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The Crown Prosecution Service
CPS 2022-23 Business Plan

Delivery plan 2022/23 overview

The overview below highlights our key projects and their outputs for 2022/23 grouped by their lead themes and outcomes, as set out in our CPS 2025 Strategy. These outputs are based on planning assumptions that reflect current resources and constraints. This business plan will also contribute to the delivery of the priority outcomes agreed at the Spending Review.

Our People

Strategic Outcome Project Scope Key Outputs
Our People: All parts of our workforce are diverse and inclusive Employee Experience Enhance our inclusive culture to create a safe environment where everyone can be themselves and thrive.
  1. Speak Out Champion and Equality, Diversity and Inclusion Advocate recruited.
  2. Thrive cultural diagnostics completed.
  3. Associated Culture Change Programme designed.
Our People: Our people have the skills and tools they need to thrive Strategic Workforce Plan Refresh To target the increased level of resource supply and demand, and ensure diversity and inclusion remains central to our approach.
  1. Refreshed Strategic Workforce Plan produced.
  2. New resource demand and supply strategy commenced.
  3. Supply Strategy designed.
Our People: Our supportive culture promotes wellbeing People and change blueprint To provide a consistent approach to people-related change.
  1. Blueprint Framework created.
  2. Service offer and operating model defined.
  3. Framework toolkit drafted.
  4. Implementation and evaluation strategy launched.
Our People: Our people lead with our values Hybrid Working To ensure the CPS has the right support and infrastructure to enable and embed successful Hybrid Working for all CPS employees.
  1. Learning and Development to Support Line Managers commenced.
  2. Enhanced Wellbeing Offer created.
  3. HR Policy for Hybrid Working implementation complete.
  4. Organisational Design Implications analysis completed.
Leadership Framework An accessible leadership framework to enable our people to lead with our values at all levels.
  1. CPS Leadership Framework developed.
  2. Change capability skills programme launched.
  3. Talent approaches reviewed and revised.

Digital Capability

Strategic Outcome Project Scope Key Outputs
Digital Capability: We are proactive in investing in our digital capability Modern Workplace Improved user experience and reliability of key technology and systems.
  1. Upgraded CPS devices and robust cloud management solution for end user devices roll out completed.                      
  2. Network Service Solution to CPS offices, court sites and CPS Direct Homeworkers roll out completed.
  3. New Print and Scan Solution and Services roll out completed.
Internal upskilling Improve the digital skills of our workforce and increased the focus on two-way communication and user support.
  1. Full time Digital Transformation Leads appointed to represent Areas and Casework Divisions.
  2. High level analysis of the digital capability requirements completed.
Digital Capability: We innovate, including with emerging technology Future Casework Tools & Digital Innovation To deliver a consistent and user-friendly approach by unifying digital systems to enhance casework quality and user satisfaction.
  1. Technology roadmap created for future casework tools.
  2. New case review service launched that supports intelligent search and redaction.
  3. Launch of platform for supportive Intelligent Automation casework tools.
Common Platform To allow effective sharing of case materials, collaboration and case progression.
  1. CPS-HMCTS interfaces delivered in line with the Government’s Crime Programme timeline and wider delivery programme for Common Platform.
  2. Phase 2 of Common Platform roll-out initiated in line with the Government’s timeline and wider delivery programme.
Digital Case File To improve sharing of case information between policing and CPS.
  1. End-to-End testing completed in collaboration with the police.
  2. Model implementation with early adopter police forces commenced.
Digital Capability: We have confidence in the security of our systems Security, Monitoring & Governance Effective monitoring systems, processes and procedures are in place to ensure new and emerging threats can be identified and acted upon.
  1. Security Risk and Mitigations Log approved.
  2. Revised information governance forums and networks commenced.
Digital Capability: We use data to drive change Data Strategy Creation of a data strategy that allows CPS to access to powerful, self-service analytical and enterprise tools.
  1. Data Strategy and roadmap launched.

Strategic Partnerships

Strategic Outcome Project Scope Key Outputs
Strategic Partnerships: We lead on futures thinking to understand cross-CJS issues Strategic Planning To provide robust mechanisms to ensure long term planning is enabled, supported and delivered effectively.
  1. Evaluation Strategy published to improve our use of evidence and better inform long-term strategic decisions.
  2. Proposal on the process to develop next CPS five-year strategy ‘2030’ developed.
We influence cross-CJS change through trusted relationships Strategic Partnerships Areas have resources and information to manage Strategic Partnerships and enhanced senior partnership skills.
  1. Joint senior leaders conference with policing held.
  2. Learning and development activity for senior leaders completed.
  3. Strategic partnerships database created to assist working with partners.
Economic Crime Improved criminal justice outcomes for fraud cases by supporting enhanced capability and capacity at every stage of the criminal justice system.
  1. Joint analysis with Serious Fraud Office on prosecution difficulties adopted.
  2. Economic Crime Training Course developed.
  3. Economic Crime Prosecutor Network and Forum established.
We advise Parliamentarians and Ministers on the operational implications of law and policy Localised MP engagement Areas have resources and information to manage strategic partnerships and enhanced senior partnership skills.
  1. MP and PCC shadowing programme commenced.
  2. DCCP attachment scheme commenced.
  3. Parliamentary strategy extended to cover Senedd.
  4. Whitehall engagement plan (aligned to policy programmes).
We deliver justice across border through effective international collaboration CPS International Strategy Effective and efficient cooperation with international partners on MLA, extradition and proceeds of crime casework, delivering improved domestic criminal justice outcomes.
  1. Stage One of the International App delivered to develop expertise and mainstream CPS international work in domestic casework.
  2. Participation in development of Country Action Plans and Country Boards at post completed.
  3. Consolidation and expansion of network of liaison prosecutors completed.

Casework Quality

Strategic Outcome Project Scope Key Outputs
Casework Quality: The right person is prosecuted for the right offence RASSO Performance Framework Develop an enhanced RASSO performance framework with success measures. Implement actions in the CPS Rape Strategy update.
  1. Enhanced casework quality measures to include scrutiny of early advice and action plan quality implemented.
  2. Success measures from the academic work included in the framework.
Casework Quality: Cases are progressed in a timely manner Operational Recovery To manage CPS recovery to pre-pandemic levels and improvement activities so that we deliver our casework and operations effectively.
  1. Service CPS wide Forecasting model implemented.
  2. Review outcome of GIAA audit on Paralegals.
  3. Operational Delivery Staff Paralegal Review in Magistrates Courts complete.
  4. Actions in Crown Court Action Plan and cross-CJS Action Plan for 22/23 delivered.
Advocacy Strategy Recruitment and progression of advocates from all backgrounds and operating across all court venues.
  1. Action plan on developing senior in-house advocates created.
  2. Clerking Framework Review completed.
Casework Quality: Cases are dealt with effectively Domestic Abuse Operational Change Improve casework quality in respect of Domestic Abuse through reduced attrition.
  1. Leadership statement published.
  2. Domestic Abuse training package developed.
  3. Refreshed assurance framework reviewed and implemented.
Improving the Charging Model To significantly improve the timeliness of charging decisions for the benefit of victims, witnesses, defendants and justice.
  1. Rollout of the New Charging Model across all CPS Areas and Police Forces completed.
Implementation of the Changing Nature of Crime Review Better equipped specialist business units.
  1. Serious Economic Organised Crime International Directorate and Organised Child Sexual Abuse Unit operational.
  2. Scoping of CCUs assessment completed.
  3. First evaluation of SEOCID and OCSAU.
  4. Assessment of CCUs completed.
Rape and Serious Sexual Offences, Joint National Action Plan and the Rape Review To deliver on the CPS's public RASSO commitments and enhance public confidence in CPS handling of casework.
  1. Workshops on key casework topics and best practice developed.
  2. JNAP activities and measures reviewed and refreshed.
  3. Annual Joint RASSO conference with policing showcasing best practise held.
  4. RASSO workforce plan implemented.
Organised Immigration Crime To ensure the CPS has capacity to deal with any increased volumes and ensure policy is being followed and applied consistently.
  1. New legislation and referral volumes evaluation completed.
Casework Quality: The quality of our casework is enhanced through partnership working Operation Soteria To deliver Operation Soteria pathfinders by identifying innovative approaches to delivering improved prosecution performance against measured criteria.
  1. Academic deep dive including evaluation of progress to date commenced.

Public Confidence

Strategic Outcome Project Scope Key Outputs
Public Confidence: Victims and witnesses have a fair experience interacting with us, regardless of outcome Victims and Witnesses Victims have clear, timely and accurate information about a case, and improved victim engagement and satisfaction.
  1. Victims’ needs user research, informing a new model of communication published.
  2. Familiarisation Meetings Pilot to better engage with RASSO victims launched.
  3. New guide for victims (digital walk-though), statement of commitment for victims and RASSO policy statement after public consultation completed.
VAWG To build public confidence and understanding in the handling of VAWG cases.
  1. Post-consultation Domestic Abuse legal guidance published, including myths and stereotypes.
  2. Publication of post-consultation DA policy statement.
  3. VAWG Strategy published.
Public Confidence: We are a leading voice in ensuring defendants are treated fairly by the CJS Defendants, Disproportionality & Charging Disparities Understand and address any disparities relating to gender, age and race in Area charging decisions, and ensure defendants are treated fairly.
  1. Defendants Strategy Action Plan produced 22-23.
  2. Completed further research package understanding disproportionality at national level.
  3. Disproportionality success measure integrated into Area Performance Reviews.
Public Confidence: We understand how best to serve our diverse communities Inclusion and Community Engagement To embed a data informed approach to the management of ICE.
  1. Revised Quarterly Certificate of Assurance and tools adopted by Area.
  2. ICE delivery plans launched in Area.
  3. Finalised metrics and data to be incorporated into Area Performance Review Power BI system.
Programme of polling and surveying Increased understanding and trust of the CPS amongst identified groups.
  1. Scope of surveying work agreed, ahead of commissioning survey activity.
  2. Survey activity commissioned.
  3. Survey results inform communication strategies via ‘OASIS’ plans.
Public Confidence: The public understand our value Priority campaign areas To focus our communication on issues that matter to the public.
  1. Communications strategies to showcase our work on priority areas are produced.
  2. Network of internal and external advocates developed to help explain our work.        Effectiveness of outputs evaluated and future activity tailored to enhance reach and impact.
Digital Communications Strategy Expand our use of digital channels to build understanding of our work and support meaningful dialogue with our communities.
  1. Forward plan to introduce accessible and engaging visual and video content across external channels scoped and delivered.
  2. A review of the website to identify areas of improvement completed.
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