Chapter 5: Investing in the Future
As the previous chapters show, 2004-2005 was a demanding year but we continue to make steady progress on a number of fronts. We intend to maintain this momentum during the year ahead.
Management Structure
The structure and effectiveness of the Agency will be the subject of an independent review during 2005-2006. The review will focus on how the SCS has performed against its stated objectives since its inception in 1995 but a key deliverable will be to ensure that the Agency is as well placed and organised as it can be to continue to manage effectively in the future. The recommendations of the review team are expected towards the end of 2005.
Improving the Justice System
Managing across the justice system through effective partnership with other agencies is central to the delivery of justice policies. We will continue to attach a high priority to joint working during 2005-2006. Specific commitments include supporting the Summary Justice Reform programme and the work of the national and local Criminal Justice Boards. The Summary Justice Reform programme provides for:
- a unified courts administration
- a range of system and procedural enhancements targeted at speedier and more effective disposals
- an improved regime for the recovery of financial penalties
We have already started to look at the resource and financial implications of courts unification and will develop our thinking during 2005-2006 in close collaboration with a range of stakeholders including colleagues in the local authorities and the District Courts. We will also be working closely with the Scottish Government, COPFS and other partners to model the proposals for system improvement. Separately, we will evaluate the options for improving the recovery of financial penalties. As part of our contribution to the work of the national and local Criminal Justice Boards, we will continue to support the innovative Grampian and West Lothian projects which are considering the scope for expediting the disposal of summary criminal cases. Both projects have completed their analysis and redesign phases and “clean stream” systems will be piloted during 2005-2006.
Developing our Services
SCS aims to deliver a range of accessible services which are speedy, reliable and responsive at the point of delivery. During 2005-2006, the main vehicle for improving service delivery will continue to be Charter Mark – the UK Government’s national standard for excellence in customer service. Our immediate aim is to obtain accreditation of SCS corporate evidence to support more courts and business units to secure and retain Charter status.
At the same time, we will press ahead with our plans for upgrading the court estate. Specific commitments during the year include
- continuing the redevelopment of Parliament House
- completing the new annex at Aberdeen Sheriff Court
- continuing the refurbishment of Dumbarton Sheriff Court
- developing an out-housing solution to ease business pressures at Hamilton Sheriff Court
To meet the requirements of the Vulnerable Witnesses (Scotland) Act 2004, we will acquire and suitably equip a number of non-court sites to enable children under the age of 12 to give evidence without having to attend court.
Improving our Efficiency
In common with all Scottish departments and agencies, we will continue to take forward the Executive’s efficiency agenda during 2005-2006. Our target is to deliver savings in cash and time. Our programme for achieving this has several strands, including
- implementing a new long term estates strategy which we will develop in consultation with our stakeholders
- enhancing our existing IT systems, principally the COP system used to process Sheriff Court criminal business
- developing further options for e-delivery of services including on-line processing of small value civil actions
- optimising our manual processes through the application of systems thinking
- examining the scope for centralising back-office functions
We will continue to pursue each of these during 2005-2006.
Investing in our People
Our people remain our most important strategic resource and, during 2005-2006, we will renew our efforts to ensure that staff at all levels are managed and supported in a way that enables them to give of their best and are provided with the technical and other skills needed to meet the increased expectations of those who use our services. Training will remain large on our agenda for 2005-2006. We will evaluate our existing arrangements and bring forward proposals to ensure that staff are fully equipped to deal effectively with an increasingly challenging change agenda. As part of that, we will consider ways of assessing the technical skill levels of front-line staff.
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