MIDLANDS SERVICE CENTRE BUSINESS PLAN 2003/2004

Date: March 2003

SECTION 1 – INTRODUCTION

The Midlands Service Centre was established in April, 1999 following the reorganisation of CPS into 42 Areas.

The Service Centre provides various administrative services (i.e., Personnel, Finance,
FM, Equality & Diversity and Training) and advice to 745 customers across the
following four CPS Areas:-

• CPS West Midlands
  • Birmingham TU/CJU
  • Coventry TU/CJU
  • Wolverhampton TU
  • Black Country CJU’s
  • 6 police based Glidewell Units
    • Brierley Hill
    • Halesowen
    • Solihull
    • West Bromwich
    • Bournville Lane
    • Walsall
• CPS Staffordshire
  • South Staffordshire Branch
  • Newcastle-under-Lyme Branch
• CPS West Mercia
  • Hereford & Worcestershire
    • Droitwich TU/CJU – based in Droitwich
    • Shropshire TU/CJU – based in Shrewsbury
• CPS Warwickshire
  • Warwickshire TU/CJU – Leamington Spa

The Service Centre is managed by Irene Borrill and currently employs 23 staff across 4 teams.

SECTION 2 – OBJECTIVES, PRIORITIES AND DELIVERY OF PSA TARGETS

The three PSA targets are:-

• Narrowing the Justice Gap
• Improving Public Confidence
• Value for Money

2.1 Improving Public Confidence

WITNESSES

Objective - Engage with and provide services to witnesses.

High Risk - Late and inaccurate provision of information from Areas and witnesses.

Countermeasures:

• Put in place SLA with targets (April 2003).
• Monitor compliance with SLA targets, identify poor performance and produce management reports (monthly from April 2003).
• Post payment checking (immediate).
• Training for Service Centre staff (mentoring new staff and ensuring all staff notified of changes).

FINANCE

Objective - Provision of a payment system for Areas.

High Risk - Unreliability of current Ross system.

Countermeasures:

• Business Continuity Plan (April 2003).
• Partnership arrangements with other Service Centres for local Ross problems (immediate)
• Identify urgent/high priority payments for processing in a manual system in case of a system failure (immediate if required).

PAYMENTS

Objective - To process payments (invoices/counsel/agents) within agreed timescales.

High Risks:

• Unreliability of Ross (as previously discussed).
• Late and inaccurate information from Areas.

Countermeasures:

• Awareness training (mentoring new staff and developing ownership)
• Late payment reviews and management reports to Areas from HQ performance figures (monthly-April 2003)

(These countermeasures only have a limited impact on the risks/real issue is that Areas regard payment of invoices as a low priority).

PAY

Objective - Provision of payroll systems to Areas so as to enable the recruitment and retention of competent staff.

High Risks:

• Late and inaccurate information from Areas.
• Lack of experienced Service Centre staff.
• Delay in processing by HQ.

Countermeasures:

• SLA with HQ (April 2003).
• SLA with Areas (April 2003).
• Monitoring and reporting back on poor performance.
• Monitor adherence with SLA targets (after each exercise).

2.2 Value for Money

RECRUITMENT

Objective - Run recruitment exercises in accordance with laid down policies to meet the increased demand for staff.

High Risks:

• Need for speed overrides willingness to conform with laid down policies.
• Lack of Service Centre resources to meet demands.
• Lack of suitable recruits/lowering of standards.

Countermeasures:

• Use of provisional/casual appointments to meet needs (immediate as and when required).
• Realistic/competent sift practices (immediate)
• Switch/review Service Centre resources to recruitment (immediate and constant).

CO-LOCATION

Objective - Provide advice and support on co-location in respect of the CJU/TU and charging initiatives.

High Risks

• Increased demand for assistance in a short timescale when resources are not available to meet this.
• Lack of clarity on what is needed (moving targets/changing demands).

Countermeasures:

• Agree annual co-location plans with Areas (April 2003)/
• Formal change procedures for co-location plans (April 2003).
• Service Centre Managers to set up forum for staff engaged on Facilities Management so as to share knowledge and best practice (June 2004).

PREMISES

Objective - Provide help and advice to enable Areas to meet requirements of DDA and Health and Safety regulations.

High Risks:

• Lack of expertise.
• Areas do not ask for help and advice.

Countermeasures:

• Provide training for staff (as and when required).
• Raise Area awareness (regular monthly bulletins).
• Carry out programme of assessments of premises (biannually – July 2003).

SECTION 3 – SUMMARY OF TARGETS

SECTION 4 – CASELOAD VOLUMES

Not applicable.

SECTION 5 – BUDGET

Please see Annex E.

SECTION 6 – PROFILES OF STAFFING AND NON-RING FENCED ADMINISTRATION SPENDING 2003/2004

See Annex F. in the PDF version of this document: scbpmids.pdf

ANNEX A

KEY RISKS TO ACHIEVEMENT OF PSA TARGETS 2003-2004

AREA/ SERVICE CENTRE:
S04 Midlands

Please show below the five principal risks you have identified to delivery of PSA targets during 2003/04

Risk Number 1: Unreliability of Ross system.

• Owner: Lisa Douglas Head of Finance
• Likelihood/Impact (H,M,L): High/High
• Existing Countermeasures: Business Continuity Plan Partnership with S/Centres Identify urgent priority payments
• Risk Assessment Effectivenss and Sufficiency of countermeasures: This would supply short term cover only. This is for local Ross/server problems only. Prioritise those payments for manual cheques.
• Risk Status (red, amber, green): Amber
• Proposed Countermeasures (with action/review dates): Business Continuity Plan to be done in April 2003. Permanent arrangement to alternative system. Ongoing.

Risk Number 2: Health and Safety - Lack of expertise in the Service Centre and Areas not asking for help.

• Owner: Tony Moore FM Manager
• Likelihood/Impact (H,M,L): Medium/High
• Existing Countermeasures: Provide training for staff. Raise Area awareness. Conduct unannounced H & S checks.
• Risk Assessment Effectivenss and Sufficiency of countermeasures: Effective and up to date. Effective but required frequently and ongoing. Effective if reports acted on by Areas.
• Risk Status (red, amber, green): Amber
• Proposed Countermeasures (with action/review dates): Constant and ongoing. Bulletins to be sent more frequently. Checks to continue bi-annually.

Risk Number 3: Unable to recruit suitable staff quickly.

• Owner: Jim Williams Head of Personnel
• Likelihood/Impact (H,M,L): Medium/High
• Existing Countermeasures: Co-ordinate with other S/Centres and HQ. Realistic/competent sift practice. Switch/review S/C resources.
• Risk Assessment Effectivenss and Sufficiency of countermeasures: Effective and ongoing. Effective however partly dependant on Areas. Effective if timescales are realistic.
• Risk Status (red, amber, green): Amber
• Proposed Countermeasures (with action/review dates): Management info to Areas on board results - ongoing. Recruitment request forms for Areas - ongoing. Timetables produced and adhered to - ongoing.

Risk Number 4: Non-retention of staff.

• Owner: Jim Williams Head of Personnel
• Likelihood/Impact (H,M,L): High/High
• Existing Countermeasures: Close liaison with Areas improved working conditions training and induction.
• Risk Assessment Effectivenss and Sufficiency of countermeasures: Effective however partly dependant on Areas. Effective however dependant on Areas.
• Risk Status (red, amber, green): Amber
• Proposed Countermeasures (with action/review dates): Closer liaison with Areas. Analysis of Exit Reports - as required.

Risk Number 5: Non payment of invoices

• Owner: Lisa Douglas Head of Finance
• Likelihood/Impact (H,M,L): Medium/High
• Existing Countermeasures: Late Payment Report to Areas. Monitoring backlogs. Awareness training for S/C staff.
• Risk Assessment Effectivenss and Sufficiency of countermeasures: Effective only if acted upon by Areas. Effective. Effective.
• Risk Status (red, amber, green): Amber
• Proposed Countermeasures (with action/review dates): Awareness training for the Areas. Continue to review backlogs - ongoing.

ANNEX E

SECTION 5: 2003-04 ADMINISTRATION COSTS BUDGET

AREA NO: 35 AREA NAME: MIDLANDS

Details of Area Allocation Decisions

Total Prosecution Costs: £0

Total Ring Fenced Running Costs £610,000

Total Capital £0