CREATING A RESPONSIVE, DYNAMIC PUBLIC SECTOR A CRIMINAL JUSTICE SYSTEM CASE STUDY

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1 CREATING A RESPONSIVE, DYNAMIC PUBLIC SECTOR A CRIMINAL JUSTICE SYSTEM CASE STUDY Professor Michael Kaye 1*, Dr Marilyn Dyason 2 1. University of Portsmouth Business School, UK, Department of Strategy & Business Systems, University of Portsmouth, Richmond Building, Portland Street, Portsmouth, UK (00 44) michael.kaye@port.ac.uk 2. Quality Partnership Limited, UK Keywords Leadership, strategic quality management, collaborations and partnerships, cusmer value strategies Our presentation addresses the need develop a more proactive and dynamic public secr that can better anticipate and satisfy the needs of society. We draw on our significant experience within the UK criminal justice system illustrate how the courts service has evolved over time in response a rapidly changing environment. Our current work is concerned with developing the capability of the service address societal issues more proactively, more sensitively and more effectively. We do this by engaging with the grassroots of society in order understand and anticipate their needs and by forging collaborations and partnerships between those delivering the public services. We engage with industry leaders learn more about commercial approaches creating a dynamic organisation and see what learning can be shared between the public and private secrs. We report on the influence of this new perspective on Government thinking, as well as its impact on leadership capability and approaches strategic quality management, and how this learning is being shared as best practice within the public secr. Methodology We will illustrate our presentation with a case study drawn from our significant experience of working within the criminal justice system in the UK. Through this methodology we will demonstrate the action-learning approaches we adopted with leaders in each of the criminal justice system agencies and partners in applying radically different quality management models the re-design of the courts service. We will share the problems and barriers we experienced, and how these problems were overcome, as well as the results achieved. Radically different quality management approaches - radically different solutions The case study will include examples of the radically different approaches and solutions, none of which had previously been adopted or tested by the courts service. Examples will include collaborations between criminal justice agencies and partners and leading industries in order identify and share leading-edge practices. At the heart of these collaborations were approaches used in successful industries where cusmer value strategies ensured that products and

2 services were designed around the needs of the cusmer, supported by strategies build capability in the supply chains achieve a greater cusmer responsiveness. Other leadingedge approaches included establishing dynamic networks within communities connect organisations and businesses serving the local community in order actively engage in understanding and tackling issues of concern. The results of these will be featured in our presentation. We will draw out the key learning points from our case study, summarising these as: implications for leaders and implications for quality. Conclusions and Societal Benefits Our work has been concerned with transforming the separate parts of the criminal justice system in a more cohesive public service that meets the needs of society for protection and live without fear of crime. Working gether with leaders facilitate this on-going process of change, we have designed a new dynamic business model that can be tailored deliver the required outcomes. The model is underpinned with business excellence principles, placing greater emphasis on responding more effectively feedback from the cusmer. The model, which is being applied elsewhere in the public secr, is supported by a practical olkit help all those involved understand the delivery chain.

3 Creating a responsive, dynamic public secr: A Criminal Justice System Case-study Professor Michael Kaye Dr Marilyn Dyason UK

4 The Challenge... Of the million crimes recorded every year, only 1 in 5 result in an offender being brought justice.cases fall out of the system. Public confidence in the system is low. It is necessary focus more on the needs of victims and witnesses.. reduce the Justice Gap Our brief from Government. How would we design the case progression process address these challenges, assuming no obstacles taking a clean sheet approach?

5 Methodology We.. developed leaders whilst addressing these challenges facilitated understanding and awareness of the holistic nature of leadership: how can we look at the big picture and work gether in an interactive proactive way which develops a different leadership style? involved leaders of all levels from each of the criminal justice system agencies and partners in interactive workshops where this sharing and understanding was developed Criminal Justice Excellence Forum (CJEF) developed and used a framework as a strategic driver applied ols and techniques, based on our learning about leading-edge practices from other industries, better understand the process of a case from start finish

6 Agency champions Criminal Justice Excellence Forum Crown Prosecution Case Progression Process Process improvement facilitar Probation Service Witness Service Police CJE Forum Champion Solicirs Magistrates Court Crown Court The big picture : a more holistic, process view

7 Using our framework as a strategic driver Do Do we we understand understand the the needs needs of of all all cusmers cusmers (internal (internal and and external)? external)? How How do do agencies 3. agencies 3. Which Which critical critical need need work success work success facrs facrs are are gether key gether key delivering delivering deliver cusmer deliver cusmer cusmer cusmer value? Value? value? Value? Cusmer Value Probation Service Witness Service Solicirs Police Crown Prosecution Case Progression Process Magistrates Court Crown Court Cusmer interface Which Which critical critical business business issues, issues, tackled tackled now now would would bring bring about about immediate immediate benefit benefit victims victims and and witnesses witnesses and and society society in in general? general? Where Where should should we we Look Look for for leading-edge leading-edge practices practices (within (within our our own own industry industry as as well well as as outside outside in in unrelated unrelated industries)? industries)? 5 questions addressed in order identify focus of effort

8 Focusing our effort in the search for leadingedge practices Our critical business issue: To work with criminal justice system partners deliver a seamless service that commands the confidence of the community it serves and offers cusmer value The following critical success facrs were key delivering cusmer value: Supply chain interdependency a successful cusmer outcome is dependant upon internal cusmers and suppliers working effectively gether Speed of throughput (timeliness) the service must be delivered without delay and the right actions must be taken at the right time Service is cost-critical increasing demand for the service with finite resources Zero-lerance for errors errors in the case progression process have a direct bearing on the quality of justice Stakeholder and cusmer relationships the needs and expectations of all stakeholder groups must be undersod and met, sometimes these needs are conflicting We used the critical business issue and critical success facrs identify the best company match in the search for leading-edge practices We carried out an International research study, involving company profiling, and matching business issues with our own. In summary, these were: build capability within our supply chain and improve cusmer stakeholder relationships

9 Best match: Toshiba Tec Electronics Outcomes Toshiba Tec had successfully increased the capability of the supply chain through partnerships and collaborations (achieving cost savings and improving quality) designed and developed new products in partnership with cusmers without using additional resources Leading-edge practices in order achieve this, they had: applied virtual organisation principles the supply chain: supplier and partners involved in the supply chain working gether (the boundary-less organisation) established partnerships with suppliers reduce duplication and increase cusmer value (suppliers own the first stages of the process Supplier Value Added Programme) introduced Total Productivity Maintenance strategies including short lead-time whilst enhancing manufacturing flexibility, resource optimisation (avoiding delays and downtime ) streamlined workflow, moving from documented procedures flows, ensuring value is added at each stage in the process aimed for zero cost failure due people not following procedures (programme of strategic cost management)

10 Best match: Singapore Courts Outcomes Singapore Courts had successfully, developed a new cusmer-led business model around cusmer value (multi-door court house) introduced a paperless system - integrated IT system with suppliers engagement introduced virtual services i.e. services delivered e-commerce structure for dispute resolution without having attend court earned a reputation as world-class court for innovative approaches Leading-Edge Practices in order achieve this, they had re-aligned performance measures reflect cusmer value Justice scorecard worked with the cusmer deliver more people-centred processes rather than paper-centred (building processes from the cusmer at the start rather than the end). established partnerships and collaborations with other Government departments improve outcomes (for example with the Ministry of Sport in the Rehabilitation of Offenders) with communities (involved them in addressing local issues) with private secr - developed learning labs (e-justice lab) called Knowledge Capitalisation

11 Transferring the leading-edge practices from Toshiba Tec Electronics In order build capability within our supply chain, we applied virtual organisation principles the supply chain, engaging with suppliers (as in TSE) and criminal justice agencies and partners in the Magistrates Courts case study examined the effectiveness of the interfaces between the agencies and partners in the criminal justice system supply chain and measured the extent which cusmer expectations were met (as in TSE supplier value added programme) analysed the case progression process identify the extent which it was designed meet the necessary outcomes Built capability in the supply chain through the application of manufacturing problem-solving ols and techniques adapted from TSE Total Productivity Maintenance Programme laid the foundations of a national case management framework by identifying key roles and responsibilities of each criminal justice agency and partner at each stage in the progression of a case with the aim of delivering consistent standards for end users and cusmers

12 Transferring the leading-edge practices from Singapore Courts In order develop our cusmer and stakeholder relationships, we created a one-sp-shop for witnesses be delivered on a multi-partner basis - based upon Singapore Court s Multi-Door Court House concept (a business case for this was adopted as a national model within Ministry of Justice) developed a Justice Scorecard that provided a balanced set of cusmervalue related measures and reflected the interdependencies in the Justice supply chain introduced the concept and application of a paperless case progression process between agencies using technological developments established partnerships and collaborations: with agencies and partners tackle society (community) issues such as death as a result of road traffic accidents and domestic violence, including education programmes delivered in the community with the media (media strategy) promote the key messages positively hosting joint events on particular themes, for example with community groups (especially hard reach groups such as victims of domestic violence) in order increase confidence in the system with community voluntary groups including witness service, victim support service and road victims trust and the local business community improve the service experience for victims and witnesses, (access facilities, support, information)

13 In court process Process or Product Name Responsible Process Step Communic ation with cusmer Case Preparation Key Process Input Summons/ adj notices defendan t Indication of plea and case directions for hearing Provision of interpreters Potential Failure Mode Delay in issue of comm.. No case preparatio n due lack of plea Wrong or no interpreter Case Progression Process Communication with cusmer (case prep) step Chair Local Criminal Justice Board Potential Failure Abortive hearing. Wasted time and delay. Defendant or witness cannot understand proceedings 7 7 Potential Causes Lack of prior disclosure of evidence by CPS Lack of prior communic ation with witnesses. Lack of avail. Of interpreter s 9 9 Current Controls None None Prepared by: RN Effect(s) Defendant 8 Lack of Random 9 fails time 10 checking of appear in between court register court. adjournme case adj. nts. Adj Witness notes not attends produced court by unnecessaril computer. y. FMEA Date (Orig) Page1of 4 FMEA date (Rev) Actions Responsibility Taken Actions Recommended 720 Aumatic Court Increased inspection Manager inspection be and incorporated validation of in court court results. clearing role. Fast-track system be designed for communicating with cusmers. Plea and Senior Legal directions form Legal Adviser be Adviser training. completed at first listing Interpreter Court Telephone database be Manager interpreter expanded. service be Info provided leaflets/videos cusmers be made avail. To witnesses Methods, Tools and Techniques used in developing Leading-Edge Practices Cusmer and stakeholder relationship building: Virtual organisation principles applied examine the whole process ( the big picture ) Applying Servqual methodology understand cusmer needs and expectations and measure the extent which these were able be met (i.e. gaps ) Supply Chain Management (Supplier Value Added methods), flow-charting Cusmer Engagement methods (focus groups, citizens panels) and ols (relative importance matrix, impact analysis, scenario analysis, prioritising matrices, Servqual) Building capability within the supply chain Lean principles (removing non-value added activities) Problem-solving methods (brainsrming, cause and effect analysis, failure mode and effect analysis) Process design and re-design Defect reduction (six sigma) Cause and effect analysis Servqual Failure Mode And Effect Analysis (FMEA) Criminal Justice System Process/Product Failure Mode and Effects Analysis (FMEA) Severity Occurrence Detection RPN Severity Occurrence Detection RPN 115 Measuring cusmer value Balanced Scorecard establish and measure cusmerrelated qualitative and quantitative measures Justice Scorecard

14 How we have made a difference our community: local impact Significant cost-savings have been achieved by increasing productivity and reducing delays These cost-savings were channelled in the provision of new Witness Support Centres We created new victim and witness centred services so that instances of witness intimidation have been reduced Community confidence has increased due greater openness and transparency of the system, through the involvement of the local community in setting priorities (as measured by crime surveys, community focus groups, victims and witnesses experiences) Established a Road Victims Trust assist all those affected by road traffic accidents (identified as a priority local issue)

15 Changes made the case progression process the benefit of victims and witnesses delivering a national case management framework all criminal justice areas nationally ensure consistency of treatment and service setting legally binding timetables for case completion with defined actions at each stage introducing an appointment system for witnesses reduce waiting utilising resources more effectively by allowing administrative decisions be made outside the court room so that court is only used when legal decisions required providing witness centres in every criminal justice area replacing targets (such as number of cases per sitting hour) with cusmer-related measures (public confidence and witness and victim experience)

16 Findings and key learning points: implications for leaders New leadership capabilities: proactive involvement of leaders, greater emphasis on innovation, including approaches Quality Leadership (adapting leading-edge practices from world-class industries) Knowledge partnerships and collaborations in developing a responsive supply chain (creating a new service for victims of crime) Moving from silo horizontal leadership (allocating resources more effectively between agencies in favour of cusmer e.g. courts for domestic violence victims) Qualitative measurement and other decision-making models (measuring the confidence of society in the criminal justice system, resource optimisation models what-if analysis) Knowledge-based quality models. An appreciation of quality models used by world-class businesses and when their application might be appropriate (for example, how a strategic analysis of the needs of different cusmer and stakeholder groups can result in the re-design of the service around cusmer needs witness service model)

17 Our on-going work with Government bodies and industries We are working with leaders develop the new capabilities through a series of Leading-Edge Workshops, using action-learning methodologies described in our study The following are some examples of where this work has led changes within the public secr make it more dynamic and responsive the needs of society and the wider community Innovative partnerships with industry, for example, between the police and the mobile phone industry in the design and development of a communications strategy Government Departments jointly addressing cross-cutting issues of public concern, for example, Ministry of Defence and Department of the Environment working gether address environmental concerns and public safety issues Community collaborations: using cusmer value mapping develop a themed approach tackling cusmer community issues across local authorities (for example, school absenteeism and drug abuse) Such strategic initiatives now play a key role in the development of the civil service better anticipate and meet the needs of society