Delivery plan 2024/25 overview
The overview below highlights our key projects and their outputs for 2024/25 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 | Purpose | Key Outputs |
|---|
| Our people have the skills and tools they need to thrive | Strategic Workforce | Systematic and proactive planning to ensure the CPS will deliver the right future workforce capacity, capability, and culture at the right time to deliver CPS priorities and its long-term vision. | - Agile Workforce Plan for 2024/2025 implemented
- Advocacy Strategy implemented
- Outcomes from national Crown Prosecutor/Senior Crown Prosecutor campaigns confirmed
- Retention Strategy – plan and actions implemented
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| Prosecution First | To build criminal capability at the Bar, retain newly qualified Barristers in criminal law and provide short term, flexible resourcing to CPS. | - Scheme outline scoped and developed
- Prosecution First Scheme recruitment launched
- First candidates commenced under the CPS Prosecution First Scheme
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Digital Capability
| Strategic Outcome | Project | Purpose | Key Outputs |
|---|
| We are proactive in investing in our digital capability | Casework Tools | Provide new casework tools to increase productivity, improve casework quality and user experience. | - New work management reports and app live across CPS
- Three further casework tools launched, including improving productivity and ease of capturing legal reviews during the 24/25
- Technical testing of structured data completed with policing
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| We innovate, including with emerging technology | Digital Innovation | To deliver key digital innovations. | - Witness Expenses digital experience for witnesses in the Magistrates Court launched
- Exploration exercise of how we can use cutting-edge technology to make it easier for prosecutors to understand a case completed
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Casework Quality
| Strategic Outcome | Project | Purpose | Key Outputs |
|---|
| The right person is prosecuted for the right offence | Rape and Serious Sexual Offences Unit Operating Model | To develop a new national operating model for adult rape, improving our response and performance to rape prosecutions. | - Baseline National Operating Model delivered
- Further testing to enhance the baseline model developed
- Baseline National Operating Model evaluated
|
| Cases are progressed in a timely manner | Advocacy Strategy | To ensure high quality and resilient advocacy services to meet the business need | - Creation of a new entry level role for Crown Advocates – Crown Advocate Level 1
- Launch new Crown Advocate Level 1 role
- Delivery of all Advocacy Model Review recommendations
- Development of the 2030 Advocacy Strategy for launch in 2025-26
|
| Cases are dealt with effectively | Case Strategy | Prosecutors' decisions withstand scrutiny and provide better outcomes. | - 12-month plan concluded, and progress metrics reported
- An engagement plan with investigators co-created
- Plan to upskill and support prosecutors produced and implemented
- Relationship between Senior Crown Prosecutors and police re-modelled
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| Continuous Improvement | To improve processes, eliminate waste, improve quality and performance outcomes delivering a valued service. | - Existing prosecution processes mapped and outcomes reported
- The prosecution process redesigned and elements of new process design piloted
- The scope of a joint program of CI work with the Metropolitan Police agreed and the process redesigned
- A strategy for Continuous Improvement in the CPS established
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| The quality of our casework is enhanced through partnership working | Domestic Abuse Joint Justice Plan | To create a Domestic Abuse (DA) Joint Justice Plan with NPCC to improve the successful investigation and prosecution of domestic abuse cases whilst ensuring a focus on meeting the needs of victims of domestic abuse. | - CPS-NPCC Domestic Abuse Conference on joint plan, learning and best practice
- Implementation of plan across CPS Areas and police forces commenced
- Local joint DA governance embedded
- Six-months review of local implementation
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Public Confidence
| Strategic Outcome | Project | Purpose | Key Outputs |
|---|
| Victims and witnesses have a fair experience interacting with us, regardless of outcome | VAWG Strategy | To create a Violence Against Women and Girls (VAWG) Strategy that addresses cross-cutting themes to improve the management of VAWG cases. | - Existing CPS VAWG strategic products reviewed
- VAWG Strategy published
- Products updated to align with holistic approach
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| Victims Transformation Programme | To deliver a new service model that is tailored to support victim needs. | - Improved templates launched
- Programme evaluator put in place
- Dedicated RASSO Victim Liaison Officer recruited
- Wider crime type Victim Reference Group in place
- Revised Victims Code of Practice implemented
- Universal testing pilot phased delivery expanded
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| We understand how best to serve our diverse communities | Disproportionality | Understand and address any disparities relating to gender, age, and race in charging decisions, and ensure defendants are treated fairly. | - Final research report published
- Disproportionality success measure integrated into Area Performance Reviews
- Action plan developed via wide ranging consultation with the Independent Advisory Group and across Areas and Functions
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