB Thames Valley Criminal Justice Board



BALANCED SCORECARD AND AREA OBJECTIVES The following table demonstrates the strategic link between the HMCS Balanced Scorecard and what the area aims to achieve – more detailed SMART targets are contained within the Area performance objectives.

HMCS AREA Key performance results

Work with the Local Criminal Justice Board to increase the number of crimes for which an offender is brought to Justice

See Ref: Objective No 1.

Building confidence in the Criminal Justice system See Ref: Objective No 2.

Increase the proportion of care cases being completed in the courts within 40 weeks by 10% by 2009-10


We will continue the Estates Integration programme (up to 20 amalgamations) See Ref: Objective 4.

Improving the way we work We will deliver CJSSS in the magistrates and Crown Courts See Ref: Objective No 5.

We will improve efficiency of the courts administration function whilst meeting all performance financial and headcount targets


We will deliver IT solutions that enable successful business change and realise cashable benefits


We will commence national roll out of elements of the national enforcement service to ensure improved performance


We will extend in-house mediation services for people with small claims; and facilitate the effective, early resolution of higher value and commercial disputes




Customers and the community We will continue to develop the corporate evidence for Charter Mark in readiness for the corporate application


We will deliver a more personalised service for victims and witnesses


We will publicise monthly information on local courts’ performance See Ref: Objective No 11.

People and learning We will successfully implement a new pay and grading structure


We will work towards reducing sick absence to an average of 7.5 days or less per annum


We will ensure all staff have objectives in line with the organisation’s performance management system


We will deliver the HMCS contribution to the DCA diversity objectives See Ref: Objective No 15.

Staff will be given adequate training as required to support the changing needs of business delivery




PERFORMANCE OBJECTIVES & TARGETS The following table sets clear targets how the area will contribute to the corporate priorities and LPSA stretch targets for each of the balanced scorecard areas.

Key Performance Results Ref Objective Activity

(Target) Key Actions Measure of Success Target/

milestones Monitoring

arrangements Lead Officer

1

National: We will work with the Local Criminal Justice Board to increase the number of crimes for which an offender is brought to Justice.

a) We will work with TVCJB members to initiate the most effective use of the existing court estate.

Benchmark existing use of courts and identify good practice.

Consult with JIG and Criminal Justice partners.

Improvement in effective trials.

Reduce ineffective trials to 19% for Magistrates’ Courts and 14% for Crown Courts.

Monthly AAG at SMT

Area Performance, Change and Accountable Manager Justices’ Clerk

Area: We will work with the Thames Valley Criminal Justice Board to deliver our Area targets

b) Assess feasibility of implementing of Domestic Violence pilot in the Magistrates Courts.

Oxford Magistrates Court to pilot a specialist DV court from March 2007.

Hold DV Progression meetings.

Pilot at Oxford completed and determine rollout to other sites.

Rollout good practice to Banbury and Didcot Courts as determined by pilot exercise.

Review at SMT, Legal Forum and Courts Board

Justices’ Clerk (Oxford)

c) Re-launch PYO pledge.

Work with the Criminal Justice Board’s Youth Offender Delivery Group: Promote and maintain effective case progression meetings in each Local Justice Area.

Achieve and maintain national targets - 71 days from arrest to completion across Crown and Magistrates’ Courts.

Youth Offender Delivery Group Performance Data

Monitor and increase capacity where required

Instigate process for monitoring Crown Court Cases

SMT

Area Performance, Change and Accountable Manager Justices’ Clerk



Key Performance Results/contd… Ref Objective Activity




2

National: We will improve confidence in the Criminal Justice System.

a) Maintain and improve performance in all areas of enforcement.

Continue rollout of Courts Act sanctions Monitor bailiff contract to improve performance. Work with National Enforcement Agency.

Payment rate

Bailiff performance statistics

Payment rate 85%

Review AAG at SMT

Bailiff monthly meeting

Area Performance, Change and Accountable Manager

Area Target: We will improve Enforcement of financial penalties and Community Penalty Breach warrants.

b) Improve breach enforcement.

Support and participate fully in the work of the Criminal Justice Board. Joint working with Probation and other criminal justice agencies.

Achieve national targets within year:

60% of breach cases to be resolved within 25 working days of relevant failure to comply [Jan 08]

Average of 35 working days from relevant failure to comply to resolution [Oct 08]

Closely monitor action plans

Review AAG at SMT TVCJB and Probation Liaison Group

Area Director Area Performance, Change and Accountable Manager

3

National: We will increase the proportion of care cases completed in 40 weeks by 10% by 2009/10

a) Ensure that the amalgamation of the Family administration provides an improved service to court users.

Review effectiveness of the 2006/7 amalgamations and rollout good practice.

To improve 40 week target to reach SE target

Target for 2007/8 = 53.13%

AAG SMT County Court Lead

SE Target 06/07 = 48.3%

TV 06/07 = 49%

SE Target 07/08=53.13%

b) Further development of joint working between care centres and Family Proceeding Courts

Ensure that court scheduling provides for full utilisation of District Judges. Work with the Judiciary to introduce the President’s draft protocol.

Reduced delays Listing all 1st hearings and giving directions within 6 days

AAG SMT County Court Lead Justices’ Clerks

c) Encourage alternative ways of resolving family disputes.

Pilot family mediation at Oxford CC from March 2007.Rollout in-court conciliation at all family courts.

Customer feedback

Timely resolution of disputes

Customer survey results

County Court Lead



Key Performance Results/contd… Ref Objective Activity




4 National: We will continue the Estates Integration Programme. Area: We will introduce a Strategic Estates Plan (SEP)

Develop, consult and introduce a Strategic Estates Plan.

i) Develop a draft SEP that will help alleviate operational pressures, improve facilities for court users, the judiciary and staff and facilitate initiatives identified elsewhere in this plan.

Draft plan completed by April 2007

SMT/REM/Courts Board

Area Director Regional Estates Manager

ii) Consult with key stakeholders both internally and externally.

Consultation exercise completed by mid June 2007

iii) Introduce the SEP and implement short and medium term actions as identified in the plan.

As per SEP



Improving the way we work Ref Objective Activity

(Target) Key Actions Measure of Success Target/milestones Monitoring


5

National: Alongside partners from CJS we will implement CJSSS which will improve the efficiency of our criminal court business. Area Target: We will improve efficiency of court business.

We will work with the TVCJB to introduce CJSSS as part of a rolling programme across the three counties so as to increase the number of simple cases sentenced at first hearing and to reduce significantly the timeliness of contested cases.

Establish TVCJB Project team. Local area project team make recommendations to TVCJB. Identify and utilise additional resources to clear backlogs using District Judges and maximise utilisation of court capacity across the Area. Develop and deliver briefing and training to judiciary/staff. PDPs to include these targets.

The number of simple cases sentenced at first hearing increases. The timeliness of contested cases is reduced significantly. Baseline for these measures to be determined as part of establishing the project. TVCJB accept all recommendations made by Local Project team. Additional DJs allocated to clear backlogs. Training/Briefing delivered. PDPs completed by July 2007.

Local project team established by April 2007 and hold regular meetings. Recommendations accepted by TVCJB by end of July 2007. Bid for national resources including additional DJs to clear backlogs by April 2007. Training/ Briefing delivered by end of September 2007. Key staff appraisals take place and staff accept targets. Implementation as agreed with TVCJB by October 2007.

SRO provide monthly implementation progress to SMT. Legal Forum monitors performance at their meetings. Operational Business managers monitor performance at monthly meetings. Performance reports to TVCJB and SMT. Performance monitored by Courts Board. PDP reviews held half yearly.

Area Director Justices’ Clerk Area Performance, Change and Accountable Manager



Improving the way we work /cont… Ref Objective Activity



6

National Target: We will improve efficiency of the courts administration function whilst meeting all performance financial and headcount targets

a) Manage and achieve a balanced budget

Delegated budgets agreed with budget holders. Monthly finance reports reviewed and variances analysed.

Monthly finance monitoring report

Expenditure held within budget limits by March 2008.

Budget monitoring SMT

Area Finance Manager Lead Court Managers

Area Targets: We will improve efficiency, achieve a balanced budget and deliver our headcount targets

b) Implement Area Efficiency plan

Business Improvement Scheme launched April 2007. Efficiency savings identified

Business Improvement Group action plan. Monthly procurement statistics.

Projected savings achieved and procurement targets reached.

Output of Business Improvement Group examined by SMT and LCMs

Area Finance Manager, Lead Court Managers

c) Manage staffing levels to achieve headcount target by effective use of vacancy policy.

Complete benchmark exercise for all courts following the South East Model. Implement vacancy policy

Manpower statistics

Manpower targets reached by March 2008

Monthly monitoring to SMT and region

Area Finance Manager Area Director HR Business Partner

7 National: We will deliver IT solutions that enable successful business change and realising cashable benefits Area Target: We will be proactive in identifying and delivering IT solution in order to maximise business improvements

a) Libra implementation. Completion of project across the Area by January 2008. De-commissioning of Legacy IT systems March 2008.

Area project team communicate area rollout plan and develop training plan within 5 months of go live. Ongoing review and documentation of area business benefit plan. Identify risks and requirements for legacy systems by April 2007. Assess gaps in functionality with implementation of Libra by April 2007.

Delivered within timescale. All staff are fully trained in advance of go live. Realise business benefits. Decommissioning legacy equipment. No marked negative impact on operational delivery and performance.

Go live – Oxfordshire by October 2007. Berkshire by November 2007. Buckinghamshire by December 2007. Delivery of legacy IT hardware and software business benefits Make application for ongoing funding as a result of continued use of legacy by May 2007.

Monthly Project Team meetings. Monthly reporting to SMT. Progress reports to Courts Board.




Improving the way we work /cont… Ref Objective Activity



b) Review existing video links facilities to determine what opportunities that might present to improve business delivery.

Conduct video link survey by June 2007 Identify opportunities and liaise with relevant stakeholders Implement where appropriate additional opportunities.

Review completed on time. New opportunities identified.

Improved video link facilities.

SMT Area Finance Manager

c) Relaunch MCOL and PCOL to stakeholders to increase use of on line services.

Presentation given to main users of benefits of using MCOL and PCOL. Check good practice in other Areas to see should implement locally.

Increase uptake of PCOL and MCOL

To be determined. Monthly reporting to SMT

County Court Lead

8 National: By extending mediation services for people with small claims we will reduce the number of small claims which progress to hearing to 38.5% Area Target: We will encourage and increase usage of mediation as appropriate.

Introduce mediation in all Civil Courts and rollout consistent listing practice across Thames Valley.

Review current usage of mediation in Civil courts. Work with Judiciary to develop a delivery plan. Work with Judiciary and the newly appointed HMCS mediators to develop local procedures and encourage the use of mediation. Send out information with all claims packs.

Reduced claims hearings by December to 38.5%. Increased use of external mediation service.

Delivery plan produced by October 2007. Local procedures to be produced by October 2007.

Standing agenda item on District Judge meetings. Monthly reporting to SMT.

County Court Lead



Customers and the community Ref Objective Activity


Milestones Monitoring


9

National: We will continue to develop corporate evidence for Charter Mark in readiness for corporate application. Area Target; We will obtain Charter Mark for all our courts by accreditation by June 2009

All courts and offices ready for inclusion in an Area application for Charter Mark by June 2009 with the majority ready by June 2008.

All Courts to establish Charter Mark working groups by June 2007. Area Working Group to meet bi-monthly commencing May 2007. Area working group confirm readiness by December 2007. All Managers are to have reference to obtaining Charter Mark and implementing the procedures incorporated into their PDP.

Charter Mark accreditation will be achieved by the Area. Charter Mark System will be embedded in our Customer services & facilities. Improvement in Staff Survey results. Improvement in the amount and type of feedback recorded. Increase in Community involvement. Increase in confidence of the Court System.

Successful surveillance visit completed by July 2007. Review of courts and offices state of readiness to be completed by January 2008. Charter Mark application submitted to CMAS by April 2008. Charter Mark assessment to take place by July 2008. Review of remaining courts and offices state of readiness to be completed by January 2009. Charter Mark application submitted to CMAS by April 2009. Charter Mark assessment to take place by July 2009

Monthly Court Meetings Bi- monthly Area meeting Monthly report to Area Executive team Area Customer Service Officer visits to take place at least twice a year. Monthly Area Customer Service Officer reports which give update to current position.

AD Area Performance, Change and Accountable Manager



Customers and the community/cont… Ref Objective Activity




10

National: We will deliver a more personalised service for victims and witnesses Area Target: To improve service and facilities for court users.

Develop Victim Code of Practice. All courts and offices to have a customer service improvement plan.

Maintain and improve links with other agencies. Obtain feedback from court user groups, Witness Support etc Improve complaints handling. Raise staff awareness of CAFé and provide refresher training.

Monitor Victim Code of Practice. Improved recording of customer feedback and survey results.

Customer service improvement plan in place at courts by June 2007. Review of plans take place in January 2008. Raise awareness of CAFé in a team briefing by the end of June 2007. All Courts and officers will inform the Area Training Co-ordinator by the end of July 2007 if they require refresher training for their staff.

Customer surveys CAFé system CAFé system




Customers and the community/cont.. Ref Objective Activity




11 a) Review Communication strategy.

Standardised performance posters displaying current local achievement against targets are displayed in all Court buildings by 30th April 2007.

Performance posters containing up to date and relevant performance are to be displayed within 1 working day of issue in all Court buildings & admin centres.

Performance reports to be issued to Court Mangers by the 15th working day or within 2 working days of receipt of National report.

Monthly audit checks of current posters to be carried out by local Court Manager, including 60% of staff are aware of the current performance data.


Court Managers

National: We will publicise monthly information on local courts’ performance

Area Target: Local

Monthly performance reports with comparison against Regional & National performance will be publicised / displayed at courts

b) Improve levels of engagement with local communities and ensure the principles of community justice are embedded in all magistrates’ courts in accordance with Breakthrough by the end of 2008.

Appoint Open day Co-ordinator to prepare information pack to publicise HMCS successes. HMCS stand at Court Open Days. Annual Public Courts Board meeting.

Open Day Co-ordinator appointed Information pack produced. Public Courts Board meeting held once a year.

A three year rolling open day plan to be produced by June 2007. Open Day information pack produced and distributed to all courts and offices by September 2007.

Customer Services Officer Courts Board

c) All courts and offices to comply with HMCS notice board standards by the end of May 2007.

All courts and offices to review current notice boards and comply with the national standards by the end of May 2007. All courts to complete a customer service audit June 2007using the Regional template.

Analysis from the customer service audit will show that all courts in TV comply with the national standards.

Notice boards reviewed and updated where necessary by the 1.6.07 Customer service audit to take place June 1007 and annually thereafter.

Court Managers and Court Administration Managers to perform a customer service audit in June 2007 and annually thereafter. Each court and office to inspect the notice boards on a monthly basis to ensure that the information contained on the notice boards are current.

Customer Services Officer



People and learning Ref Objective Activity




12 National: We will implement a new pay and grading structure. Area Target: Implement Pay and Grading locally giving support to staff where practicable.

By 01/08/07 all staff will have completed the options exercise.

Close liaison with the South East HRBP with pay and grading lead. Timetable produced to staff. Managers to gain adequate knowledge of the process to adequately support staff. Team briefings to be held regularly. Local TU workplace meetings to be agreed as requested.

100% of staff will have made an informed decision.

Staff to be notified of their proposed banding in March/April, appeals held April to May and decisions made by 01/08/07

HRBP to initiate and follow up timetable reporting to a standing item on the SMT.

Area Director HR Business Partner Lead Court Managers

13

National: We will reduce sick absence to an average of 7.5 days per employee per annum. Area Target: To reduce sickness absence per employee.

Establish baseline figures for 2007/8 Achieve 9 days by March 2008 7.5 days by 2010

Area figures will be produced monthly and included in the AAG. Ensure all interventions are undertaken in accordance with the Sickness and Absence policy. Set court targets for 2007.

Monthly reports will demonstrate a reduction of absence figure to meet target. HRBP will provide monthly statistical data to SMT. All staff will understand the part they play in the achievement of the target.

SMT to analyse figures monthly commencing April 07.

HRBP to provide data. Lead Managers to set their own targets. Review Thames Valley data against comparable Areas in South East.

HR Business Partner Lead Court Managers Senior Management Team

14 National: We will ensure that all staff have objectives in line with the organisation’s performance management system. Area target: Each member of staff will agree a set of SMART objectives which support business targets.

100% of staff (Band A to D) to have at least two SMART Objectives for 2007

All managers to undertake end of year, mid year and annual reports within set timetable.

Objectives agreed linked to the Business Plan. All meetings held within timeframe.

Appraisal meetings held April to June. Mid year review in October to assess likely performance category mark. Remedial plans made to support staff to meet their objectives. Annual report for all staff undertaken in March 2008.

Managers to complete spreadsheet recording progress and report to HRBP with Performance Management Lead

Area Director HR Business Partner Senior Management Team



People and learning /cont… Ref Objective Activity




15

National: We will deliver the HMCS contribution to the DCA diversity objectives. Area target: We will contribute to the DCA Diversity objectives and launch an Area Diversity Group to act in an advisory capacity and take action where necessary.

By June 2007 we will have launched an Area Diversity Group (ADG) and produced Terms of Reference approved by SMT.

(i) Area Diversity Group launched at SMT+ meeting. (ii) Terms of reference produced and agreed by SMT. (iii) Nominations to ADG invited from staff. (iii)Develop and deliver Area Action plan. (iv) Make effective links with regional diversity activities.

ADG launched with representatives from each business area. Terms of reference produced by May 2007. Area action plan developed July 2007.

Minutes of meeting and action plan submitted to SMT

Area Director Senior Management Team

16

National: Staff will be given adequate training as required to support the changing needs of business delivery. Area target: Training plan developed to meet the business need.

Training plan agreed by the Senior Management Team as priority to support the introduction of CJSSS. Libra

Staff training needs identified at annual report or mid-year review. Lead Managers to set targets. Training co-ordinator to ensure events take place. Managers to assess training outcomes. PDP item for all managers in Magistrates’ Courts in respect of Libra implementation.

At least 70% of staff when tested by their managers will record “need met” or better. Improved staff survey results Training meet business need and is demonstrated as effective, through successful implementation of business initiatives.

Area Timetable to be added for:- Libra CJSSS

SMT Agenda item Area Performance, Change and Accountable Manager Training Co-ordinator



Performance Targets

Public Service Agreement Target / Key Performance Indicator

Supporting Indicator / PSA related collection Comment Target in

2006/07

The Crown Court 78% of defendants Committals for Trial start within 16

weeks CJSSS-Breakthrough No change 78% of defendants Sent for Trial cases start within 26 weeks

CJSSS-Breakthrough No change National reduction in Ineffective Trials to 14% by March

2008 LCJB set Area

targets 15% Proportion of effective outcomes: Baseline collection

2007/08 New measure Initial plea rate (incl. guilty plea at first

hearing) Baseline collection

2007/08 New measure Average number of hearings per case Baseline collection

2007/08 New measure Ineffective / effective trial rate Baseline collection

2007/08 New measure Vacated Trial Rate Baseline collection

2007/08 New measure Maintain Sitting Days Based on original

baseline No change

C

rimin

al -

effic

ienc

y an

d ef

fect

iven

ess

Notification to Home Office of all ASBO's made, immediately after imposition

No change



Magistrates' Courts

By end of 2007 conclude criminal cases within 6 weeks of charge CJSSS-Breakthrough New measure

By end of 2007 sentence simple cases at first hearing CJSSS-Breakthrough New measure National reduction in Ineffective Trials to 19% by March

2008 LCJB set Area

targets 20% Proportion of effective outcomes Baseline collection

2007/08 New measure Initial plea rate (incl. guilty plea at first

hearing) Baseline collection

2007/08 New measure

Average number of hearings per case Baseline collection

2007/08 New measure Ineffective / effective trial rate Baseline collection

2007/08 New measure vacated trial rate Baseline collection

2007/08 New measure Average number of days Baseline collection

2007/08 New measure Maintain sitting hours Based on original

baseline No change Return to Home Office of all ASBO's

made, together with copies of the orders No change

Despatch of committal papers to Crown Court - 100% within 4 working days

No change

Crim

inal

- ef

ficie

ncy

and

effe

ctiv

enes

s

Despatch of decision on properly completed Rights to Representation

applications - 100% within 2 working days No change



The Crown Court & Magistrates' Courts

Persistent Young Offenders pledge - Average number of days from Arrest to Sentence at LCJB level - 71 days

Stretch target of 65

days No change save intro. of stretch

Average in the Crown Court - 180 days No change

Average in the Magistrates' Courts - 60 days No change

Production and despatch of Court Register - 95% in 3 working days and 100% in 6 working days

In cases involving vulnerable victims - 100% within 1 day

Replaces 100% in 3 working days of old

BMR8A 100% in 3 days

To increase Confidence in the Criminal Justice System LCJB set Area targets No change

To increase BME Confidence in the Criminal Justice System Not devolved to LCJB No change

Magistrates' Courts Achieve a national average payment rate of 85% for

financial impositions W.O.I. not to exceed

10%? 83%

Community Penalty Breach - An average of 35 working days from relevant failure to comply to resolution

Higher performing LCJBs expected at lower end of 32-35

day range

No change but 32-35 day stretch

60% of all Community Penalties be resolved within 25 days of the breach triggering proceedings to resolution

75% targets no longer appear in CJS

Business Plan. 50% in 25 days

To secure 3,869 confiscation orders worth £87.385m nationally

LCJB set Area targets New measure C

rimin

al E

nfor

cem

ent

To collect £102.5m from the enforcement of confiscation orders, including £7m in compensation

LCJB set Area targets

New measure



To secure 642 restraint orders LCJB set Area

targets New measure

90% of FTA warrants notified to police within 1 working day

No change

100% of FTA warrants notified to police within 3 working day

No change

County Courts / Care Centres

No more than 30% of all outstanding cases to be more than 40 weeks old

48% of Public Law Children Act cases dealt with within 40 weeks

No more than 10% to be over 75 weeks old

PSA 4- Move from Regional targets to

national targets Regional target

48.3%

70% of Private Law cases dealt with within 40 weeks

No change

94 % Administrative Process completed within 5 days

No change

Outstanding BMS Hours not to exceed 4 hours per Full Time Equivalent (as

measured by Regional CWR)

Regional Management Board

target No change

Magistrates' Courts / Family Proceedings Courts

No more than 20% of all outstanding cases to be more than 40 weeks old

56% of Public Law Children Act cases dealt with within 40 weeks

No more than 5% to be over 75 weeks old

PSA 4- Move from Regional targets to

national targets Regional target

60%

Fam

ily

Magistrates' Court - 70% of adoption cases dealt with within 20 weeks

Data available from April New measure



County Courts & Magistrates' Courts

70% of adoption cases dealt with within 20 weeks

Magistrates data available centrally

from April

No change - County, New -

Magistrates

Percentage of Public Law cases concluded in the FPC

No target set - Baseline collection

2007/08 New measure

Percentage of Private Law cases concluded in the FPC

No target set - Baseline collection

2007/08 New measure

County Courts

Reduce the proportion of disputed claims in the courts that are resolved by hearing to 42.1% on South East Region

(38.5% nationally)

PSA 5 H2 - Move from Area level

targets to Regional targets

Regional target 44.6%

Increase the number of Small Claims hearings that take place within target time to 81.5%

PSA 5 H3 80.80%

94 % Administrative Process completed within 5 days

No change

Outstanding BMS Hours not to exceed 4 hours per Full Time Equivalent (as

measured by Regional CWR)

Regional Management Board

target No change

Civ

il

78% of Fast Track cases heard within 30 weeks (from allocation to track to hearing)

No change



78% of multi track cases heard within 50 weeks (from allocation to track to

hearing) No change

70% of debt claims to be issued via e-channels by March 2008

CCBC & MCOL New measure

55% of possession claims to be issued via e-channels by March 2008

PCOL New measure

All Jurisdictions

85% of complaints handled within 5 working days at court/operational

business unit level and 10 working days at Area level

No change

Complaints analysis and lessons, learnt, shared and actioned

No target New measure

Overall Customer Satisfaction: New measure

Accessibility New measure

Waiting Times New measure

Information before appearance New measure

How staff deal with customers New measure

Court Environment

Targets to follow Year 1 new survey

results

New measure The Crown Court

Cus

tom

er S

ervi

ce

To increase juror utilisation to 67% nationally (63% Regionally)

RMB to set targets (currently set at 10

Area level) 62% National 58% Regional



LCJB Set Targets Fines Ineffective Confidence

Beds 90% ? 42% Essex 85% ? 41% Herts 85% ? 45%

Beds, Essex & Herts n/a n/a n/a Cambs 87% ? 46% Norfolk 85% ? 39% Suffolk 90% ? 50%

Cambs, Norfolk & Suffolk n/a n/a n/a Kent 85% ? 44%

Surrey 90% ? 48% Sussex 85% ? 42%

Surrey & Sussex n/a n/a n/a Thames Valley 85% ? 45%

LCJB

Tar

gets

LCJB Set Targets (Volume restraint orders in brackets) Volume of Confiscation Orders

Value of Confiscation

Orders Value collected Beds (6) 37 £824,000 £2,750,000 Essex (17) 103 £2,350,000 £1,000,000 Herts (11) 66 £1,496,000 £750,000 Beds, Essex & Herts (34) 206 £4,670,000 £4,500,000 Cambs (8) 47 £1,100,000 £2,750,000 Norfolk (9) 52 £1,167,000 £1,250,000 Suffolk (10) 60 £977,000 £1,500,000 Cambs, Norfolk & Suffolk (27) 159 £3,244,000 £5,500,000 LC

JB C

onfis

catio

n Ta

rget

s

Kent (17) 102 £2,312,000 £10,000,000



Surrey (11) 68 £1,534,000 £1,000,000 Sussex (16) 95 £2,167,000 £2,750,000 Surrey & Sussex (27) 163 £3,701,000 £3,750,000 Thames Valley (22) 134 £3,045,000 £1,500,000 South East Region (127) 764 £16,972,000 £25,250,000

Sitting Days 2007/08 County Circuit Judge County District

Judge Crown Beds, Essex & Herts 2,075 5,069 5,960

Cambs, Norfolk & Suffolk 1,365 3,477 3,700 Kent 1,300 2,910 3,120

Surrey & Sussex 1,855 4,142 3,960 Thames Valley 1,255 3,478 2,830

South East Region 7,850 19,076 19,570

Sitti

ng D

ays

Note: the Local Criminal Justice Board targets will be inserted when confirmed.



RISK MANAGEMENT The risk register needs to be strategically aligned to the regional risk register.

Thames Valley Risk Register Current

Scores Residual

Scores

Q1 Q1 2007

-08

2007

-08

Obj ID

Objective Risk ID

Risk Description Current Response / Control

I L Score

Further Action Required

I L Score

Action Owner

1 To deliver our Local Criminal Justice Board targets

Absence of effective partnership working with CJS partners prevents achievement of LCJB targets, namely effective trials rate and PYOs This will adversely affect confidence and cause PSA targets to be missed.

Benchmark courts and identify good practice and roll out to all courts. Work with Criminal Justice Board's Youth Offenders' Delivery group and maintain effective case progression.

4 4 16

Relaunch PYO pledge. Review against LCJB Targets and National figures. Results disseminated to all staff and judiciary.

4 3 12

Justices’ Clerks

2 To improve all aspects of enforcement

Failure to perform in key measurable, namely enforcement and breach will adversely affect confidence and cause PSA targets to be missed.

Continue to rollout Courts Acts sanctions and work with the National Enforcement Agency. Work with probation and other criminal justice agencies to achieve the breach targets. 4 4 16

Support and participate fully in the work of the Criminal Justice Board. Joint working with Probation and other criminal justice agencies.

4 3 12

Area Performance Change and Accountable

Manager

3 To improve our performance in care cases.

Failure to achieve the SE target for care cases.

Best practices identified and rolled out following administrative amalgamations.

4 4 16

Work with judiciary, supporting DFJ and partner agencies. Monthly monitoring by County Court Lead. Review against National figures. Results disseminated to all staff and judiciary. 4 3 12

County Court Lead



Current

Scores Residual

Scores

Q1 Q1

2007-08

2007-08

Obj ID

Objective Risk ID


I L Score


I L Score

Action Owner

4 To develop and implement a Strategic Estates Plan (SEP) to ensure local facilities meet business needs.

Failure to implement plan or secure funding would result in continuing capacity and facility problems.

Develop, consult and introduce a Strategic Estates Plan

5 5 25

Work with Regional Estates Manager, local stakeholders to drive forward SEP. Implement short term elements of SEP

5 4 20

Area Director

5 Alongside partners from CJS we will implement CJSSS which will improve the efficiency of our criminal court business.

Failure to implement CJSSS within required timescales

Working with LCJB partners, setting up project board and identifying pilot site.

4 3 12

Identify and utilise additional resources to clear backlogs. TVCJB accept all recommendations made by Local Project team. Develop and deliver briefing and training to judiciary/staff. 4 3 12

Area Director Area Performance

Change and Accountable

Manager

6 Implement Area Efficiency plan whilst meeting 2007/8 performance targets

Failure to achieve planned efficiency savings will jeopardise financial targets for 07-08.

Strict budgetary management to ensure financial targets are met. Efficiency savings identified and Business Improvement Scheme launched April 2007. 5 4 20

Financial control through monthly budget reporting. Ensure Efficiency savings are on track to be delivered. Business Improvement Group action plan to identify further efficiencies. 5 3 15

Area Finance Manager Lead

Court Managers



Current

Scores Residual

Scores

Q1 Q1

2007-08

2007-08

Obj ID

Objective Risk ID


I L Score


I L Score

Action Owner

7 To realise business benefits through the successful implementation of Libra

Further delays in Libra rollout could hinder realisation of benefits. Failure of Libra to realise their benefits or improved service will have an adverse impact on staff, court users, other agencies and performance.

Planned completion of Libra across Area by the end of 2007. Legacy systems decommissioned by March 2008. Assess gaps in functionality following implementation of Libra and recommendations made to Senior Management Team by April 2007.

4 4 16

Libra is subject to its own detailed risk register. Monthly Project Team meetings and monthly reports to Senior Management Team.

4 4 16

Area Performance, Change and Accountable

Manager

8 Extend in house mediation services

Lack of awareness and in house mediator prevent take up of service available. Unable to monitor system – not aware of numbers to provide educated reports on successes. Regionally provided mediators will need to bed in locally before available to other areas such as Thames Valley.

Review current usage, working with Judiciary and new HMCS mediators to develop plan and procedures by October 2007. Keep in touch with Regional developments.

3 4 12

Standing Agenda item on County Court meetings and monthly reporting to Senior Management Team. Local procedures to be produced by October 2007.

3 3 9

Civil Lead Manager



Current

Scores Residual

Scores

Q1 Q1

2007-08

2007-08

Obj ID

Objective Risk ID


I L Score


I L Score

Action Owner

9 To work towards Charter Mark Area accreditation

Failure to match national expectations and commitments for Chartermark accreditation.

All Courts to establish Charter mark working groups by June 2007.

3 3 9

Managers to have implementing procedures for Charter Mark built into PDPs. Charter Mark System to be embedded in our Customer services & facilities. 3 3 9


10 To improve customer focus and to improve service and facilities for court users.

Failure to provide a satisfactory level of customer service.

All courts and offices to have a Customer Service Improvement plan. Develop Victims Code of practice.

3 3 9

Review of Customer Service Improvement plans. Raise staff awareness of CAFÉ and provide refresher training where required.

3 3 9


11 Engage Local communities by displaying local and national information at court houses.

Failure to engage local communities and raise the profile of HMCS Thames Valley

Review communication strategy. Appoint an Open Day Coordinator and prepare information pack. 3 3 9

Produce three year Open day plan and promote the Court Service through these events and other public events. 3 2 6




Current

Scores Residual

Scores

Q1 Q1

2007-08

2007-08

Obj ID

Objective Risk ID


I L Score


I L Score

Action Owner

12 Successfully implement new pay and grading structure

Short timescales to implement. Take up will not be 100% - colleagues will still be on different terms and conditions, and pay.

Close liaison with the SE HRBP. Timetables to be produced and communicated to staff.

5 5 25

HRPB to initiate and follow up timetable reporting as a standing item on the Senior Management Team agenda. Effective local leadership.

5 5 25

Area Director HR Business

Partner

13 Managing attendance

Unable to achieve target - long term sickness can obscure figures National target is 7.5 days, Thames Valley target is 9 days for 2007/8.

Lead Managers to ensure all interventions are undertaken. Set individual court targets for absence figures based on guidance from HR.

3 4 12

Monthly absence data included in monthly performance data. Lead managers to ensure timely interventions take place to ensure prompt action and return to work as soon as possible. Set local targets.

3 3 9

HR BP Lead Court Managers

14 Performance Management

SMART objectives will not be aligned across Area. Gaps in coverage.

Area benchmarking to be undertaken and all objectives agreed to support the business. Staff (Bands A-D) to have at least two SMART objectives.

3 3 9

Managers to record progress and report to HRBP.

3 3 9

HR BP Lead Court

Manager



Current

Scores Residual

Scores

Q1 Q1

2007-08

2007-08

Obj ID

Objective Risk ID


I L Score


I L Score

Action Owner

15 DCA Diversity objective

We will fail to achieve the DCA Diversity objectives

Establish Area Diversity Group to deliver the Area objectives 3 3 9

Carryout benchmarking exercise and develop Area Action plan

3 2 6 Area Director

16 Training and Development of Staff

Training plans will not meet business need.

Staff training needs assessed at annual review and communicated to the HRBP and the training coordinator. Plans agreed which meet business needs and Lead Managers monitor and evaluate training interventions.

3 3 9

Managers to assess training outcomes. Training needs identified at early stage. Training co-ordinator ensures needs are met. .All training interventions agreed by the Senior Management team as priority will be delivered.

3 3 9

HR Business Partner Lead

Court Managers



EFFICIENCY SAVINGS The expectation for 07/08 allocation is an inflationary uplift of the 2006 BV3 allocation but the Region and its’ Areas will need to deliver a share of the £11.8M savings to which HMCS is committed under CSR07. The savings are expected to mainly be delivered by the Area restructuring and headcount reduction. It is anticipated that the increase in costs to the Region from Pay and Grading as of August 2007 will be supported from additional funding from DCA. Although the position is not known at this stage for planning purposes each Area is looking at cuts of 2.5% of the 2006 BV3 allocation. Analysis of current financial reports would suggest the efficiency savings for Thames Valley in real terms will be approximately £564K for business planning purposes.

Description of Saving Value Service Action Cash

£ Non-Cash

Procurement initiatives £100,000 More efficient procurement processes

Encourage Managers to engage in DCA preferred contracts when opportunities arise, champion use of online ordering of stationery. Transfer all breach warrants to the regional contract. Utilise improved in house magistrates training facilities

Energy efficiencies £50,000 Energy conservation In liaison with Energy Branch review contract dates and move to DCA contracts where possible. Careful monitoring of usage and encourage energy conservation.

Legacy IT £80,000 Scrutinise IT budgets and consider those prepared to cease in anticipation of Libra implementation.

Mediation initiatives £0 Improved level of customer service

Promote increase use of mediation services to deliver long term benefits.

Juror utilisation £50,000 Improved juror satisfaction

Achieve better juror utilisation figures.

Staff efficiencies £284,000 Reduced management overheads

Where opportunities arise consider further restructuring/centralisation.

Total efficiencies £564,000



NOTE: The identified savings shown above are in addition to the headcount savings shown below.

HEADCOUNT SAVINGS In 2007/8 the South East Region headcount reduction target has been set at 115 FTE, therefore, in addition to the prescribed efficiency savings the Thames Valley Area will be required to reduce its headcount and contribute to the Regional target. The target at the start of the year 2007-08 is a reduction in headcount locally of 27. However, the Area targets will be reviewed in year to take into account developments in HMCS’s policy regarding contracting out of support services. As such the target of 27 for the Thames Valley may reduce as outsourcing opportunities are linked as security and cleaning are already contracted out. HMCS Thames Valley is developing its plans to meet its headcount target. It is likely that these plans will include the contracting out of residual support posts, a rationalisation and reduction of management overheads and where practicable further centralisation of administrative processes, possibly under the Libra rollout programme. BUDGET ALLOCATION The budget allocation for 2007-08 has not been announced but is expected to be similar to the 2006-7 allocation.

Budget Allocation 2006-7 (£)Income -991.2Judicial salaries 2,295.8Staff salaries 14,559.1Estates 2,121.8Operating Leases 17.7PFI Suppliers 17.0Court Costs 1,365.8Other Judicial Costs 835.0Other Staff Costs 301.0Other Operating Costs 2,099.5Net Total 22,621.6