Governance
As part of building trust in our work, we want not only to share our plans for 2022/23, but also to explain how we intend to measure and report on our progress.
Effective governance of the 2022/23 business plan will be crucial to monitor delivery and maintain accountability within our executive team, while keeping our Board, the public and our partners up to date on progress against our organisational strategy.
Through existing governance arrangements, we will regularly report on relevant management information as well as progress against timelines, strategic outcomes and our success measures. We will focus on outcomes – not just outputs – to maintain an accurate understanding of the wider impact of our work. Our reporting structure helps us to identify and understand risks, opportunities and shifting demands at an early stage, regularly reassessing the best way forward and reviewing how we measure success to ensure this reflects any shifting demands or changing priorities.
This plan is a national vision, but it is also intended to provide a clear framework for local planning. Local leaders will develop targeted action plans – taking the aims expressed in the business plan and specifically considering how they can be achieved at a local level. We also hope that, wherever possible, individuals will align their personal and career development goals with the priorities outlined above.
| Forum | Summary of accountabilities | Role in governing the business plan | Reporting frequency |
|---|---|---|---|
| Executive Group (EG) | Responsible for making decisions which underpin business-as-usual activity, with a focus on maintaining efficient and effective core processes and procedures – including performance management. Overall responsibility for compliance with CPS policies. | Tracking progress of initiatives and reporting against timelines, budget and outcomes. The EG will also monitor the business plan risks and progress on out coronavirus crisis response. | Monthly and Quarterly |
| Success measures | Quarterly | ||
| CPS Board | Functions at a strategic level to oversee the CPS’s progress against the CPS 2025 strategy and long-term vision. | Tracking against CPS 2025, success measures and our coronavirus (COVID-19) crisis response. | Quarterly |
| Ministerial Strategic Board (AGO/CPS) | To oversee the strategic direction for the CPS and jointly hold the CPS to account for the delivery of its strategic objectives. | Approving the business plan. Reviewing the performance, efficiency and effectiveness of the CPS in-year. | Quarterly |
| Regional (Areas and Divisions) Leadership | Monitor progress against local action plans as part of Area Performance Review forums. | N/A (governing their own plans). | Quarterly |
You can find further information on our organisation and long-term vision in our CPS 2025 Strategy.