Context
Since justice was devolved to the Northern Ireland Executive and Northern Ireland Assembly in April 2010, there have been numerous strategies developed.
The criminal justice system has seen investment in and the delivery of many service and technology enabled improvements, yet outcomes remain fairly static with limited improvement in the performance of the criminal justice system, the experience of victims, witnesses and defendants or those working within it.
Criminal cases continue to take too long end-to-end with 90% of all cases completed in 769 days in 2022-23 compared to 527 days in 2018-19.
Transforming justice requires effective planning, resources and development of policies and strategies that address key issues across the criminal justice system, rather than focusing on single organisational priorities and improvement agendas.
Inspection findings
The inspection found transformation was too readily used as a badge for individual service or system changes because they were affordable, without the benefit of meaningful collaboration with others about their impact.
What delivered an efficiency for one organisation could create a pressure elsewhere.
Most transformation, service improvement programmes and project bodies were being led by the same relatively small pool of senior leaders and decision makers in the criminal justice system.
While there were benefits secured through good working relationships and collaborative working, it also placed competing demands on their time and their contribution, especially for leaders working in smaller bodies.
Notable achievements
Inspectors found a number of notable achievements had been delivered including the reform of youth justice and reduction in the number of children in custody. The introduction of the Causeway information sharing platform was another significant development alongside the use of video links for Court proceedings. The culture shift in the NIPS to focus on people in their care and preventing reoffending was another milestone.
Inspectors identified the ability and response of the criminal justice organisations and the Judiciary during the COVID-19 pandemic, to come together to maintain business continuity and essential services while protecting the health and safety of those using or working in the criminal justice system, as a example of what could be achieved through strong partnership working.
What next?
A true partnership and system-wide approach to transformation and future investment needs to be developed.
The Criminal Justice Board has already agreed five priorities to speed up justice and are well placed to agree a shared future vision for system transformation.
Inspectors recommend the DoJ should agree with the key criminal justice organisations represented on the Criminal Justice Board, a shared future vision and strategic priorities to deliver transformational change and innovation across the criminal justice system. This should be clearly communicated and reflected in each organisation’s Corporate and Business Plans.
A review should also be undertaken of all existing programme and project boards, working groups and other fora with the aim of reducing duplication without losing meaningful participation and decision making power. This should be completed inside the next six months.
Inspectors have made one strategic recommendation and two operational recommendations to support leaders within the criminal justice system to take risks and deliver the improvements the public expects and service users deserve.
The Criminal Justice Board with a restored Northern Ireland Executive and Minister of Justice in place are uniquely positioned to provide the direction, decision making and accountability needed to help make this happen.
A new Programme for Government that is committed to transformation should support the criminal justice system’s future vision.
You can also read the inspection Terms of Reference.
