Second supplementary memorandum submitted
by the Criminal Cases Review Commission
SUMMARY OF
THE REPORT
BY MCKINSEY
& CO IMPROVING
THE CASEWORK
PROCESS AT
THE CCRC
1. Context and objectives
McKinsey & Co was engaged by the Criminal
Cases Review Commission (CCRC) to conduct an independent, six
week review of how CCRC assesses applications for cases to be
reviewed. At the end of this collaborative process McKinsey prepared
a report outlining its findings and recommendations. The report
was presented on 15 November 2005.
In the report the stated objectives are listed
as:
— Assess whether the current processes
are still appropriate to achieve the Commission's overall objectives.
— Consider whether the best use is
being made of available resources.
— Make recommendations regarding process
control and measurement.
— Assess whether processes can be adjusted
to improve efficiency and effectiveness.
— Identify areas where "quick
wins" can be achieved which will provide significant improvements
in case waiting times.
— The report notes that the broader
context for the review was the CCRC's need to process a growing
caseload within tight budgetary constraints.
2. Methodology
The report describes how the review team, which
included a seconded member of the CCRC staff, first engaged in
a diagnostic exercise to understand the current approach to case
working at the CCRC and identify potential areas for improvement.
The team worked collaboratively with staff across the Commission,
conducted a series of workshops and interviews, and analysed current
ways of working. The team then developed a set of recommendations
to improve and streamline the caseworking process, and shared
these with the Commissioners, Senior Management and all staff.
3. Recommendations for improvements to caseworking
The review resulted in four main recommendations
for change, the broad principles of which were accepted at Commission
Meetings in November and December 2005. Following this the Commission
set up a Project Board to deliver detailed solutions for implementation.
The recommendations contained in the report
were:
1. Develop segments and case pathways:
Segment cases into three streams by complexity/duration and follow
a pathway through the process defined by segment and case type,
with clear end-date.
2. Introduce a rhythm of performance management
with clear targets: Introduce a managed monthly rhythm for
"medium" and "long" cases to check progress
and address issues. Align this with regular, individual performance
management and overall organisational performance management.
3. Establish caseworking teams: Establish
caseworking teams co-located in the corners with integrated admin
support and Case Review Managers (CRMs) appointed as Team Leaders
to manage the monthly rhythm and unify case and individual performance
management.
4. Clarify governance, responsibilities
and accountabilities: Clarify governance, responsibilities
and accountabilities within the casework process, clearly separating
setting principles and procedures, managing the casework process,
and actually doing casework.
The report also identified 7 "supporting
decisions for consideration". These are being taken into
account by the Project Board in delivering its detailed proposals
for the development of the organisation's casework processes.
These were:
1. Increase Case Review Manager (CRM)
resource by streamlining non-casework functions by looking
for opportunities across the entire organisation, to ensure that
the maximum possible resource is invested in CRMs.
2. Actively manage case intake through
"marketing" to provide clear information, better manage
applicant expectations and minimise pointless or misconceived
applications, and through filtering out and not accepting some
cases.
3. Manage portfolio and allocation
such that each CRM has an individually defined portfolio, a new
case is triggered when one is closed, and cases are allocated
to account for skill and preference as well as CCRC needs.
4. Improve applicant service through
regular, open communication and direct interaction with the applicant
where appropriate.
5. Encourage personal development
through giving and receiving feedback openly, and developing a
skills matrix and knowledge sharing mechanism.
6. Reaffirm values and translate them
into actionable "rules of the road".
7. Develop internal leadership and communication
placing the Director of Casework in the leadership of the casework
processes, and developing open two-way communication of good and
bad news.
4. Conclusion
The report suggests that the recommendations
offer an opportunity for the CCRC to make significant improvements
to the way it works and in its overall future performance.
The report suggests that the proposed new ways
of working should provide CCRC with the capacity needed to clear
the backlog of cases that has developed over recent years, and
significantly reduce waiting time for future applicants.
The report concludes that this will not be a
quick process, and the major elements of change could take 18
months to get right.
June 2006
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