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Corporate Business Plan 2004 - 2005

Foreword by the Attorney General

Introduction by the Director and Chief Executive

CPS Aim, Objective, Vision and Strategy

PSA Targets

Key Objectives for 2004/05

Resources

Performance Management and Risk

Annex A - Organisational Chart

Annex B - Resource Table for Areas and HQ Directorates

Annex C - Performance Management Framework for 2004-05

Foreword by the Attorney General

I am delighted to write a Foreword for this year's CPS Business Plan. This coming year marks the start of a critical time for the development of the CPS. The Service is now moving to what I describe as its "third stage". The last few years have seen major achievements for the CPS. It is important that these are built upon so that the CPS is universally recognised as a world class prosecuting service at the heart of the criminal justice system.

I and my ministerial colleagues are determined that through the provision of better services to the public we will build a fairer and more decent society. This applies to the CPS as much as it applies to other public services providers. This means:

  • Being more outward looking than in the past. Prosecutors and their staff play a key part in the life of the communities in which they work and live. Decisions they make every day have a real effect on the lives of local people. We need to listen to the concerns of these people and try to shape services to their needs.
  • The CPS being accountable to the public for the quality of the service which is delivered and the results achieved. I want the CPS to be measured and inspected on its performance rather than its processes. This means working effectively with colleagues in the criminal justice system
  • Never forgetting the importance of taking care of victims and witnesses. It is vital for public confidence in the criminal justice system that those who have suffered a crime are willing to call the police if it happens again. And we want those who witness crimes to be prepared to give evidence. This will happen if they feel valued and supported during their experience in the criminal justice system.
  • We need to be imaginative in the way that we work. This involves getting the cases right from the start, particularly through the implementation of charging; playing a key role in deciding the disposal of cases, for example, through conditional cautions; and increasing the prosecutor's role in cases, for example, through seeing a case through to conclusion, including presenting it in court.

My overall aim is to see the CPS playing a vital part in ensuring that:

  • People feel more secure from anti-social behaviour and crime.
  • Communities are safer places to live and work.
  • More offenders are brought to justice.
  • More proceeds of crime are recovered.
  • The criminal justice process works more efficiently.
  • The public have confidence and trust in the CPS and the criminal justice system as a whole.

I am confident that this Plan will focus CPS' efforts towards achieving these outcomes.

The Rt. Hon Lord Goldsmith QC, Attorney General

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Introduction by the Director and Chief Executive

The CPS is beginning to be seen as an organisation that delivers. But there is more to do to become a world class prosecution service and a respected and valued public service. The Business Plan for 2004-05 sets out our next steps on this journey. It is our aim to become a world class prosecuting service. This means:

Strengthening the prosecution process: moving frontline prosecutors to the centre of their local CJS; making them the decision makers; giving them the power to decide when a charge is justified; whether the case should be diverted or proceed through the courts; ensuring that cases are right from the start. Our continued work on introducing the charging reforms and our piloting of conditional cautions will move us forward this year.

Making our case building robust and consistent: probing strengths and weaknesses; keeping cases under active review, responding to changes to strengthen weak cases; building the strongest possible case for prosecution; and placing the best evidence before the court. Our continued emphasis on casework quality and our introduction of the Compass CMS are major elements here.

Presenting that evidence ourselves: the prosecution service will come of age when we routinely conduct our own advocacy in the higher courts and have Designated Caseworkers doing more work in the magistrates' courts. An expansion in the numbers of HCA training places and better utilisation of both HCAs and DCWs are planned for 2004-05.

Becoming champions for justice and for the rights of victims: victims knowing their cases are being properly handled and we have their interests at heart. Providing someone or somewhere to go in order to raise issues, concerns or special needs and to receive updates on the progress and outcome of their case. The "No Witness No Justice" funding announced in February will allow us to roll out witness care schemes across England and Wales.

Inspiring the confidence of the communities we serve: accounting for our performance to the public and responding to the views of the local communities we serve, and playing our part in delivering community justice. This year we will develop a national community engagement strategy, in consultation with those we serve and our partners in the criminal justice system.

Playing a central part in prosecuting the most serious crimes: an enhanced and extended prosecution team gateway between the CPS and National Crime Squad, a cadre of in-house advocates dedicated to the NCS caseload and a cadre of special casework lawyers throughout the Areas will allow our contribution to become even stronger.

Being renowned for fairness, excellent career opportunities and for the commitment and skill of all our people: opportunity for all; improving the working environment, extending family-friendly polices and providing opportunities to attract well-qualified candidates for jobs from the diverse communities we serve. So anyone of ability can rise to the top and there are no glass ceilings; absolutely committed to equality and diversity.

That is the organisation we will become. Building on success and moving, in 2004/05, towards our proper place as a world class prosecuting service and a valued public service.

Ken Macdonald
DPP		 Richard Foster
Chief Executive

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Crown Prosecution Service Aim and Objective

The aim of the Crown Prosecution Service directly supports the overall aims of the criminal justice system of reducing crime and the fear of crime and their social and economic costs; and to dispense justice fairly and efficiently and to promote confidence in the rule of law. It is to:

Deliver a high quality prosecution service that brings offenders to justice, helps reduce both crime and the fear of crime and thereby promote public confidence in the rule of law through the consistent fair and independent review of cases and through their fair, thorough and firm presentation at court

The objective supporting this aim is to:

Ensure the effective delivery of justice

A Vision and Strategy to Achieve the Effective Delivery of Justice

In 2003/04, as part of the on-going effort to ensure the effective delivery of justice, the CPS carried out a fundamental review of its long-term vision and strategy. As a result of this review a new, clear, engaging vision statement has been agreed by the organisation. It is:

The CPS aims to be a world-class, independent prosecuting authority that delivers a valued public service. This is a Service that:

  • drives change and delivery in the criminal justice system
  • strengthens the prosecution process to bring offenders to justice
  • is a champion for justice and the rights of victims
  • inspires the confidence of the communities we serve
  • is renowned for fairness, excellent career opportunities and the commitment and skills of all its people

The objectives for 2004/05 as outlined in this plan flow from the vision and strategy and are designed to both contribute to the achievement of the Criminal Justice System PSA targets for 2003-06 and to move us towards our vision of the CPS of the future.

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Public Service Agreement (PSA) Targets

The Government has set challenging targets for the criminal justice system for the period 2003-06. They were published in a Public Service Agreement in July 2002. They are to:

  • Improve the delivery of justice by increasing the number of crimes for which an offender is brought to justice, to 1.2million by 2005-2006; with an improvement in all CJS areas, a greater increase in the worst performing areas and a reduction in the proportion of ineffective trials
  • Improve the level of public confidence in the criminal justice system, including increasing that of ethnic minority communities, and increasing year on year the satisfaction of victims and witnesses, whilst respecting the rights of defendants
  • Increase value for money from the criminal justice system by 3% a year

The Attorney General shares responsibility for the delivery of these targets with the Home Secretary and Lord Chancellor. This plan shows the part that CPS intends to play in 2004/05 to help deliver these shared targets, whilst moving towards our vision for the Service.

In 2003/04 the CJS moved swiftly towards the achievement of these targets by:

  • Setting up Local Criminal Justice Boards (LCJBs) and producing local, cross-cutting delivery plans for Narrowing the Justice Gap and Improving Public Confidence
  • Bringing more offenders to justice
  • Reducing the numbers of ineffective trials in the Crown Court and the magistrates' courts

CPS contributed to these achievements by:

  • Bearing down on the numbers of case outcomes that did not bring offences to justice across the country
  • Introducing Shadow Charging across all 42 CPS Areas
  • Introducing our initial, electronic Case Management System (iCMS) across all 42 Areas
  • Piloting victim and witness care arrangements in 5 Areas
  • Helping to seize assets from criminals to ensure that crime does not pay

In 2004/05 we will build on the firm foundations laid last year in the areas of charging, victim and witness care, and proceeds of crime. We will also increase our focus on community engagement and expanding the role of the prosecutor throughout the case through increased HCA and DCW usage.

The key objectives for the organisation in this year are shown in the following chapter.

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Key Objectives for 2004-05

Below are the priority objectives for CPS over the coming year. These are grouped under the five key strategic headings shown in the CPS vision and strategy. Under the first heading, "Drive change and delivery in the CJS" we show the CJS PSA and other targets. Under the other four headings we show in more detail the key activities that CPS will be undertaking to meet the targets and to move towards the achievement of our vision and strategy.

For each key objective the following pieces of information are shown:

  • The person or persons accountable at a corporate level for delivery of this objective
  • The major milestones against which delivery of the objective can be tracked
  • The outcome for this year against which delivery should be judged. (NB - this is shown as "contribution" under the CJS targets)
  • The CJS PSA targets to which the achievement of the objective contributes

These key objectives guide our Areas and HQ Directorates and are reflected in their business plans. More detail on how each business unit intends to contribute to the achievement of the objectives is shown in their own plans.

Driving Change and Delivery in the Criminal Justice System (CJS)

CPS is at the heart of the CJS, both locally and nationally. We chair the majority of local Criminal Justice Boards (LCJBs), the bodies that have responsibility for the delivery of the CJS PSA targets in the 42 criminal justice Areas. Nationally we are represented by the DPP and Chief Executive on the National Criminal Justice Board and the Attorney General, our Minister, has overarching responsibility for the Narrowing the Justice Gap PSA target. We are using this central position to drive forward change and delivery. For example, we are responsible for new arrangements for charging and the development of improved victim and witness care arrangements, key elements of the CJS change programme.

Nine months after the Local Criminal Justice Board in Cheshire started work, the board finds itself in a strong position. Its performance is above average against the national CJS targets set by the Government as part of its programme of reform. Chief Crown Prosecutor Barry Hughes acknowledges that these targets are "our biggest measures of success" but says the board wants to achieve much more.

"We accept that achieving the targets is a bare minimum and that we want to achieve more than this. The one thing we would like to achieve is for the people of Cheshire to feel that the CJS is doing a good job and also that citizens will properly play their part in the CJS. It's all very well setting this up but we can't do this without the people who constitute the community that we serve. For citizens to play their part they need to be confident that the system will not let them down."

The past nine months has seen the board focusing on issues such as the resettlement of offenders and the management of prolific offenders. It has also made significant strides in encouraging members of black and minority ethnic communities to consider careers in the criminal justice system.

Our contributions to CJS delivery in this year will focus again on the reduction of outcomes that do not bring offences to justice and ineffective trials. Our work on victims and witnesses and community engagement will contribute to an increase in public confidence in the CJS and the CPS, and we will strive to increase the value for money the public get from our service by reviewing our efficiency and utilising new tools such as Compass CMS to increase both the number of cases we can handle and the quality of our case handling. We will also play a part in the refocusing of efforts on persistent offenders to persistent and prolific offenders.

Accountable Person: Peter Lewis, Director, Business Development

Milestones:

See milestones for Charging, Effective Trials Management and Victims and Witness Care

Contribution:

  • Reduction of 13% overall from baseline of 2002/03 in outcomes that do not bring offences to justice in the Crown Court and magistrates courts.
  • Reduction of rate of ineffective trials to 18.5% for the Crown Court and 24.5% for the magistrates' courts.

PSA: NJG

Accountable Person: John Graham, Director, Finance

Milestones

  • Successful rollout of No Witness, No Justice project by December 2005
  • Evaluation of Domestic Violence Project pilots Feb-April 2005
  • Community engagement strategy completed by November 2004

Contribution

  • Increase in the proportion of people who believe that the CPS is doing a good or excellent job from 23% in 2002/03 as measured by the British Crime Survey
  • Increase in the proportion of black and minority ethnic people who believe that the CPS is doing a good or excellent job as measured by the British Crime Survey
  • Increase the satisfaction of victims and witnesses in the CJS against the baseline established in the LCJB Victim and Witness survey by March 2005

PSA: Confidence

Accountable Person: Peter Lewis, Director, Business Development

Milestones

Quarterly checks on continued compliance with PYO target times

Contribution

Average time to disposal remains less than 71 days

PSA: Confidence

Accountable Person: John Graham, Director, Finance

Milestones

  • Implementation of the statutory charging scheme in priority Areas between May and October 2004
  • Launch of the expanded role for DCWs in July 2004
  • Implement phase 2 of the e-procurement project by December 2004
  • Complete roll out of CMS 2004 by December 2004
  • Freeze on HQ administrative Budgets for 2004/05

Contribution

  • More guilty pleas, less attrition leading to a more efficient process
  • 50 more DCWs operational
  • Framework in place for future savings
  • Improved quality of casework leading to less duplication of work
  • More resources available for frontline delivery - a contribution to the rise in Area budgets for 2004/05

PSA: VFM

Strengthening the Prosecution Process

Our aim in strengthening the process is to ensure that prosecutors play an active and proactive role from the start to the finish of a case including the early investigative stages, working closely with the police as a prosecution team to build the strongest possible case for prosecution. This means more crimes will be investigated and prosecuted effectively, and suspects will appear more speedily before the courts.

Over the past 2 years CPS has been engaged in piloting a number of different arrangements to strengthen the process. This year, 2004-05, is the year that we embed the new practices in our business and develop more new approaches to further improve our results.

For example, this year the full statutory Charging Scheme, where CPS take responsibility for deciding the charge in all but minor cases, will be fully implemented in the priority Areas. We will focus further on the recovery of proceeds of crime and use our new Case Management System to assist us in improving the review and handling of cases.

The Charging initiative is the most important change in how the CPS does its work since the inception of the Service in 1986. This year will see a shift from shadow charging- the "dry run" before the enactment of the Criminal Justice Bill - to statutory charging.

Changes to PACE introduced by the Criminal Justice Act 2003 will shift responsibility for deciding the charge a defendant should face from the police to the CPS in all but minor cases. Under the statutory changes the Director of Public Prosecutions will issue guidance which the police must follow and publication of this for each local Area will trigger implementation of the changes.

From April CPS Direct (an out of hours advice service provided by CPS to the police) will begin extending its coverage to the priority Areas in a move that will enable them to provide a 24/7 charging service. CPS will move quickly to establish the full statutory charging scheme in the priority areas by the autumn of 2004.

We will investigate ways to use our Casework Directorate and our Special Casework Lawyers to improve our response to organised crime and fraud. We will also participate in the evaluation of the effective trial management pilots carried out in 2003/04 and begin to develop proposals for implementing conditional cautions and other diversionary measures.

The benefits of this work are immense. Not only will they be seen within the CJS but also by the general public. They will see CPS involved right at the start of the process being responsible for taking forward the case and ensuring that there is an effective prosecution from beginning to end.

Accountable Person: Peter Lewis, Director, Business Development

Milestones

  • CPS Direct IT delivered May 2004
  • OGC Gateway Review of project completed Jun 2004
  • Manual of Guidance launched July 2004
  • 14 Priority Areas implement statutory scheme November 2004
  • Post implementation review of implementation of statutory charging complete January 2005

Outcome

  • Reduction of 41% in discontinuance rates for EAH cases in these Areas
  • Decrease of 9% in the rate of attrition for EAH cases in these Areas

PSA: NJG

Accountable Person: Peter Lewis, Director, Business Development

Milestones

  • Agreement and roll out of local performance benchmarks by May 2004
  • CPS RARTs staff in post by May 2004
  • Completion of IT infrastructure to support POCA monitoring by March 2005

Outcomes

Increase in numbers of confiscation orders obtained and enforced

PSA: Confidence

Accountable Person: Peter Lewis, Director, Business Development

Milestones

  • The Criminal Case Management Framework released in July 2004
  • Final evaluation report on pilot Areas produced June 2004
  • Rollout to majority of Priority Areas by March 2005
  • Planned delivery to non-priority Areas commences September 2004

Outcomes

Reduction of rate of ineffective trials to 18.5% for the Crown Court and 24.5% for the magistrates' courts

PSA: NJG

Accountable Person: Garry Patten/Huw Heycock, Serious Organised Crime Team

Milestones

  • Complete Project Initiation Document and Project Plan by April 2004
  • Support to passage of legislation (Organised Crime Bill)
  • Complete the review of the role and usage made of Special Casework Lawyers
  • Complete the review of Casework Directorate capacity to deal with SOCA type crime by December 2004
  • Investigate requirements for SOCA specialist prosecutors

Outcomes

  • PID and Plan accepted by Steering Group and acted upon to cost and timescale within year
  • Effective workable legislation including new powers for prosecutors
  • Clear way forward established around issues of Casework Directorate capacity, SCLs and requirements for specialist prosecutors
  • Preparations for SOCA support on track to deliver service to required timescales

PSA: NJG

Accountable Person: Philip Geering, Director, Policy

Milestones

To be advised on the production of the PID

Outcomes

Policy developed and pilots completed to time and budget

PSA: Confidence/VFM

Accountable Person: Claire Hamon, Director, Business and Information Systems, and CCPs

Milestones

  • 25% of cases with a magistrates' court or Crown Court trial having completed a full file review on the Case Management System in 16 CPS Areas by September 2004 and in 32 CPS Areas by March 2005
  • 50% of cases with a Crown Court trial having an Indictment completed on the Case Management System in 16 CPS Areas by September 2004 and 32 CPS Areas by March 2005
  • To close all non-development issues arising from the case management system within one month
  • Identify and put all development issues arising from the case management system under ICT governance for prioritisation within one month of receipt

Outcomes

  • Casework quality improves by increasing by 5% the current level as at 31 March 2004 of positive responses in the key group of case preparation within the current Casework Quality Review framework
  • Contribute to an improvement of 5% on the position at 31 March 2004 in prosecution effectiveness as measured by the JPIT data on ineffective trials in the Magistrates' Court and Crown Court due to the prosecution by 31 March 2005
  • Contribute to an improvement of 5% on the position at 31 March 2004 of prosecution effectiveness as measured by the number of cracked trials in the Magistrates' Courts and Crown Court recorded on JPIT by 31 March 2005

PSA: Contribution to NJG targets and Confidence Target

Being Champions for Justice and the Rights of Victims

Meeting the needs of victims and witnesses is central to the success of the criminal justice system and CPS is at the forefront of ensureing these needs are met. Non-attendance at court is a mmajor cause of ineffective trials and discontinued cases that can be tackled through improved victim and witness care. By ensuring that victims and witnesses are satisfied and confident in the services provided to them, we make them more likely to come forward to report crime and provide the best evidence available to the courts.

We are helping to transform the approach by providing victims and witnesses with more information about decisions and the progress of the case in which they are involved. We are ensuring support is provided to vulnerable victims to ensure their discomfort in the ordeal of going to court is minimised. We are playing our part in the drive to tackle witness intimidation and are seeking to provide alternatives to attendance at court and the support of intermediaries for the most vulnerable.

Dedicated witness care units are to be introduced to all 42 criminal justice Areas following a 27M government award. The rollout of the units, which will be staffed by joint CPS and police teams, follows the early success of pilots in Gwent,Essex, South Yorkshire, West Midlands and North Wales.

Findings from the pilot sites included significant falls in the proportion of ineffective trials due to witness issues in CPS West Midlands and major increases in the numbers of defendants pleading guilty on the day of trial (because witnesses were present) in Gwent.

Before setting up a local service, each Area will consult its local communities to establish what they consider important in providing care and support to victims and witnesses.

In 2004/05 we will evaluate the pilots held in 2003/04 to improve victim and witness care and roll out a scheme based on the results of that evaluation. We will continue to communicate directly with victims and witnesses about major decisions made within cases and, subject to consultation, we will develop and pilot proposals for pre-trial interviews of witnesses to mprove the quality of prosecution decision making.

Accountable Person: Philip Geering, Director, Policy

Milestones

  • March 2004 Interim Evaluation (reporting April 2004)
  • June 2004 Final Evaluation (reporting August 2004)
  • High Level Implementation plans to be submitted to the Treasury by end April 2004
  • Sustainability Plan to be submitted to the Treasury by September 2004

Outcomes

  • Pilots meet critical success factors set for them
  • Roll out completed on time and to budget

PSA: NJG and Confidence

Accountable Person: Peter Lewis, Director, Business Development

Milestones

National implementation to be completed by end of December 2005

Outcomes

  • 15% reduction in ineffective trials due to witness issues every six months after full implementation, e.g. one year after full implementation =30% reduction
  • Increased victim and witness satisfaction with their treatment by the CJS

PSA: NJG and Confidence

Accountable Person: Philip Geering, Director, Policy

Milestones

  • April 2004: Publish CPS response to consultation exercise
  • March 2005: Commence pilots on time (subject to consultation)

Outcomes

Pilot plans developed to time and cost

PSA: NJG

Accountable Person: Philip Geering Director, Policy

Milestones

  • Interim evaluation of Liverpool pilot June 2004
  • Extension of pilots to other Areas March 2005

Outcomes

Improved access to justice for vulnerable and intimidated victims and witnesses

PSA: NJG & Confidence

Inspiring the Confidence of the Communities We Serve

CPS already carries out a large amount of community engagement activity. We see that there are clear business benefits that derive from proper engagement with the communities we serve in terms of building public confidence and narrowing the justice gap. We already provide leadership in the community by chairing over half of the local Criminal Justice Boards across England and Wales. Our Race Equality scheme has been commended by the Commission for Racial Equality (CRE) for the community engagement that underpinned its formulation. In 2003/04 we appointed a network of local Communications Officers to ensure that we had a mechanism for keeping communities informed and listening to their views. In 2004/05 we intend to build on these good foundations.

The Government's action plan for dealing with anti-social behaviour includes the appointment of a new network of CPS prosecutors. Plans for the new jurisdiction are set out in the Anti-Social Behaviour Act which became law in early 2004.

The key measures that are of significance to the CPS and the police include:

  • prosecutors having the power to apply to the courts for anti-social behaviour orders on conviction in criminal proceedings; and,
  • prosecutors being able to call evidence to support these orders that wasn't part of the original criminal trial.

In 2004/05 we will deploy a number of Anti-Social Behaviour prosecutors to assist in "hot spot Areas" in training of police and local authority staff and establishment of prosecution protocols.

We will develop a national community engagement strategy to ensure that our efforts in this area are targeted to best effect and that we interact with communities in ways they find engaging that we interact with communities in ways they find engaging include establishing the effectiveness of current activities as a basis for further improvements and developing beacon schemes and guidance to disseminate and share good practice.

We will play our part in the enforcement of anti-social behaviour orders (ASBOs) and participate in community justice pilots to bring local communities more in touch with the criminal justice process.

We will also begin work towards taking responsibility for imposing conditional cautions and other diversionary measures. These will be developed so that prosecutors will begin to determine the most appropriate course of action for an offender taking into account community views, the severity of the offence, the impact on the victim and the likelihood of re-offending.

Accountable Person: Seamus Taylor, Head of Equality and Diversity

Milestones

  • Complete PID and project plan - March 2004
  • Produce Draft Community Engagements Strategy - May 2004
  • Produce supporting framework - November 2004
  • Commence breakthrough pilots - December 2004
  • Complete and evaluate pilots - July 2005

Outcomes

  • PID and plan agreed by project board
  • Clear way forward established for community engagement
  • Methodology, tools and techniques produced to support effective community engagement
  • Breakthrough pilots developed to time and cost
  • Breakthrough pilots meet critical success factors

PSA: Confidence

Accountable Person: Peter Lewis, Director, Business Development

Milestones

  • April 2004: ASBO proposals enacted; ASBO guidance issued and experts become operational
  • April 2004: SR bid completed
  • Dec 2004: Local ASBO protocols implemented in 12 'hotspot Areas'. Good practice guide circulated to all Areas

Outcomes

First tranche of 12 'hot spot' sites operational with expert prosecutors and business case developed

PSA: Confidence

Being Renowned for Fairness, Excellent Career Opportunities and the Commitment and Skill of All Our People

The CPS has been proactive in making itself a more attractive prospect to current and potential employees. We have strengthened our equality and diversity practices to ensure that all of our staff are treated fairly. Our recruitment drive over the past 2 years has resulted in more lawyers joining CPS, and our 'transform' programme has begun to enhance the skills of our senior and middle managers.

The new Director of Public Prosecutions, Ken Macdonald QC, made it clear from the start of his tenure that he believes the CPS has a future in advocacy. In his first major interview with CPS News, the internal staff newspaper, he identified this as an area for expansion:

"Internal training of HCAs must increase if we are to achieve the world class status we seek as a prosecuting authority. Criminal lawyers want the chance to argue their own cases in court. We must give them that option. We must attract the brightest and best into this work. And we must free our Designated Caseworkers to take up more challenging roles too.

There's no doubt that CPS staff have the ability to take on more higher court roles. In fact all the opportunities available to lawyers in private practice should be open to CPS lawyers, including judicial appointment."

All of the above are steps that move towards our vision of prosecutors being recognised and respected as offering a valued public service. The CPS is moving towards becoming a place that even more people want to join, attracting some of the brightest and most committed professionals. A place where the workforce is representative of society and where everyone can have a rewarding and exciting career.

Our key steps in moving towards this for next year will be increases in the training, development and deployment of HCAs and DCWs, continuing emphasis on the professional development of our other staff, particularly senior, middle and aspiring managers and improving our image as an employer.

Accountable Person: Peter Lewis, Director, Business Development

Milestones

  • Director makes policy decision on rate of expansion of HCA and DCW cadres
  • Pilots to develop trial advocacy undertaken in Hampshire and Hertfordshire
  • 200 training places for HCAs available during 2004/5
  • Conference for development of existing HCA cadre
  • 50 training places available for DCWs during 2004/5
  • 2 days additional training for existing DCWs on new remit by June 2004
  • National DCA/CPS listing agreement circulated by June 2004

Outcomes

  • Number of HCA training places increased to 200 in 2004-05
  • 80% of training places taken up
  • Pilots meet success criteria set for them
  • Each Area to increase the average savings generated in counsel fees per HCA session by 10% in 2004-05 over 2003-04
  • Number of DCWs increased to 241
  • Number of DCW training places increased to 50

PSA: VFM

Accountable Person: Angela O'Connor, Director, Human Resources

Milestones

  • April 2004 - Roll out of revised CCP performance management system
  • February 2005 - CCP performance management embedded in Business Planning and Monitoring Processes
  • April 2004 - Second ABM programme for newly appointed, starting with 360 feedback tool. Complete by November 2004
  • June 2004: Second programme for existing Unit Heads, starting with 360 feedback tool. Completing by January 2005

Outcomes

  • Positive feedback from individuals and their managers on effectiveness of new system
  • Business planning and monitoring processes working effectively
  • Improved performance management of Areas
  • Improved performance management of Units

PSA: VFM

Accountable Person: Angela O'Connor, Director, Human Resources

Milestones

  • Induction courses for lawyers and Caseworkers to be reviewed and updated by July 2004
  • Core development programme for lawyers within first year of service to be available by July 2004
  • Delivery of Workforce Development Plan for 2004/5

Outcomes

  • IiP standards for induction met
  • New starters all reach acceptable levels of performance assessed through performance appraisal
  • CPS Key Business Priorities, initiatives and legal changes are supported by providing staff with the knowledge and skills required

PSA: VFM

Accountable Person: Angela O'Connor, Director, Human Resources

Milestones

  • June 2004: New recruitment process in place
  • Bi-annual Staff Survey to be carried out in March 2004, results available May 2004
  • Benefits package publicised internally and externally

Outcomes

  • Improved recruitment process as measured by candidates
  • Staff survey results show CPS staff satisfied with CPS as a place to work
  • Reduced turnover in high turnover Areas

PSA: VFM

Accountable Person: Angela O'Connor, Director, Human Resources

Milestones

  • Develop and promulgate a revised CPS workforce strategy by September 2004
  • Develop a clear process for dealing with underperformance/capability issues.
  • Improve HR management information to local managers by March 2005

Outcomes

Improved usage of CPS workforce through better performance management and clearer succession and workforce planning

PSA: VFM

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Resources

The CPS administration cost budget for 2004-05 includes a small increase from the SR2002 settlement, anticipated funding from the CJS Reserve, Proceeds of Crime funding from the Home Office and utilisation of end year flexibility.

Funding from the CJS Reserve has been the subject of a detailed review. Discussions continue with the Criminal Justice Performance Directorate and CJS Ministers have yet to make a decision on the level of funding for 2004-05. We are planning on the basis that CPS funding continues at the 2003-04 level.

Areas

It is anticipated that Baseline budgets will increase by an average of four percent to cover pay and price increases and to cover any costs resulting from the Domestic Violence Bill. Initially all Areas are being allocated baseline plus two per cent, allocation of the further two per cent being dependent on final caseload figures for 2003/04. The Area allocation also provides a further 9.6 million to support the roll out of statutory charging in the priority Areas and the implementation of CPS Direct for those Areas.

Headquarters

There are no increases to HQ Budgets to cover running costs in 2004-5. Any increase to these costs will have to be funded through efficiencies. To fund additional corporate costs a further 10.1 million is shown in the overall HQ budget for 2004-05. The increase comprises an additional 7 million for Compass and telephony charges. A further 2.8 million is required for the implementation of the replacement finance and payroll systems.

A table showing allocations to individual Areas and HQ Directorates is shown at Annex B.

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Performance Management and Risk

Performance Management

For 2004/05 CPS is strengthening further its performance management arrangements. In brief, the new arrangements are as follows:

  • There will be revised high level performance reports to the Board focussing on delivery of the CJS PSA targets and of our strategy
  • For Areas there will be revised performance management arrangements for the Priority Areas based around their business plans
  • Finance Directorate will take on an expanded role in HQ performance management, looking at both budgets and performance against objectives
  • The Performance Partnership Agreement (PPA) between CPS and the Cabinet Office will be updated once every six months, giving an external assurance that we are performing well. The PPA system will also have a role in ensuring objectives are kept under review.

A fuller description of the high level performance measures and performance management framework for 2004-05 is shown at Annex C.

Risk

The organisation has also reviewed its corporate risk register and identified the key corporate risks for 2004/05. Learning from last year, they are designed to relate to more specific business issues rather than the more generalised risks shown in last year's register. They are:

  • Major damage to CPS reputation from failure to deliver the full change programme on time due to insufficient funding.
    Risk Owner - John Graham, Director, Finance
  • Major damage to CPS reputation from the failure of the Charging Programme.
    Risk Owner - Peter Lewis, Director, Business Development
  • CMS systems failure leads to a significant and sustained interruption to CPS ability to review and prosecute cases.
    Risk Owner - Claire Hamon, Director, Business & Information Systems
  • Efficiency and effectiveness benefits from CMS, necessary to deliver PSA targets, not realised or sustained.
    Risk Owner - Peter Lewis, Director, Business Development
  • Damage to CPS public standing from adverse publicity in high profile cases.
    Risk Owner - Peter Lewis, Director, Business Development
  • Insufficient human resource capacity and capability to deliver the PSA targets and change programme as planned.
    Risk Owner - Angela O'Connor, Director, Human Resources
  • Inability to integrate victims and witness commitments with existing change priorities undermines success of the PSA Public Confidence target.
    Risk Owner - Peter Lewis, Director, Business Development

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