Operating Review
(i) CPS Business Strategy for 2008-11 and Business Plan 2009-10
The CPS Business Strategy for 2008-11 and the Business Plan for 2009-10 set out how the CPS will deliver the Departmental Strategic Objective (DSO) which is:
To bring offenders to justice, improve services to victims and witnesses and promote confidence, by applying the Code for Crown Prosecutors, adopting a proportionate approach to determine which offenders should be charged and which should be diverted from court, and by firm and fair presentation of cases in court.
(ii) 2010-11 Business Plan
The Business Plan for 2010-11 sets out priorities for the final year of our Business Strategy 2008-11. It is built around two simple objectives: the delivery of a quality service, based upon core quality standards, and improving our efficiency and productivity.
The two priorities are inter-related: core quality standards delivery must not come at an unaffordable cost; and the approach to delivering savings must not impact on the quality of our work.
We will work closely with our partners at a national and local level to develop ways to provide best value for money and increased efficiency savings by streamlining the entire CJS process.
(iii) Future Factors
Core Quality Standards
The CPS's Core Quality Standards (CQS) were developed during 2009-10 and published in March 2010.
They are not just a statement of what the public (and our partners) can expect from us; it is intended that they must become part of the very ethos of the CPS and that they will have a profound and enduring effect on all that we do. Accordingly, CPS's approach to delivering them, lies at the heart of an excellent prosecution service and will fully define the future service that we deliver.
The CQS cover every major aspect of our work and will be reinforced by a range of measures and targets which support each quality standard and set out clearly what is expected at a local delivery level. A system of monitoring will also be established to ensure that the quality of casework meets the requirements of the standards.
The focus now is on how we support and develop our people to embed the quality approach in a disciplined and professional way.
Efficiency and Productivity
The delivery of core quality standards must be achieved against a backdrop of severe and deepening resource constraints. The other key priority is therefore to maximise our efficiency and productivity so that savings can be made and more can be delivered with less.
The focus will be on removing cultural and behavioural barriers to lean working; creating a sound platform for generating future innovation; and maximising the development and utilisation of technology throughout the Service.
RCPO
During 2009-10 the CPS merged with the RCPO.
The purpose of the merger was to create an enhanced prosecution service that safeguarded and improved the already high quality work undertaken in both services on serious and complex cases, and to deliver increased value for money.
The merger has been a success and the two objectives: a strengthened prosecution service and significant savings have been delivered.
(iv) Summary of Performance
The CPS continued to make progress in 2009-10 in working to achieve its objectives. Details of CPS performance during the year and comparisons with previous years can be found in Annex B.
The CPS Business Strategy for 2008-11 together with the CPS Business Plan for 2010-11 focus on how the Departmental Strategic Objective (DSO) will be delivered and are available on the CPS website: www.cps.gov.uk.
(v) Sustainability Environmental Matters
The CPS continues to work towards embedding sustainable development.
We have just completed the first year of utilising our revised National Standard Specification for CPS Accommodation works. This document defines the parameters within which works to new or existing premises must operate to maintain best environmental standards, reduce the impact on the environment and help address the Sustainable Operations on the Government Estate (SOGE) Targets.
Target
The Law Officers' Departments have been set a target to reduce their carbon emissions by 11% by May 2011 which equates to a reduction of 1,343 tonnes (12,208 tonnes to 10,865 tonnes).
The accompanying document gives further details of the reductions for all of the government bodies within the scope of the target.
Measures to Reduce CO2 Emissions
The following measures have been adopted by the CPS in order to deliver the CO2 reductions target.
- Disposal of Ludgate Hill. Gas and electricity reductions and CO2 savings of 907 tonnes.
- Adoption of the Carbon Trust Carbon Management Programme. Assumed benefit of 5% reduction in LOD total emissions. 630 tonnes.
- St Anne's Quay Newcastle, new plant fitted. Reduction of 25 tonnes.
There is a high degree of confidence that these measures will deliver the required 11% reduction. Collectively the measures will deliver the reduction target in CO2 emissions. Furthermore they are predicted to be delivered by 31 March 2011, well in advance of the 14 May 2011 deadline.
In addition CPS Areas' involvement in the forming of 'Green Groups' has continued to develop and this interest is being utilised to support our work towards implementing Environmental Management Systems to the ISO14001 Standard in more Areas.
The CPS along with the other LODs is a member of the 2010-11 Central Government Carbon Management (CGCM) Service Pilot which started in April. This service should help us embed carbon management and cut our carbon emissions year on year across the CPS and LODs.
During the last year, the CPS, along with the other LODs, has continued to work towards meeting the SOGE targets within the Sustainable Development in Government Report.
Social and Community Matters
The CPS works closely with the other criminal justice agencies to respond to the concerns of local communities. In addition the CPS has a programme of community engagement in each of the 42 operational Areas to ensure that the priorities of local communities are clearly identified. One of the proposals contained in the 'Engaging Communities in Criminal Justice' Green Paper released in April 2009 was the introduction of a Community Prosecutor approach. Building on the existing community engagement activities, the Community Prosecutor approach supports the CPS' work with the police and other partners to make communities safer and raise public confidence in the services we provide. By listening to local concerns, prosecutors will be better able to understand the communities they serve and respond to crime and disorder issues locally.
