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CPS HeadQuaters Business Plan 2003-2004

Headquarters Plan Version 1.0

Crown Prosecution Service Aims and Objective

1. 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

2. The objective supporting this aim is to:

Ensure the effective delivery of justice

The effective delivery of justice

3. In pursuit of the effective delivery of justice the Government has set challenging targets for the criminal justice system for the next three years. 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

4. We need to work together with our partners in the criminal justice system to deliver on these. To reflect this, two of the targets were also published in the Public Service Agreement for the Service. There is also a third shared target. It is to:

Increase value for money from the criminal justice system by 3% a year

5. 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 Headquarters intends to play in 2003/04 to help deliver these shared targets.Purpose of CPS Headquarters

6. The aim of Headquarters supports the Service’s aim and objective, which in turn spell out what has to be achieved to deliver a high quality prosecution service, our core business. It is:

To improve the quality of prosecution and contribute to the achievement of the PSA targets by providing first class support and service to Areas on both prosecution and management issues; influencing and contributing to criminal justice policy, cross cutting issues and partnership working; and taking forward the Civil Service reform agenda.

Headquarters Structure

7. A review of Headquarters structures was completed in 2002-03. The changes that result from this review came into force on 1 April 2003. Chief among these is the new Business Development Directorate (BDD), created specifically to support Areas in the delivery of their business. This means that some activities that used to be the responsibility of Finance Directorate and Policy Directorate will now be handled by BDD. Also, two Divisions that formerly reported direct to the Chief Executive (MAS and Communications) have been reshaped and are now part of BDD. A brief description of the responsibilities of each Directorate is given below at paragraphs 10 to 23. The new boundaries of responsibility are currently being clarified and will be documented by mid-year as part of a review of the management framework for the Service as a whole. The Headquarters’ structure from 1 April 2003 is shown at Annex A.

Headquarters Management

8. Currently the HQ Directors and Heads of Division have regular meetings with Chief Executive to discuss issues of common interest and keep each other in touch with major issues for each Directorate. HQ Directors also have quarterly meetings with Director Finance to examine budget and performance against major objectives. The new HQ Budget Group, which includes CCPs, ABMs and a Service Centre Manager, will be examining HQ spending plans for this year and future years.

9. There will be a review in the early part of the year of HQ governance and performance management structures. This will report by September 2003 and will form part of a wider review of The CPS Management Framework being carried out over the year.Headquarters Plan Version 1.0

The Directorates:

Business Development Directorate

Director Peter Lewis

10. Business Development Directorate is responsible for supporting the Areas to maximise delivery of the PSA targets to narrow the justice gap; reduce ineffective trials; inspire confidence in the criminal justice system; provide specialist help and guidance to improve quality of output and improve value for money, by:

  • providing a voice for the Areas within HQ and across Whitehall
  • monitoring and supporting delivery
  • taking ownership of the business processes
  • designing and co-ordinating change aimed at supporting service delivery
  • communicating progress, purpose and value of change and delivery across the Service
  • communicating the added value of The CPS across the CJS and the wider community
  • embedding the Service’s commitment to equality and diversity in our policies and procedures, ensuring that each are RRAA (Race Relations Amendment Act) proofed
  • working with Areas to help share information, knowledge and good practice.

11. The Directorate has 4 Divisions:

  • Resources and Performance Division
  • Charging Division
  • Business Improvement Division
  • Corporate Communications Division

The Directorate has a budget of £4.6 million and will by the end of this year employ some 75 staff.

Business Information Systems Directorate

Director Claire Hamon

12. The Business Information Systems Directorate is responsible for developing the Service’s e-strategy and managing the delivery of the e-strategy programme with our strategic partners, Logica/CMG and Damovo. The Directorate manages the central provision of IT and telephony services for Areas and HQ and works closely with other criminal justice organisations in seeking to join up IT across the criminal justice system. BIS has just introduced a new structure. It is now made up of 5 Divisions:

  • Continuous Improvement
  • Governance and Delivery Support
  • Services Major Projects
  • Relationship Management
  • Service Delivery

BIS is located in Flagship Building and Waterhouse Square in London and United House in York. The Directorate has a budget of £34.8 million and employs 120 staff.

Casework Directorate

Director Chris Newell

13. The Casework Directorate exists to prosecute difficult, sensitive and serious cases and to provide casework advice and support to the Areas. In so doing it contributes to the Criminal Justice Aim of reducing crime and the fear of crime, and increasing and maintaining public confidence in the Criminal Justice System.

14. The Directorate is split into three discrete Divisions. Two of the Divisions are based in Ludgate Hill while the third is split between United House, York and Ladywood House, Birmingham. The Directorate’s catchment area comprises all of England and Wales.

15. In carrying out its responsibilities the Directorate:

  • conducts prosecutions in a range of the most difficult, sensitive and serious casework dealt with by The CPS, cases which often involve difficult points of law, attract a high level of media interest and/or involve the prosecution of well-known people;
  • provides early advice, often pre-charge or even pre-investigation, to police forces;
  • provides advice and guidance to each of The CPS’s 42 Areas, including conducting certain aspects of some cases: for example, in relation to letters of request, the handling of extradition requests and appeals against unduly lenient sentences;
  • provides advice to the police, in particular specialist police squads e.g. National Crime Squad, Metropolitan Police Specialist Squads and Fraud Squads;
  • initiates restraint proceedings against criminals in order to confiscate assets obtained as a result of their criminal activities.
  • The Directorate has a budget of £8.9 million and employs 199 people

Equality and Diversity Unit

Divisional Head Rohan Collier

16. Equality and Diversity Unit reports directly to the DPP and Chief Executive. The Head is a standing member of The CPS Board. The Unit is responsible for enabling the organisation to ensure that The CPS Equality Statement becomes a reality. The Unit remit covers both employment and service delivery (prosecutions).

17. The CPS quality Statement states that :

  • Employment, training and development are appropriate to ability and regardless of gender, colour, race, ethnic or national origins, disability, age, marital status or sexual orientation.
  • Prosecution decisions are free from bias or discrimination and that all defendants, victims and witnesses are treated fairly and with respect.

18. This will be achieved by:

  • Mainstreaming: embedding equality into all of our work.
  • Being informed by the views of black and minority ethnic people, women, disabled people, lesbians and gay men and others, both in terms of members of the community and members of staff who are also members of diverse communities.
  • Linking together issues of employment and service delivery.

The Unit has a budget of £950,000 and employs 7 people

Finance Directorate

Director: John Graham

19. The Finance Directorate is responsible for developing and managing the Service’s planning, financial and performance management framework; setting budgets for Areas and HQ Directorates; procurement and estates business including managing 2 HQ buildings; and working with other criminal justice partners to enable The CPS to achieve its objectives and priorities. The Directorate has a significant influence on how the Service’s budget is spent. Staff are located in Ludgate Hill and in United House in York. The Directorate has a budget of £13.7 million and employs 68 staff.

Human Resources Directorate

Director Angela O’Connor

20. The Human Resources Directorate is responsible for ensuring that all CPS staff are able to give of their best. They do this by helping and advising managers to recruit the best staff, ensuring that appropriate skills are developed and that all staff have the opportunity to do well in the organisation. Human Resources Directorate is also responsible for the delivery of administrative support services through 10 regional Service Centres. They also serve The CPS as a whole by advising the Director, Chief Executive, the Board and the Law Officers on a range of crosscutting issues such as the pay strategy and employee well being. The Directorate has a budget of £15.0 million and employs 108 staff.

Policy Directorate

Director Garry Patten

21. The Policy Directorate is responsible for the provision of high quality practitioner input to the development and formulation of legislation; providing advice and guidance on matters relating to prosecution policy and criminal law to Areas, LSLO, Home Office and other agencies; fostering strategic partnerships between The CPS, the police and other agencies to improve the overall efficiency of and confidence in the CJS. The Directorate also contributes to the development and formulation of EU and international initiatives impacting on the Services business and strategic development including establishing links with judicial and prosecuting authorities in the EU and the global legal community.

22. The Directorate consists of three Divisions located in London and York and supports 6 posts located in Europe and America. Staffing numbers are currently 73. The Directorate budget is £5.4 million.

Private Office

Head Jackie Ronchetti

23. Private Office provides administrative support to the Director and Chief Executive of The Crown Prosecution Service across a wide range of duties, for example, management of all correspondence received by the Director and Chief Executive, management of their diaries, providing advice to The CPS Areas. Private Office is the main point of contact between The CPS and the Law Officers, our Superintending Ministers, and other departments within Whitehall. The CPS Customer Service Unit also forms part of the Private Office. It is responsible for the operation of the Public Enquiry Point, management of parliamentary correspondence sent to the Law Officers, Director and Chief Executive and briefing the Law Officers in relation to parliamentary questions. The Unit is also required to investigate complaints made by members of the public.

Objectives for 2003-04

24. Below are the priority objectives for HQ over the coming year, which should be read in conjunction with the risks identified in the register at Annex B. The objectives are grouped under the 3 PSA targets to show clearly that HQ has a role in the achievement of the targets either through direct delivery of products or supply of support services to the Areas, Ministers and cross-departmental bodies. In a large number of cases the achievement of the objectives contributes to more than one of the PSA targets. Where this is the case the objective has been shown under the target to which it makes the major contribution, with cross-references to the other targets shown beside it.

Narrowing the Justice Gap

Objective:

Charging initiative succeeding with clear plans, objectives and milestones (also confidence and vfm)

Accountable Person:

Peter Lewis, BDD

Milestones:

  • Outline programme established by end June 2003
  • Governance arrangements for the programme in place and working by end September 2003
  • Portfolio of projects identified and infrastructure in place to support them by end September 2003
  • Shadow charging scheme in place across all Areas by end December 2003
  • CPS prepared for the introduction of statutory scheme by April 2004

Objective:

Provision of effective IT solutions to support Charging and Glidewell (also confidence and vfm)

Accountable Person:

Claire Hamon, BIS

Milestones:

  • Effective IT support in place for Charging by March 2004
  • Meeting the Glidewell delivery programme agreed with Areas

Objective:

Successful delivery of ICMS (also confidence and vfm)

Accountable Person:

Claire Hamon, BIS

Milestones:

  • 17 Areas having ICMS by June 2003
  • 32 by September 2003
  • rollout complete by April 2004.
  • ICMS MIS completed and implemented in parallel to ICMS rollout.

Objective:

Produce delivery plans to support NJG target

Accountable Person:

Peter Lewis, BDD

Milestones:

  • Corporate NJG plan updated by end June 2003
  • Progress against targets monitored and reviewed on a quarterly basis

Objective:

Development of policy on treatment of victims and witnesses and disclosure (also confidence)

Accountable Person:

Garry Patten, Policy Directorate

Milestones:

  • Developing CPS strategic direction on Victims and Witness care through The CPS/OPSR Project assessing the impact of the charging initiative on Victim and Witness care. Establishing pilots to test the efficiency and effectiveness of operational models taking into account resource implications. Preparation of best practice advice to national and local criminal justice boards in partnership with the Home Office. Pilots in North Wales, Gwent, West Midlands, Thames Valley, Essex, South Yorkshire. Pilots July 2003; evaluation January 2004
  • Pre-trail interviews with witnesses by the prosecution. Consultation July 2003; Report to AG and DPP September 2003
  • Domestic Violence Ongoing work including contributing to Home Office Consultation Papers and Domestic Violence Bill November 2003
  • Speaking up for Justice Ongoing work including further development of Special Measures, Revision of Guidance and introduction of Intermediaries in pilot areas. Review of work November 2003
  • Production of a Policy Statement on Rape September 2003

Objective:

Delivery of the NCS Gateway (also confidence)

Accountable Person:

Chris Newell, Casework Directorate

Milestones:

  • Recruit to appropriate levels of staff by July 2003
  • Roll out of Gateway in York by October 2003
  • Roll out of Gateway in London by March 2004

Objective:

To develop CPS employees by encouraging them to use their skills and potential.

Accountable Person:

Angela O’Connor, HR

Milestones:

  • Delivery of national training and development plan for 2003-04
  • Delivery of leadership management development programme including: Publication of management development competences to all staff by July 2004
  • ABM development commencing June 2003, completed February 2004
  • London Unit Head development commencing September 2003, completed April 2004

Objective:

Improving policy and practice on domestic violence and racially/religiously aggravated crime (also confidence)

Accountable Person:

Rohan Collier, EDU

Milestones:

  • Domestic Violence (DV) pilots started by October 2003
  • Emerging findings from DV pilots reported by March 2004
  • Consultation with diverse communities over public policy statement on racially and religiously aggravated crime complete by May 2003
  • Public policy statement published July 2003

Confidence

Objective:

Support to Government in passage of criminal justice legislation (also NJG)

Accountable Person:

Garry Patten, Policy Directorate

Milestones:

To include:

  • Criminal Justice Bill – Royal Assent Autumn 2003
  • Anti-Social Behaviour Bill – Royal Assent Autumn 2003
  • Sex Offences Bill – Royal Assent July 2003
  • Corruption Bill – November 2003
  • Victims of Crime Bill – October 2003

Objective:

Introducing Proceeds of Crime and managing recovery of assets to meet targets set (also vfm)

Accountable Person:

Peter Lewis, Business Development Directorate

Milestones:

  • Agree delivery plan with asset recovery committee by May 2003
  • Implementation of receiver panel by September 2003
  • Development of memorandum of understanding with asset recovery agency by December 2003

Objective:

Produce delivery plans to support Confidence target and ensure that work of Finance Directorate contributes to achieving that target

Accountable Person:

John Graham, Finance Directorate

Milestones:

  • Corporate Confidence plan in place by June 2003.
  • Quarterly reviews of performance thereafter
  • Clear Finance Directorate contribution to Confidence identified and carried out

Objective:

Support to country wide community engagement activities (also NJG)

Accountable Person:

Rohan Collier, EDU

Milestones:

  • Partial Integration of the UK into Schengen Information System - Legislation June 2003
  • Training schemes to equip staff to deal with a range of International Crime – Legislation September 2003
  • Mutual Legal Assistance Review – Legislation September 2003
  • Implement the EU Framework re: Joint Investigative Teams – legislation January 2004
  • European arrest warrant implementation - January 2004
  • Develop Liaison Magistrates Network The development of Eurojust and issues regarding the European Public Prosecutor June 2003

Objective:

Respecting Rights of the Defendant

Accountable Person:

Garry Patten, Policy Directorate

Milestones:

  • Assessing Code for Potential Amendments following CJ Bill – Review of Project October 2003
  • Disclosure launch of JOPI –June 2003
  • Developing guidance and training to enable CPS to handle disclosure issues in complex cases – March 2004

Objective:

Development of role and responsibilities of BDD (Also NJG and vfm)

Accountable Person:

Peter Lewis, BDD

Milestones:

  • BDD Business Plan for 2003-04 produced and agreed with Chief Executive by end June 2003
  • Appoint BDD Business Manager by end September 2003
  • Produce a revised structure and organisation for Charging and Resources and Performance Divisions that properly reflects their new roles and responsibilities by end September 2003

Objective:

Work to meet the equality PSAs and comply with relevant legislation

Accountable Person:

Angela O’Connor, HR

Milestones:

  • An Equalities Audit project to review all employment practices by March 2004
  • A review of The CPS Equality Statement to ensure compliance with the EC Directive on Age and religion by September 2003
  • Delivery of a range of training and development initiatives as identified inthe Race Relations Amendment Act commencing June 2003 and complete by November 2003
  • Development of a workplace policy on support for employees experiencing domestic violence by April 2003

Value For Money

Objective:

Manage expenditure to ensure CPS stays within budget, underspend is kept to a minimum and we secure VFM

Accountable Person:

John Graham, Finance Directorate

Milestones:

  • Plan to address VFM PSA target produced by end June 2003
  • Set budgets set for all parts of CPS for 2004/05 by November 2003
  • Complete 4 quarterly budget reviews

Objective:

Complete the SR 2002 work and develop SR 2004 submission and the evidence base to support it (also confidence)

Accountable Person:

John Graham, Finance Directorate

Milestones:

  • Commission SR2004 start April 2003
  • Production of AG’s medium term priorities, September 2003
  • Agreement of priorities with Chief Secretary October 2003
  • CPS evidence submissions commissioned by October 2003

Objective:

Develop the present arrangements for CPS planning and those for managing HQ budgets staffing and performance (also confidence)

Accountable Person:

John Graham, Finance Directorate

Milestones:

  • Review of CPS planning process complete July 2003
  • Recommendations accepted by CPS Board September 2003
  • Implementation by December 2003
  • Review effectiveness of new arrangements March 2004

Objective:

Effective programme and project management support to IT related projects (also NJG and confidence)

Accountable Person:

Claire Hamon, BIS

Milestones:

  • To develop the ‘Programme Office’ within BIS into a recognised centre of excellence by meeting the OGC centre of excellence requirements for programme/project management by end of June 2003.
  • Establish the prioritised e-Strategy Delivery Programme by end July 2003.

Objective:

Clarity of roles established between BDD, areas, other HQ directorates and external partners (also NJG and confidence)

Accountable Person:

Peter Lewis, BDD

Milestones:

  • Production of protocol setting out the respective roles and responsibilities of BDD and its key stakeholders by end December 2003

Objective:

Develop Policy Directorate Role

Accountable Person:

Garry Patten, Policy Directorate

Milestones:

  • a refocusing of the role and structure of Policy Directorate with the role andoutline structure, migration and communications plans produced by July 2003
  • implementation plan agreed by October 2003'

Objective:

Framework Agreement successfully revised, agreed and published (also NJG and confidence)

Accountable Person:

John Graham, Finance Directorate

Milestones:

  • Framework Agreement review commences May 2003
  • New CPS corporate Board structures agreed, September 2003
  • Revised Framework Agreement published, March 2004

Objective:

To support the continuing development of the personnel performance management framework.

Accountable Person:

Angela O’Connor, HR

Milestones:

  • Production of a booklet on how to manage underperformance by September 2003
  • Agree with The CPS Board a revised policy and procedure on managing underperformance issues by September 2004
  • A continued review of the performance appraisal process to determine best fit with business needs and to reinforce the positive links with improved performance and development by September 2004
  • To develop the CCP individual performance management process by October 2003

Risk

25. Over the past 2 years, CPS has been working to incorporate effective risk management into its planning and governance. We are now able to give assurance that internal controls are in place to manage risk effectively across the Service for the year 2003-04. As part of the risk management framework, risk registers are being produced for individual Directorates that identify the risks to the delivery of each Directorate’s business, including the corporate risks identified by the Planning and Risk sub-group of the Board.

26. Consideration was given during the preparation of this plan to the question of whether there were any risks to Headquarters as a whole that were not included in either the corporate risks register or the individual Directorate risk registers. No specific HQ-wide risks were identified but HQ as a whole will be held to account for performance against the 3 corporate risks. Specific HQ countermeasures to the corporate risks shown in Annex B.

HQ Budgets

27. The Budget, as agreed by the Board in May 2003, is shown in full in Annex C. This will continue to be reviewed by the HQ Budget Board throughout the year. It should be noted that 60% of this budget is due to corporate expenditure (i.e. expenditure incurred by HQ on behalf of the whole of The CPS such as investment in the Compass ICMS system).

28. It is the intention that future plans will show clearer links between resources allocated and the achievement of the objectives as set out in the previous section. Work on how this should be done will be undertaken as part of the review of HQ management mentioned at paragraph nine.

Queries

29. Any queries on the content or structure of this plan should be addressed in the first instance to Matthew McGonagle, Strategy, Planning and Change Division on 020 776 8116.

Annex A:

  • Director of Policy
  • head of Equality and Diversity
  • Director of Business Development
  • Director of Casework
  • Director of Finance
  • Director of Business Information Systems
  • Director of Human Resources
  • Chief Crown Prosecutors and Area Business Managers

All report to the Dpp and the Chief Executive

Service Centres report to the Director of Human Resources and The Chief Crown Prosecutors and Area Business Managers

Annex B:

KEY RISKS TO HQ CONTRIBUTION TO THE ACHEIVEMENT OF THE PSA TARGETS 2003-2004

Risk:

Failure to secure the commitment of all CPS staff to the PSA targets and demonstrate their relevance to CPS business.

Owner:

Peter Lewis

Likelihood / Impact (H,M,L/H,M ,L)

High/High

Existing Countermeasures

1.1 Planning cycle will secure commitment through:

1. Stating clearly in the national strategic and business plans what The CPS contributions to the PSA targets are;

2. Ensuring that the HQ Plan and Directorate business plans are aligned with the national and strategic plans;

3. Ensuring that targets are rationalised to contribute to and make sense of the PSA targets; and

4. Ensuring that personal objectives set in Performance Agreements flow from and contribute to the Area plans

1.2 Accountability and performance management through:

  • Regular Board level reviews of HQ performance
  • Risk based performance management
  • Clear accountabilities for delivery

Risk Assessment (Effectiveness and Sufficiency of Countermeasures)

See Commentary

Risk Status (Red Amber Green)

Amber

Proposed Countermeasures

a) Communication of PSA targets, why they are relevant, progress against them and good practice through development and implementation of communications strategies for the PSA delivery plans

b) Business Development Directorate to develop a plan to support successful delivery of targets in the Areas

COMMENTARY ON COUNTERMEASURES FOR KEY RISKS: RISK 1 : FAILURE TO SECURE COMMITMENT TO PSA

COUNTERMEASURES

Stating clearly in the national strategic and business plans what The CPS contributions to the PSA targets are;

PROVENANCE AND COVERAGE

National Strategic Plan for 2003-2006 and Business Plan for 2003–2004 published on 17 March 2003. Both plans contain clear targets for CPS for the periods covered. These come directly from the PSA targets set for the CJS.

COUNTERMEASURES

1.1.1 Ensuring that the HQ Plan and Directorate business plans are aligned with the national and strategic plans;

PROVENANCE AND COVERAGE

The Planning process started at the 2002 Autumn conference at which Areas were invited to begin their planning based on the 3 PSA targets. Area and Service Centre Guidance on incorporation of risk into business plans copied to all HQ Directorate planners with guidance that same procedures should be applied to Directorate Plans.

COUNTERMEASURES

1.1.2 Ensuring that targets are rationalised to contribute to and make sense of the PSA targets; and

PROVENANCE AND COVERAGE

The objectives and targets in the National Strategic and Business Plans have been rationalised to ensure that they focus on the PSA targets. At an HQ level, Directorate Plans and the HQ Plan all focus their objectives on the 3 PSA targets.

Board paper BD(2003)82 presented on 20 February proposes dropping of targets no longer directly relevant e.g. adverse case outcomes, briefs to counsel, committal papers to defence. The Board accepted this paper.

COUNTERMEASURES

1.1.3 Ensuring that personal objectives set in Forward Job Plans flow from and contribute to the Area plans

PROVENANCE AND COVERAGE

Performance Appraisal system set out in the PMM states that clear linkages should be shown between business plan objectives and personal objectives. This is reinforced in paragraph 3 of IRPB’s planning guidance.

COUNTERMEASURES

1.2.1 Regular Board level reviews of HQ performance

PROVENANCE AND COVERAGE

Performance Management framework introduced in December 2002 covers performance against major indicators of PSA target performance against some major HQ-led projects. Further refinements this year will bring more HQ information to the attention of the Board. This Board level performance review is supported by performance information gleaned from the CIS (corporate information system) and
other performance information sources.

COUNTERMEASURES

1.2.2 Risk based performance management

PROVENANCE AND COVERAGE

All HQ Directors have quarterly meetings with Director Finance to review performance against their Directorate Plans. The outcomes of these meetings are reported to the Resources and Performance Sub-Group of the Board Also as part of the performance management cycle the Inspectorate visit HQ Directorates each year and draw up recommendations to improve performance. The Inspectorate also carries out a number of thematic reviews for which action plans are drawn up for implementation across the Service.

COUNTERMEASURES

1.2.3 Clear accountabilities for delivery

PROVENANCE AND COVERAGE

Within the National Strategic and Business plans there are clear owners for each of the PSA targets. Within HQ, each Director is accountable for the performance of their business area against the PSA targets.

COUNTERMEASURES

PROPOSED

a) Communication of PSA targets, why they are relevant, progress against them and good practice through development and implementation of communications strategies for the PSA delivery plans.

PROVENANCE AND COVERAGE

Business Plan for Communications Directorate includes the objective ‘To work with colleagues in BDD to support delivery of PSA targets’.

COUNTERMEASURES

PROPOSED

b) Business Development Directorate to develop and implement plans to support successful delivery of PSA targets in the Areas

PROVENANCE AND COVERAGE

Narrowing the Justice Gap plans have already been developed by LCJBs and are being considered by NCJB sub-group. Confidence and VFM delivery plans are in development and will be translated into proposed Area actions when complete.

Risk:

Inability to deliver a constructive approach to partnership working.

Owner:

Peter Lewis

Liklihood/ Impact

High/High

Existing Countermeasures

2.1 Trilateral working well established at HQ level on, for example, co-ordination of plans.

2.2 CPS staff work as part of trilateral machinery and feed back to SPU / others on forthcoming issues

Risk Assessment (Effectiveness and Sufficiency of Countermeasures)

Amber

Proposed Countermeasures

a) CPS use of local and national CJS machinery through:

CPS participation in National Criminal Justice Board Executive Board and other strategic national organisations will ensure an understanding of partners’ needs and agreement on common aims.

Countermeasures

Trilateral working well established at HQ level on, for example, coordination of plans.

PROVENANCE AND COVERAGE

A trilateral Planners Forum exists at which members of each organisation’s planning units can discuss timetables, content etc. The NCJB and the Executive Board are other for a where HQ staff from each organisation meet to discuss working in partnership to meet the PSA targets.

Also, for each PSA target there is a cross-CJS Task ~Force charged with working together on producing CJS delivery plans.

Countermeasures

CPS staff work as part of trilateral machinery and feed back to SPU / others on forthcoming issues

PROVENANCE AND COVERAGE

CPS currently supplies 3 staff members to the trilateral units based in the Home Office. These staff members meet regularly with the Head of Strategic Planning at CPS to update on forthcoming issues.

Proposed:

Countermeasures

a)(i) CPS influence on National Criminal Justice Board / Executive Board and other strategic national organisations, to ensure an understanding of partners needs and agreement on common aims.

PROVENANCE AND COVERAGE

NCJB machinery already in place. First meeting took place 26 February 2003. Setting the agenda for LCJBs and producing guidance / support for delivery of PSA targets.

Risk:

A lack of capacity and capability to deliver The CPS contribution to the PSA targets and react to changes to external / international priorities that may arise

Owner:

John Graham

Likelihood / Impact (H,M,L/H,M ,L):

High/High

Existing Countermeasures:

3.1 Adequate resources secured and distributed to deliver PSA targets for 2003/04

3.2 Contingency planning to enable swift reaction to changes in external circumstances or priorities

Risk Assessment (Effectiveness and Sufficiency of Countermeasures):

See Comentary

Risk Status (Red Amber Green):

Amber

Proposed Countermeasures:

a) Clear, documented change programme and project management

b) Work on bids against the CJ reserve to secure charging funding for future years

c) Identification of future funding needs through SR2004 process

d) Actions arising from review of disaster recovery and contingency plans across the Service

e) Completion of actions in HR Service to support delivery of the business through development of leadership capacity etc.

COMMENTARY ON COUNTERMEASURES FOR KEY RISKS: RISK 3 : CAPABILITY AND CAPACITY

COUNTERMEASURES

Adequate resources secured and distributed to deliver PSA targets for 2003/04

PROVENANCE AND COVERAGE

The SR 2002 settlement secured an increase of 3% per year in real terms in the funding of CPS for the next 3 years. In addition to this we have secured for 2003-04 a further £60M from the CJ reserve. Part of this funding has been allocated to HQ Directorates for the purpose of meeting PSA targets.

COUNTERMEASURES

Contingency planning to enable swift reaction to changes in external circumstances or priorities

PROVENANCE AND COVERAGE

Recent meetings at a national level to discuss possible effects on CPS of any conflict in Iraq.

COUNTERMEASURES

PROPOSED a) Clear, documented change programme and project management

PROVENANCE AND COVERAGE

All major change projects have project plans and all IS change projects being managed as a programme. Performance of all major change projects is examined at Board level as part of the performance management reporting arrangements put in place December 2002. Further work to be done on the development of a programme management methodology for CPS.

COUNTERMEASURES

PROPOSED b) Work on bids against the CJ reserve to secure charging funding for future years

PROVENANCE AND COVERAGE

PA Consulting is currently working on a business case for CPS funding for charging in future years. This business case will continue to be developed and refined by FAB and others over the coming months.

COUNTERMEASURES

PROPOSED c) Identification of future funding needs through SR2004 process

PROVENANCE AND COVERAGE

April 2003 sees the start of the SR 2004 process. The first milestone is the production of proposed medium-term priorities for the Attorney General by September 2003. These are then presented to the Chief Secretary to the Treasury and bids for funding are worked up based upon these priorities. One of Finance Directorate’s priorities for next year is to work up good quality documentation for the SR2004 spending round with good, evidence based bids for funding.

COUNTERMEASURES

PROPOSED d) Review of disaster recovery and contingency plans across the Service

PROVENANCE AND COVERAGE

All parts of the business were asked to review their disaster recovery plans in Peter Lewis’ memo of 13 February 2003.

Annex C: HQ Budgets

HQ Directorate/Division 2003-04 budgets Corporate Costs 2003 - 04 Budget Excluding Corporate Costs
Business Development Directorate 4,613,053 808,162 3,804,891

Business Information Systems Directorate

 34,793,000 30,000,000 4,793,000
Casework Directorate 8,901,000 1,500,000 7,401,000
Equality and Diversity Unit 946,000 946,000 0
Finance Directorate 13,652,025* 2,780,000 10,872,025*

Human Resources Directorate

 15,035,000 9,611,500 5,423,500
Policy Directorate 5,357,000 2,475,000

2,882,000
HQ reserve 1,500,000 1,500,000 0
Total Headquaters 84,797,078 49,620,662 35,176,416
London Team 250,000 250,000 0
Compass prepayment 750,000 750,000 0
CJS Reserve organised/hi Tech Crime 700,000 700,000 0
payroll/FARMS project costs 1,600,000 1,600,000 0
Corporate Reserve- Compass Changes 1,000,000 1,000,000 0
Total Headquaters 89,097,078 53,920,662 35,176,416

* The budget for Private Office is shown as part of Finance Directorate