Lead Non-Executive Board Member’s report
Board membership
The CPS Board membership saw two non- executive changes in 2024-25. Simon Jeffreys, Non-Executive Board Member (NEBM) and Chair of the Audit, Risk & Assurance Committee (ARAC), left at the end of two terms as a NEBM, on 1 December 2024.
Kathryn Stone OBE, NEBM and Chair of RemCom, also left after just over two years to take up a role as HM Inspector of Constabulary and Fire & Rescue. I would like to thank both Simon and Kathryn for their considerable contributions, and dedication to the organisation.
We also welcomed Dr Peter Kane to the Board as NEBM and Chair of the ARAC. Peter brings a wealth of experience from a range of senior executive and non-executive positions across central and local government and the NHS.
Core business
Over the year, the Board fulfilled its five principal roles as set out in the Cabinet Office Corporate Governance for Central Government Departments: Code of Good Practice. These included:
Strategic clarity
The Board has spent time working with the Strategy team to develop the Business Plan for 2025-26 and we have approved the approach taken to streamlining the Business Plan and including some measurable operational targets which, alongside the corporate activities, provides a more rounded document which will assist in holding the organisation to account throughout the year.
We have provided insight and advice in the development of a new five-year organisational strategy (CPS 2030). The Board strongly supported the decision to delay publication of the CPS 2030 until the full ramifications of phase two of the Spending Review is confirmed. In considering both the Business Plan and the strategy, the Board has noted the Government’s Plans for Change, and in in particular how the CPS can support and contribute to the Safer Streets Mission which align with the CPS’ own objectives.
The Board has been updated on the progress of the Advocacy and Continuous Improvement programmes and fully endorses the approach taken to tackling challenges across the Criminal Justice System, including by changing the way we resource the CPS and by finding efficiencies in managing workloads whilst also tackling increasing demand. The Board welcomes the approach to strengthening the CPS’ internal advocacy resource as well as helping the external Bar to grow and sustain its numbers. It is crucial that the CPS looks to reduce the number of court adjournments and accelerates the delivery of justice with its partners.
The Board has also been fully engaged throughout the development of actions to reduce the level of disproportionality in charging. The Board is confident that the decisions taken by the DPP, and the executive, have been based on a thorough analysis of the results of the research and has been made with due regard to stakeholders, including the public.
Commercial sense
The Board are pleased that the CPS received additional funding in the first phase of the Spending Review for 2025-26. The increases in prosecution costs continue to put pressure on the organisation and it is a credit to all in the CPS for the work to ensure it can continue to deliver independent and fair prosecutions. The CPS continues to drive digital innovation to seek to maximise efficiency, create resilience and reduce costs.
Talented people
Despite challenges like high caseloads, backlogs, a new expectation of hybrid working, and changes in senior structure, the Employee Engagement Index remained resilient at 65% in the 2024 Civil Service People Survey.
The Board are pleased that the CPS continues to set the standard for inclusion in employment across government departments and in 2024 CPS was recognised by Working Families as one of the Top 10 employers for the eighth consecutive year and successfully renewed Disability Confident Leadership status. It is important for public confidence for the CPS to reflect the public it serves.
The Board have consistently challenged the CPS to focus on ways to improve its peoples’ experiences and is happy to see changes, such as implementing changes to the talent operating model. We are confident that this approach will ensure proactive and effective management of CPS’ talent and will work to transform leadership at all levels which in turn effects the way in which the CPS carries out its duties.
Results focus
The Board reviews performance nationally, and by Area, on a quarterly basis, including scrutinising progress against key performance measures contained in the CPS Business Plan. This has enabled the Board to track progress against the CPS 2025 Strategy and provide challenge whenever necessary.
The 2024-25 Business Plan ensured that the CPS is focused on delivering its priorities for the year and was able to deliver improvements at the same time. The plan has ensured that the CPS invests in the appropriate areas and that it continues to build public confidence in the work that it does.
Management information
The Board is provided with appropriate and reliable management information, which allows it to fully consider both Operational and Corporate performance.
The publication of CPS’ performance data continues to be welcomed by the Board, promoting transparency and accountability across the criminal justice system. The Board reviews the quarterly data regularly to ensure there is sufficient scrutiny of the data which assists the CPS senior leadership identify problem areas and discover potential interventions.
Committees
The Board continued to be supported by its committees and received regular reports from the committee chairs. ARAC has continued to scrutinise the department’s system of risk and internal control, in particular the corporate risk framework and data security. Thanks also to Dr Subo Shanmuganathan who sits on ARAC and to Mike Dunn and Deborah Harris, ARAC’s Non-Executive Directors. RemCom undertook thorough scrutiny of the department’s senior executive pay and performance and will continue to do so in 2025-26, albeit with a new Chair.
I would like to thank Deborah Harris for her contribution to ARAC. In January 2025, Deborah stepped down from ARAC on expiry of her appointment.
Both Committees have met quarterly throughout the year and have focused on areas within their terms of reference. The work that these committees undertook during 2024-25 has been invaluable in providing the Board with the assurance that there are appropriate mechanisms in place over risk management and senior management performance.
Looking forward
The CPS executive team has undergone significant changes in 2024-25 with the appointment of two new Director Generals and several other changes at Director level. The Board will be working closely with the senior leadership team to ensure that they are supported. The Board, including my successor (as I will in 2025-26 reach the end of an extension of two years to original 6-year tenure as LNEBM), will work with the DPP and the entire senior leadership to minimise any disruption following a period of significant change. The Board will also be focusing on staff well-being during the first half of 2025-26 and will be ensuring the executive take an initiative-taking approach to the actions resulting from the People Survey.
The Board will be supporting and monitoring the delivery of the CPS’ key priorities from the 2025-26 Business plan throughout the year. The Board will also monitor the approach taken by the CPS to manage the increasing pressures on the criminal justice system, with increasing referrals, pressures on costs, and the availability of resources. The Board will ensure there is appropriate challenge, scrutiny, and support of the executive during this period to ensure that victim and witness support remains a priority.
Monica Burch
Lead Non-Executive Board Member and Chair of the Board
July 2025