Juvenile Referral Process Superintendent John Keegan & Catriona Gilheany HEO Review of Administrative Practices Group An Garda Síochána North East Lean Forum Lean in Services Operational Excellence Development Workshop Thursday, September 3rd, 2009 City North Hotel, Gormanston
An Garda Síochána Ireland s national police service with over 16,000 employees Provision of 24/7 policing service Budget allocation 1.5bn Geographically dispersed & diverse operational area 703 Stations and 12 Major Facilities Militaristic/hierarchical command and control structure Page 2
An Garda Síochána Dynamic policing environment requires a high level of specialisation including: Crime Scene Examination Emergency Response Units Public Order Management Teams Child Interviewers Air, Water, Dog and Mounted Units Crime Investigators Legal Advisors Forensic Collision Investigation Units Page 3
An Garda Síochána Meeting the public s service expectations is particularly challenging. Identified as critical to the delivery of services are: Good communication Good administration A well equipped, trained, informed and knowledgeable workforce Page 4
Challenges within the organisation A hierarchical structure results in labour intensive administration and communication transactions A culture of paper based administration If it works don t break it Critical requirement for fast, efficient and effective dissemination of information High demand on continuous training and up skilling of members Page 5
The Review of Admin Practices Group Commenced early 2008 under the auspices of the Chief Administrative Officer with brief to run for up to 2 years Staffed with civilian members, consulting support, and experienced operational Garda members on secondment Scope limited to improvement of administrative processes 16 projects identified, based on survey of Divisional Officers nationally Page 6
LSS and An Garda Síochána Awareness of LSS and potential benefits as a result of networking with other public sector bodies 2 day workshop in February 2009 for Senior Management core concepts of LSS, exercises, exploring possible areas for consideration Growing interest in trialling LSS culminated with initiation of 2 pilot projects in mid-2009 Consideration being given to setup of a dedicated LSS team with remit for both administrative and operational process improvement Page 7
Process Improvement Approach Review of Admin Practices Group originally followed a general business process improvement methodology Stage 1 (Define) Establish Project Objectives, Confirm Sponsor, Plan Stage 2 (Current) Map Current Process, Identify Key Issues Stage 3 (New) Draft Revised Process, Document Controls Stage 4 (Changeover) Planning for Changeover Whilst method was not LSS it did embody many of the principles of LSS Page 8
Juvenile Diversion Programme (JDP) Aim is to prevent juveniles from entering into the full criminal justice system by diverting them from further criminal behaviour by means of a caution Legislated for under the Children Act 2001 and administered by the National Juvenile Office (NJO) in Harcourt Square Critical that referrals to the programme are processed speedily from detection to delivery of caution Page 9
How the JDP Works 1. Detection of an offence by a juvenile 2. Garda complete referral form and sends to NJO 3. NJO review and make recommendation 4. Recommendation passed to Juvenile Liaison for action 75% of referrals lead to a recommendation to caution Page 10
Current Process Key issue is Timeliness Communication via exchange of paper Extensive use of surface mail Process is far too manual, too paper based and has too many steps which add no value Page 11
Value Stream Creation of Referral CVA CVA CVA Page 12
Revised Process More automated support through enhancement of corporate IT systems Referral electronically created at time offence recorded Electronic distribution of recommendations to Juvenile Liaison for action Significant throughput improvement, cost reduction through saving of staff time, postage and paper Page 13