THE CROWN PROSECUTION SERVICE

THE CROWN PROSECUTION SERVICE STRATEGY AND BUSINESS PLAN 2008-2011 Enter

Managing performance A changing environment A new CPS vision & strategy for 2008-11 A priority programme of work Planning business activities Managing risk Next Contents

To navigate the document please click on any of the sections listed to the right or use the navigation bar at the bottom of the page. 04 Foreword by the Attorney General 06 Section I Introduction by the Director and the Chief Executive 08 Section II Working in a changing environment 16 Section III Developing a new CPS vision and strategy 2008 to 2011 18 Section IV Prioritising our programme of work 20 Section V Planning business activities 52 Section VI Managing performance 54 Section VII Managing risk 56 Annexes Next Print Close

4 FOREWORD BY THE ATTORNEY GENERAL The Crown Prosecution Service (CPS) is the largest national prosecuting authority in England and Wales. The Service has developed considerably over the past few years and is now recognised as a key part of the criminal justice system (CJS), and essential to the effective and efficient delivery of justice. The role of the prosecutor has been transformed so that priority is given to being a proactive prosecutor working with the police and other agencies to bring offences to justice. But the CPS is also very well placed to make a much greater contribution to the prevention of re-offending and making communities safer. I am especially pleased that this strategic plan highlights that work; and this is something on which I will be working with the DPP and others over the coming year. The CPS has also been, and will continue to be, at the forefront of championing efforts to support victims and witnesses. Through Witness Care Units and other initiatives the CPS will be meeting fully the Prosecutors' Pledge and focusing on the needs of particularly vulnerable victims and witnesses. Doing this will also encourage more people to come forward and engage with the criminal justice system. Foreword by the Attorney General

5 A key feature of the next year will be a concentration on improving performance in the core CPS work in the magistrates' courts. As part of that the CPS will continue to play its full part in rolling out Criminal Justice Speedy, Simple, Summary (CJSSS). This continues to be a success story for the criminal justice system and represents a strong partnership between the judiciary and other agencies. Baroness Scotland QC Attorney General

6 SECTION I INTRODUCTION BY THE DIRECTOR AND THE CHIEF EXECUTIVE This strategy and plan build on the significant progress that the CPS has achieved over the last four years. We have taken greater responsibility by presenting more of our own cases in court; our decisions to charge in all but minor cases have made the criminal justice system more effective; and our focus on victims and witnesses has helped increase their confidence and satisfaction. We have transformed our approach to and our performance on equality and diversity issues to become recognised leaders across government. All of these improvements have been made as part of the CPS's work to serve the public and make communities safer. But we realise that there is more to do. We need to extend the types of advocacy we undertake and improve the quality of our work in this area; we need to combine the robustness of our charging decisions with improvements that ensure we are efficient and support our police partners in tackling the crimes that have most effect on our communities; and we need to focus our efforts for victims and witnesses to maximise the quality of service they receive. To do this we have identified six key priorities for the CPS in the coming year: improving our delivery in the magistrates' courts; completing and embedding our Advocacy Strategy; improving our services to victims and witnesses; playing our part in achieving the Public Service Agreements (PSA) targets for the criminal justice system; restructuring our delivery model; and ensuring we lead, manage and engage effectively with our people, partners and the wider community. Our vision is ambitious and this programme of work is challenging. Success will only be achieved if our behaviours match our aspirations and our people are equipped to meet these challenges. We need to be visible and proactive, ensuring that we use our influence positively to inspire confidence in our partners and the public both through the service that we give and the things that we say. We need to demonstrate the value that we add to the justice system. We need to show that we are what we aspire to be the public's prosecution service. We are grateful for the direction, guidance and support of Baroness Scotland, the Attorney General and look forward to working with her and Vera Baird, the Solicitor General to address our priorities and contribute to the reduction of re-offending. Section I Introduction by the Director and the Chief Executive

7 In the recent Capability Review, conducted by the Prime Minister s Delivery Unit, the CPS was recognised as a well-led organisation, with many strengths, that has transformed its reputation over recent years. Much of this transformation was brought about in the period 2004-08 by the CPS being clear about its goals, planning effectively to achieve these and driving performance based on those plans. This document the strategy for 2008-11, the detailed national business plan for 2008/09 and activities which will continue to support our programme of work beyond 2009 sets out the next stages in the CPS's journey to becoming a world class prosecution service. It gives a brief description of who we are and the strategies that identify some of the key business drivers for the CPS in the period from 2008 to 2011. It goes on to outline the CPS vision and strategy for this period, priorities for action in the next year and key business activities that will ensure the priorities are addressed. Finally, the plan outlines the emerging performance management framework that will be used to drive the achievement of the CPS's priorities and, through these, the outcomes that we seek for the public. Below is a diagram that illustrates how these elements of the vision, strategy and plan fit together: A changing environment CPS vision and strategy 2008-2011 CPS business priorities Business activities Managing performance Managing risks Sir Ken Macdonald QC Director of Public Prosecutions Peter Lewis Chief Executive

8 SECTION II WORKING IN A CHANGING ENVIRONMENT Any successful strategy needs to take account of the key changes and business drivers in the external environment and its own internal capability and capacity to deal with these. The CPS vision and supporting strategy have been developed taking into account a number of internal and external business drivers and changes across the criminal justice system. A number of key central government reports and strategies combined with the new PSAs emerging from the government's Comprehensive Spending Review (CSR) have influenced our vision, strategy and priority programme of work. These strategy documents, reviews, plans, and PSAs are further explained below after an overview of the criminal justice system. The Criminal Justice System (CJS) The purpose of the CJS is to deliver justice for all, by convicting and punishing the guilty and helping them to stop offending, while protecting the innocent. It is responsible for detecting crime and bringing offenders to justice; and carrying out the orders of court, such as collecting fines, and supervising community and custodial punishment. The CJS is one of the major public services in the country; it encompasses the work of the Police Service, the Crown Prosecution Service, Her Majesty's Court Service, the National Offender Management Service (comprising prisons and probation) and the Youth Justice Board. Within central government, three departments are jointly responsible for the criminal justice system and its agencies. They are: the Ministry of Justice (MoJ), the Home Office (HO), and the Attorney General s Office (AGO). Section II Working in a changing environment > The Criminal Justice System (CJS)

9 The Ministry of Justice The MoJ is responsible for criminal law and sentencing, for reducing re-offending and for prisons and probation. The MoJ also encompasses the responsibilities of the former Department for Constitutional Affairs (DCA), overseeing magistrates' courts, the Crown Court, the Appeals Courts and the Legal Services Commission. The Home Office The Home Office is responsible for crime reduction, policing, security and counter-terrorism, borders and immigration, passports and identity. The Attorney General s Office The Attorney General and Solicitor General (the Law Officers) are the chief legal advisors to the government and are responsible for all Crown litigation. They have overall responsibility for the work of: The Crown Prosecution Service (CPS); Treasury Solicitor s Department (TSol); Serious Fraud Office (SFO); Revenue and Customs Prosecution Office (RCPO); and Her Majesty's Crown Prosecution Service Inspectorate (HMCPSI). On 25 March the government published a White Paper entitled The Governance of Britain. This included the government's views on ways in which the role of the Attorney General should be reformed. The review has confirmed that the Attorney General will remain the superintending Minister for the CPS and other prosecuting departments; but that the relationship will be redefined. This will include the drawing up of a protocol which will set out how the Attorney on the one hand, and the prosecutors on the other hand, are to exercise their functions in relation to each other. The Attorney will remain responsible for setting the overall strategic direction for the prosecutors. The CPS will be working to ensure that its vision is consistent with that set by the Law Officers and that the work we do is consistent with the protocol referred to above. The Office for Criminal Justice Reform The government body responsible for coordinating the efforts of the Ministry of Justice, the Home Office and the Attorney General s Office is the Office for Criminal Justice Reform (OCJR). OCJR is a cross-departmental organisation, which means that it reports to ministers in all three government departments mentioned above. It drives forward improvements set out by the National Criminal Justice Board (NCJB), which is made up of ministers, senior civil servants and heads of service. The NCJB is chaired by the Home Secretary, the Secretary of State for Justice and the Attorney General. Locally, 42 Local Criminal Justice Boards (LCJBs) co-ordinate activity and share responsibility for delivering criminal justice in their area.

10 The Crown Prosecution Service The CPS, the largest organisation superintended by the Attorney General, was set up in 1986 as an independent authority to prosecute criminal cases investigated by the police in England and Wales. In undertaking this role, the CPS: Advises the police during the early stages of investigations; Determines the appropriate charges in all but minor cases; Keeps all cases under continuous review and decides which cases should be prosecuted; Prepares cases for prosecution in court and prosecutes the cases with in-house advocates or instructs agents and counsel to present cases; and Provides information and assistance to victims and prosecution witnesses. When reshaping our vision and strategy, consideration was given to a number of external and internal business drivers: key government strategies and plans, new PSA targets, the CPS Departmental Strategic Objective (DSO), CPS resources and the recommendations from the Capability Review. Key government strategies, reviews and plans Key documents were reviewed: Cutting Crime: A New Partnership 2008-11, better known as the Crime Strategy, and Working Together to Cut Crime and Deliver Justice the CJS Strategic Plan for 2008-11. Also considered were: the findings of Sir Ronnie Flanagan's report into the future of policing; our ongoing commitment to the government's sustainable development strategy Securing the Future which sets out the government's plan for tackling sustainable development; and the Transformational Government strategy with the aim of designing our public services for the benefit of the citizen, taxpayers and frontline staff, and exploring the shared services culture. The Crime Strategy The government's Crime Strategy was published in July 2007. It presents the government's roadmap to achieve a more holistic view of tackling crime, from prevention through to rehabilitation working in partnership across government. The document sets out the main lessons learnt over the past ten years, and looks at how this knowledge can be carried forward into new areas, find new ways of working and innovative solutions. The strategy identifies a number of key areas to focus on over 2008 to 2011: A stronger focus on serious violence; Continued pressure on anti-social behaviour; Continuing to reduce re-offending where the government will continue to strengthen the capability of the police, the CPS and other prosecutors, and courts; and Work to simplify criminal justice system processes. The strategy also highlights the needs to make CJS performance management and targets more sophisticated allowing for greater flexibility to respond to local crime priorities and local accountability. Section II Working in a changing environment > Key government strategies, reviews and plans

11 The CJS Strategic Plan In November 2007, the Home Secretary, the Secretary of State for Justice and the Attorney General published a CJS Strategic Plan for 2008-11: Working Together to Cut Crime and Deliver Justice. The plan sets out the challenges faced by the criminal justice system in the next three to five years: Whilst crime is falling, the public still believe it is rising; Whilst we have brought more offences to justice, most of the additional offences have been at the lower end of the scale and the public remain concerned about a perceived rise in serious crime; Whilst bringing offences to justice remains important, the CJS has to consider the best way of dealing with offences and offenders to prevent re-offending and make communities safer; To inspire the confidence of diverse communities, we have to ensure that CJS systems and processes are being applied fairly to all communities in England and Wales; More should be done to improve the quality of service to victims and witnesses and drive up their levels of satisfaction even further; In order to inspire confidence, the system has to work effectively and that a proportionate response needs to be made to each case (e.g. minor offences need to be dealt with quickly and effectively whereas the most serious offences need to be treated in a way that fully reflects the seriousness of their impact on society); and The funding increases of recent years have come to an end and the CJS as a whole will have to deliver its business more efficiently. The plan states that, by 2011, the CJS will work together to respond more effectively to crime and be more effective in bringing offences, especially serious offences, to justice and reducing re-offending. The public will be better informed and consulted about criminal justice so they can be confident that it is fair, effective and meets local needs. Further steps will be taken to ensure that people of all races are treated fairly by the system. Victims will be put at the heart of the CJS and they, and all other witnesses, will receive high standards of service. Processes supported by modern technology will be faster and simpler to make them more efficient; and the police will be in a position to focus even more of their time on tackling crime.

12 PSA targets The government's spending plans for the three years to 2010/11 incorporate 30 cross government Public Service Agreements (PSAs) setting out the key commitments to improve public services to be delivered over the period. Two PSAs (referred to as PSA 24 and PSA 23) are most directly relevant to the work of the CPS and the wider criminal justice system. PSAs will typically be delivered across several departments, and in this instance, the PSA targets set out in the 2007 Spending Review are jointly owned by the Home Office, the Ministry of Justice and the Attorney General s Office. PSA 24, also known as the Justice PSA, has the objective of delivering a more effective, transparent and responsive criminal justice system for victims and the public. It has five specific commitments, which are, to: Improve the efficiency and effectiveness of the CJS in bringing offences to justice; Improve public confidence in the fairness and effectiveness of the CJS; Improve victim and witness satisfaction with the CJS and the police; Provide consistent collection, analysis and use of good quality ethnicity data to identify and address race disproportionality in the CJS; and, Increase the recovery of criminal assets by recovering 250m of assets acquired through crime by 2009/10. The lead on PSA 24 is the Ministry of Justice. The Attorney General's Office and the Crown Prosecution Service will play a key part in its achievement. 'Make communities safer' (PSA 23) focuses on protecting the public from serious violent crime, reducing the level of serious acquisitive crime, tackling anti-social behaviour issues, and reduce re-offending. The lead on PSA 23 is the Home Office. In common with the Justice PSA, the Attorney General's Office and the Crown Prosecution Service will play a key part in its achievement. The CPS Departmental Strategic Objective As the new PSAs only cover the government's key cross-departmental priorities, a new concept of Departmental Strategic Objectives (DSOs) was introduced as part of the Spending Review process to ensure that all the department s other business was clearly set out and able to be used for performance management purposes. The CPS has one DSO for the period which 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. The DSO translates into eight performance management indicators which, along with the public service outcomes and the priority programmes outlined in the next chapters, form the basis of the revised performance management framework for the CPS. This is described in Section VI of this document. Section II Working in a changing environment > PSA targets

13 The CPS Resources for 2008/9 The PSA targets for the CPS and the financial resources needed to deliver these were set as part of the 2007 Comprehensive Spending Review (CSR07). In common with many departments the CPS has been set some challenging financial targets and the budget for the CPS will reduce in real terms over the three years of the CSR07 period by 3.5% per annum. Within this target, the costs of Headquarters and the Business Centres must reduce by 5% per annum in real terms. The government has recognised the increasing workload associated with counter-terrorism activity and has agreed to provide the CPS with additional funding of 8 million per annum to ensure that the department is properly resourced to make a full and effective contribution. The following table shows the net resources available to the CPS in 2008/09: CPS Resources 2007/08 2008/09 000 000 SR2004 Baseline 631,537 627,870 Of which Administration Costs 57,400 56,000 Counter-terrorism funding 8,000 7,928 CSR07 revised baseline 639,537 635,798 The challenging nature of the CSR07 settlement means that the CPS has developed and agreed with HM Treasury an ambitious value for money delivery agreement that, if successfully delivered, will enable the department to maintain performance within a reducing budget. The chart below shows that in real terms the CPS budget will be worth 66 million per annum less in 2010/11 than in the baseline year of 2007/08. This represents the resource gap that must be closed through the implementation of more efficient ways of working across the department. CPS Resource vfm savings 706m 688m 66m 672m 46m 642m 640m 632m 2007/08 Baseline 2008/09 2009/10 2010/11 The CPS Efficiency Delivery Plan which supports the CSR07 Value For Money (VFM) Delivery Agreement sets out how the department intends to deliver 66 million in savings, over the three year period from 2008/09 to 2010/11. The savings will be achieved by improving the efficiency and effectiveness of the prosecution process, expanding the CPS Advocacy Strategy programme, obtaining better value through procurement and supplier management strategies, and reforming the department's corporate services functions and optimising use of departmental assets. The target represents year on year savings of 3.5% in real terms. The key themes from the CPS VFM Delivery Agreement are focused on: Efficiency and proportionality in the preparation and presentation of cases through programmes such as CJSSS, simplified case file preparation and implementation of the Optimum Business Model (OBM) in all Areas; Administrative efficiency savings in HQ and Business Centres; Savings from more effective procurement; Maximising the efficiency benefits from joined up IT; and Increasing the rate of effective deployment of Higher Court Advocates (HCAs) and Designated Caseworkers (DCWs).

14 The CPS Capability Review The Capability Review Programme is part of the wider Civil Service reform agenda. It will lead to a Civil Service which is better at delivering to the public. The reviews provide an assessment of capability for departments, identify key areas for improvement, and set out key actions. Following the Prime Minister's Delivery Unit (PMDU) led Capability Review of the Service, the CPS has recognised that it has a number of key areas in which it needs to develop further if it is to deliver in the next three to five years. These are: Fostering pride in excellence Making sure that we aim for excellence in all we do and that we value the contributions of all our people to the business, particularly the delivery of the core business in the magistrates' courts. Clearly defining what a national service, locally delivered means for the CPS Articulating the roles of different parts of the organisation and how they work together to achieve our strategy, strengthening our partnership working and our financial capabilities. Developing the talent and capabilities of the CPS people Demonstrating a passion for development at all levels and professionalising our managers and leaders as well as our lawyers. Making performance management real for everyone Building on our progress with performance management systems and making performance management more effective at an individual level by rewarding good performance and tackling poor performance. Taken together, all of the strategic drivers described above, give a clear picture of the environment in which the CPS will work in the next three years and the major challenges we face. The following chapters describe how these challenges will be met. Articulating a single overarching strategy focused on Public Service Outcomes Ensuring that our strategy is expressed in terms of how we contribute to safer communities, the delivery of justice and that it allows us to set clear priorities for the CPS. Section II Working in a changing environment > The CPS Capability Review

15 Key strategic drivers: A new Crime Strategy; A new vision and plan for the CJS for the period 2008-11, with an emphasis on partnership to respond more effectively to crime, bring more offences to justice and reduce re-offending with locally-led improvements supported nationally; A new spending review period, new PSAs and targets with a focus on efficiency and effectiveness of the CJS in bringing offences to the public; Diminishing resources; A strong focus on the recommendations arising from the Capability Review.

16 SECTION III DEVELOPING A NEW CPS VISION AND STRATEGY 2008-2011 The CPS works on behalf of the public, playing a key role in ensuring that our communities are safer. To ensure that the CPS continues to move forward, the vision and strategy for the organisation were reviewed and refreshed, to take into account the drivers and issues described in Section II. Inspiring confidence in the communities we serve; Working in partnerships to serve the public; and Improving ourselves to improve the service we give. locally, nationally and internationally, and tackle local crime and disorder which impacts adversely on communities. We will ensure that we handle all our cases professionally and appropriately to deliver a consistent, tailored, high-quality service for all our cases. The CPS vision The CPS vision statement reflects the government's priorities for the criminal justice system, the Attorney General's vision for the Law Officers' Departments and our continuing ambition to improve our service to the highest level. The vision statement is as follows: 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 achievement of this vision is set out in a high-level strategy which is built around five strategic themes to reflect the organisation's greater focus on achieving the right results for communities and the wider public. These are: Working effectively and efficiently to bring offences to justice; Championing justice and the rights of victims and witnesses; Under each strategic theme, we set out a vision for 2011 as a broad measure of success. Each theme is underpinned by a number of key tasks that we will need to undertake to ensure we achieve our objectives. Working effectively and efficiently to bring offences to justice By 2011, we will bring a greater proportion of serious and priority offences to justice; more cases will succeed because our legal decision-making will improve; and more cases will succeed because we have excellent administrative support for our cases. We will be using conditional cautioning and other diversionary powers and tackling prolific and priority offenders and persistent young offenders to help prevent re-offending. We will do this by improving our magistrates' courts performance, handling cases from start to finish, and being proactive in managing cases. We will choose the right disposal to prevent re-offending, tackle the most serious crimes Championing justice and the rights of victims and witnesses By 2011, more victims and witnesses will attend court because we provide excellent support to them from the point of charge. The CPS will be meeting its obligations to victims and witnesses in line with its revised victim and witness strategy; victim and witness satisfaction with the service we provide as part of the CJS (as measured by Witness and Victim Experience Survey WAVES) will have increased. There will be a decrease in unsuccessful outcomes in cases involving violence against women. We will do this by supporting victims and witnesses through the development of an integrated victim and witness strategy. We will ensure that our prosecutors respect and stand up for the rights of victims. We will focus on the needs of women and children who are victims and witnesses, and enhance our service to families of victims of murder and manslaughter by helping to ensure that their voices are heard in court. Section III Developing a new CPS Vision and Strategy 2008-2011 > The CPS vision

17 Inspiring confidence in the communities we serve By 2011, our communities will see us as an organisation which involves them constructively in key decisions on the prosecution business; the public will know more about what we do and be confident that we do it well. More hate crime prosecutions will be successful; 250 million of assets will have been taken from criminals; and there will be significantly reduced disproportionality based on identity or community membership in our decision-making. We will do so by being accountable to the public for our decisions. We will engage with communities, working alongside our criminal justice partners, and deliver community justice. We will improve performance on hate crimes, deprive criminals of the proceeds of crime by confiscating assets from criminals to show that crime does not pay. Working in partnerships to serve the public By 2011, our partners will acknowledge that we have improved our service to them and the public. We will do so by improving our partnerships developing our Prosecution Team relationship with the police and working more closely with the courts to deliver swift, effective, appropriate justice. We will also play a leading role on the National Criminal Justice Board (NCJB), the Local Criminal Justice Boards (LCJBs) and other national and local strategic partnerships including liaison with Crime and Disorder Reduction Partnerships (CDRPs) to ensure that we play our part in identifying and tackling local priorities. We will influence legislation and reform, helping to rebalance the CJS in favour of the law-abiding majority, and informing policy making with the practitioner's perspective. We will work to streamline our processes and join up criminal justice using IT and demonstrating our contribution to a more joined up, efficient and effective criminal justice system. Improving ourselves to improve the service we give By 2011, the best people will want to work for the CPS and we will be a provider of talent to Whitehall and beyond. The CPS will have improved its performance against the Cabinet Office Capability Model (which focuses on the most crucial areas of capability leadership, strategy and delivery) both in terms of ratings and relative to other government departments. Our people will show greater pride in public service. We will be improving our efficiency and effectiveness by critically reviewing what we do and how we do it. The CPS will have increased workforce diversity at all levels. We will do so by ensuring we have the capability to deliver now and in the future through improving the skills and behaviours of our leaders and managers. We will maximise the advantages of a new, flexible management structure. We will deliver and utilise the benefits from change. We will make the best use of resources by delivering our efficiency plans; we will continue to be an employer of choice. We will tackle inequality and value diversity; we will build our learning and skills by making professional development the norm for all our people. For the first time the CPS strategy has clear measures of success for each of the strategic themes. These measures have been used to develop a revised performance management framework for the organisation that will ensure we are focused on the outcomes that matter to the public. But there is a need for the CPS to be clear about which, out of all of these activities, needs to be tackled as a priority to ensure we move forward as quickly as we can and that we tackle the issues that will have most impact on our delivery to the public. These priorities are discussed in the next section (IV).

18 SECTION IV PRIORITISING OUR PROGRAMME OF WORK Section III gives a clear guide to the strategic themes we will seek to address over the 2008-11 period, the key areas of activity within these themes and the outcomes that the public can expect from us. We recognise that we cannot focus on all these areas of activity at the same time and to the same extent. They are also different in their overall impact. It is important, therefore, to identify what we will focus on initially and how we will ensure that the focus drives real performance improvement. The CPS priority programmes Taking into account all of the drivers identified in section II and the potential impacts of the many activities we could undertake, the CPS has identified six priority programmes for 2008/9 and beyond: Improve performance in the magistrates' courts; Complete and embed our Advocacy Strategy; Focus our support to victims and witnesses; Play our part in achieving the agreed PSA targets for 2008-11; Restructure our delivery model to improve performance, particularly on serious cases, and improve value for money; Ensure that we lead and manage well to get the best from all CPS people, and that we engage with them, partners and communities to improve our service. Whilst the first four are specific programmes aimed at changing what we do, the fifth and sixth are about changing the way in which we do things, making us more efficient as an organisation and changing our behaviours to ensure that we achieve all the other priorities, move towards a culture of continuous improvement and make the CPS world class. Section V describes the specific actions we will be taking under each of these programmes to drive the achievement of the outcomes we seek for the public, and move us towards achieving the CPS vision. Section IV Prioritising our programme of work > The CPS priority programmes

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20 SECTION V PLANNING BUSINESS ACTIVITIES FOR 2008 TO 2011 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Improve performance in magistrates courts The magistrates' courts are where the CPS deals with the vast majority of its cases. It is where the crimes that most directly affect communities are brought to justice. The CPS strives to be excellent in its magistrates' court work by having efficient systems and committed staff to deal with this crime in an effective and value for money way. As a priority we will be: Implementing the Optimum Business Model as the first stage of a continuous improvement programme for our core business in the magistrates' courts; Implementing CJSSS; Improving our work in the magistrates' courts by developing proportionate approaches to simple cases; and Rolling out and monitoring the benefits of conditional cautioning. The Optimum Business Model (OBM) Mike Kennedy The aim of the OBM project is to review and identify best practice to improve the efficiency and effectiveness of magistrates' courts processes OBM is a framework of tested structures, key roles and processes, together with a toolkit to support implementation The recommendations continue to evolve to ensure OBM remains current and to ensure that best practice is captured, adopted and incorporated into the model Drive operational efficiency improvements as part of a continuous improvement cycle across the CPS Areas Reduce the number of adjournments due to the CPS and the number of hearings Improve the timeliness of trial readiness Improve the timeliness of reviewing evidence and responding to actions Reduce file movement thereby reducing time spent looking for files Improve time taken to action correspondence By the end of September 2008 all Areas to have implemented OBM Areas to have formal sign-off following quality assurance by OBM Team Development of leaders and managers across the CPS to support a continuous improvement culture at all levels Review of success of initial OBM implementation Extension of OBM approach to other areas of CPS business Section V Planning business activities for 2008 to 2011 > Improve performance in magistrates courts

21 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Criminal Justice Speedy, Simple, Summary in the magistrates' courts (CJSSS-MC) Mike Kennedy CJSSS-MC is a cross-cjs project involving the police, the CPS, the Legal Services Commission (LSC), the Courts, and the Judiciary The aim of CJSSS is to make justice faster, more efficient and effective to improve the CJS for victims, witnesses and offenders as well as the public Dispose of a majority of guilty pleas at first hearing Dispose of a majority of contested cases in two/three hearings Majority of trials to take on average no more than six weeks from charge to disposal By April 2008 rollout fully completed across all 42 Areas By May 2008 conduct and evaluate post-implementation reviews Develop and implement performance monitoring / reporting framework The aim is for an increasing majority of guilty pleas to be dealt with at first hearing; contested cases disposed of in two/three hearings; and trials to be commenced within six weeks of first hearing CJSSS in the Youth Court (CJSSS-YC) Mike Kennedy CJSSS-YC is a cross-cjs project involving the police, the CPS, the Legal Services Commission (LSC), the Courts, the Youth Justice Board (YJB) and the Judiciary The aim of CJSSS is to make justice faster, more efficient and effective to improve the CJS for victims, witnesses and offenders as well as the public Dispose of a majority of guilty pleas at first hearing Dispose of a majority of contested cases in two/three hearings Majority of trials to take on average no more than six weeks from charge to disposal By March 2009 extend and complete rollout of CJSSS in the Youth Court across remaining 36 Areas The aim is to match CJSSS-MC performance by increasing the majority of guilty pleas to be dealt with at first hearing; contested cases disposed of in two/three hearings; and trials to be commenced within six weeks of first hearing

22 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Developing proportionate approaches to simple cases (known as Streamlined Process SP) Mike Kennedy The aim of SP is to support the overall delivery of CJSSS and to deliver a more proportionate prosecution preparation for anticipated guilty pleas and anticipated not guilty pleas, both suitable for disposal in the magistrates' court The SP introduces a much simpler file build procedure for first hearing Reduce police time for building and submitting files for simple anticipated guilty plea cases Reduction in Designated Caseworker/prosecutor preparation time for simple, anticipated guilty plea cases Dependent on the results of the preliminary evaluation of SP in the seven test Areas, planning for further implementation from April 2008 From September 2008 if evaluation is positive, agree rollout programme with police partners Complete agreed rollout programme and begin to capture benefits Plan for Post-Implementation Reviews (PIRs) Refine streamlined process in line with PIR findings and maximise benefits Conditional cautioning Mike Kennedy The aim is to divert cases away from the magistrates' courts through conditional cautioning: a decision made by the CPS prosecutor Continued increase in the number of conditional cautions issued, thus diverting cases away from the magistrates' courts Oversee changes to conditional cautioning brought about by the new codes of practice April-June 2008 ministerial approval sought for revised codes of practice for conditional cautioning (which have been subject to public consultation) November 2008 subject to ministerial approval, testing of punitive conditions (financial penalty) prior to further rollout Embed conditional cautioning as a CPS tool to contribute to speedier justice and prevention of re-offending Evaluate impact of conditional cautioning on magistrates' courts caseload and re-offending Undertake an equality impact assessment for conditional cautioning Section V Planning business activities for 2008 to 2011 > Improve performance in magistrates courts

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24 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones In-house advocacy A visible prosecution service that takes real ownership of its cases is a fundamental part of a strong criminal justice system. The CPS's efforts to use its own in-house advocates to conduct more of its own cases in the Crown Court and the magistrates' courts and extend the use of Designated Caseworkers will benefit the public. A focus on improving quality will give us a firm basis for the future. As a priority we will continue to deliver and embed the Advocacy Strategy in the Crown Court and magistrates' courts. Advocacy Strategy Mike Kennedy The aim of the Advocacy Strategy is to transform the CPS into a Service that routinely conducts its own high quality advocacy in all courts, and across the full range of cases. This will have benefits both for the CPS, the wider criminal justice system, and the public. The strategy consists of three main workstrands: Increasing in-house coverage of magistrates' court hearings and summary trials (thereby reducing reliance on external agents) Increase national in-house coverage in the magistrates' court to 88.3% of available sessions will improve case progression through the courts and increase lawyers' experience of summary trial advocacy Increase national DCW deployment in the magistrates' court to 22.6% of available sessions. This will provide dedicated and proportionate magistrates' court advocacy on straightforward cases and release lawyers to focus on more complex matters Increased HCA deployment in the Crown Court will increase trial advocacy experience of the CPS lawyers and generate financial savings By May 2008 secure the extension of DCW statutory powers to expand their role, through the Criminal Justice and Immigration Bill, with Royal Assent (subject to successful passage through Parliament) By September 2008 rollout training for, and implementation of selected new DCW powers (subject to passage through Parliament) By December 2008 establish pathfinder areas to pilot DCW conduct of, summary trials (subject to passage through Parliament) Develop and introduce an Advocacy Quality Management Strategy to support continuing improvements in the standard of in-house advocacy Complete and evaluate DCW summary trials pathfinders Further increase HCA deployment in the Crown Court, particularly in volume trials of up to five days, and beyond Further increase DCW deployment and in-house magistrates' court coverage in all Areas Carry out a follow up report based on the 2007 Equality Impact Assessment (EIA) and its recommendations Complete national rollout of DCW summary trials powers Further increase HCA deployment in the Crown Court, particularly in complex trials of up to 10 days and beyond, and in high cost cases, either as sole advocate or as junior Further increase DCW deployment and in-house magistrates' courts coverage, so that all CPS Areas deal with 90% of available magistrates' courts sessions in-house March 2011 programme close Section V Planning business activities for 2008 to 2011 > In-house advocacy

25 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Advocacy Strategy (continued) Mike Kennedy Increasing the proportion of those magistrates' court sessions dealt with by DCWs, releasing lawyer capacity and Increasing and developing HCA deployment in the Crown Court Increased experience of trial advocacy in the magistrates' courts and Crown Court improves lawyer performance across the board, including charging and effective case building or preparation, and results in an improved service to victims, witnesses and the public Develop and introduce a system for supporting appropriate inhouse applicants for appointment as Queen s Counsel

26 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Victim and witness care Those in society most directly affected by crime are the victims. Perpetrators cannot be brought to justice unless witnesses are willing to play their part in the criminal justice process. The CPS has come a long way in ensuring that the needs of victims and witnesses are taken into account within the criminal justice process. Now we need to ensure that our efforts are co-ordinated and targeted to deliver excellence in all that we do for victims and witnesses. As a priority we will be: Developing an integrated victim and witness strategy, improving our Witness Care Units and meeting our Victims' Code obligations; Improving our performance in dealing with violence against women. Implement the Victim and Witness Strategy 2008-11 Mike Kennedy The Victim and Witness Strategy 2008-11 provides for the first time a unified strategy to support delivery of the CPS vision to champion justice and the rights of victims and witnesses A strengthened prosecution process by securing the attendance of victims and witnesses who are able to give their best evidence, and to make a significant improvement in our standards of victim and witness care which contribute to the relevant public service outcomes included in the Justice PSA Improve Direct Communication with Victims (DCV) and No Witness No Justice (NWNJ) performance Improve HMCPSI Overall Performance Assessments (OPA) in relation to services to victims and witnesses Improve the level of assurance on delivery of victim and witness care commitments in Annual Certificate of Assurance By June 2008 official launch of Victim and Witness Strategy 2008-11 at the senior managers conference Communications strategy to support delivery of the CPS victim and witness care commitments produced By July 2008 review impact of DCV Action Plan and assess requirement for further action By March 2009 undertake thematic reviews designed to improve delivery of NWNJ Minimum Requirements Develop an effective mechanism for the identification and sharing of victim and witness care best practice advice From April 2009 set Area Performance Review targets for improvement in victim and witness satisfaction using WAVES data By October 2009 review all written guidance to support delivery of victim and witness care commitments By June 2009 review the standard of recording of victim and witness details on CMS and WMS and assess requirement for further remedial action By July 2009 post-implementation review of the pre-trial interviews with witnesses scheme By March 2010 multi-disciplinary review of resources dedicated to victim and witness care By September 2010 scoping exercise for future policy development and operational support required to inform the Victim and Witness Strategy 2012-14 By December 2010 review of monitoring arrangements to ensure compliance with victim and witness care commitments By March 2011 review and evaluation of key victim and witness care policies Programme of thematic reviews to support improved victim and witness care performance throughout the year Section V Planning business activities for 2008 to 2011 > Victim and witness care

27 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Implement the Victim and Witness Strategy 2008-11 (continued) Mike Kennedy By March 2009 develop an effective mechanism for the evaluation of services to victims and witnesses which will seek to obtain views beyond the WAVES survey to provide comprehensive feedback from victims and witnesses Publish a comprehensive public policy statement on the CPS victim and witness care Review how information is made available to the public in relation to victim and witness care with a view to making such information more easily accessible Victim and witnesses with mental health issues and/or learning disabilities/ disorders (part of the V and W Strategy) Roger Daw The aim is to improve the management and outcomes of cases involving victims and witnesses with mental health issues and/or learning disabilities/disorders Ensure early identification of this category of witness Ensure the identification of appropriate special measures Improve support for this category of victims and witnesses By June 2008 identify existing best practice within the CPS By March 2009 publish guidance and public policy statement in relation to victims and witnesses with a mental disorder / learning disabilities Develop disability awareness and related mental health/learning disorder training for relevant CPS staff Engage with Her Majesty s Court Service (HMCS) to ensure that court case management (listing practices, appropriate support) complements pre-court support Appropriate guidance, monitoring and performance management systems will be in place Improve satisfaction of this category of victim/witness in relation to case outcome and access to support

28 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Violence against women (VAW) Strategy s Séamus Taylor Roger Daw The aim of the strategy is to secure the co-ordination and improved prosecution response to a range of crimes that fall under the umbrella of VAW, these include domestic violence (DV), rape, sexual offences, honour crimes, prostitution and trafficking Improve prosecutions of VAW crimes (VAW unsuccessful outcomes reducing to overall: 29%, DV: 28%, rape: 41% and other sexual offences: 28%) Improve support for victims Improve our understanding of the equality and diversity issues within VAW crimes and address any disproportionality By June 2008 implement VAW indicator and targets for DV, rape and sexual offences and evaluate performance data quarterly Complete DV training for prosecutors, caseworkers, and DCWs Put in place further 36 Specialist DV Courts with support for victims Publish report on so-called honour crimes and forced marriage pilot Publish VAW report Finalise VAW guidance to inform prosecutors of the links between existing policies/guidance to include a review of the trafficking and prostitution policy and guidance Expand VAW indicator to take on further VAW strands Publish VAW performance report of 2008/09 data Start of new Area VAW co-ordinator and specialist prosecutor roles/structure VAW co-ordinator seminars bi-annually Measurement of stakeholder views Work with HR to address any VAW issues in staff policies and practice By 2010 VAW indicator to cover performance monitoring of DV, rape, sexual offences, forced marriage, so-called honour crimes, child abuse, crimes against older persons, prostitution and trafficking Publish VAW Performance Report of 2009-10 data Measure victim's satisfaction, safety and access to support By March 2009 develop methods to measure views of stakeholders Section V Planning business activities for 2008 to 2011 > Victim and witness care

29 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Refresh of the CPS Public Policy Statement on Rape (as part of VAW) Roger Daw An update of an existing document to take into account changes in the law and the CPS practices and procedures which have taken place since the publication of the first edition The refresh of the CPS Public Policy Statement of Rape is designed to set out the standard of service which the public can expect in respect of cases of rape and to increase public confidence in the CJS Improve prosecutions of rape Increase support for rape victims Reduction of attrition rate in rape cases By end of June 2008 hold focus groups internally and with external stakeholders to consult on revised policy statement By end of September 2008 amend policy statement in light of responses and hold second community engagement event By end of October 2008 sign-off by DPP and Law Officers and launch Ensure guidance is up-to-date by adding legislative case law and any procedural developments Complete training of all rape specialist prosecutors Gangs and gun crime improving witness support and protection Mike Kennedy The CPS participation in an OCJR led project to improve witness support and protection before and during the court process, as part of the Tackling Gangs Action Programme. The project group comprises of representatives from the CPS, AGO, ACPO and OCJR The CPS provides input and advice on reforms to procedures relating to special measures, anonymity and reluctant witnesses To reduce the fear of reprisals which prohibits witnesses from coming forward To make more effective use of judicial measures to ensure greater certainty of protection for potential witnesses and to promote improved police protection through better support, commitment and interagency co-operation New procedures (and possibly rules of court) to clarify and simplify applications for anonymity for witnesses from investigative stage through to charge Update legal guidance From April to December 2008 develop an implementation plan with other stakeholders By August 2008 work with OCJR, AGO and ACPO to inform proposals to: make gun crime cases automatically eligible for special measures; place common law on anonymity on a statutory basis; extend the powers of magistrates to take depositions from reluctant witnesses By March 2009 work with CJ partners on legislation Legislation introduced and implemented Evaluation of success of implementation

30 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Play our part in achieving the agreed PSA targets for 2008-11: other contributions All of our priority programmes will assist in the achievement of the CJS Public Service Agreements for 2008-11. But above and beyond these there are some essential activities that need to be undertaken to ensure the CPS makes its full contribution to ensuring justice for all and making communities safer. Asset recovery Mike Kennedy Realise the benefits of the proceeds of crime legislation Contribute to the all agency enforcement target to recover 200m of criminal assets of which 120m will be in respect of confiscation By March 2009 increase the use of specialist POCA advocates through specialist HCA training Contribute to the all agency target to recover 250m of criminal assets by 2009-10 of which 150m will be in respect of confiscation All agency enforcement targets yet to be agreed The Home Office ambition is to deprive criminals of up to 1 billion a year in the longer term Deprive criminals of the proceeds of crime by confiscating assets to show that crime does not pay Obtain 4,437 confiscation orders to a value of 109,013,000 of which 102,000,000 will be in respect of confiscation only By March 2009 ensure that a dedicated enforcement champion per Group (with necessary skills and support) is in place to enforce CPS confiscation orders in conjunction with the HMCS Centres of Excellence and police financial investigators Obtain confiscation orders to a value of 117m (the CPS Areas and ACPO police forces) LCJB and Serious Organised Crime Agency (SOCA) confiscation volume and value targets yet to be agreed Improve asset recovery performance through better use of resources and performance management Obtain 772 restraint orders By March 2009 increase the use of MG17 form and restraint orders in appropriate cases Need to ensure that adequate training is provided to lawyers in CPS Areas and to ensure police co-operation with the use of the MG17 and restraint orders Restraint target yet to be agreed LCJB restraint targets yet to be agreed Section V Planning business activities for 2008 to 2011 > Play our part in achieving the agreed PSA targets for 2008-11: other contributions

31 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Asset recovery (continued) Mike Kennedy From April 2008 make use of civil recovery powers Develop a role for the CPS in civil recovery and cash seizure/forfeiture and develop relationships with potential partner agencies Seek approval of the CPS Board as to the level and way in which the organisation will organise its work Develop a role for the CPS in civil recovery and cash seizure/forfeiture and develop relationships with potential partner agencies Develop a role for the CPS in civil recovery and cash seizure/forfeiture and develop relationships with potential partner agencies Exchange Links programme David Jones The aim of the Exchange Links programme is to improve information sharing between the CPS and CJS partner organisations A joined-up CJS through enabling technology Improved information flows in the CJS By December 2008 in line with programme plans, complete the agreed links between the CPS and Police IT systems Counter terrorism legislation and strategy Roger Daw Develop Counter Terrorism (CT) legislation and strategy by the Home Office and other stakeholders 2008 Counter Terrorism Bill reflects CPS policy input and facilitates improved prosecution work The CPS government-wide reputation enhanced By end of December 2008 first, second and third readings of the Bill New CT Act in force New Criminal Justice Bill reforms law on conspiracy reflecting the CPS CT input Future CT legislation Ongoing liaison between the CPS and key stakeholders such as the Home Office and the Ministry of Justice Possible future CT legislation

32 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Anti-social behaviour legislation Mike Kennedy Improve the CPS s implementation of anti-social behaviour legislation and to work with partner agencies to contribute to the multi-agency drive to tackle anti-social behaviour Improvements in the CPS s response to anti-social behaviour via internal and inter-agency training Closer partnership working Specialist Anti-Social Behaviour prosecutors By May 2008 national network of prosecutors leading on the CPS anti-social behaviour work in place Programme of work and associated milestones yet to be determined (subject to Home Office priorities and availability of funding) Programme of work and associated milestones yet to be determined (subject to Home Office priorities and availability of funding) Prolific and Priority Offenders (PPOs) Mike Kennedy Tackle the offending behaviour of the small hard core of offenders who commit disproportionate amounts of crime and harm to local communities A focus on the issues of greatest priority in each locality and the most harmful offenders, particularly drugmisusing offenders A partnership approach to reduce re-offending, through the PPO programme and recently aligned Drug Interventions Programme Continued delivery of the PPO CJS Premium Service provided locally (this is driven by LCJBs) with national and local support from key agencies including the CPS Work in partnership with the Home Office, and other relevant criminal justice agencies, to ensure the CPS is effectively contributing to the PPO CJS Premium Service Review the CPS contribution to the PPO CJS Premium Service and implement any necessary changes Continue to provide a prioritised service in relation to PPOs, and support the delivery of the PPO CJS Premium Service (suitably modified if appropriate) Issue legal guidance on PPOs Section V Planning business activities for 2008 to 2011 > Play our part in achieving the agreed PSA targets for 2008-11: other contributions

33 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Gangs and gun crime Mike Kennedy A central ministerial taskforce on guns and gangs, chaired by the Home Secretary, is overseeing a Tackling Gangs Action Programme. The Attorney General is a member of this ministerial group and the CPS will support delivery of this work stream National co-ordinated approach to training on firearms, incorporating the perspective of gang-related crime, focusing initially in the four hot spot areas of London, Birmingham, Liverpool and Manchester Spreading of good practice amongst prosecutors in handling complex gun and gang-related crime Contribute to delivery of the outcomes arising from the Home Office led Tackling Gangs Action Programme, including spreading good practice and improving witness support May 2008 dissemination of a national CPS good practice guide for prosecutors on how to handle complex gun and gang-related cases Milestones for 2009/10 and 2010/11 to be agreed following completion of Guns and Gang planning work There will be a need for ongoing liaison between the CPS and other criminal justice partners A national training course on firearms to be developed and delivered via courses arranged locally

34 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones The Hate Crimes Monitoring and Reporting Strategy s Séamus Taylor Mike Kennedy The strategy provides for the recording, analysis and reporting of essential data on the prosecution of racist incidents, religious incidents, homophobic crime, and disability aggravated crime. During 2007/08, the necessary changes were made to the CMS to enable the recording and extraction of data on all hate crime offence types Reduce unsuccessful outcomes on hate crimes to 18% Publish annual hate crime reports and VAW Report Increase stakeholder awareness of the CPS s handling of hate crimes Increase public awareness of the CPS s handling of hate crimes By July 2008 implement and commence regular quarterly hate crime reports By September 2008 agree Annual Hate Crime Report and linked VAW Report and make arrangements for publication Reduce unsuccessful outcomes on hate crimes to 17% Revise report formats in the light of changing requirements Continue with the presentation of regular quarterly reports and linked Annual Reports on Hate Crime and VAW Reduce unsuccessful outcomes on hate crimes to 16% Continue with the presentation of regular quarterly reports and linked Annual Reports on Hate Crime and VAW Area/national performance targets for hate crime The linked VAW crimes management projects includes recording, analysis and reporting of essential data on the prosecution of VAW crimes, starting in 2008/09 with domestic violence, rape and sexual offences Section V Planning business activities for 2008 to 2011 > Play our part in achieving the agreed PSA targets for 2008-11: other contributions

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36 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Structural reform The CPS is committed to delivering an excellent service to the public on serious crimes and ensuring best value for money. To do so we are restructuring the way that we deliver our services both in terms of frontline prosecution of serious cases and the essential services that support our work, regionally and nationally. As a priority we are: Restructuring to deliver the benefits of our move to a 1:15:42 structure and through the Headquarters Review in order to improve performance through better use of resources and better performance management; Using our complex casework units to improve performance on serious cases. Area restructuring (1:15:42) Mike Kennedy Operation of Complex Casework Units (CCUs) Improve the Service's capability to deal effectively and efficiently with complex casework at the Area level through the operation of a Complex Casework Unit within each of the 14 Groups and CPS London By June 2008 established network of CCUs providing assurances of compliance with Blueprint, facilitating specialist training and sharing best practice By July 2008 review of the role of a CCU lawyer By April 2009 evaluation of programme leading to plans for further improvement Continuous improvement culture visible within Complex Casework Units and Group Operations Centres leading to improved efficiency and effectiveness By September 2008 development of time recording system to analyse resources used in CCU work and allow future forecasting By December 2008 compliance with departmental security requirements for physical and personnel security in an intelligence led environment Section V Planning business activities for 2008 to 2011 > Structural reform

37 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Area restructuring (1:15:42) (continued) Mike Kennedy Operation of Group Operation Centres (GOCs), and Group Strategy Boards (GSB) Improve resilience and maximise effectiveness and efficiency through the operation of 14 Groups and Group Strategy Boards by exploiting opportunities for more effective deployment of skilled resources across Area boundaries within Groups and from enhanced economies of scale and skill By June 2008 specialist professional networks in place led by Heads of Profession By July 2008 group operation centre minimum model staff in post By September 2008 minimum performance standard framework and measures implemented By April 2009 evaluation of programme leading to plans for further improvement The CPS Headquarters (HQ) Review implementation John Graham The HQ Review is designed to clarify the role of HQ now and in the future by developing proposals for the structure and function of a modern HQ Maximise opportunities for sharing services with other government organisations A finalised HQ structure and an implementation plan for delivery across the three year period The changes to HQ will produce at least a 5% per annum reduction in administrative costs and support the aim of directing as many resources as possible to frontline delivery By the end of April 2008 finalise detailed HQ structure and staffing levels for each directorate Implementation milestones to be confirmed A step change towards modern streamlined HQ with a strategic core of people in London A further 5% reduction in administrative costs A modern streamlined HQ with a strategic core of people in London A further 5% reduction in administrative costs

38 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensuring that we lead, manage and engage To give the best possible service to the public, and be recognised as doing so, the CPS needs to work effectively with its partners in the criminal justice system and with the communities we serve. This is a job not only for the leaders of the organisation but for all of our people. We need to make sure they have the skills, support, confidence and commitment to be ambassadors for the CPS. We also need to ensure that performance is well managed to ensure that a consistently high level of service is provided. As a priority we will be: Improving our leadership skills, practices and behaviours; Building on our performance management systems to ensure excellence; and Engaging with our partners and communities locally, nationally and internationally to play our unique role in making communities safer. Ensure that we lead Supporting leadership Ros McCool Embed the CPS leadership model into recruitment, induction, talent management, and governance structures Provide training and support for staff at all levels to manage and lead with confidence Provide a complete audit of leadership behaviours Identify leadership talent Improved leadership skills New leadership and management development programmes are clearly focused on the CPS s business needs By November 2008 initial succession planning outcomes reported to top management By March 2009 evaluation of initial phase to show improved leadership skills across the CPS Improved feedback on staff survey and OPA assessments around managing change and Area leadership Increasingly excellent leadership behaviour in all parts of the CPS as shown by: confidence in the senior management and % of staff who feel that change is well managed is in the top half of civil service, and no area rated poor in OPA assessments of leadership Section V Planning business activities for 2008 to 2011 > Ensuring that we lead, manage and engage

39 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we lead Supporting leadership (continued) Ros McCool Further develop the framework for Chief Crown Prosecutor () and Senior Civil Servant (SCS) performance management Develop a talent management strategy Establish clearer links between corporate objectives and individual /SCS performance agreements Agree talent management strategy By end of April 2008 /SCS performance agreements in place By end of June 2008 talent management strategy agreed Begin implementation

40 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we manage Introducing a new performance management framework Mike Kennedy Refine performance management framework to enable clear links to be established between high-level corporate public service commitments and individual performance objectives Refined performance management framework designed, consulted on and implemented By April 2008 initial performance management framework disseminated to all relevant parts of the CPS By December 2008 framework further developed to include viable measures of progress on people issues and communicated Returns based on further developed framework received successfully for Quarter 1 2009 Improving management Ros McCool Clarify the role and authority of managers, ensuring they have the tools to do their job including effective performance management skills All staff have regular reviews in line with the PDR process and get the feedback they need to help them improve what they do Managers undertake rigorous and fair performance management Management indicators within people measures have been assessed by Areas with the APR system Revised management indicators within people measures have been assessed by Areas within the APR system Staff Survey shows an increase in the number of staff who believe poor performance is wellmanaged The CPS achieves corporate Investors in People (IiP) status Staff who believe poor performance is wellmanaged is in the top half of the civil service Develop a workforce capacity plan for Groups and Areas to support resource and Learning & Development decision-making Clear, business-focused resourcing and development programme in place By end of March 2009 all Groups have completed first cycle of planning and review Significantly improved HR planning capability. 2008/09 plans inform resourcing and Learning and Development delivery plans Continued realisation of benefits arising from effective capacity planning Section V Planning business activities for 2008 to 2011 > Ensuring that we lead, manage and engage

41 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we manage Improving management (continued) Ros McCool Deliver a programme of HR policy reviews that support managers New and revised policies are embedded in the working practices of managers and staff throughout the organisation Timetable for new and revised policies published Impact and effectiveness of implementation of new and revised policies measured Review of principles of policy development in the changing cultural environment evaluated in light of identified performance issues Staff survey results show improvement in key indicators Develop and implement an attendance management strategy Systems and support are in place to help managers improve absence rates where they are not on target A three-year strategy agreed with the HR Strategy Board Key priorities for managing attendance are identified and communicated across the organisation Well-being strategy element of the overall strategy is introduced Impact of strategy is evaluated People measurement indicator is assessed across the organisation Sickness absence will reduce to lowest level found in comparator organisations Assess people measurement indicator across the organisation Secure management of personal information at every stage (from creation or receipt to destruction) David Jones Recognise the review on data handling procedures in government led by Robert Hannigan from the Cabinet Office Implement the mandatory requirements to ensure that the organisation identifies and manages its information risks Ensure the protection of information to the required government standards and those that will be expected by the Information Commissioner's office By end of April 2008 business impact assessment on how we put in place the requirements from the review on data handling procedures by Hannigan By end of June 2008 detailed plan on how requirements will be addressed From July 2008 to March 2009 implement requirements Maintain compliance with the ISO/IEC 27000 security management system series (including the compliance with good practice in information handling) Maintain compliance with the aspects of ISO/IEC 27000 series

42 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we manage Sustainable development John Graham Embed sustainable development principles into the CPS Meet or be working towards all Sustainable Operations on the Government Estate (SOGE) targets By July 2008 formation of the Green Group Advisory Panel (GGAP) to include Area representation By March 2009 to use the Carbon Trust Carbon Management Scheme to establish our carbon footprint Demonstrating progress towards SOGE targets Reviewing our position against the SOGE targets Information Management programme David Jones This programme aims to improve the way we manage information, improve the knowledge base, facilitate ease of access to the information, and provide the tools for collaborative working Improve information collation, retrieval, sharing, accessibility and visibility Work more efficiently through electronic forms Enhance the CPS s performance reporting and management information capability Centralise approach to meeting Freedom of Information (FOI) and Data Protection Act (DPA) requirements via the Electronic Records and Document Management System (ERDMS) By March 2009 collaboration tool live for a minimum of 600 users All CPS forms on the Infonet converted to electronic submission entry forms Integration of a minimum of three major e-forms with back office systems Implement performance reporting portal/site By March 2010 collaboration tool live for a minimum of 1500 users Integration of a minimum of three more major e-forms with back office systems Performance reports and management information increasingly being published through the portal/site Develop ERDMS capability By March 2011 collaboration tool live for a minimum of 4000 users with a view to all CPS staff having access to the tool by March 2012 Integration of a minimum of three more major e-forms with back office systems All CPS performance reports and management information published on the portal/site (By 2012 implement ERDMS with a view to fully embed) Section V Planning business activities for 2008 to 2011 > Ensuring that we lead, manage and engage

43 Business activities 2008-09 2009-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Ensure that we manage ICT services beyond 2012 David Jones The project is looking at the options for delivering ICT services at the end of the current IT and telephony contracts during 2012 A number of options will have been identified and appraised for the delivery of ICT systems By December 2008 appraise options By March 2009 approval by the CPS Board Operational Blueprint Programme a model for the future delivery of local, frontline services Mike Kennedy This programme seeks to describe an agreed model of principles for the delivery of frontline services in the future. This model will then be used to, firstly, identify any gaps in the current priority programmes that have to be addressed and, over the longer term, inform the business about the impacts of any suggested changes to frontline delivery To develop an Operational Blueprint for local frontline services This will be a future model for the CPS with agreed working practices and processes, the information it requires and the technology that will be needed to deliver the capabilities in the operational model By April 2008 viability and achievability of the programme assessed By July 2008 draft Operational Blueprint agreed By September 2008 Operational Blueprint and Programme Plan presented to the CPS Board for approval If approved, national rollout commenced in October 2008 2009-2011 Delivery of the following high level operational outcomes: A standard, consistent and high quality minimum level of service being provided across all operational units in England and Wales Local operations which are developed and delivered efficiently and effectively and in such a way as to ensure optimum value for money Local ownership for the delivery and enhancement of a high quality local prosecution service in line with the CPS vision Frontline operations which are aligned and flexible to meet current and future business requirements A culture of continuous improvement across the breadth of our operations

44 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we engage Staff engagement Ros McCool Develop a programme to embed the CPS s values Establish baseline measurement on depth of understanding and appreciation of the CPS vision and values May 2008 carry out a staff survey Carry out programme of work with Areas to support embedding values Staff survey shows that staff understand and buy into the CPS vision and values statement Improve people measures on engagement Improved staff survey result on engagement Assess people measures indicator across the organisation People measures evaluated and revised Define employee rights and responsibilities reflecting our public service ethos Staff understand what working for the CPS means and the balance of their rights and responsibilities reflecting our public service ethos Agree employee relations strategy with key internal stakeholders Framework for consultation and negotiation arrangements with the FDA and PCS Unions Developed Staff Code of Conduct communicated across the organisation Delivery of employee relations action plan to support the strategy Review and evaluate policies to ensure balance of rights and responsibilities is achieved All CPS people are clear about acceptable standards of performance and behaviour Evaluate and review impact of TUS agreement and policies on future aims of organisation Improved business outcomes, improved innovation and decisionmaking and improved responses to employee well-being measures within staff survey Reduce focus on pay and move towards system of total reward Develop approach to engagement, reward and recognition A reward and recognition strategy Publish reward and recognition strategy Achieve multi-year pay remit clearance Better staff involvement and engagement Pay full increases on time for 2009 Section V Planning business activities for 2008 to 2011 > Ensuring that we lead, manage and engage

45 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we engage Building for success Ros McCool Develop career structures and families for all staff Career structures developed to take into account Professional Skills for Government (PSG), and the broadening of managerial professionalisation Delivery of agreed paralegal structure and completion of grade D and E manager reviews Improve staff survey results Creation of a high performing culture Work with others to create a comprehensive approach to workforce planning Establish link across HQ Directorates and Group Chairs, staff networks and key stakeholders in developing the workforce plan, and development structures All relevant stakeholders and partners are consulted on workforce planning The structure for workforce planning is developed The workforce plan informs all strands of organisational planning The workforce plan is evaluated and reviewed so fit for purpose Develop inclusive approach to succession planning, talent management and recruitment Systems and structures are in place to identify the top talent for key senior management posts across the organisation SCS and succession planning system in place Senior Management Team succession planning system in place Succession planning ethos is embedded across the organisation for all management and key legal posts Succession planning is embedded across the organisation and is the norm in development activities for all staff

46 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we engage Equality and diversity in employment agenda s Séamus Taylor Ros McCool The aim of the equality and diversity in employment agenda is to work to ensure that our workforce reflects society at all levels, to consider and address equality and diversity in our employment policies and practices, and to engage with our employees and address their experiences in relation to equality and diversity Increase employee engagement Improve employee experiences Improve workforce diversity at all levels Promote employee engagement through establishing qualitative measures via focus groups following the 2008 Staff Survey, follow up on findings and ensure that action is taken in relation to the outcomes of the survey Enhance Annual Equalities in Employment Report (AEER) to include more qualitative measures about the CPS s performance on employment in relation to equality and diversity Work collaboratively with the wider business to embed the People Strategy Engage the business in developing a programme of cultural change to support the Capability Review findings and subsequent CPS HQ Review Continue activities of years 1 and 2 By July 2008 develop and implement a new Diversity Delivery Plan (10 point plan) required by the Cabinet Office to help deliver senior level targets Implement the recommendations of the earlier HMCPSI thematic inspection on equality in employment Implement equalities related people measures Section V Planning business activities for 2008 to 2011 > Ensuring that we lead, manage and engage

47 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we engage Community Engagement (CE) agenda Séamus Taylor The CPS community engagement agenda seeks to consult and involve communities on our policies and plans Increase community stakeholder engagement at Area and Group level Increase community stakeholder satisfaction Increase success in prosecuting hate crimes Increase number of Areas rated green on CE and reduced number of Areas rated red amber and red By April 2008 Hate Crime Scrutiny Panels (HCSPs) in all CPS Areas in place and meeting quarterly Community Involvement Panels (CIPs) in place in embryonic form and developed during the year By October 2008 CE strategy in place for each Group Continue to implement the CPS Single Equality Scheme and account for its delivery through the CPS national Community Accountability Forum By the end of March 2009 produce good practice toolkit and guide based on one year of Scrutiny Panels, and on one year of CIPs Continue to implement HCSPs and CIPs Measure participants' satisfaction with HCSPs and CIPs Measure HCSPs' impact on attrition rate Further increase in Areas rated green on CE Conduct a themed review of handling of crimes against the older person to establish a baseline position Review and refine HCSPs Review and refine CIPs Over 50% of Areas rated green on CE Themed Review of handling of Disability Crime progress check and improvement in attrition rate Conduct a progress check on the disability hate crime themed review Hold a 'sharing the learning' conference based on experience of Scrutiny and Involvement Panels Conduct themed review of handling of disability hate crime to establish baseline position

48 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we engage Delivering the new CPS National Communication Strategy Pam Teare The strategy outlines the operating environment against which the CPS will be communicating and contains objectives and some recommended actions for both internal and external communication between 2008 and 2011 Establish an effective communication network across the CPS, along with consistent priorities and approaches, to provide a foundation for improving public awareness and confidence, and for improving staff morale April-May 2008 engage staff via the CPS 'Vision in Action' DVD June 2008 appoint 14 Group Communication Managers June 2008 to March 2009 events for new staff, prosecutors, administrative staff, and regular staff roadshows January to March 2009 carry out thematic review of communication across the Areas to benchmark performance Public polling exercise to gauge impact on awareness Second national staff awards event Strategy reviewed and improvements made in light of public polling and staff survey data Improvement in staff survey result about people feeling they are better informed Supporting community justice centres Mike Kennedy Engaging with the local community and working in partnership with the range of criminal justice agencies, support services, voluntary organisations and community groups to solve the problems caused by offending in the local area Make the court and criminal justice agencies more responsive to the local community by ensuring that community needs are listened to, acted upon and, crucially, that offences do not then recur Break cycles of re-offending through a problem-solving approach Ensure offenders comply with court orders and make compliance highly visible to the local community OCJR-led rollout of the community justice concept in magistrates' courts nationwide Timings to be confirmed by the Community Justice Programme Team within OCJR Programme of work, milestones and timings to be confirmed by the Community Justice Programme Team within OCJR Programme of work, milestones and timings to be confirmed by the Community Justice Programme Team within OCJR Section V Planning business activities for 2008 to 2011 > Ensuring that we lead, manage and engage

49 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we engage Engaging with CDRPs through LCJBs Mike Kennedy Working in partnership with our Local Criminal Justice Board (LCJB) colleagues, engage with local Crime and Disorder Reduction Partnerships (CDRPs) to inform local prioritisation of CJS activity and help deliver the crime strategy A greater focus on local priorities within cross-cjs planning at an Area level, contributing to improving confidence in the CJS By October 2008 CPS Areas contribute to LCJBs' three-year plans detailing how they will support local delivery of the Crime Strategy By April 2009 CPS Areas contribute to an LCJB review of performance against indicators The CPS plays full part in LCJB actions to address local priorities Mutual Legal Assistance (MLA) with other countries Roger Daw The CPS will identify areas requiring particular attention (due to volume or difficulties and work to improve MLA in those areas) More effective operation of mutual legal assistance within the CPS Better use of evidence gathered abroad leads to more effective prosecutions and potentially more early guilty pleas By June 2008 system of communication on MLA with Complex Casework Units embedded By December 2008 rollout of training to CCUs Continued effective use of the Liaison Magistrates network and its possible expansion (funding dependent) The CPS performance on MLA continues to improve The CPS performance on MLA continues to improve The CPS is seen as a centre of excellence on mutual legal assistance Closer co-operation with priority countries Specific actions to improve co-operation with identified countries to be carried out throughout 2008/09

50 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we engage International capacity building Roger Daw Assistance to overseas partners in building criminal justice institutions A CPS programme of engagement in top priority countries The CPS is a partner of choice for criminal justice projects Reduction of harm to the UK, with a positive impact on CPS business April 2008 liaison prosecutor in Pakistan operational Specialist input to selected European Commission capacity building and twinning projects By May 2008 training underway in Afghanistan Priorities kept under regular review Continue to engage in selected priority countries Monitoring and evaluation systems ensure good practice Priorities kept under regular review Continue to engage in selected priority countries Monitoring and evaluation systems ensure good practice By June 2008 priority countries and institutions identified, and guidance produced to enable the CPS to take a strategic, corporate approach to capacity building work By July 2008 workshops with China on practical co-operation completed Section V Planning business activities for 2008 to 2011 > Ensuring that we lead, manage and engage

51 Business activities 2008-09 2009-10 2010-11 Project title Project description Expected outcomes High-level milestones Outcomes & milestones Outcomes & milestones Ensure that we engage Engagement with international institutions (e.g. the EU and UN) The CPS is seen as a key contributor to the development of initiatives at international level European Union (EU), Council of Europe and United Nations (UN) resulting in policy that helps to facilitate successful prosecutions and reduce cross-border crime Fully embedded system in place whereby the CPS contributes to policy making on initiatives emanating from international institutions Matrices on institutions and initiatives in international law with a bearing on prosecution completed January By August 2008 the CPS engages with the Organisation for Economic Co-operation and Development (OECD) Bribery Working Group on reform of bribery instruments The CPS participates in the work of the Council of Europe, the Council of European Prosecutors, and the International Association of Prosecutors in developing policy to improve standards in prosecution internationally By August 2008 co-operation with UN Office on Drugs and Crime to address high-tech crime The CPS contributes to key EU dossiers under negotiation including: By June 2008 draft Framework Decision (FD) on Trials in Absence System continues to operate The CPS contributes proactively to the creation of international policy on prosecution issues working in partnership with Whitehall departments and international partners International Affairs Division ensures that implementation of any changes of practice within the CPS that result from commitments made internationally are effectively managed taking into account business needs System continues to operate The CPS contributes proactively to the creation of international policy on prosecution issues working in partnership with Whitehall departments and international partners International Affairs Division ensures that implementation of any changes of practice within the CPS that result from commitments made internationally are effectively managed taking into account business needs By October 2008 draft FD on: Eurojust, the European Judicial Network, and the European Supervision Order

52 SECTION VI MANAGING PERFORMANCE The CPS's vision and strategy, Departmental Strategic Objective, strategic themes, priority programmes and, within these, priority activities, are set out in the previous sections. Whilst in the past the CPS has had a similar framework, the individual elements are now better aligned to ensure our activities and programmes will contribute ultimately to our vision to be a world class prosecution service and, through that, to be a better service to the public. A new performance management framework It is essential that we have a robust performance management framework that ensures that the ambitions set out in this document are monitored, managed and, ultimately, achieved. The performance management framework offers a holistic approach to performance management within the service and brings together key performance management structures within a single document. This enables clear links to be established between high level corporate public service commitments and individual performance objectives. It clarifies organisational accountabilities for delivery of performance. It provides a single source to communicate the organisation's performance structures to stakeholders. The framework consists of a matrix of key performance indicators which at the highest level will allow the CPS Board to manage performance and set direction. Through the process of integrated business planning and target setting in the organisation, the high level framework will be translated to Area performance indicators, HQ performance indicators and below that, to individual units and divisions. The production of the new performance management framework is supported by: A Performance Management Guide which details the aims, structures, operational framework and indicator specifications for the service including integration with HMCPSI, Prosecution Team Performance Management (PTPM) and LCJB performance structures, best practice promotion and specification for internal and external publication of data. This guide can be found on the Infonet under the Business Section: Performance; An action plan for information system requirements to support long term performance management; and A stakeholder survey to evidence the benefits realisation of this project in improving the performance management system and in addition, to evidence the benefits of performance management to the organisation. Section VI Managing performance > A new performance management framework

53 Public Service Outcomes PSA 24 - Deliver a more effective, transparent and responsive criminal justice system for victims and the public PSA 23 - Make communities safer Departmental Strategic Objective (DSO) (P1) Playing our part in achieving the agreed PSA targets for 2008-11 The CPS Vision and Strategy 2008-11 and Public Service Outcomes Six priorities (P1-P6) to focus delivery of the five strategic themes which define the CPS vision Priorities (P2) Improving performance in the magistrates' courts (P3) Completing and embedding our Advocacy Strategy (P4) Restructuring our delivery model to improve performance, particularly on serious cases, and improve value for money (P5) Focusing our support to victims and witnesses (P6) Ensuring that we lead and manage well to get the best from all CPS people, and that we engage with them, partners and communities to improve our service Business Performance Indicators - BPIs 2-5 per priority, focused on the business processes which deliver the priority (generally Group or Area level) Process Indicators 1 or more per business process, focused on supporting indicators which assist in managing business delivery - generally Area/Unit level

54 SECTION VII MANAGING RISKS As a key part of a changing and developing criminal justice system the CPS faces a range of risks to maintaining an effective prosecution service that underpins safer communities and ensures that justice is served; in delivering its 2008/09 business priorities; and, successfully contributing to the achievement of the PSA targets and CJS reforms. The CPS corporate risks reflect activities planned for 2008/09 and actions required in the year to address potential impacts and uncertainties on priorities across the strategic planning period 2008-11. Identifying corporate risks and reviewing effectiveness of the risk management strategy is the responsibility of the CPS Board and Corporate Delivery and Management Group. The 2008/09 strategic risks to be actively managed at Board level are: No Risks 1 Arrangements for delivering the portfolio of the CPS change and the management of programmes and major projects do not deliver John Graham planned business and VFM benefits 2 Significant or widespread interruption to our capability to deliver core business Mike Kennedy 3 Strategic management capacity and capability not able to sustain delivery of the PSA targets and business change commitments Ros McCool 4 Changing CJS and other stakeholder relationships at national, group and local level adversely impact on effective delivery of Mike Kennedy core business, PSA targets and business change commitments 5 Damage to the CPS public standing from adverse publicity in high profile cases Mike Kennedy 6 Constrained funding in 2008/09 and later and under realisation of cashable efficiency savings necessary to sustain the planned change programme and service delivery commitments lead to a loss of stakeholder and public confidence John Graham 7 The impacts of a significant data handling or information management incident undermine effective delivery of core business, Mike Kennedy (SIRO) business change commitments and lead to a public censure, and a loss of stakeholder and public confidence Section VII Managing risks

55

56 ANNEXES Annex A Area Performance Review: Targets and Ratings for 2008/09 Annex B CPS Organisational Chart Annex C CPS Group and Area Map Annexes

ANNEX A AREA PERFORMANCE REVIEW: TARGETS AND RATINGS FOR 2008/09 57 No INDICATOR TARGETS AND RATINGS 1 Offences Brought The revised indicator is to be reported as a rate (rather than volume as at present) with a focus on tier (1) and tier (2) to Justice offending. This will be monitored during 2008/09 to evidence maintenance of, or improvements in OBTJ rate by crime tier. Comparisons will be made with 'Most Similar Area' until agreement is reached on any cross-cjs targets. Hard targets and ratings will not be set from 1 April, however 'directional improvement' in performance will be sought at Area/LCJB level. 2 Criminal Justice Target Simple Speedy A measure will be established to monitor that over time the following objectives are delivered: Summary/Optimum A reduction in the number of hearings in most cases, from an average of between five and six to an expectation of one Business Model (for guilty pleas) and two (for contested cases); and hearings per case. The majority of simple cases taking from a day to six weeks from charge to disposal, as opposed to the current system which averages 21 plus weeks. In addition, the percentage of cracked and ineffective trials will continue to be monitored as a diagnostic measure. 3 Non Pre-charge Target Decision Magistrates Attrition rate of 10% or below. Courts Attrition Rating Target +4% and over Target +2% to +3.9% Target +1.9% to +0.1% Target or better (lower = good)

58 No INDICATOR TARGETS AND RATINGS 4 Magistrates Courts Target Charging MC Discontinuance 13% (+2% on 2007/08) MC Guilty Plea 70% (+18% on 2007/08) MC Attrition 23% (-8% on 2007/08) NB. The 'Charge to NFA' rate will be considered as contextual information to this indicator and continue to be reported at both Service and CJS level. Rating No targets met 1 target met 2 targets met All targets met 5 Crown Court Target Charging CC Discontinuance 13% (unchanged) CC Guilty Plea 70% (+2%) CC Attrition 23% (unchanged) NB. The 'Charge to NFA' rate will be considered as contextual information to this indicator and continue to be reported at both service and CJS level. Rating No targets met 1 target met 2 targets met All targets met 6 Prolific Young Target Offenders 71 days from arrest to sentence. Rating 72 days or more from arrest to sentence 66-71 days from arrest to sentence Less than 66 days from arrest to sentence Annex A Area Performance Review: Targets and Ratings for 2008/09

59 No INDICATOR TARGETS AND RATINGS 7 Case Management Target System There are two national CMS Usage Targets for 2008/09. 75% Record Hearing Outcomes within one day, 75% Finalisations within one day. Rating An average score of less than 55% An average score of 55% to 64.99% An average score of 65% to 74.99% An average score of 75% or more 8 Witness Attendance Target To secure witness attendance levels of 90% and above. Rating Attendance levels below 83% Attendance levels between 85.99% and 83% Attendance levels between 86% and 89.99% Attendance levels at 90% or above 9 Victims Code Unchanged from 2007/08 following changes agreed in November 2007. Target The primary target includes measurement in relation to three measures below: Volume of communications sent against proxy target; Timeliness for vulnerable and intimidated victim, prosecution cases; Timeliness for other prosecution cases. Rating Volume less than 70% and Timeliness less than 60% Volume greater than or equal to 70% and Timeliness greater than or equal to 60% Volume greater than or equal to 85% and Timeliness greater than or equal to 75% Volume greater than or equal to 100% and Timeliness greater than or equal to 100%

60 No INDICATOR TARGETS AND RATINGS 10 Violence Against Target Women DV 28% attrition (-2% on 2007/08) Rape 41% attrition (-4% on 2007/08) Sexual Offences 28% attrition (new indicator) Overall VAW 29% (Areas will not be rated on this overall figure) Rating All targets missed Two targets missed One target missed All targets hit We will use the data for all VAW cases in the calculation of the VAW indicator, noting that this will include approximately 5% of cases with female defendants and approximately 10% with male victims. 11 Hate Crime Target Combined, racist, religious, homophobic and disability hate crimes attrition rate. 2008/09 18% 2009/10 17% 2010/11 16% Rating Target +5% Target +2% to +5% Target +1.9% to +0.1% Target or better (lower = good) 12 Proceeds of Crime Act Target Area performance is measured quarterly calculating confiscation order volume and value, and restraint order performance against trajectory. A new target for enforcement will be developed and this will be monitored at Group level through the Complex Casework Units. Rating Target less 45% or more Target less 15%-44.9% Target less 15% to 0.1% Target or better Annex A Area Performance Review: Targets and Ratings for 2008/09

61 No INDICATOR TARGETS AND RATINGS 13 Community Target Engagement To improve by at least one level each year. Level 1 Leadership is demonstrated Level 2 A range of engagement is taking place, it is being evaluated and feedback is being given to the communities being engaged Level 3 Community engagement results in improvements Rating Level 1 = partly Level 2 = not met Level 3 = not met Level 1 = partially met Level 2 = partially met Level 3 = not met Level 1 = fully met Level 2 = partially met Level 3 = partially met OR Level 1 = fully met Level 2 = fully met Level 3 = not met OR Partially met at all 3 levels Level 1 = fully met Level 2 = fully met Level 3 = partially or fully met 14 Non-ringfenced Target Running Costs The Area target for administration costs expenditure is to equal budgetary provision at the end of the financial year. Rating Outturn is 102% or higher Outturn is 100.5% to 101.99% or 97.99% or lower Outturn is 100.01% to 101.49% or 98% to 99.5% Outturn is 99.51% to 100% 15 Prosecution Costs Target The Area is rated on the percentage of expenditure in relation to allocated prosecution cost budgets. NB. VHCC and HCC are excluded from the 42 Area analyses. For the three Casework Areas, VHCC and HCC funding is included. CPS Direct do not have prosecution costs. Rating Outturn is 103.5% or higher Outturn is 101.5% to 103.49% or 94.99% or lower Outturn is 100.01% to 101.49% or 95% to 96.49% Outturn is 96.5% to 100%

62 No INDICATOR TARGETS AND RATINGS 16 People Measures In response to key recommendations made in the Capability Review, a basket of measures will be developed to report performance in relation to management in 2008/09. Further work is required to develop this measure, so to allow time for planning and consultation, it will not be introduced until Q3. It is planned that measures on leadership and engagement will follow in subsequent years. Target For Q1 and Q2, sickness absence will remain as a measure of performance, with the targets unchanged from 2007/08. Rating Target plus more than 2 days Target plus 1.1 to 2 days Target plus up to 1 day Target or lower 17 Casework Quality Target Assurance Compliance with one CQA assessment per lawyer/dcw per month. Rating Less than 75% 75% to 90% 90% to 97% Greater than 97% 18 Higher Court Target Advocates Each Area is set a HCA generated counsel fee savings target. Rating 79.9% or less than target trajectory 80-89.9% of target trajectory 90-99.9% of target trajectory 100% of target trajectory or more Annex A Area Performance Review: Targets and Ratings for 2008/09

63 No INDICATOR TARGETS AND RATINGS 19 Designated Targets Caseworkers Each Area is set a DCW deployment target of 25%, 23% or 20% equating to the percentage of available magistrates' court sessions covered by DCWs. Rating 79.9% or less than target trajectory 80-89.9% of target trajectory 90-99.9% of target trajectory 100% of target trajectory or more 20 In-house Magistrates' Targets Courts Deployment Each Area is set an in-house MC deployment target of either 90% or 85% equating to the percentage of available magistrates' court sessions covered in-house. Ratings 79.9% or less than target trajectory 80-89.9% of target trajectory 90-99.9% of target trajectory 100% of target trajectory or more Non dashboard indicators 21 Prolific Priority Target Offenders Outline proposal to rate on a combined target for attrition and use of JTrack system: MC finalisations which have had pre-charge decisions and have been flagged as PPOs or PYO/PPO. Target attrition rate of 23% or lower. Percentage of cases finalised on JTrack within seven days of the last court appearance. Target to finalise 80% or above of cases within seven days. Rating Both targets missed JTrack target hit but attrition target missed Attrition target hit but JTrack target missed Both targets hit

64 No INDICATOR TARGETS AND RATINGS 22 Drugs Interventions Target Programme The CPS target is that an Area needs to ensure that at least 75% of DIP cases are flagged on CMS using the Case Monitoring flag at registration. Rating 0-60% 61% to 67% 68% to 74% 75% or above Themed reviews Communications Victim and Witness Care Workforce Representation Disability Crime Indicators to be removed from APR dashboard Anti-Social Behaviour Animal Rights Extremism Area Business Plans To be managed within the Business Development Directorate (BDD) Risk Rape To be monitored through the Violence Against Women indicator Annex A Area Performance Review: Targets and Ratings for 2008/09

ANNEX B CPS ORGANISATIONAL CHART 65 DPP Ken Macdonald QC Chief Executive Peter Lewis CPS HQ 15 Groups 42 Area and CPS Direct Chief Crown Prosecutors 42 Area and CPS Direct Business Managers Casework Divisions Policy Roger Daw Equality and Diversity Séamus Taylor Finance John Graham Business Development Mike Kennedy Human Resources Ros McCool Business Information Systems David Jones Organised Crime Division Alison Saunders Special Crime Division Carmen Dowd Counter Terrorism Division Sue Hemming

66 ANNEX C CPS GROUP AND AREA MAP Avon & Somerset Barry Hughes Sarah Trevelyan Bedfordshire Richard Newcombe Tim Riley Cambridgeshire Richard Crowley Adrian Mardell Cheshire Ian Rushton Angela Garbett Cleveland Gerry Wareham Margaret Phillips Cumbria Claire Lindley John Pears Derbyshire Brian Gunn Chris Mitchell Devon & Cornwall Tracy Easton Julie Heron Dorset Kate Brown Jason Putman Durham Chris Enzor Lyn Burke Dyfed-Powys Jim Brisbane Jeff Thomas Essex Ken Caley Susan Stovell Gloucestershire Adrian Foster Neil Spiller A/ Greater Manchester John Holt Jean Ashton Gwent David Archer Helen Phillips Hampshire & IOW Nick Hawkins Denise Bailey Hertfordshire Charles Ingham Mark Fleckney A/ Humberside Barbara Petchey Caron Skidmore Kent Roger Coe Salazar Mark Sunderland A/ Lancashire Bob Marshall Ian Farrell A/ Leicestershire Kate Carty Jane Robinson Lincolnshire Jaswant Narwal Gail Pessol London Dru Sharpling Lesley Burton OD Nazir Afzal SD (West) Andrew Torrington A/SBM (West) Wendy Williams SD (North) Bob King SBM (North) Simon Clements SD (South) Clare Toogood SBM (South) Rene Barclay DSC Clare Toogood A/SBMSC Merseyside Paul Whittaker Angela Walsh Norfolk Peter Tidey Catherine Scholefield Northamptonshire Grace Ononiwu Fiona Campbell Northumbria Nicola Reasbeck Brenda Flint North Wales Ed Beltrami Wray Ferguson North Yorkshire Robert Turnbull Andrew Illingworth Nottinghamshire Judith Walker Adele Clarke South Wales Chris Woolley Mike Grist South Yorkshire Nigel Cowgill Christopher Day Staffordshire Harry Ireland Brian Laybourne Suffolk Paula Abrahams Caroline Gilbert Surrey Portia Ragnauth Steven Mould Sussex Sarah Jane Gallagher Sam Goddard A/ A/ Thames Valley Baljit Ubhey Karen Sawitzki Warwickshire Mark Lynn Ian Edmondson West Mercia Colin Chapman Laurence Sutton West Midlands David Blundell Vacant West Yorkshire Neil Franklin Karen Wright Wiltshire Karen Harrold Kim O'Neill CPS Direct Martin Goldman Neil Holdsworth Key OD SD SBM DSC SBMSC Chief Crown Prosecutor Area Business Manager Operations Director Sector Director Sector Business Manager Director Serious Casework Sector Business Manager Serious Casework A/ Acting Annex C CPS Group and Area map

67 Northumbria Cumbria Durham Cleveland North Yorkshire Lancashire West Yorkshire Humberside Merseyside Greater Manchester South Yorkshire Cheshire Derbyshire Lincolnshire North Wales Nottinghamshire Staffordshire Leicestershire Norfolk West Midlands Dyfed-Powys West Mercia Warwickshire Cambridgeshire Northamptonshire Bedfordshire Suffolk South Wales Gwent Gloucestershire Thames Valley Hertfordshire Essex London Avon & Somerset Wiltshire Hampshire & IOW Surrey Sussex Kent Devon & Cornwall Dorset

Crown Prosecution Service Headquarters 50 Ludgate Hill, London EC4M 7EX. Tel: 020 7796 8000 Website address: www.cps.gov.uk e-mail address for enquiries and comments: enquiries@cps.gsi.gov.uk Complaints can be sent to: complaints@cps.gsi.gov.uk Public Enquiry Point, Tel: 020 7796 8500 Designed by écoutez creative ltd email: info@ecoutez.co.uk April 2008 Contents Back