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Revenue and Customs Division - Interim Business Plan from 1 January 2010 to 31 March 2010

Contents

Introduction

In 2005 The Revenue and Customs Prosecutions Office (RCPO) was established by the Commissioners for Revenue and Customs Act 2005 as an independent prosecuting authority accountable to the Attorney General.

Starting in 2008, the Law Officers' Strategic Board oversaw a Strategy Programme which examined how to build on success for the future. On 2 April 2009 the Strategic Board agreed that in the light of public expectations and the need to find efficiencies the RCPO and the CPS would be combined to provide enhanced prosecution services for the public, to safeguard and improve the already high quality work done in both services on serious and complex cases, and to deliver a community prosecutor approach for the majority of cases across the country.

The Attorney emphasised that it was a tribute to the high quality of their staff that the RCPO and CPS were able to move forward in that way. She was keen to ensure that the specialist skills of staff within both services should be maintained and developed, ensuring that all staff get the widest range of opportunities and that we continue to provide an excellent service to the public.

From 1 January 2010, as part of the new merged organisation, the newly created Revenue and Customs Division provides a specialist tax and revenue prosecution service, together with expertise in the prosecution of arms dealing and sanctions violations. Work that has passed from HMRC to the UK Borders Agency will be prosecuted elsewhere within the CPS.

The Revenue and Customs Division prosecutes cases in England and Wales investigated by Her Majesty's Revenue and Customs (HMRC) and, where expertise in fiscal matters is required, by the Police or other investigators.

We handle cases involving:

  • direct and indirect tax fraud
  • evasion of the duty on tobacco, alcohol and oils
  • arms trafficking
  • money laundering
  • sanctions violations.

We are also responsible for ensuring that criminals do not benefit from the profits of the crimes we prosecute. We do this by restraining and confiscating their criminal assets. These offences have a direct impact on the fabric of society. Through the efficient and effective prosecution of them, we play an important role in the Criminal Justice System.

In 2008, as RCPO, we published a three-year business plan that covered our work until 2010/11. In May 2009 we published an interim business plan. These plans are available from our website.

Principles

There are four key principles that guide the delivery of criminal justice services. The Criminal Justice System must:

  • be 'effective in bringing offences to justice';
  • make 'the public confident and engaged';
  • keep 'the needs of victims at its heart'; and
  • have 'simple, efficient processes'.

Relevant Public Service Agreement (PSA) Targets

PSA 24: To contribute to the delivery of a more effective, transparent and responsive criminal justice system for victims and the public; bringing more offences to justice and improving public confidence in the CJS.

PSA 23 'Make communities safer' focuses on putting local needs at the heart of the CJS and reducing crime and re-offending.

As an employer and Government Department we also have a contribution to make to PSA 8 'Maximise employment opportunity for all'

PSA 15 'Address the disadvantage that individuals experience because of their gender, race, disability, age, sexual orientation, religion or belief'

PSA 28 'Secure a healthy natural environment for today and the future'.

The CPS has a single Departmental Strategic Objective, which supports the PSAs. That is:

To bring offenders to justice, improve services to victims and witnesses and promote confidence, by applying the Code for Crown Prosecutors, adopting a proportionate approach to determine which offenders should be charged and which should be diverted from court, and by firm and fair presentation of cases in court.

In order to achieve this, the CPS has a vision that:

The CPS is a prosecution service that is confident and independent, efficient and effective - becoming truly world class. Everything that we do aims to deliver justice for all and to make our communities safer.

The CPS is undertaking work to shape a modern, public prosecution service for the future - in particular the work on building on the merger with RCPO and the setting of national service standards. This will be a major focus for our efforts at corporate level throughout 2009-10.

In addition to this work, to underpin delivery of the DSO and PSAs, the CPS has developed a further five strategic objectives for 2009-10 which shape the rest of the plan. The five strategic objectives are to:

  • focus CPS's support to victims, witnesses and communities;
  • embed our advocacy strategy;
  • improve the performance in the magistrates' courts;
  • ensure that CPS people are well led, managed and engaged; and
  • contribute to the wider CJS.

The work on the shaping of the modern prosecution service is at an early stage and plans are in development.

Our vision, aims, objectives and values

Our vision

Our vision is to be an effective, specialist division that commands public confidence and which is fully embedded within the combined organisation.

Strategic aim

We will continue to provide an effective and independent prosecution service, establishing ourselves as a specialist centre of excellence for fiscal fraud, whilst ensuring a smooth transition into an enhanced, combined public prosecution service.

Objectives

(a) To prosecute cases efficiently, fairly and effectively in accordance with the Code for Crown Prosecutors. In particular during transition we will focus on safeguarding and improving the already high quality work we do on serious and complex cases.

(b) To maintain and enhance effective working relationships with HMRC and other criminal justice partners. To engage actively with investigators to ensure that appropriate weight is given to prosecutions. In particular during transition we will focus on working closely alongside other parts of the CPS to help embed our work within the organisation and to build and maintain a centre of excellence for fiscal fraud.

(c) To maintain the status of CPS Revenue and Customs Division as an employer of choice by providing a rewarding and stimulating working environment in which our staff can develop and excel. In particular during transition we will focus on ensuring that staff are well led and fully engaged in the programme of change, including the move to new accommodation at Rose Court in 2010.

(d) To provide value for money in all we do.

Core values

Integrity, professionalism and fairness: behaving in a manner that brings credit to RCD;

valuing and sharing experience and best practice; ensuring that all cases are prosecuted robustly in accordance with the Code for Crown Prosecutors; and working with HMRC and other components of the criminal justice system.

Independence: applying sound and objective legal judgement.

Openness and accountability: being fully accountable for our decisions and performance.

Value for money: ensuring the cost-effective delivery of an efficient, high quality service.

Good communications: imparting clear, first-rate legal advice.

Valuing and developing staff: motivating and supporting staff by fostering and rewarding talent in all disciplines and maintaining a positive working environment. Recognising that every member of staff has a stake in our business, encouraging continuous improvement individual development where it supports the needs of the wider CPS and encouraging

Diversity: respecting and valuing all members of staff regardless of their ethnicity, disability, nationality, gender, religion, status, age or sexual orientation.

In particular at this time of transition we will be emphasising the need for:

  • Collaborative team working with a culture of honesty and openness, diversity, consultation and communication
  • The recognition of hard work and achievement
  • Respect; that we treat others the way we would wish to be treated; that we are open and transparent.

Predicted business activities

(a) Effective prosecution

  • Careful management of the transition of work from RCPO to UKBA and into the new RCD divisions
  • Assessment of work complexity and numbers for each member of staff and re-alignment of work where necessary
  • Assessment of casework capability and staffing needs, including an assessment of individual training needs
  • Commencing a programme of quality assurance that will assist managers in focusing on those areas where improvements to the business are most necessary
  • Continuing to ensure the excellence of our international Letters of Request by maintaining a rigorous approach to standards of quality in drafting and service
  • Continuing to build our expertise in restraint and confiscation, ensuring that we exercise discretion appropriately and pass enforcement activity to the appropriate division within the CPS

(b) Working, and strengthening relationships, with partners

  • Strengthening further our existing relationship with HMRC CI; in particular by:
    • Revising the link lawyer system
    • Regular liaison with senior managers in each directorate
    • Building upon, and expanding where necessary, the work of the Case Handling Groups (e.g. for MTIC, for direct tax)
    • Reviewing, where appropriate, case outcomes with a view to learning lessons
  • Playing our full role within the new public prosecution service in terms of our engagement with the wider CJS; in particular, subject to the availability of resources, leading the way in matters that relate to the prosecution of fiscal fraud
  • Building relationships in connection with restraint and confiscation
  • Supporting and embedding a strategy for advocacy, considering what role, if any, there may be for in-house advocates within the RCD

(c) Looking after staff

  • Ensuring that all staff have an appraisal in place with meaningful objectives that clearly contribute to the overall aim of the Division
  • Working with staff to ensure the move to Rose Court goes as smoothly as possible
  • Fostering a positive and enjoyable working environment where all staff are treated with professionalism, integrity and respect
  • Adhering to our core values

(d) Value for money

  • To continue to identify efficiency savings wherever possible, reviewing resources as we progress through transition.
  • The Attorney General's Strategic Board will continue to oversee the merger, supported by: 1) a Programme Board, which will include the two Directors, a representative from AGO and initially non-executive directors from both RCPO and CPS and 2) a Transition Team comprising members from RCPO and CPS to take forward the agreed programme, working closely with colleagues from each department.

Security and risk management

We continue to review our security arrangements including our business continuity planning, data retention, security, and the associated guidance and policies. Our aim is to align our practices with those set out within the new Security Policy Framework and the work being led by the Cabinet Office following the Data Handling Review. We are strengthening our arrangements for information assurance. These improvements will ensure that the highest standards of protection are afforded to our data and that strict controls are in place to monitor the creation, handling and disposal of sensitive material. We continue to invest key resources in the areas of risk management and governance.

Performance measures

We will continue to use RCPO measures until 31 March 2010.

  • A conviction rate of 85%.
  • No more than 2.5% of cases in which a jury is empanelled result in a judge-directed Acquittal.
  • The number of closed cases at 31 March is equal to or greater than the number of cases received during the previous 12 months.
  • Where a trial is ineffective, this will be due to prosecutorial error in no more than 2.5% of instances.
  • In 85% of cases, papers will be served to the magistrates' court for committal proceedings or to the Crown Court for committal for sentence within five working days.
  • In 85% of low complexity cases, unused material schedules will be provided to the defence no later than 14 working days after committal.
  • In 85% of cases, written advice is to be given to investigators within 15 days of pre-charge requests.
  • Year-on-year efficiency savings of 3.5% in real terms throughout the period covered by the 2007 Comprehensive Spending Review.
  • Pay 95% of undisputed invoices within 30 days of receipt.
  • A maximum of 7.5 days' sickness and absence rate, improving year-on-year.

Financial plan summary

The overall expenditure will be less than the overall cost of RCPO. We will continue to monitor the division of the provisional budget closely as the transition continues.

 

© Crown Prosecution Service Revenue and Customs Division 2009