The Law Officer’s Departments Departmental Report 2003

This document is part of a series of Departmental Reports (Cm 5901 to 5931) which, along with the Main Estimates 2003-04, the document Public Expenditure Statistical Analyses 2003, and the Supplementary Budgetary Information 2003-04, present the Government’s Expenditure Plans for 2003-2006.

The complete series of Departmental Reports and Public Expenditure Statistical Analyses 2003 is also available as a set at a discounted price.

Spring 2003 Departmental ReportDepartmental Report 2003 The Law Officer’s Departments

Presented to Parliament by the Attorney General by Command of Her Majesty

May 2003

Cm 5911

£13.00

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Contents

The Work of the Law Officer’s Departments

Introduction

1. Crown Prosecution Service

Crown Prosecution Service Common Core Tables

2. Serious Fraud Office
3. Treasury Solicitor’s Department

Treasury Solicitor’s Department Common Core Tables

The Law Officers Department consist of the Crown Prosecution Service, the Serious Fraud Office and the Treasury Solicitor’s Department (together with the Legal Secretariat to the Law Officers and HM Crown Prosecution Service Inspectorate).

The Work of the Law Officers’ Departments The Crown Prosecution Service (CPS), which is headed by the Director of Public Prosecutions, was set up under the Prosecution of Offences Act 1985. It is responsible for deciding independently whether criminal proceedings begun by police in England and Wales should be continued, and for prosecuting those cases it decides to continue.

The Serious Fraud Office (SFO) was set up under the Criminal Justice Act 1987. It investigates and prosecutes the most serious or complex cases of fraud in England, Wales and Northern Ireland and thus contributes to the deterrence of such fraud.

The Treasury Solicitor’s Department provides legal services to most Government departments and the Treasury Solicitor is also Head of the Government Legal Service (the organisational name for the legal teams of most central Government bodies). The Legal Secretariat to the Law Officers and HM Crown Prosecution Service Inspectorate, which are small separate departments, are included in the report of the Treasury Solicitor’s Department. The Legal Secretariat to the Law Officers services the Attorney General, whilst HM Crown Prosecution Service Inspectorate reports to the Attorney General on the performance of the Crown Prosecution Service.

Introduction to the Law Officers Report The Government is committed to building a fairer and more decent society. To help achieve this, it has set itself the challenge of modernising the way in which the country is governed, to enable progress through partnership, and greater efficiency, responsiveness and accountability.

In the criminal justice system, this translates into the delivery of an effective and efficient prosecution service, which secures and retains public confidence. The Crown Prosecution Service and Serious Fraud Office have key roles to play in this commitment.

The work of the Treasury Solicitor’s Department cuts across the whole of the government, and is integral to the successful implementation of the modernising government agenda.

Whilst commitment to further progress remains undiminished, I am pleased to be able to report on the considerable achievements of the past 12 months.

Working in Partnership

The outcome of the 2002 Spending Review recognised the pivotal role of the Crown Prosecution Service (CPS) in improving the performance of the criminal justice system. The CPS settlement, bolstered by further funding from the Criminal Justice Reserve, has enabled the Department to continue its recruitment programme and make real progress in moving towards the targets set out in Criminal Justice: The Way Ahead of 300 additional prosecutors and 400 caseworkers by March 2004.

The Service is building on the joined up approach to criminal justice by working more closely with its partners in the criminal justice system, particularly the police, and with local communities. For example, the continued drive toward collocated CPS/ police Criminal Justice Units is an important part of tackling inefficiencies in the system and of bringing more offenders to justice promptly.

The Auld recommendation that the CPS should take over the charging role from the police (except in minor or routine matters or where a holding charge is necessary) was tried and tested in a charging pilot conducted in 5 Areas during 2002. It has clearly demonstrated considerable whole system benefit potential, even before the enhancement promised by the legislative changes to take place in 2004. Working closely as a prosecution team, investigators and prosecutors have brought quality improvements to case preparation and progression, evidenced by more focussed investigations; more early guilty pleas (and less trials) and more convictions; big reductions in discontinuance with weaker case being stopped before entry to the justice system, yet still maintaining police charging levels. Finally, victim and witness expectations have been better managed by getting the charge right first time, helping to increase public confidence in the justice system.

An independent evaluation has concluded that the early charging pilot scheme is "most definitely and clearly the way forward for the police and CPS". With improved file building, the new arrangements will make a significant contribution to key Government initiatives, including Narrowing the Justice Gap/ reducing attrition. It will provide value for money with more effective and efficient use of time.

The police, the CPS and the courts have worked together to target street crime. As a result, street crime has been reduced by 16 per cent since April 2002. The CPS has played a central role by developing a premium service under which experienced prosecutors: give the police advice during the investigation to strengthen the case and target resources effectively; advise on the choice of charge so that it is right first time; and work closely with the police after the court process has begun to make sure that the case is in the best possible state by the time the trial takes place. Particular attention is being paid to the needs of street crime victims and witnesses, in particular providing them with the necessary information and support to see them through the judicial process.

During the year the Serious Fraud Office (SFO) continued to build on its international reputation as one of the world’s foremost fraud investigating and prosecuting agencies. It takes justifiable pride in the professional service it provides to overseas authorities.

The SFO bid for additional resources in the 2002 Spending Review in order to enable it to meet its targets, take on additional work and meet the growing cost and complexity of cases. The bid also reflected the need for extra accommodation to house investigators taken on to offset the diminishing role the police play in their cases. Although substantial, the bid was recognised to be well justified and the settlement was an increase over the 2003-2004 baseline of 62% by 2005-2006.

Shortly after the end of the 2002-03 financial year Rosalind Wright retired as Director. I would like to take this opportunity to record my gratitude for the excellent work Ros completed and the impressive gains to the reputation of the SFO that were made under her leadership.

Ros was succeeded by Robert Wardle who has been with the SFO since its inception. I confidently expect him to consolidate the reputational gains of recent years and rise to the continuing challenges facing the SFO.

The (Treasury Solicitor’s Department) exists to provide legal services not just to the Treasury but to any part of central Government which needs them and to a number of other public bodies. The Department is increasingly being instructed by smaller Departments and public bodies, who can benefit from the work it does for larger Departments, for example, in the area of employment law.

The Department handles many of the most important litigation cases in which the Crown is involved. This work is increasing in volume and complexity.

The Department’s advisory lawyers are collocated with several of the major Departments of State and work collaboratively with them to deliver the Government’s policies and legislative programme. But, as in the case of litigation services, the Department also provides advisory lawyers for a number of smaller Departments and public bodies, sharing expertise and facilitating economies of scale.

Modernisation

The Crown Prosecution Service recently commenced the second phase of information technology modernisation. The Initial Case Management System (ICMS) was piloted in 3 CPS Areas during the period December 2002 to February 2003. Full roll out commenced in April 2003 and is planned to be completed by December 2003. The full Case Management System (CMS) is currently being developed and will be rolled out during 2004. ICMS and CMS will provide the following benefits:

• a common case tracking system which will be used throughout the CPS and will provide a platform for allowing data to be shared with CJS partners;
• the system will embed best working practices in casework processes;
• CMS will provide the capability to manage electronic case files;
• CMS will provide the flexibility to cope with future changes; and
• improve efficiency throughout the service.

I am pleased with the progress that the SFO has made during the year in delivering the Docman programme which will streamline the process of investigating and prosecuting cases through the use of information technology. The first case to use Docman is proceeding and the second case will start imminently. The Office also made other improvements to its finance and management information systems during the year as part of the modernisation of its finance processes and implementation of resource accounting.

The Treasury Solicitor’s Department is modernising its ways of working, and has published a Corporate Plan outlining how it will develop further in 2003-2006. The Plan describes a variety of activities designed to improve client care, information systems and people systems in the interests of better quality service and value for money. These will include implementing a modern computerised practice and case management system, procured during 2002-03.

The Department is due to be re-assessed as an Investor in People in the Autumn of 2003, and has undertaken a comprehensive staff survey as part of its preparation for this.

Signed

The Attorney General

CROWN PROSECUTION SERVICE

Introduction

1. The Crown Prosecution Service (CPS) was set up in 1986. It is a national prosecution service dealing with criminal cases investigated by the police in England and Wales. The CPS is headed by the Director of Public Prosecutions and employs approximately 6,800 staff.
2. The role of the CPS is to prosecute criminal cases fairly and effectively by:
• advising the police on cases for possible prosecution;
• reviewing cases submitted by the police;
• preparing cases for the Magistrates’ courts and the Crown Court;
• presenting cases at court and instructing private sector advocates where appropriate; and
• working with others to improve the effectiveness and efficiency of the criminal justice system.
3. Before proceeding with a prosecution, Crown Prosecutors must first review each case against the Code for Crown Prosecutors. The Code is designed to make sure everyone knows the principles the CPS applies when carrying out its work. These principles are:
• whether there is enough evidence to provide a realistic prospect of conviction
• against each defendant on each charge and, if so,
• whether a prosecution is needed in the public interest.
4. The Director is under a statutory duty to publish the Code for Crown Prosecutors. The fourth edition of the Code was published in October 2000. The changes were matters of emphasis rather than principle.
5. The CPS is a public authority for the purposes of the Human Rights Act 1998. In carrying out their role, Crown Prosecutors must apply the principles of the European Convention on Human Rights in accordance with the Act.

Aims and objectives

6. The Crown Prosecution Service’s overall aim, which reflects the Government’s priorities for the criminal justice system, is:
7. To contribute to the reduction both of crime and the fear of crime and to increase public confidence in the criminal justice system by fair and independent review of cases and by fair, firm, and effective prosecution at court.
8. The CPS objectives are:
9. to deal with prosecution cases in a timely and efficient manner in partnership with other agencies;
10. to ensure that the charges proceeded with are appropriate to the evidence and to the seriousness of the offending by the consistent, fair and independent review of cases in accordance with the Code for Crown Prosecutors;
11. to enable the courts to reach just decisions by fairly, thoroughly and firmly presenting prosecution cases; rigorously testing defence cases and scrupulously complying with the duties of disclosure;
12. to meet the needs of victims and witnesses in the criminal justice system, in co-operation with other criminal justice agencies.

Delivering Better Public Services: Progress

PERFORMANCE AGAINST SR2000 PSA TARGETS

Targets	Latest Outturn
Ensure by 2004 that the levels of the fear of crime in the key categories of violent crime, burglary and car crime, reported in the British Crime Survey (BCS) are lower than the level reported in BCS 2001	Baseline established from BCS 2001; percentage very worried about crime in key categories was 22% (violent crime); 16% (burglary) and 19% (vehicle crime). BCS interviews during the year ending Sep 2002 show that fear of crime in the key categories of violent crime (21%), burglary (15%) and vehicle crime (17%) have fallen.
By 2004 improve levels of public confidence in the CJS, including improving that of ethnic minority communities	It is not possible to provide reliable trend data on changes in public confidence from the British Crime Survey due to changes in its design. However, with this caveat, levels of confidence for three indicators appear to have risen between the 2000 and 2001-02 surveys (meets needs of victims - 26% to 34%; deals with cases promptly - 34% to 39%; respects rights of accused - 69% to 76%) but fallen in relation to confidence in bringing people to justice (46% to 44%).
To increase the number and proportion of recorded crimes for which an offender is brought to justice	In the baseline year (99-00) 1.104m offences brought to justice. During 01-02 1.025m were (down 79.3 thousand). Provisional data for the year ending July 02 indicate a reversal of trend up to 1.038m offences brought to justice.
By 2002, improve by 5 percentage points the satisfaction of victims and witnesses with their treatment by the CJS and thereafter at least maintain that level of performance.	The proportion of victims "very or fairly satisfied" fell to 58% in BCS 2001-02 from 60% in the 2000 BCS. However, overall witness satisfaction has increased by 2% and those "happy to be a witness again" increased by 6%.
By 2004 reduce the time from arrest to sentence or other disposal by: (i) Reduce by 2004 the time from arrest to sentence or other disposal by reducing the time from charge to disposal for all defendants, with a target to be specified (ii) Reduce by 2004 the time from arrest to sentence or other disposal by dealing with 80% of youth cases within their time targets	(i) Subject to ministerial approval each Local Criminal Justice Board (LCJB) is required to propose timeliness targets for their Area. These are subject to ministerial scrutiny and approval will be on the basis that: LCJBs that are performing below the national average will be required to improve; and, LCJBs returning above average figures would be allowed some latitude if they felt that this would release resources to deliver a better outcome.
	(ii) Subject to ministerial approval eal Local Criminal Justice Board (LCJB) is required to propose timeliness targets for their Area. These are subject to ministerial scrutiny and approval will be on the basis that: LCJBs that are performing below the national average will be required to improve; and, LCJBs returning above average figures would be allowed some latitude if they felt that this would release resources to deliver a better outcome. (iii) The average time for the year 2002 was 68 days - a reduction of 7 days from 2001 and of 73 days from the 142 days of the baseline year of 1996. December 2002 was the 15th consecutive month at or below the 71-day target. The figure rose slightly to 72 days in January 2003 though the overall time for cases sentenced in the magistrates' courts was 64 days - cases sentenced in the magistrates courts account for more than nine out of ten persistent young offenders.
(iii) Halving from 142 to 71 days by 2002 the time taken from arrest to sentence for persistent young offenders (PYOs) and maintaining that level thereafter	(ii) Latest performance reported to September 2002 against published targets: guilty please dealt with in 49 days (against a target of 70 days); not guilty please dealt with in 121 days (against a target of 150 days); committals dealt with in 85 days (against a target of 125 days). (iii) The average time from arrest to sentence for persistent young offenders (PYOs) in England and Wales was 70 days for November 2002, still under the 71 day target. The target has now been met for 14 consecutive months.
By 2004 improve the standard by which the CJS meets the rights of defendants, by achieving 100% of a basket of measures as defined in the CJS Business Plan: (i) 90% of people in police stations requesting the service of a duty solicitor to receive the service within 45 minutes by March 2002 (ii) 98% of prisons to have a Legal Services Officer by March 2002	Performance against the following has been measured by the Lord Chancellor's Department: (i) By March 2002 the success rate was 89% overall (including duty solicitors and clients own solicitors) and 90% for solely duty solicitors (ii) Target met ahead of schedule (iii) By September 2002, 65% of Magistrates courts had this scheme in place. Information for March 2003 will be available in July 2003
(iii) 50% of Magistrates courts to have full access to a comprehensive courts-based bail information scheme by March 2002, rising to 80% by March 2003 80% of prisons holding remand prisoners to have a bail information scheme by March 2002 rising to 90% by March 2003	(iv) Target met ahead of schedule.

Performance and Achievements

9. The CPS collects data monitoring performance against its corporate measures and targets, showing the following progress against Departmental targets during the year ending March 2002:
• Committal papers were despatched within agreed timescales in 85.6% of cases, compared with 77.2% in 2000-01, exceeding the annual target of 78%.
• 84.1% of briefs were delivered to counsel within agreed timescales, compared with 77.4% for 2000-01, meeting the annual target of 82%.
• Dismissals no case to answer attributable to failings in the review process amounted to 0.011% of finalised cases in Magistrates’ courts (or 11 per 100,000), compared with 0.0085% (8.5 per 100,000) in 2000-01. The annual target of 7.5 per 100,000 was not met.
• Non-jury acquittals and bind overs attributable to failings in the review process amounted to 0.5% of finalised cases in the Crown Court (5 per 1,000), compared with 0.6% (6.2 per 1,000) in 2000-01, meeting the annual target of 6 per 1,000.
• 98.2% of witness expenses were paid within 10 days, compared with 97.7% in 2000-01 and an annual target of 100%.
• Timely replies were made to 81.9% of complaints, compared with 91.5% in 2000-01. The annual target of 93% was not met.
• In the year ending 31 March 2002, 462 letters were received from Members of Parliament. 90% of the requisite substantive replies were sent within the Departmental deadline of 15 working days. A further 669 letters were received from members of the public and 51% of the substantive replies were despatched within 10 working days.
• The proportion of undisputed invoices paid within 30 days decreased from 95.3% in 2000-01 to 94.4%, against a target of 100%.
10. We replied to 90.2% of correspondence from members of parliament within 15 days compared with 96.8% during 2000-01 and a target of 100%.

Case Outcomes

11. • The caseload handled by the CPS was little changed during 2001-02. The number of cases sent to us by the police rose by 1.5%, from 1,353,788 to 1,373,755, while the number finalised in Magistrates’ courts rose by just 0.3%, from 1,354,713 to 1,359,205;
    • Crown Court receipts totalled 120,463 compared with 115,603 in 2000-01, an increase of 4.2%. Finalisations in the Crown Court fell from 115,732 to 115,014, a reduction of 0.6%;
    • Magistrates’ courts convictions amounted to 98.3% of cases proceeding to a hearing, unchanged compared with the previous year.
    • Discontinuance amounted to 13.1% of completed cases, compared with 13% in the previous year.
    • In the Crown Court, convictions represented 88.8% of cases proceeding to a hearing, compared with 87.9% in 2000-01.
    • Non-jury acquittals in the Crown Court rose from 13,292 or 16.1% of completed cases in 2000-01 to 14,757 or 17.5% in 2001-02. This was in part a result of procedural changes: under s51 Crime and Disorder Act indictable only cases are sent direct to the Crown Court, removing the opportunity of discontinuing proceedings before committal.

Weight of casework and agent sessions

12. The relative weight of casework changed little:
• Indictable and either way cases totalled 543,643, or 40% of the Magistrates’ courts caseload compared with 539,322, or 39.8%, in 2000-01.
• However, there was a further increase in the proportion of indictable only proceedings in the Crown Court, which totalled 32,639, or 38.7% of caseload, compared with 27,333, or 33.1% in 2000-01.
13. Agent usage in the Magistrates’ court rose from 23.9% in 2000-01 to 30. 1% in 2001-02.

Area management plans

14. Each of the 42 Areas produced an Area Management Plan for 2002-03 including: targets for the year ahead, calculated to enable delivery of Departmental targets for the year; an assessment of risks to delivery of objectives, together with the remedial action planned in response to those risks; details of the local strategies and procedures necessary to achieve Departmental objectives; caseload forecasts; and budgetary plans. Area plans were reviewed and agreed centrally, and performance against targets was monitored throughout the year.
15. Our anticipated caseload for the years ahead is as follows:

Crown Prosecution Service output

	1999-00 outturn	2000-01 outturn	2001-02 outturn	2002-03 estimate	2003-04 plans	2004-05 plans	2005-06 plans
Magistrates' courts defendants finalised	1,434	1,355	1,359	1,484	1,706	1,706	1,706
Crown Court defendants finalised	124	116	115	112	144	144	144

SR2002 Public Service Agreement Targets

16. The 2002 Spending Review announced new targets for the criminal justice system. Performance against these new targets will be covered. in future Departmental and Autumn Performance Reports. There are three targets as follows:

i) To improve the delivery of justice by increasing the number of crimes for which an offender is brought to justice, to 1.2 million by 2005-06; with an improvement in all CJS areas, a greater increase in the worst performing areas and a reduction in the proportion of ineffective trials,

Delivery

The CPS’s contribution to the delivery of this target will include:

• Targeting particular types of offences, such as the street crime initiative;
• Targeting particular types of offender, for example persistent offenders;
• Providing a structured early advice scheme in all, Areas by December 2003.

ii) To 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.

Delivery

The CPS’s contribution to the delivery of this target will include:

• Improving the service to victims and witnesses of crime;
• Respecting the rights of defendants by scrupulous compliance with the duties of disclosure;
• Enhancing community engagement, particularly minority ethnic communities;
• Improving communications - media, publicity, public relations, internal communications;

Helping the courts restrain the assets of those involved in serious and acquisitive crime.

iii) To increase value for money from the Criminal Justice System by 3 per cent a year.

Delivery

17. The CPS’s contribution to the delivery of this target will include: Development of our activity based costing system to deliver better distribution of resources across Areas and to provide benchmarks against which individual Areas can assess their relative costs and performance;
• More effective use of available resources through improved procurement practice, and managing the estate to meet changing business practice;
• More effective deployment of Higher Courts Advocates and Designated Caseworkers. Delivering these targets is the joint responsibility of the Crown Prosecution Service, Home Office and Lord Chancellor’s Department.

Narrowing the Justice Gap

18. The Government’s manifesto commitments include provision for an increase in the number of offences brought to justice (that is to say offences which result in conviction or caution, or in which the offence is taken into consideration) as reported in Home Office data. The gap between offences brought to justice and the overall level of recorded crime is sometimes referred to as "attrition." By far the largest aspect of attrition is the deficit between offences reported and those detected by the police: these cases never reach the CPS.
19. However, the CPS has a role to play along with its CJS partners in reducing the relatively small but important number of cases in which a prosecution commences, but results in an unsuccessful outcome. Unsuccessful outcomes comprise proceedings dropped by the CPS, bind overs, acquittals, and cases which cannot proceed because the defendant cannot be traced by the police.
20. During 2001-02 the proportion of unsuccessful outcomes in Magistrates’ courts was almost unchanged, at 22% of the total compared with 21.9% in the previous year. In the Crown Court the proportion of unsuccessful outcomes rose from 25.6% in 2000-01 to 26.7%, largely in response to the implementation of the s51 procedure;
21. Important structural and procedural changes are expected to impact favourably on the level of unsuccessful outcomes in the course of 2002-03, including the growth in pre-charge advice to the police, the establishment of more collocated units in which the CPS and the police work in partnership, and the development of support for victims and witnesses.

Youth court time targets

22. Ministers have agreed to require each local CJ Board to propose timeliness targets for their area before their spending review justice period. These will be subject to ministerial scrutiny and approval.

Crown Court sitting days

23. In 2001-02 the CPS dealt with 173,954 half day sessions in the Crown Court, an increase of 4,856 (2.9%) compared with the previous year. The increase in sessions was accompanied by a change in the nature of the caseload managed by CPS staff in the Crown Court, the number of indictable only cases increasing by 19.4% to 32,639. In addition, the nature of the activities undertaken by CPS became more complex as a result of the increase in legal argument arising from the introduction of European Court of Human Rights legislation, and significant new demands related to disclosure.

Victim Personal Statement

24. New procedures were introduced in October 2001 allowing victims of crime to explain how the crime has affected them and to express their feelings about many other issues important to them. Our prosecutors make sure that the courts have access to the statements so that the information they contain can be taken into account in bail and sentencing decisions.

NCS Gateway

25. The National Crime Squad investigates a range of cases involving serious, organised crime, frequently involving coordination with foreign law enforcement authorities. For some time now, the NCS has sought a formal working arrangement with the CPS whereby the Casework Directorate will become the "Gateway" for the bulk of their cases. Prior to May 2002, a number of NCS cases were referred to the Casework Directorate in accordance with the Directorate’s existing criteria for referral. However, in May 2002, a pilot scheme commenced at the Casework Directorate’s Birmingham Branch whereby all new NCS cases from the Western Area would be referred to the Directorate. From the outset the CPS encouraged early consultation and discussion on NCS operations.
26. As at 31 January 2003, the CPS had been consulted in over 20 NCS operations. Both the NCS and the CPS have welcomed the early consultation and already close working relationships have developed, leading to a high degree of mutual confidence. In practical terms, CPS staff have provided a considerable amount of advice, including assistance in preparing Letters of Request and extradition, where there is occasionally the need to provide an urgent response. The Directorate’s staff have attended NCS offices to introduce themselves and a good level of rapport has been established on a personal level. The NCS have welcomed in particular the alignment of CPS lawyers with individual NCS offices.
27. In one case, one of the Directorate’s caseworkers spent a considerable amount of time with NCS officers providing advice on file management which led to savings in time and effort once the papers had been passed to the CPS. The NCS have also provided assistance in getting large volumes of papers served in order to meet court deadlines. These examples show the clear benefits of a good working relationship between the two organisations.
28. The pilot is currently being evaluated, and feedback from both the CPS and NCS staff involved has been overwhelmingly positive. Plans are in hand to roll out the scheme throughout the Casework Directorate.
29. The Law Officers Departments consist of the Crown Prosecution Service, the Serious Fraud Office and the Treasury Solicitor’s Department (together with the Legal Secretariat to the Law Officers and HM Crown Prosecution Service Inspectorate).

Resources

2002 Spending Review

30. The outcome of the 2002 Spending Review set new budgets for the CPS for the three years from 2003-04 to 2005-06. The spending plans for the CPS and for other criminal justice departments recognise the important links between the police, the prosecution and the courts and seek to encourage greater joint planning and management of the criminal justice system. Next summer the outcome of the 2004 Spending Review will be known and this will set new budgets and targets for the period 2005-06 through to 2007-08.

Criminal Justice Reserve

31. As part of the 2002 Spending Review plans, the Treasury created a criminal justice reserve worth 100 million in 2001-02 and 525 million over the three years up to 2003-04. The reserve was set aside to provide funding for unforeseen pressures and trilaterally agreed new initiatives. The Attorney General, the Home Secretary and the Lord Chancellor must all agree to the use of the reserve and the release of funding has also to be agreed by the Treasury. Ministers agreed to invest 59.19 million resource and 1.7 million capital from the reserve in 2002-03, in order to speed up the reform of the CPS. The investment is enabling the CPS to direct additional resources to the more serious cases, provide better support for victims and to implement the recommendations of Speaking up for Justice.

Invest to modernise

32. The Crown Prosecution Service continues to develop a culture of continuous business improvement. The CPS adopted the EFQM excellence model as the preferred continuous improvement tool and uses the framework to support business planning across the service. The CPS has now developed the self-assessment principles to support local planning and preparation for business change. This includes using self-assessment frameworks, in conjunction with local police partners, to prepare for local implementation of centrally driven change initiatives.

Criminal Justice Policy Making

Joint working

33. In the course of the last year the CPS has worked closely with the Health and Safety Executive, Association of Chief Police Officers, Local Authorities and British Transport Police in a review of a protocol that governs primacy and provides a structure for liaison where there is a work-related death. The review was informed by two public consultation exercises. The revised protocol has been introduced in spring 2003.
34. The CPS continues to work constructively with other prosecuting authorities through the Whitehall Prosecutors Group. The Group chaired by the Department of Trade and Industry is an important forum for discussion of issues that are of mutual interest to prosecution authorities.
35. A committee chaired by the CPS and comprising the Bar, HM Customs and Excise, Lord Chancellor’s Department and Institute of Barristers Clerks has been formed to develop a new system that will monitor the level of returned briefs across all publicly funded criminal work. The work is expected to be completed in 2004.

Departmental Report 2003 Responsive Public Services

Youth offenders

36. The CPS has worked with its criminal justice partners to achieve the Government’s pledge to half the time taken to deal with persistent young offenders from 142 days to 71 days. The average time for the year 2002 was 68 days - a reduction of 7 days from 2001 and of 73 days from the 142 days of the baseline year of 1996. December 2002 was the 15th consecutive month at or below the 71-day target. The figure rose slightly to 72 days in January 2003 though the overall time for cases sentenced in the Magistrates court was 64 days - cases sentenced in the magistrates courts account for more than nine out of ten persistent young offenders.

Visual recording of police interviews with suspects:

37. ACPO and the CPS are conducting a joint pilot of visual recording of police interviews with suspects in five police forces and the associated CPS local offices. Representation on the Steering Group for the pilot include the Judiciary, the Lord Chancellor’s Department, the Law Society, the Home Office, ACPO and the CPS. A new Police and Criminal Evidence Act 1984 - Code F on visual recording with sound of interviews with suspect came into effect on 8 May 2002.
38. The aim of the pilot is to establish the nature and extent of any benefits to the criminal justice system of visually recording interviews with suspects compared with the present system of audio recording. The pilot will test, by independent evaluation, a variety of technical equipment and the extent to which visual recordings represents best evidence of the police interview and the implications of this in terms of processing and outcome of cases.
39. The CPS Areas in the pilot are Essex, Hampshire, Kent, London and West Mercia. The pilot is scheduled to run for one year.

Direct communication with victims

40. National implementation of the CPS Direct Communication with Victims scheme commenced in April 2001, and was completed at the end of September 2002. The initiative is an important element in the Government’s programme of change to ensure that victims and witnesses are at the heart of the criminal justice system.
41. Under the scheme, the CPS provides victims with an explanation when the case is discontinued, or charges are altered substantially. In cases involving child abuse, sexual offences, racial offences or homophobic crime, we offer to meet victims to explain the basis of the decision if a further explanation is required. This is in addition to our obligation under the Victim’s Charter to meet families bereaved as a result of crime in order to explain the decision on prosecution.
42. Evaluation of the effectiveness of implementation will be completed by June 2003.

Improving the service to vulnerable or intimidated witnesses

43. The CPS has continued to work closely with the Home Office and others to implement the package of measures proposed in the reportSpeaking up for Justice, many of which were contained in part II of the Youth Justice and Criminal Evidence Act 1999. Measures included:
    • Greater protection for rape victims, including the prohibition of cross-examination by the defendant in person of such victims (came into effect 4 September 2000) and restrictions on questioning such victims about previous sexual conduct (came into effect 4 December 2000);
    • Video recorded statements to be admissible as evidence in chief for children under 17, and for vulnerable adults, to be brought into effect for proceedings in the Crown Court from July 2002;
    • TV links for children under 17, vulnerable adult witnesses and intimidated witnesses, to be brought into effect for proceedings in the Crown Court from July 2002.
44. The CPS plans to train key staff in time for implementation to ensure that they are prepared to deal sensitively and effectively with cases involving vulnerable or intimidated witnesses. The design and development of the training package is already underway.

Persistent Offenders

45. The aim of thePersistent Offender Scheme,which started in April 2003, is to reduce crime by targetting the most prolific adult offenders. When these offenders are caught, the criminal justice agencies will give priority to their cases to ensure they are brought to justice for more of their offending behaviour.
46. An important development enabling this work to be taken forward will be 42 local Criminal Justice Boards and a National Board, proposed in the Criminal Justice White PaperJustice for All. Each Board has tackling the justice gap as their highest priority and the Boards will work to identify and remove local blockages in the system to increase efficiency and improve delivery on the ground.

Racially Aggravated Crime

47. The CPS Racist Incident Monitoring Scheme Annual Report for the year ending March 2002 will be published in July 2003. The number of defendant cases received from the police was 3728 compared with 3105 the previous year. There was sufficient evidence to prosecute in 72% of the cases and the overall conviction rate remained unchanged at 83%.
48. A national training package for CPS staff on prosecuting racially/ religiously aggravated crime is being delivered locally by nominated trainers. The aim is to have trained all lawyers and caseworkers who handle such crime by the end of 2003.
49. A public statement on prosecuting racially/ religiously aggravated crime is being prepared with a view to publication in late spring/ early summer 2003 following wide consultation.

Domestic Violence

50. The CPS continues to contribute to the Government’s national strategy to tackle violence against women under the auspices of the Women’s Unit. The CPS is represented at both Ministerial and offical level on inter-departmental groups on domestic violence.
51. In November 2001, the CPS launched its new Policy on prosecuting cases of domestic violence. Key element of this policy include:
    • greater focus on the victim’s priorities of safety, support and information
    • the interface between civil and criminal proceedings
    • constructing cases, wherever possible, on the basis of evidence other that that of the victim
52. The CPS has also set up a network of Domestic Violence Co-ordinators to facilitate implementation of the new policy and to help share information and good practice across all CPS Areas.

Reaching More People

53. Press and publicity branches continue to develop a more pro-active approach to explaining to the public the work of the CPS, with a particular emphasis on ensuring that its publications are accessible to minority ethnic communities and to those with special needs.
54. All CPS publications are available in non-English languages and alternative formats. A booklet giving information to witnesses about what to expect at court was awarded a Plain English Crystal Mark. Publications, including CPS News, which is also published in audio format, are available at public events in which the CPS takes part such as criminal justice open days. In these, and other events and initiatives, the CPS works closely with criminal justice partners to provide information to the public. As part of the Government’s objective to make more information available, Communications contributes to the Departmental Freedom of Information publication scheme. Each CPS Area publishes its own Annual Report.
55. Press Office helps to keep the public informed through the media. This year Press Office has been strengthened to improve its pro-active media work and to provide more support to the existing network of Area communications managers.

CPS Areas And Their Local Community

56. Involvement of community representatives in the development of public policy statements for specific types of crime is now established practice for the Service - in 2003 this will be racial and religiously motivated crime.
57. Launch a national campaign to improve trust and confidence among minority ethnic groups targeting victims, witnesses and defendants as well as the community as a whole - September 2003.
58. The raft of initiatives on community engagement, particularly involving minority ethnic communities include distributing leaflets on the Service to community groups in community languages, visiting groups, inviting groups to visit our offices, having community representatives on local Area equality committees.

Quality Public Services

Criminal Justice Units and Trial Units

59. Steady progress continues to be made on the CPS Glidewell 1 programme to restructure front-line operations by establishing collocated Criminal Justice Units (CJUs) and Trial Units (TUs) in either CPS or police premises. The CPS is establishing a new structure in which police and CPS staff are housed and work together in collocated Criminal Justice Units, aiming to reduce administrative duplication and delay, promoting closer liaison and better working relationships between the two independent organisations. Collocation enables more resource to be re-directed towards serious casework, providing better and earlier advice at the outset and on supporting victims and witnesses.
60. The speed of change is largely dictated by constraints with the available estate and it has not been possible to convert the entire CPS/ police operation into a collocated structure quickly. Chief Crown Prosecutors and Chief Constables in each Area have worked together to prepare plans to introduce joint units as soon as suitable accommodation can be made available.
61. CJUs and TUs provide good evidence of CPS and police working together and with other criminal justice partners in pursuit of the Modernising Government agenda and maximising the use of shared resources. Evidence from the charging pilots has shown that a collocated structure provides the right environment from which CPS can take more responsibility for charging.
62. By 31 March 2003, 93 collocated Criminal Justice Units will have been established in 33 Areas, handling about 57% of CPS business in Magistrates’ court, and 39 Trial Units, which include a police presence, will have been established in 28 Areas, handling about 47% of Crown Court business.

Joint Performance Management (JPM)

JPM With The Police

63. Joint Performance Management (JPM) continues to be used to capture and analyse information on the timeliness and quality of police files submitted to CPS. The latest available data shows a small improvement over four quarters in both the timeliness and quality of police file submission.
64. Under the direction of the multi-agency JPM Strategy Group, work has been undertaken to seek to shift the emphasis from file submission to case outcome. A new scheme has been devised to enable the CPS and police to focus more closely on the case outcome rather than on the quality and timeliness of a file at an artificial point in time. The ’outcome analysis’ will help to identify reasons why cases are not successful so that action can be taken to reduce the instances of this happening, whether this is by training and development of staff or by improving processes. This change has the support of CPS and ACPO and will underpin a key Government priority to ensure that more offenders are brought to justice. The implementation of the new scheme is tied to the roll out of the new CPS iCMS (Initial Case Management System), which will help to capture the data and is expected to be in place by December 2003.

JPM With The Courts

65. A process has been developed and implemented to capture management information on cracked, ineffective and vacated trials in Magistrates’ courts. The new process was piloted across a number of Areas in 2001 and, following positive feedback, the JPM Strategy Group agreed to implement it between January and April 2002. The monitoring captures information on the reasons why cases listed for trial do not proceed as planned, either because the trial ’cracks’ i. e. it is dealt with when the prosecution does not proceed with the case or when the defendant pleads guilty, or because it is ineffective i. e. the trial has to be adjourned to another day. It is now a Government priority to reduce the number of ineffective trials because they hinder proper and efficient management of cases, are inconvenient to victims and witnesses at a stressful time for them and are not a cause for bringing offenders to justice.
66. There are plans to introduce a similar JPM scheme in the Crown Court, which the CPS and Court Service are working together to launch from April 2003.

Higher Court Advocates (HCAs)

67. The CPS remains on course with its plans to train and deploy 100 HCAs per annum over the period 2001 - 2004 and to gradually increase the number of HCAs being deployed to exercise rights of audience in higher courts. There continues to be positive feedback from the judiciary, HMCPSI, and other CJS stakeholders about the ability and effectiveness of HCAs. Wider deployment of HCAs at the Crown Court is serving to facilitate the major aim of CPS under the Glidewell reforms of establishing Trial Units and shifting the centre of gravity towards the more serious cases. More regular exposure to Crown Court practice and procedure is providing HCAs with valuable front-line experience of this more challenging arena, improving their stature and job satisfaction, and contributing to casework improvement.

Designated Caseworkers

68. The CPS is currently looking at the more effective deployment of Designated Caseworkers, which will lead to a reduction in the unit cost of dealing with recordable crime. A strategy is being developed to extend the remit of Designated Caseworkers to a greater range of cases. This will release more prosecutors to concentrate on recorded crime and to release the more senior prosecutors, including higher court advocates, to concentrate on the earliest stages in the criminal justice process by March 2004.

Working with the Bar

69. The CPS has always enjoyed and encouraged a good working relationship with the Bar. On a Circuit basis, senior CPS and the Bar representatives have regular dialogue in Joint Advocate Selection Committees discussing a wide range of issues and taking forward joint local initiatives, such as more effective procedures to better ensure that an advocate with the right skills is selected for the individual case and the development of an induction programme for pupil barristers. Senior representatives from CPS and the Bar also meet at six-monthly liaison meetings to discuss issues at a national level.

Graduated Fee Scheme

70. The Graduated Fee Scheme was successfully introduced in October 2001. The scheme was designed with LCD officials and members of the Bar to guarantee parity of fees paid to prosecution and defence advocates, unless there is good reason to distinguish between them. The scheme got off to a slow start as staff and practitioners became familiar with new procedures and cases worked through the system but is now routinely being used across England and Wales by the CPS and members of the Bar for the calculation and payment of advocates fees in the Crown Court. Removing the disparity in fees has provided better assurance that there is parity in representation, which in turn promotes more confidence in the criminal justice system. The scheme captures all Crown Court cases expected to last up to 25 days in length.
71. The CPS continues to work closely with the Lord Chancellor’s Department and the Legal Services Commission to introduce a new scheme to manage and remunerate very high cost cases, generally those expected to last over 25 days in length.

Advocates’ Fees

72. Expenditure on external advocate fees was contained within the Departments revised provision. The total number of CPS cases finalised in the Crown Court fell by 0.6% from 115,732 in 2000-01 to 115,015 in 2001-02. Over the same period Crown Court advocate fee expenditure fell by 1.2% from 85.5 million to 82.3 million. Thus the average unit cost for employing an external advocate reduced from 737 to 717. Case Management Plans continue to be applied to assist in the management and valuation of high cost cases, particularly those involving leading and junior counsel.

Relations with other prosecuting authorities

Disclosure

73. The Crown Prosecution Service has thoroughly considered the recommendations and suggestions of the CPS Inspectorate’s Thematic Review of the Disclosure of Unused Material through a major joint CPS and police Disclosure Project. Under the superintendence of a Project Board chaired by the Director of Public Prosecutions, the project was tasked with improving CPS and police compliance with the statutory disclosure regime introduced by the Criminal Procedure and Investigations Act 1996.
74. Since its inception in 2000, the project has delivered a number of key outputs:
75. Following an extensive consultation exercise involving colleagues within the CPS and police and across the criminal justice system, comprehensively revised Joint Operational Instructions (JOPI) were published on 18 December 2002 via the CPS and ACPO Intranets and distributed to all Areas and police forces. Publication to the wider criminal justice community will take place in June 2003 as part of CPS Legal Guidance.
76. Refresher training materials were developed for CPS and police disclosure champions and trainers. The resulting package was presented at a national disclosure seminar in August 2002. The revised JOPI will form the basis of a national programme of training for the CPS and police practitioners which was implemented from April 2003.
77. In addition, an innovative national ’third party material’ protocol has been developed under the auspices of the project. It deals with early consultation and exchange of information between agencies involved in investigating and prosecuting cases of suspected child abuse. The protocol is close to finalisation, with inter-agency adoption anticipated in the near future.

International Crime

78. Since the last Report, the European and International Division (EID) continues to ensure that the CPS is at the forefront of and fully engaged in all aspects of European, international, serious and organised crime criminal justice initiatives.
79. As well as benefiting and educating CPS staff this process has assisted UK law and policy by providing much needed practitioner input into policy formulation and legislation.
80. The Division is building on and developing the ethos of joint training initiatives across the CJS. By the end of May 2003 the Division will have trained a number of lawyers and caseworkers from the CPS as well as colleagues from domestic and international criminal justice agencies. For example, individuals from the National Crime Squad, Extradition Squad (Scotland Yard), National Criminal Intelligence Service, HM Customs and Excise, Ministry of Justice (Spain) and Attorney General’s Chambers (Gibraltar) have been trained and equipped with the necessary skills to approach international work in serious, cross border and organised crime.
81. The Division staged the biggest and best International Association of Prosecutors Conference to date, with a total of 77 countries being represented. EID will be liaising closely with the Secretary General and General Counsel of the IAP to ensure that progress is made against the ’London Action Plan’ formulated during the Conference.
82. The results of our Pan-European Human Trafficking Conference held in May 2002 were fed into the International Organisation for Migration Conference in Brussels in September 2002. This resulted in the ’Brussels Declaration’, which the European Commission would like EID to take forward.

Overseas Liaison Network

83. The Liaison Magistrate Network continues to be strong in its purpose of mutual legal assistance and co-operation. The Division was responsible for setting up posts in France, Spain and the United States and has (last year) taken over the responsibility of the Italian post. The Liaison Magistrates regularly deal with mutual legal assistance and extradition cases. They also assist their host country with general legal advice and guidance which is proving invaluable.
84. EID will continue to evaluate further opportunities to enhance the overseas network in countries where a business case for such a commitment can be made out.

Extended Court Sitting Hours Pilots

85. The Government’s paper,"Criminal Justice - The Way Ahead", recommended the piloting, on a multi-agency basis, of extended court sitting hours with the aims of reducing delays, improving the service to victims and witnesses, dealing quickly with arrests to deter criminals and providing reassurance to the public.
86. The pilots were held at Bow Street Magistrates’ court and the City of Manchester Magistrates’ court from May to September 2000. Volunteer CPS staff covered evening remand courts in London on Friday and Saturday evenings, and early morning remand courts and twice-weekly evening trial courts at Manchester.
87. An independent evaluation report, prepared by PA Consulting and accepted by Govenment, concluded that while there had been some reduction in delays and some qualitative improvements for victims and witnesses, the pilots proved to be disproportionately expensive and were not cost effective. However, the inter-agency pilots grately assisted the working relationships in two of the country’s largest metropolitan areas. There were useful lessons to be learnt in dealing with increased pressures on court capacity and the report findings and recommendations have been circulated to Chief Crown Prosecutors and Area Business Managers.

Charging

88. Lord Justice Auld’s Review Of The Criminal Courts, October 2001, recommended that the CPS should take over responsibility for the decision to charge except in minor cases. The CPS and the police have been running pilots in five Areas to assess the practicalities. The CPS has provided more early pre-charge advice to the police and the results so far suggest there has been a sharp fall in the number of discontinued cases, more early guilty pleas, a significant increase in the plea rate at first hearing and that there could be worthwhile benefits for the criminal justice system as a whole.
89. Following evaluation of the pilot with a very positive report and the Govenment’s decision to implement the Auld recommendation nationally, all CPS Areas are deploying shadow charging schemes in conjunction with local police partners. Areas will operate the scheme under a protocol previously agreed with ACPO and will extend these arrangements to the whole of their area by the end of 2003 so as to be able to make a seamless transition to the statutory scheme when it becomes available.

Street Crime

90. The police, the CPS and the courts have worked together to target street crime. As a result, street crime has been reduced by 16 per cent since April 2002. The CPS has played a central role by developing a premium service under which experienced prosecutors: give the police advice during the investigation to strengthen the case and target resources effectively; advise on the choice of charge so that it is right first time; and work closely with the police after the court process has begun to make sure that the case is in the best possible state by the time the trial takes place. Particular attention is being paid to the needs of street crime victims and witnesses, in particular providing them with the necessary information and support to see them through the judicial process.

Value For Money

HQ Review 2003

91. The CPS has commissioned an independent review of its Headquarters structure, that sought to develop a more efficient and effective centre that supports Areas in delivering a high quality prosecution service and makes the maximum contribution to delivery of PSA targets and reform of the criminal justice system.

Business Development Directorate

92. The review has proposed a new Business Development Directorate be established, whose role is to strengthen the links between Areas and HQ in co-ordinating and implementing operational changes and new reforms; supporting Areas to deliver PSA targets to narrow the justice gap and to raise public confidence; improving CPS communications, media handling and knowledge management; and securing the benefits from the new Compass case management system. The introduction of a Business Development Directorate will enable Policy Directorate to focus even more on influencing CJS thinking and reform and ensuring that any subsequent legislative proposals are practicable.

Support Services

93. The review also made proposals for the management of Service Centres, and recommended that a new Support Services Manager to be appointed, to be responsible for the delivery of support services provided by Service Centres and to develop a greater customer service ethos for all support service providers. The Support Service Manager will also review the way the CPS delivers support services and make recommendations for any improvements in the way those services can be delivered.

HMCPS Inspectorate

94. The Crown Prosecution Service Inspectorate Act 2000 came into effect on 1 October 2000 and the Inspectorate became Her Majesty’s Crown Prosecution Service Inspectorate (HMCPSI). In anticipation of its expansion and change of status, the Inspectorate moved to new accommodation outside CPS Headquarters in April 2000. Since April 2001, it has been funded through the vote of Treasury Solicitor’s Department. This step ensured that the funding of the independent Inspectorate is quite separate from that of the CPS itself.
95. The purpose of Her Majesty’s Crown Prosecution Service Inspectorate is to promote continuous improvement in the efficiency, effectiveness and fairness of the prosecution services within a joined-up criminal justice system through a process of inspection and evaluation; the provision of advice; and the identification of good practice. During 2002-03 the Inspectorate have published 3 different types of report:
    • Some in-depth Inspection Reports on performance of Individual Areas or HQ Directorates, covering key aspects of casework, management and operational issues, financial management, human resources, equality and diversity and relationships with other criminal justice agencies;
    • Some Thematic Reports covering issues relevant across the CPS and, in some cases, other prosecuting authorities; and,
    • Some Joint Inspection Reports, undertaken with other criminal justice system inspectorates, covering issues relevant to different partners within the system.

Area/ HQ Inspection Reports, 2001-2002

• Leicestershire
• Cumbria
• Hertfordshire
• Devon & Cornwall
• Sussex
• Surrey
• Wiltshire
• Avon & Somerset
• Cambridgeshire
• Policy Directorate
• Casework Directorate
• Cheshire

Thematic Reports 2001-2002

Casework Having a Minority Ethnic Dimension

Custody Time Limits

Advice, Conduct and Prosecution by the CPS of Road Traffic Offences Involving Fatalities in England & Wales

The Justice Gap

Joint Inspection Reports 2001-2002

Joint Follow-up Inspection of the Progress Made in Reducing Delay in the Youth Justice System (with HMIC & HMMCSI)
Joint Inspection of the Handling of Discharged Committals in the West Midlands Area (with HMIC & HMMSCI)
Safeguards for Children (Social Services’ Inspectorate contributed to by HMCPSI)
Listing: Creating the Virtuous Circle (with HMIC & MCSI)

Information Age Government

96. The CPS is working with Criminal Justice Information Technology (CJIT) and other criminal justice partners to produce a joined up and co-ordinated approach to developing information and communications technology across the Criminal Justice System.

COMPASS project

97. During 2001-02 the CPS successfully completed the first stage of the IT modernisation programme, known as Connect 42 and Connect HQ. These projects delivered new office automation facilities to all staff throughout the CPS, providing access to external networks via the Government Secure Intranet (GSI), the Criminal Justice Extranet (CJX) and the Internet.
98. On 31st December 2001 the CPS awarded a 10 year PFI Contract, known as COMPASS, to LogicaCMG. The contract provides for the management, supply and support of all IT infrastructure to enable the CPS to meet business requirements. The contract also allows for future technology refreshment.
99. COMPASS is based on a "partnership" approach whereby the CPS and LogicaCMG work together to deliver lasting and demonstrable improvements in the prosecution of crime via a set of core values to generate the maximum possible business benefits.
100. The second stage of the modernisation programme, to install a national electronic case management system, is on target.
101. The new initial case management system (ICMS) was piloted in 3 CPS Areas during the period December 2002 - February 2003. ICMS is being rolled out across the CPS between April and December 2003.
102. The full Case Management System (CMS) is currently being developed and will be rolled out during 2004.
103. In parallel with the development and rollout of the ICMS, considerable effort is being focused on enhancing the existing infrastructure to ensure that the best possible service is provided to CPS staff.

Government Secure Intranet (GSI)

104. The CPS continues to embrace the use of electronic communications to help improve the quality of its casework and information to citizens. Working with its ITC partner, Logica, for the COMPASS Project, it is using web technologies to make available important legal guidance and promote the sharing of knowledge and best practice across the organisation via the intranet.

Secure e-mail

105. The CPS has recently piloted a secure e-mail system with partner organisations in the criminal justice system, such as Solicitors and Barristers. Funding for this pilot has been secured from the Capital Modernisation Fund.
106. A system implemented by CJIT and the Office of the e-Envoy was tested during the pilot which ran from June 2002 to January 2003.
107. The provisional findings from the pilot indicate that the CPS and its partners in the legal profession are likely only to make limited use of email in the short term. It is expected that e-mail usage will increase over time, as electronic documents and records become more prevalent.
108. The CPS has a commitment to provide secure e-mail to legal partners by the end of 2003. This will be met initially using GSI, CJX and the CJIT secure e-mail system trialled in the pilots. This pilot system will be replaced later in 2003 by a commercial service currently being procured by CJIT.

Departmental records and security

106. The CPS is on target to meet the Government’s target to manage all newly created public records electronically by 2004.
107. The CPS has been preparing for the introduction of the Freedom of Information Act which is due to be fully implemented in January 2005. The CPS is on target for the establishment of a publication scheme, setting out how it intends to publish the information it holds from June 2003.
108. The CPS is aiming to achieve compliance to the BS7799 information security standard for the COMPASS system and at CPS Headquarters in 2003-04.

Information Systems Strategy

112. A 5-year e-Strategy Statement has been produced for the period 2003 to 2008. The purpose of this strategy is to ensure that the full potential of modern technology is realised, transforming every aspect of how CPS operates and the environment within which its people work. The Strategy also looks to ensure that the technology becomes entirely familiar and trustworthy for people within the CPS.
113. The Strategy supports the following key business drivers for the CPS:
     • Achieving delivery of the CPS Public Service Agreement (PSA) targets.
     • Meeting the Government’s targets for electronic service delivery within the CJS
     • Facilitating closer partnership working right across the CJS.
     The CPS plans to adopt a staged programme/ project based approach to the realisation of the e-Strategy.

e-Business

114. In agreement with the Office of the e-Envoy, the CPS e-Business Strategy has now been incorporated as a main theme within the CPS e-Strategy. A target has been set for victims to be able to track the progress of their cases electronically by 2005.

e-Communications

115. The CPS continues to embrace the use of electronic communications to help improve the quality of its casework and information to citizens. Working with its ITC partner, Logica, for the COMPASS Project, it is using web technologies to make available important legal guidance and promote the sharing of knowledge and best practice across the organisation. In May 2002 the CPS launched the new public-facing web site, www.cps.gov.uk, with updated information for citizens, and new documents targeted at non-English speaking communities.

Valuing Public Service

Vision and values

116. The principles of the Modernising Government Agenda are complementary to the Vision and Values which the CPS developed in conjunction with stakeholders, staff at all levels and the trades unions, and published in July 1999. During 2002, the Planning and Risk Sub-Group of the CPS Board requested that an audit be conducted to provide a benchmark upon which we can build in the future. Management Audit Services conducted the review, which included consultation with a representative number of staff within 10 Areas, 2 Service Centres and 2 HQ Directorates. The findings of this exercise are now being taken forward by the Human Resources Strategy Group.

Investors in People

117. 80% of staff are now working within Areas or units, which have achieved Investor in People status.
118. A strategy for corporate recognition has been developed which includes a programme of reaccredidation in line with timescales set by IiP UK and against the revised standards. This will lead to full IiP status for the whole organisation in due course.

Staff Survey and Stress Audit Programme

118. A full staff attitude survey ’Staff Survey 2002’ was carried out at the end of March 2002. Amongst organisational strengths identified by the Survey were a positive view of colleagues and team working, the intention to stay with CPS and clarity or roles and responsibilities.
119. There were a number of areas identified as opportunties for improvement and three major areas were prioritised for corporate level action. These are Leadership and management, communications and public image and stress. Among actions to address these areas, a new leadership and management development programme is scheduled to roll out in the Spring of 2003 (the pilots of some modules began in December 2002). The CPS Policy on Stress is currently being reviewed and will be issued early in 2003 and a full review of Counselling and Support Service in CPS began in January 2003.
120. In addition to the report of findings for the CPS as a whole, each area received a report of its own individual findings and have been asked to produce a formal or informal action plan to address specific issues highlighted in their individual reports.
121. A working group ’Staff Survey Sounding Board’ monitors progress on area action plans and the corporate level actions and reports quarterly through the HR Director to the CPS Board. In January 2003 the CPS Board agreed to a further Staff Survey in March 2004.

Family Friendly Policy

123. The Department has in place a number of family friendly measures aimed at helping staff balance their work and domestic responsibilities.
124. Departmental policies available to all staff include the flexible working hours scheme, part-time working and job sharing. In addition, maternity, paternity, parental, special and adoptive leave provisions are in place to assist staff at times when needed. In 2002, the CPS extended the entitlement of eligible staff to paid adoptive leave at the same level as maternity leave.
125. The department runs a career break scheme aimed specifically at assisting with domestic responsibilities such as coping with the care of young children, elderly or dependant relatives and can be offered for periods of up to 5 years. Career breaks can also be granted to enable staff to accompany their partners on transfer to employment at a new location when compassionate transfers cannot be arranged.
126. The department is a member of the Cabinet Office Work/ Life Balance Working Group which ensures that the department’s Family Friendly policies continue to compare favourably with other departments. Attendance also enables us to explore other policies and initiatives that are currently being operated and/ or being introduced Civil Service wide.
127. The CPS continues to operate a Childcare Support Scheme, which provides a simple and flexible means for the Department to contribute towards the cost of quality childcare. Although eligibility for the scheme is subject to certain criteria, it is available to all staff and at present there are approximately 700 users on the scheme. The Department also contributes to any extra childcare costs incurred by attendance on a training course as part of official duties.

Training for Senior Managers

128. A first Employment Tribunal Masterclass was designed and delivered for senior managers in December 2002. This programme aims to promote a better understanding of the employment law framework and employment tribunal issues relating in particular to discrimination.
129. An overall strategy for the development of a leadership and management development programme has been agreed. This will provide managers with the key skills and knowledge required to drive up performance in their teams.

Equal Pay Audit

130. The CPS has demonstrated its commitment to equal pay through participation in the development of the Equal Opportunities Commission’s Equal Pay Audit Model. Similarly, the introduction of a fixed pay progression mechanism has addressed any historic differences in the pay levels of men and women caused by previous performance-related pay structures.

Succession Planning

131. In support of the Modernising Government Agenda a programme of 360 Degree Appraisal for SCS was offered to all SCS and equivalent within the CPS during 2002.
132. The interchange programme that was drawn up towards the end of 2001 was implemented and achieved its stated aims. Further targets have been agreed for the period 2002-03. The programme has incorporated a wide range of activities both overseas and with other government departments and also includes planning for a pilot structured interchange programme between the Lord Chancellors Department and The CPS.

Positive Action Initiatives

The CPS have participated in a Cabinet Office positive action scheme which is targeted and providing two years of structured development advice and opportunities to minority ethnic staff who have the potential to reach the SCS. The CPS has sponsored two members of staff in the first year of the programme (2001-02) and have just agreed sponsorship for a further one member of staff.

The CPS have also participated in the Civil Service Bursary scheme which is a scheme targeted at members of staff who have a disability who have the potential to reach Grade 7 (Level D). This is also a two year structured development programme and the CPS is currently sponsoring one member of staff with plans in hand to sponsor another.

The CPS has provided training and support to nine members of staff who have offered their services to the National Mentoring Consortium. Through this scheme they are matched with and act as mentors for degree level students countrywide.

Equality and Diversity

136. During 2002 the CPS completed the Diversity training for all staff. The training was evaluated and a comprehensive report produced with recommendations for follow up work.
137. A second phase of the Dignity at Work Campaign was run in October 2002, together with the launch of a new complaints procedure. The new procedure implemented one of the Denman Recommendations and included external investigators, a new informal procedure and internal advisors to support staff.
138. Progress on achieving a representative workforce meant that in June 2002 over 12% of staff were from minority ethnic communities. This compares well with a benchmark of 6.2% in the civil service comparison (2001).
139. Eleven regional Equality and Diversity Officers (EDOs) were recruited. This implemented another Denman Recommendation. Their role is to support CPS Areas in diversity work on employment, the service and particularly community engagement.
140. In May 2002 the CPS Race Equality Scheme was launched by the Attorney General, Director of Public Prosecutions and the Chair of the Commission for Racial Equality. It was one of the first launched in government. The scheme is a 3-year race equality strategy. It is unique in having community involvement in shaping its format and prioritising the policies needing review.
141. In September 2002, the Commission for Racial Equality lifted the Suspended Formal Investigation into the CPS. This was in recognition of the fact that all ten recommendations from Denman had been implemented and much progress made on race in general.
142. In October 2002 the first Diversity Awards were given to those who had developed innovative projects in either employment, policy or casework. There were forty-seven entries, 3 winners, 4 runners up and fourteen commendations. Two hundred people attended the award ceremony hosted by Floella Benjamin.
143. In November 2002, the policy on Homophobic Attacks was launched. This is the first policy of its kind. It is also the first time a CPS policy has been developed with the help of the community groups. This is, as far as we know, a first among government departments.
144. In February 2003, a major conference was held in Cardiff. "On the Edge of Objectivity" was a conference looking at those aspects of decision making that are not "objective". The conference focussed on so-called "hate crimes" (domestic violence, rape, racist crime, homophobic crime) and attempted to clarify the context in which there crimes occur and the way in which peoples prejudices can obscure the facts of a case. The conference was attended by approximately 400 people, including members of the Police and the voluntary sector.

The priorities for 2003 - 04 are to:

• Run a series of events marking the European Year of Disabled People.
• Develop a domestic violence project which will run for 2 years. The project aims to test different measures in two pilots to see which are most successful in narrowing the justice gap.
• Develop a generic equality scheme.
• Develop a national strategy on community engagement.
• Publish the outcome of the Diversity Monitoring Project and implement the recommendations.
• Publish a Public Policy Statement on racist crime.

Legal Trainees

145. The Department has recruited a total of 33 Legal Trainees who will undertake their articles or pupillage with the CPS. Further selection exercises are planned.

Recruitment And Equal Opportunities

146. Recruitment to the CPS is carried out through systems based on fair and open competition and selection on merit, in accordance with the Civil Service Commissioner’s Recruitment Code, unless one of the permitted exceptions to fair and open competition applies. All recruitment activity is subject to audit, both internally and by the Commissioner’s Recruitment Auditors.
147. During the last 12 months, the CPS made the following number of appointments on either a fixed term or permanent basis:

CPS Appointments, January - December 2002

Level	Total	Female	Ethnic Minority	Appointees who meet the definition of disability under the *DDA 1995
Pay Band A1	286	217	22	6
Pay Band A2	217	168	44	2
Pay Band B1	64	41	6	3
Pay Band B2	25	18	10
Pay Band B3	9	6	1
Pay Band C1	112	74	20
Pay Band C2	136	71	13
Level D	3	3
Level E	2	2
SCS	1	1
CCP	2	1

48. In addition, the following permitted exceptions to fair and open competition have been made: Twenty-three former civil servants have been re-instated and thirty temporary appointments have been extended beyond 12 months. Of the latter, twenty-five appointments were extended pending the outcome of permanent recruitment campaigns, and five were extended for operational reasons.

Senior Civil Service (SCS) pay including Chief Crown Prosecutors (CCPs) and CPS London Assistant Chief Crown Prosecutors (ACCPs) as at 1st April 2002

Salary Range	SCS	CCP/ACCP	TOTAL
Below 50,000
50,000 - 54,999
55,000 - 59,999	1	2	3
60,000 - 64,999	5	23	28
65,000 - 69,999	5	11	16
70,000 - 74,999	4	5	9
75,000 - 79,999	1	5	6
80,000 - 84,999
85,000 - 89,999	2		2
90,000 - 94,999	1	1	2
95,000 - 99,999	1		1
100,000 - 104,999
105,000 - 109,999
110,000 - 114,999
115,000 - 119,999
120,000 - 124,999
125,000 - 129,999
130,000 - 134,999
135,000 - 139,999	1		1

Investment

Departmental Investment Strategy

149. The Departmental Investment Strategy (DIS) outlines the main investment programmes for the Crown Prosecution Service (CPS) . The document is intended to show how that investment will support the achievement of CPS objectives and Public Service Agreement (PSA) targets both for the CPS and the criminal justice system (CJS) as a whole.
150. The Crown Prosecution Service Estate exists to support the core business of the Department by providing the physical infrastructure to enable the departmental objectives to be delivered. The department currently has a small capital base and the main assets are property and office furniture. The table below details the departmental asset base as at 31 March 2002.

Departmental capital asset base 31 March 2002

Assets at Net Book Value 000	31 March 2002
Departmental existing capital:
Land and buildings	3,903
Other	8,191
Total	12,094

Speaking Up for Justice

151. In 2002 the Service was awarded capital funding to assist in the implementation of Speaking Up for Justice recommendations and the Youth Justice & Criminal Evidence Act 1999. The purpose of the funding was to procure essential equipment directly connected to the review of electronic evidential material, such as television monitors, video players and DVD players.
152. Areas were asked to submit bids for electrical equipment. Following consideration of all bids, electrical equipment was procured centrally, then delivered and installed at sites across the 42 Areas. Areas were also given the opportunity to procure equipment at a local level. It is estimated that the overall spend will be about 0.7m.

Asset disposal

153. There are currently no firm proposals to dispose of any of the freehold property assets as a continuing operational requirement has been identified in respect of each site over the long term.

Procurement

Estate Management

154. The estate has experienced a year of increased pressure to respond to changing circumstances. These have included meeting the "Glidewell programme" and also to accommodate increased staff numbers. The combination of the two has meant that some offices are now at a critical level in terms of suitable space provision.
155. The projected accommodation cost per head for financial year 2002-03 is 4,986. This represents an overall decrease of 14% compared to last year. This is largely due to an increased number of staff and good space management.
156. Involvement with the programme of collocation with the police, to establish Criminal Justice Units and Trial Units, has continued. Progress has been made with minimal delays and some schemes have involved a dynamic and proactive approach by both CPS and the police.
157. Preparations for the provisions of the Disability Discrimination Act, Part 3, have progressed. A sum of 1,000,000 will have been expended during the financial year on the most crucial improvements and necessary works to the estate. The programme will be fully implemented by April 2004, ahead of the October 2004 deadline.
158. The review of the estates strategy has continued. Early results have included the issue of a manual of guidance in relation to Business Case Preparation for Estates issues and a revision of the Departments’ Lease Heads of Terms to take account of the Code of Practice for Commercial Leases. Contacts with CJS partners and Office of Government Commerce have been strengthened to ensure best practice and a common approach where appropriate.

Health and Safety

159. To raise the profile and awareness of health and safety, our Health and Safety Policy statement has been revised to reflect the changing environment within the CPS. The Policy also demonstrates our commitment to ensuring CPS has a healthy and safe work environment.
160. A Health and Safety Annual Report was introduced last year for Areas to complete. This aids Areas in completing the Certificate of Assurance. The Annual Report also supports the Government and Health and Safety Commission agenda in Revitalising Health and Safety strategy.
161. In order to further enhance health and safety awareness and to support training initiatives, such as self-development, investigation is being carried out into interactive IT packages with access available through the CPS intranet.

Sustainable Development

162. We have continued to develop our approach to the incorporation of sustainable development initiatives across the work of the CPS. The key objectives of this initiative are:
     • Integrating sustainable development into decision making
     • Raising awareness of sustainable development
     • Improving the performance of the estate
163. The Board have endorsed our Sustainable Development Policy and this along with current information on the CPS Estate, as required within the "Framework for Sustainable Development on the Government Estate", will be published on the CPS website.
164. We have started to implement the report submitted last year by our environmental consultants: to reduce energy use and manage the buildings in a more environmentally friendly manner. The main area of progress has been the use the data now available to us to re-tender for renewable electricity contracts on 26 CPS sites. This has led to savings of around 50,000 per annum.
165. Our Central Property Unit and Departmental Procurement Unit are working jointly to ensure that appropriate aspects of sustainable development are included in criteria when evaluating suppliers for the provision of goods and services. Suppliers are actively encouraged to put forward innovative solutions that address sustainable development.
166. The Sustainable Development Minister for the CPS is the Solicitor General.
167. The Sustainable Development contact for the CPS is Tim Dexter, telephone 01905 825105.

Procurement

168. The Departmental Procurement Unit (DPU) has undertaken a major review of procurement policies and procedures. This has included the formation of a Procurement Advisory Group with membership drawn from key stakeholders from Areas, Service Centres and Headquarters. This group will play a key role in helping to ensure that the CPS takes forward a procurement strategy that is relevant to its needs.
169. The DPU have provided effective support to major CPS projects including Compass, Finance and Resource Management, Payroll and Speaking Up for Justice. It is also providing the lead support in a CJS procurement for the appointment of receivers as part of the forthcoming Proceeds of Crime legislation.
170. A major review has been commissioned to evaluate the use and performance of externally procured professional services within the CPS. The aim is to ensure that consistent best practice is adopted across the CPS, and that value for money is obtained for all professional services commissioned.

Procurement Card

171. The DPU are currently rolling out the use of on-line ordering of low value goods and services using the Government Procurement Card (GPC), and examining the potential for electronic tendering to improve the efficiency of the procurement cycle.

The Director’s Annual Report to the Attorney General

172. The Director’s Annual Report for 2001-2002 was published in July 2002. The report set out the progress which the Service has played in criminal justice system developments and reported on the Service’s performance in 2001-2002.

CPS Strategic Plan, 2003-06, and Business Plan, 2003-2004 173.

173. The CPS Strategic Plan for 2003 to 2006, and Business Plan for 2003 to 2004, set out in more detail the work which the Service will carry out in support of the SR2002 PSA targets, and also have a wider coverage, including both financial and human resources and CPS training and development intentions.

Further information

Further information on the work of the Crown Prosecution Service may be obtained from:
Crown Prosecution Service
50 Ludgate Hill
London
EC4M 7EX
Tel: 020 7796 8000
Web: http://www.cps.gov.uk

Bibliography

2001-2002 Annual Report for the Crown Prosecution
Service CPS Strategy for the 1990s (HMSO December 1990 revised 1994)
Resource Estimates 2002-2003: The Crown Prosecution Service
Thirty-third Report from the Committee of Public Accounts 1997-1998 (CN 4004 July 1998)
The Code for Crown Prosecutors - available at the CPS website:www.cps.gov.uk/victims_witnesses/code.html

* Spending Review 2000 & 2002	* Public Service Agreements
* Service Delivery Agreements	* Departmental Investment Strategy

* available at the Treasury web site:
http://www.hm-treasury.gov.uk/spending_review/spending_ review_ 2000
http://www.hm-treasury.gov.uk/spending_review/spend_sr02/spend_sr02_index.cfm
http://www.hm-treasury.gov.uk/performance/

Total public spending for The Crown Prosecution Service								£’000
	1998-99 Outturn	1999-00 Outturn	2000-01 Outturn	2001-02 Outturn	2002-03 Estimated Outturn	2003-04 Plans	2004-05 Plans	2005-06 Plans
Consumption of resources:
Increase public confidence in the criminal justice system through fair, firm and effective prosecutions	313,173	313,207	338,342	403,059	447,999	435,294	476,209	491,146
Total resource budget	313,173	313,207	338,342	403,059	447,999	435,294	476,209	491,146
of which:
Resource DEL (1,2)	313,173	313,207	338,342	403,059	447,999	435,294	476,209	491,146
Increase public confidence in the criminal justice system through fair, firm and effective prosecutions	3,989	3,287	12,984	21,043	8,000	10,800	6,700	7,400
Total capital budget	3,989	3,287	12,984	21,043	8,000	10,800	6,700	7,400
of which:
Resource DEL (1,2)	3,989	3,287	12,984	21,043	8,000	10,800	6,700	7,400
Total capital spending (3)	313,282	312,657	346,372	394,339	453,299	442,738	469,623	485,260
(1) Departmental Expenditure Limits, set as part of the 2002 Spending Review
(2) of which, resource "near-cash" DEL	310,479	308,574	333,304	367,935	445,592	430,383	461,425	476,392
(3) Total public spending calculated as the total of the resource budget plus the capital budget, less depreciation;

Crown Prosecution Service: Capital employed							£’000
	1999-00 Outturn	2000-01 Outturn	2001-02 Outturn	2002-03 Estimated Outturn	2003-04 Plans	2004-05 Plans	2005-06 Plans
Fixed Assets	13,005	19,959	12,094	15,746	21,889	21,969	21,716
of which:
Land and buildings	3,845	3,986	-3,903	3,833	3,883	3,953	4,023
Plant and machinery Vehnicles Investments Intangible Assets	9,160	15,973	8,191	11,913	18,006	18,016	17,693
Current Assets	32,533	42,742	73,129	67,425	68,245	67,886	66,370
Creditors (<1 year)	-27,000	-30,627	-63,478	-67,886	-70,293	-68,335	-69,086
Creditors (>1 year)	-	-	-	-	-	-	-
Provisions	-8,446	-8,460	-13,055	-12,645	-10,124	-7,911	-6,290
Capital employed within main department	10,092	23,614	8,960	2,660	9,717	13,609	12,710
NDPB net assets	-	-	-	-	-	-	-
Total capital employed in
departmental group	10,092	23,614	8,690	2,660	9,717	13,609	12,710

 

Administration costs for The Crown Prosecution Service								£’000
	1998-99 Outturn	1999-00 Outturn	2000-01 Outturn	2001-02 Outturn	2002-03 Estimated Outturn	2003-04 Plans	2004-05 Plans	2005-06 Plans
Gross administration costs:
Other	84,654	75,575	89,797	119,970	109,241	-	-	-
Paybill	154,499	161,426	169,108	202,334	215,893	-	-	-
Total gross administration costs	239,153	237,001	258,905	322,304	325,134	326,857	340	355,050
Related administration cost receipts	-930	-930	-930	-1,650	-1,735	-1,650	-1,650	-1,650
Total net administration costs	238,223	236,071	257,975	320,654	323,399	325,207	338,505	353,400
Analysis by activity:
Increasing confidence in the criminal justice system through firm, fair and effective prosecutions	238,233	236,071	257,975	320,654	323,399	325,207	388,505	353,400
Total net administration costs	238,223	236,071	257,975	320,654	323,399	325,207	338,505	353,400
Controls and limits:
Administration costs limits (net) for gross controlled areas:
The Crown Prosecution Service	238,223	236,071	257,975	320,654	323,399	325,207	-	-
Total net limits for gross controlled areas	238,223	236,071	257,975	320,654	323,399	325,207	-	-
Note: changes in definitions of administration cost limits, on net basis, since last year’s Departmental Report
Total net administration cost limits on Stage 1 resource accounting and budgeting (RAB)	235,019	231,736	253,301	285,882	321,473	320,864	-	-
plus additional non-cash items from move to full RAB, as part of 2002 Spending Review less removal of some administration costs associated with frontline service provision	3,285	4,416	4,755	34,853	2,007	4,424	-	-
less additional allowable receipts	-81	-81	-81	-81	-81	-81	-	-
gives figures in table above	238,223	236,071	257,975	320,654	323,399	325,207	-	-

Staff Numbers	Staff-years							£’000
	1998-99 Outturn	1999-00 Outturn	2000-01 Outturn	2001-02 Outturn	2002-03 Estimated Outturn	2003-04 Plans	2004-05 Plans	2005-06 Plans
Crown Prosecution Service:
CS FTEs	5,447	5,648	5,564	6,240	6,660	6,763	6,893	6,893
Overtime	48	43	44	68	63	64	69	69
Casuals	184	193	211	270	340	310	325	325
Total	5,679	5,884	5,819	6,578	7,063	7,137	7,287	7,287

 

Serious Fraud Office

1. The Serious Fraud Office (SFO) was established by the Criminal Justice Act 1987, following the 1986 Fraud Trials Committee Report (the Roskill Report). Under that Act its role is to investigate and prosecute cases of serious or complex fraud in England, Wales and Northern Ireland and thus contribute to deterring such fraud. It is headed by the Director, Mr Robert Wardle, who was appointed on 21 April 2003 succeeding Mrs Rosalind Wright CB, and acts under the superintendence of the Attorney General.
2. The SFO introduced a multi-disciplinary approach to the investigation and prosecution of serious and complex fraud. Each case is allocated to a team that includes lawyers, accountants and specialist financial investigators, information technology and other specialists, law clerks and police officers, of whom there are a number working on SFO cases at any one time. The SFO makes extensive use of private sector expertise as necessary, for example employing private sector accountants to assist in investigations and using counsel to prosecute.
3. The SFO is part of the Criminal Justice System (CJS) in the United Kingdom, and is affected by changes and developments in that system. To achieve its aim and objectives it must take into account and be part of developments in the wider world of law enforcement and financial regulation as well as acknowledging the financial parameters within which it must operate.
4. Since the SFO became operational in 1988 to 31 March 2003, 255 trials have taken place resulting in at least 1 person at a trial being convicted on 215 occasions (84%). These trials involved 545 defendants of whom 385 were convicted (71%). For the period 1 April 2002 to 31 March 2003 there were 16 trials involving 26 defendants completed, of whom 18 were convicted (69%).

Aim and objectives

5. The aim of the SFO is to contribute to
   • reducing fraud and the cost of fraud;
   • the delivery of justice and the rule of law;
   • maintaining confidence in the UK’s business and financial institutions.
6. The objectives of the SFO are to take on appropriate cases and
   • investigate them and bring them to a successful conclusion as quickly as individual circumstances allow;
   • when a decision to prosecute is made, prosecute fairly and in a way that enables the jury to understand the issues.
7. In carrying out its aim and objectives, the SFO will
   • work efficiently and effectively;
   • co-operate with other agencies and overseas jurisdictions;
   • ensure that its activities and the way they are reported contribute to deterring fraud