Annex B Performance Data
Departmental Strategic Objective
"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."
Indicator: Bring offenders to justice
Statement on data:
- Performance data was not available at time of publication.
Indicator: Improve services to victims and witnesses
Statement on data:
To increase the proportion of victims and witnesses who are satisfied with the way they are treated by the CJS.
- Performance data was not available at time of publication.
The proportion of witnesses who attend trial
- Average national witness attendance for the year 2009-10 stands at 87% against a target of 90%. This is an improvement from 86% for 2008-09 and 85% for 2007-08
Indicator: Promote confidence
Statement on data:
Increased levels of public confidence in the fairness and effectiveness of the CJS.
- Performance data was not available at time of publication.
Understand and address race disproportionality at the key stages of the CJS system. (Measured by LCJB returns).
- Performance data was not available at time of publication.
Increased recovery of criminal assets
- Performance data was not available at time of publication.
Indicator: Apply the Code for Crown Prosecutors
Statement on data:
For the period 1 April 2009 to 28 February 2010, 23,891 cases were sampled under the Casework Quality Assurance sampling process. The Code decisions were made satisfactorily in 96.2% of the cases sampled, compared to 96.3% for the year 2008-09.
Indicator: Firm and fair presentation in court
Statement on data:
The process of assessing in-house advocates commenced in October 2009. Between October 2009 and March 2010, 683 assessments were completed across the full range of advocates and 94.28% were assessed as having met or exceeded the required standard.
Efficiency Programme
As a part of the CSR 2007 settlement the CPS agreed to make £69 million value for money (VFM) savings by 2010-11. This target was subsequently increased by an additional £14 million following the RCPO merger and £16 million as part of the £6 billion spending reductions announced in May 2010. The table below shows progress against the targets to the end of 2009-10.
| CSR 2007 efficiency delivery programme summary | 2008-09 Target (£M) |
2009-10 Target (£M) |
2010-11 Target (£M) |
2008-09 Actual (£M) |
2009-10 Actual (£M) |
|---|---|---|---|---|---|
| Operational | 20 | 34 | 58 | 19.2 | 56.4 |
| Administration and Operational Support | 7 | 14 | 41 | 6.8 | 15.1 |
| Total Savings | 27 | 48 | 99 | 26 | 71.5 |
The CPS had achieved savings of £71.5 million, against a target of £48 million. This comprises £56.4 million operational savings and £15.1 million administration and operational support savings.
Delivering improved efficiency and VFM savings is now an integral part of our business. Delivering the efficiency plan is an essential component of enabling the CPS to live within its diminishing budget over the CSR period, without impacting on the quality of service delivery.
The systems used to measure and compare realised savings against the delivery programme targets have been designed within a validation framework. The validation process provides assurance that all reported efficiency savings under CSR 2007 are cash-releasing, sustained and net of costs.
Value for money initiatives: workstreams
Operational: Advocacy Strategy
£34 million: The Department continues to seek to achieve best value for money through the most effective deployment of CPS advocates in the Magistrates' Courts and the Crown Court.
Operational: Operational Efficiency
The implementation of the Optimum Business Model (OBM) is leading to a number of process improvements in CPS Areas, including fewer adjournments, better quality of file endorsement and reduced volumes of correspondence.
OBM is currently being trialed in the Crown Court.
Administration and operational support: Support services
£14 million: A rigorous review of support services in the Department, rationalisation of accommodation and improved procurement is delivering year-on-year cost savings.
These figures are not subject to audit by the NAO.
