CPS Business Plan 2007-08 - PDF - Crown Prosecution Service

CROWN PROSECUTION SERVICE 

BUSINESS PLAN 2007 - 08 

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contents 

Foreword by the Attorney General 2-3 

Introduction by the Director and Chief Executive 4-5 

CPS Business Plan 2007-08 6 

Public Service Agreement (PSA) Targets 7-8 

Resources 8-9 

Planned Activities for 2007-08 10-33 

CROWN PROSECUTION SERVICE BUSINESS PLAN 2007-08 

Managing Risk for 2007-08 34 

Annex A – Area Performance Management 35 

Annex B – Area Targets 36 

Annex C – CPS Organisational Chart 37 

Annex D – Area / Police Force Boundary Map 38-39 

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FOREWORD BY THE ATTORNEY GENERAL 

In July 2004, the Home Secretary, Lord 

Chancellor and I set out our shared 

vision for the Criminal Justice System in 

“Cutting Crime, Delivering Justice”. 

This CPS Business Plan 2007-08, 

outlines what the CPS will deliver in the 

final year covered by that document. 

In the last three years the Criminal 

Justice System (CJS) has made 

significant strides in ensuring: 

• the public will have confidence that 

the CJS is effective and serves all 

communities fairly; 

• victims and witnesses receive a 

consistent high standard of service 

from all criminal justice agencies; 

• more offences are brought to justice 

through a modern and efficient 

justice system; 

• rigorous enforcement revolutionises 

compliance with sentences and 

orders of the court; and 

• criminal justice will be a joined-up, 

modern and well run service and an 

excellent place to work for people 

from all backgrounds. 

But the vision for the CJS does not stop 

in 2007-08. In July 2006, the 

Government published two major 

reviews that will lead to changes in the 

CJS in 2007-08 and beyond. 

These were: 

“Rebalancing the Criminal Justice 

System in favour of the law-abiding 

majority - Cutting crime, reducing 

reoffending and protecting the public”, 

which sets out measures to: 

• put the law-abiding majority and 

communities first; 

• reduce reoffending; 

• protect the public; and 

• create a simpler, swifter, fairer system 

with strong enforcement 

and 

“Delivering Simple, Speedy, Summary 

Justice (CJSSS)”, sets out measures to 

improve the efficiency of criminal 

justice processes, including: 

• alternative out of court processes for 

low-level uncontested cases; 

• fast-tracking simple cases in the 

magistrates' courts and Crown 

Court; and 

• robust handling of high-cost, longer 

cases in the Crown Court. 

Building on our shared vision, the 

outcome of these reviews will set much 

of the CJS agenda for 2007-08 and 

help to deliver a CJS that: 

• is visible and responsive to law 

abiding citizens; 

• is sensitive to the needs of the 

victim, ensuring that victims are 

supported and that their voices 

are heard; 

• operates fairly, protecting the 

innocent and pursuing the guilty; 

• is joined up in a modern and 

efficient process that works; and 

• applies appropriate punishments, 

focused on tackling the causes of 

offending, and makes sure that they 

are completed. 

The recently announced changes to the 

organisation of the Home Office (HO), 

Department for Constitutional Affairs 

(DCA) and the positioning of the Office 

for Criminal Justice Reform (OCJR) do 

not change these aspirations or our 

commitment to them. 

The CPS makes a fundamental 

contribution to the success of the CJS as 

a whole and, in doing so, is transforming 

itself into a world-class prosecuting 

authority and valued public service. It 

already has responsibility for charging 

decisions, which are helping to bring 

stronger cases to the courts, increase 

guilty pleas and to bring more offenders 

to justice. The CPS is also developing a 

more flexible and responsive approach to 

prosecuting different types of crime and 

criminality. The introduction of three 

Central Casework Divisions last year has 

been an immediate success in dealing 

with the most serious and organised 

crime and terrorism. There has also 

been success in dealing with crimes that 

affect communities directly, such as: 

anti-social behaviour (ASB); hate crimes; 

and domestic violence (DV). 

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In the coming year, the CPS will further 

build its cadre of experienced in-house 

Designated Caseworkers (DCWs) and 

Higher Courts Advocates (HCAs) in 

order to increase the number of cases 

that it can present itself in court and so 

improve the oversight of those cases. 

Also in the coming year, the CPS will 

make further progress in diverting cases 

from the court process through new 

powers such as Conditional Cautioning, 

where that approach is most likely to 

reduce the risk of an offender 

re-offending. 

The CPS will continue to put those who 

have suffered, or witnessed, a crime at 

the heart of the CJS. It has, in 

partnership with the Association of 

Chief Police Officers, introduced 

Witness Care Units (WCUs) across 

England and Wales to improve the 

service, support and information 

provided to witnesses. Prosecutors also 

play a key role in protecting victims' 

During 2006-07, the CPS developed a 

community engagement strategy and 

will use this to make community 

engagement an integral part of the 

way it works, making and having an 

impact on the way it delivers services, 

employs people and on its decisionmaking 

processes. 

The CPS will be introducing a number 

of structural reforms to improve the 

handling of complex cases at an Area 

level and to build resilience, efficiency 

and the ability to deliver CJS reform. 

The basic 42 Area structure will remain 

ensuring that the benefits of coterminosity 

with the police are not lost, 

but there will be increased cross-Area 

co-ordination of work, especially in 

respect of large and complex cases that 

require significant CPS resources and 

specialist skills. 

I want the CPS to continue to develop 

its role in a more effective and efficient 

CJS by completing during 2007-08 the 

THE CPS MAKES A 

FUNDAMENTAL 

CONTRIBUTION TO THE 

SUCCESS OF THE CJS AS A 

WHOLE AND, IN DOING SO, IS 

TRANSFORMING ITSELF INTO A 

WORLD-CLASS PROSECUTING 

AUTHORITY AND VALUED 

PUBLIC SERVICE. IT ALREADY 

HAS RESPONSIBILITY FOR 

CHARGING DECISIONS, 

WHICH ARE HELPING TO 

BRING STRONGER CASES TO 

THE COURTS, INCREASE 

GUILTY PLEAS AND TO BRING 

MORE OFFENDERS TO JUSTICE. 


interests, in particular in deciding 

work outlined in this Business Plan and 

whether to accept a guilty plea from a 

by keeping a clear focus on developing 

defendant and during sentencing by 

into a world-class prosecution service 

the courts. The CPS will meet the 

and valued public service. In developing 

commitments in the Prosecutors’ 

that role, CPS will I know draw on the 

Pledge, which sets out the level of 

key findings of HM Crown Prosecution 

services that victims and witnesses 

Service Inspectorate’s (HMCPSI) Output 

should expect from the CPS. I expect all 

and Performance Reports, the recent 

prosecutors to work to ensure that 

NAO Report on its effective use of 

these standards are applied at all times. 

magistrates' courts hearings and the 

A key to building a modern 

prosecution service is prosecutors who 

respond to issues in their local 

community. I want the public to be 

expected external Capability Review 

Report. It will again be a challenging 

year for the CPS. I wish them all, 

every success. 

able to recognise the impact the CPS 

is having in local communities, not 

least through our contribution to the 

RESPECT agenda; working with other 

agencies to tackle ASB. 

The Rt Hon the Lord Goldsmith QC 

Attorney General 

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INTRODUCTION BY THE DIRECTOR AND CHIEF EXECUTIVE 

The CPS continues to build its 

reputation, nationally and 

internationally, as a world-class 

prosecuting authority. 

2007-08 represents a real challenge for 

all in the Service, as we intend to deliver 

a step change in our performance and 

introduce new ways of working that 

will prepare us for future years - when 

there will be increased pressure to 

deliver both high quality services and 

significant efficiencies. 

This step change in performance will 

see us exceed the targets for in-house 

advocacy that we set last year. The 

ability of the organisation to present 

our own cases in all courts is a sign of 

our strength and maturity, and our 

work in the higher courts shows that 

we have a growing cadre of expert and 

professional advocates able to 

prosecute the most complex and highprofile 

cases on behalf of the public. 

In the coming year, we will continue to 

strengthen our role at the heart of the 

CJS, through advocacy, through our 

role in combating terrorism, by 

providing enhanced services and 

support to victims and witnesses, by 

deepening our engagement with local 

communities and by shaping 

prosecution policies that meet the 

needs of those communities. 

The introduction of three CPS Central 

Casework Divisions - to deal with 

Organised Crime, Counter Terrorism 

and Special Crime - has been a real 

success, and demonstrates our ability to 

deal with the most serious and complex 

crime. The cases that the divisions deal 

with provide a highly visible and public 

demonstration of the CPS’s role and 

have strengthened our relationship with 

our CJS partners. 

We will continue to build our capacity 

and capability to deal with such highprofile 

cases and strengthen the 

criminal justice response to these types 

of crime. 

We will seek to deliver justice to those 

experiencing discrimination or 

disadvantage in our communities, for 

example, by delivering on our Disability 

Hate Crime Policy Statement. The 

policy on Disability Crime is consistent 

with our policies on other hate crimes, 

which are already in place. We will 

also be developing, in 2007-08, a 

comprehensive strategy for dealing 

with crime that involves violence 

against women and an Elder Abuse 

Policy Statement. 

Those that suffer hate crimes have the 

right to live free from crime or the fear 

of crime. We recognise the wider 

impact of hate crime where it strikes at 

people by undermining their sense of 

safety and security in the community. 

Such crimes have no place in an open 

and democratic society. 

We will also be introducing a number 

of structural reforms that will enable us 

to progress cases more effectively and 

will ensure that we are more readily 

able to cope with the impacts of future 

change. The CPS needs to be able to 

respond, at a local level, to increasingly 

complex crime that takes a significant 

amount of CJS resource to tackle. As a 

result, we will be introducing Complex 

Casework Units (CCUs) throughout 

England and Wales to deal with this 

issue. Our plans are being developed 

in conjunction with Police plans to 

ensure that the successful prosecution 

team approach that underpinned 

Charging and No Witness No Justice 

(NWNJ) is replicated for the handling 

of complex cases. 

We will be responding to the 

introduction of Simple, Speedy, 

Summary Justice, across the CJS, by 

developing our own standardised 

models for administering magistrates' 

courts and Crown Court cases. We will 

also be enhancing our performance 

management arrangements to support 

these changes and enable us to 

maximise the benefits that we gain 

from them. 

The six interrelated themes that we 

build our business plan around remain 

as last year, namely: 

• strengthening the prosecution process; 

• championing justice and the rights 

of victims; 

• driving change and delivery in the CJS; 

• inspiring confidence in the communities 

we serve; 

• being renowned for fairness, 

excellent career opportunities and the 

commitment and skills of all our 

people; and 

• building a strong capability to deliver. 

The changes we are making across the 

CPS are putting a premium on strong 

leadership and management, and on 

creating the right career and 

development path so that people can 

deliver to the best of their potential 

and are rewarded for the contributions 

they make. During early 2007-08, we 

expect to have the results of the 

external Capability Review of our 

organisation, its leadership, strategy and 

capability to deliver. We welcome the 

Review and will act on its findings to 

ensure that we remain fit for the future. 

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We have a new senior team in place 

to help us meet these challenges. 

In January 2007 we appointed a new 

Chief Executive. For the first time, and 

against stiff external competition, this 

position, one of the top two jobs in the 

CPS, has been filled by an internal 

candidate. This is a tribute to the 

opportunities offered by the Service. 

It also means that there is continuity 

of leadership as well as a new sense 

of purpose. 

We also have a new Director of Human 

Resources, with significant CJS and 

people management experience, and a 

new Director of Policy, with a deep 

knowledge of the importance of 

effective prosecution policy and its 

impact upon the frontline. We are 

confident that this team will be able to 

meet the challenges ahead and build 

on our achievements to date. 

We will also continue work to invest in 

our people, making the CPS an 

We will continue to develop effective 

relationships with partners: 

• with the police through Charging, 

NWNJ and as the prosecution team; 

• with HM Courts Service, in particular 

in securing the benefits from the 

Simple, Speedy Summary initiative; 

and 

• with the OCJR in the development 

of strategic plans for the CJS for 

the next 3-5 years. 

This Business Plan sets out the steps the 

Service is taking to deliver a further 

improvement in performance, the 

priorities we have, the risks we will 

have to manage to ensure delivery, and 

the measures and milestones we will 

use to assess our progress. 

Sir Ken Macdonald QC 

Director of Public Prosecutions 

2007-08 REPRESENTS A REAL 

CHALLENGE FOR ALL IN THE 

SERVICE AS WE INTEND TO 

DELIVER A STEP CHANGE IN 

OUR PERFORMANCE AND 

INTRODUCE NEW WAYS OF 

WORKING THAT WILL 

PREPARE US FOR FUTURE 

YEARS WHEN THERE WILL BE 

INCREASED PRESSURE TO 

DELIVER BOTH HIGH 

QUALITY SERVICES AND 

SIGNIFICANT EFFICIENCIES. 


employer of choice - a place where 

ambitious people with a passion for 

justice and public service want to come 

and want to remain. Our success is 

Peter Lewis 

Chief Executive 

demonstrated by the fact that we are 

attracting excellent people, across the 

CPS, who measure up to the very best 

in the legal profession and its 

supporting disciplines. 

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CPS BUSINESS PLAN 2007-08 

INTRODUCTION 

The CPS is becoming a world-class 

prosecuting authority. 

Over the past three years, we have 

continued to strengthen our role as the 

prosecutor in the CJS, provided 

enhanced services and support to 

victims and witnesses, engaged more 

effectively with local communities and 

shaped prosecution policies that meet 

the needs of those communities. 

We have done this in order to develop 

the CPS into a properly empowered 

public prosecution service; one that is 

in charge of criminal cases from the 

outset, driving them through the CJS 

from start to finish to bring more 

offenders to justice, to maximise the 

confiscation of criminal assets, to help 

reduce crime and re-offending, and to 

account for what we do, thereby 

inspiring confidence in us, from those 

we serve. 

Aim 

The CPS works in partnership with the 

police, courts, HO, DCA and other 

agencies throughout the CJS to reduce 

crime, the fear of crime, and its social 

and economic cost; to dispense justice 

fairly and efficiently and to promote 

confidence in the rule of law. 

The CPS's overall aim, which reflects 

the government's priorities for the CJS, 

is to: 

Deliver a high quality prosecution 

service that brings offenders to 

justice, helps reduce both crime and 

the fear of crime and thereby 

promotes public confidence in the 

rule of law through the consistent 

fair and independent review of 

cases and through their fair, 

thorough and firm presentation 

at court. 

Current Strategic Themes 

The key CPS reforms have been based 

on six interrelated themes around: 

• strengthening the prosecution process; 

• championing justice and the rights 

of victims; 

• driving change and delivery in 

the CJS; 

• inspiring confidence in the 

communities we serve; 

• being renowned for fairness, 

excellent career opportunities and the 

commitment and skills of all our 

people; and 

• building a strong capability to deliver. 

The actions we will undertake to deliver 

against these themes are outlined in 

the tables below. 

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PUBLIC SERVICE AGREEMENT (PSA) TARGETS 

PUBLIC SERVICE AGREEMENT 

(PSA) TARGETS 

The CPS PSA targets set in the 2004 

Spending Review (SR2004) are, in 

partnership with the HO and the DCA to: 

• improve the delivery of justice by 

increasing the number of crimes for 

which an offender is brought to 

justice to 1.25 million for 

2007-08; and 

• reassure the public, by reducing the 

fear of crime and anti-social 

behaviour, and building confidence in 

the CJS without compromising 

fairness. 

SR2004 also requires the CPS to deliver 

£34 million in efficiency savings by 

March 2008. 

In support of these headline targets, a 

suite of local Area targets has been set 

for Local Criminal Justice Boards (LCJBs) 

by the OCJR. The CPS delivers these 

targets by playing a full and active role 

in LCJBs with the police, the courts and 

other criminal justice agencies. 

LCJBs bring together the Chief Officers 

of local criminal justice agencies to 

deliver the PSA targets in their Area 

and to drive through criminal justice 

reforms. Each LCJB has produced 

delivery plans to bring more offenders 

to justice, reduce ineffective trials and 

increase public confidence. Progress on 

the plans is reported to the National 

Criminal Justice Board (NCJB). The 

Attorney General, Solicitor General, 

DPP and CPS Chief Executive, along 

with the Home Secretary, Lord 

Chancellor and others, are members of 

the NCJB. 

Office for Criminal Justice Reform 

The CPS also works closely with the 

OCJR, which is the trilateral team drawn 

from the HO, DCA and CPS to support 

criminal justice departments, agencies 

and LCJBs in working together to 

deliver PSA targets and to improve the 

service provided to the public. 

The government has recently 

announced that a Ministry of Justice will 

be formed. This will have a number of 

CJS functions including OCJR. The 

independence and constitutional 

position of the CPS remain unchanged. 

Performance Management 

The CPS has developed a performance 

framework based on our contribution 

to CJS measures, the progress we are 

making on reform and CPS specific 

performance issues. 

Although some of the specific targets 

for 2007-08 are still being considered, 

the high-level measures in the 

performance framework will include: 

Strengthening the 

Prosecution Process 

• increase the number of crimes for 

which an offender is brought to 

justice to 1.25 million; 

• reduce post-charge attrition 

(unsuccessful outcomes); 

• deliver the benefits of Charging, by 

reducing the discontinuance rate and 

increasing guilty pleas; 

• increase CPS Higher Courts Advocacy 

in the Crown Court, expanding the 

number and range of more serious 

and complex cases dealt with by inhouse 

advocates and increasing 

counsel fees savings; 

Championing Justice and the 

Rights of Victims 

• establish the satisfaction levels of 

witnesses with the service provided 

by WCUs; and 

• comply with the Prosecutors' Pledge 

and Victims’ Code commitments. 

Inspiring the Confidence of the 

Communities we Serve 

• increase the proportion of people 

who are very or fairly confident that 

the CJS is effective at bringing people 

who commit crimes to justice; 

• achieve a significant decrease in the 

proportion of people from black and 

minority ethnic communities who 

think that one or more CJS agency 

would treat them worse than people 

of other races; 

• reduce unsuccessful outcomes in hate 

crime cases; 

• increase the number and value of 

assets confiscated and recovered; 

• improve the quality of business 

delivery informed by community 

engagement; 

• monitor the number and outcomes of 

Animal Rights Extremism cases; and 

• improve CPS performance in respect 

of ASB legislation. 

Driving Change and Delivery 

in the CJS 

• reduce ineffective trials in magistrates' 

courts and in Crown Court; 

• reduce the number of hearings and 

adjournments; 

• deliver Drug Intervention Programme 

commitments; 


• increase DCW advocacy in 

magistrates' courts; and 

• improve timeliness of dealing with 

Persistent Young Offenders; and 

• respond to HMCPSI report on 

handling of rape cases. 

• improve handling of Prolific and 

Priority Offenders. 

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PSA TARGETS continued & RESOURCES 

Being Renowned for Fairness, 

Excellent Career Opportunities 

and the Commitment and Skills 

of Our People 

• increase the diversity of the CPS at 

differing levels where under 

representation exists in terms of: 

- black and minority ethnic staff, 

including at higher levels; 

- disabled staff, including at higher 

levels; and 

- the representation of women at 

higher levels; 

• develop and implement a set of 

people measures (including on 

leadership); 

• deliver a supporting Learning and 

Development programme; and 

• respond to the 2006 staff 

attitude survey. 

Having a Strong Capability 

to Deliver 

• manage within budget provision and 

deliver planned efficiency savings; 

• increase utilisation of COMPASS Case 

Management System (CMS) and 

Witness Management System (WMS); 

and 

• reduce sick absence to an average of 

seven days per person. 

Where these apply at Area level, the 

specific targets are shown at Annex A. 

RESOURCES 

The PSA targets for the CPS, and the 

financial resources needed to deliver 

them, were set as part of SR2004. 

Over the three years up to 2007-08, 

the SR2004 settlement represents an 

average increase in real terms of 3% a 

year for the CPS. 

The SR2004 settlement requires us to: 

• deliver more challenging PSA targets; 

• pay for the cost of the rollout of full 

Statutory Charging across England 

and Wales over the next two years; 

• improve the handling of victims and 

witnesses, promote their needs, 

ensure that victims' views are 

represented and enable both victims 

and witnesses to give evidence 

effectively; and 

• deliver significant efficiency savings 

(see below). 

£ million 

2006-07 2007-08 

Forecast SR 2004 

Outturn Baseline 

Budget 

Administration Costs 53 58 

Programme Costs 562 574 

Total 615 632 

The baseline budget does not include 

the anticipated use of end year flexibility. 

Because of additional funding from 

Criminal Justice Information Technology 

for the development of the COMPASS 

CMS and to support NWNJ; and funds 

from the Home Office to support LCJBs 

and other initiatives, forecast expenditure 

in 2006-07 is higher than the original 

baseline provision of £595 million. 

In addition, an incentivisation scheme 

associated with the implementation of 

the 2003 Proceeds of Crime Act was 

introduced as part of SR2004. It has 

enabled the CPS to benefit from 

additional resources flowing from the 

increasing success in the confiscation 

of criminal assets. 

Efficiency 

As part of the SR2004 settlement every 

department was required to develop a 

rigorous Efficiency Delivery Plan that 

would deliver value for money savings 

of 2.5% in every year of the SR2004 

period. The Departmental Efficiency 

Delivery Plan and supporting reporting 

mechanisms were regularly assessed by 

the Office of Government Commerce 

and the Treasury. At the last assessment 

the CPS achieved a “green” rating. 

Delivery of the efficiency savings targets 

is on plan and we expect to meet or 

exceed the 2007-08 target. 

The efficiency targets for the CPS are to 

deliver savings of £15 million in 2005- 

06, £27 million in 2006-07 and £34 

million in 2007-08. The targets cover 

the implementation of the Charging 

programme, improvements in 

productive time, rationalising 

administrative support functions and 

improving procurement practices. These 

technical notes describe the nature of 

the efficiency targets, the terms used 

in the targets and how progress will 

be measured. 

The projects under each workstream 

are governed by existing internal 

management structures and 

administered through robust project 

management methodologies. There are 

performance measures for each project 

and appropriate mechanisms for 

collecting and reporting performance 

information. The following paragraphs 

describe the definitions and 

measurement systems, quality, 

monitoring and baselines for each 

work-stream. 

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The CPS expects the Charging 

programme to account for around 

60% of planned savings by 2007-08 

with another 20% coming from 

productive time efficiencies, and the 

remainder through improved efficiency 

in the provision of corporate services 

and savings delivered through more 

effective procurement practices. 

The overall target efficiency gain for the 

CPS is an average of 2.5% of baseline 

per annum (7.5% cumulative) over the 

three SR2004 years. 

Comprehensive Spending Review 

2007 (CSR2007) 

The recently announced CSR2007 

settlement has identified a series of 

ambitious value for money reforms to 

be taken forward by the CPS and the 

other Attorney General's Departments. 

This completed the early settlements 

for the CJS. No decisions have been 

made yet about new PSA targets for 

the CJS. 


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PLANNED ACTIVITIES FOR 2007-08 

PRIORITIES FOR 2007 - 08 

As the last year of the current spending round, 2007-08 will see the CPS achieving many of its key aims for the period under the 

strategic themes that we have had since 2005-06. But 2007-08 also gives the CPS an opportunity to prepare for the future and 

help to put us in a good position to deal with the demands of future years. 

In deciding these priorities we have already carried out consultation about the key challenges we face and what the CPS response 

to these should be with our staff, CJS partners and, for the first time, with a number of groups representing the public. The result 

is a set of priorities for 2007-08 that are set out below under each of our strategic themes. 

1. STRENGTHENING THE 

PROSECUTION PROCESS 

This means: 

• Accelerating the delivery of the 

Advocacy Strategy Programme. 

We will continue to increase the 

development of in-house trial 

advocates to handle both contested 

and non-contested cases in 

magistrates' courts and Crown 

Courts. We aim to have in place a 

diverse pool of Advocates that 

reflects the communities we serve. 

We believe that, by managing cases 

from the point of charge and 

presenting them in court, a better, 

more fully informed view of the case 

will be taken, leading to 

improvements in the quality of justice 

delivered. The extension of in-house 

advocacy also has a value-for-money 

benefit as there are savings in fees 

paid to outside counsel; 

• Responding to the most serious 

casework and, in particular, highprofile 

anti-terrorism cases, and 

preparing for an increase in this 

work. Terrorism is a key challenge 

facing the United Kingdom. The CPS 

must ensure that it is able to deal 

with terrorist cases effectively and 

ensure that justice is done in what 

can be very difficult circumstances; 

• Establishing organisational resilience 

and effectiveness by implementing 

CCUs and other structural reforms 

the CPS is looking to enhance its 

capability to deal with more serious 

crime at a more local level, in 

response to the changing nature of 

crime and police force plans to focus 

more resources on this type of work. 

We need to ensure that we are 

deploying limited resources 

proportionately and effectively across 

the whole range of cases that we 

handle, from complex terrorist cases 

at one end of the spectrum to minor 

public order at the other. CCUs will 

deal with the large and complex 

cases that cannot be dealt with at the 

42 Area level alone and maximise 

legal and caseworker skills in viable 

self-sufficient units. To support this 

approach Area Groups will be 

introduced to realign the bulk of Area 

support services into a Group 

structure and introduce specialist and 

professional skills that are not always 

achievable at the Area level. We will 

also introduce Group Strategy Boards 

to ensure that efficiencies and 

benefits are maximised; 

• We will continue to deliver the 

benefits of the CPS taking charging 

decisions. We will be evaluating pilots 

that are testing face-to-face charging 

advice to the police during extended 

office hours and during out of office 

hours, to determine what is required 

across the Service as a whole; and 

• We will also be developing legal 

guidance to support our prosecutors 

in response to legislation; supporting 

the development of Conditional 

Cautioning; integrating the actions 

arising from Overall Performance 

Assessments and other Inspection 

reports into our performance 

management systems; and continuing 

to develop a co-ordinated response to 

international crime. 

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STRATEGIC ISSUE ACCOUNTABLE PERSON(S) MILESTONES AND ACTIONS PSA / PERFORMANCE TARGET 

Advocacy Strategy Programme 

The objective of the Advocacy 

Strategy Programme is to transform 

the CPS into a prosecuting authority 

that routinely conducts its own high 

quality advocacy in all courts. The 

main focus of the Programme is on 

increasing, developing and improving 

the deployment of HCAs and DCWs 

as well as increasing in-house lawyer 

coverage of magistrates' courts. 

Peter Lewis, 


• Quarterly monitoring of revised 

targets set for all Areas for HCA, 

DCW and in-house deployment - to 

accelerate the development of all 

in-house advocacy. 

• Review existing DCW powers with a 

view to seeking legislative change 

to expand the role. Subject to 

agreement, legislation to secure 

wider DCW powers introduced by 

December 2007. 

• Increase public 

confidence 

• Increase offences brought 

to justice (OBTJ) 

• Increase HCA deployment 

• Increase DCW 

deployment 

• Increase in-house 

coverage of magistrates' 

court advocacy 

• Introduce an advocacy training 

strategy including training to deal 

with lengthy, complex and specialist 

Crown Court cases and raise CPS 

capability to deliver volume trial 

advocacy across the full range of 

courts and cases. 

• Pathfind the introduction of a 

national network of Specialist Rape 

Advocates to significantly improve 

our prosecution of rape and serious 

sexual offences. 


Responding to Terrorism 

Respond to our most serious 

casework by giving high quality 

advice on high profile anti-terrorism 

cases and preparing for an increase in 

this work. This will require close 

partnership working with the police 

and the courts to ensure that all 

terrorist related cases are dealt with 

efficiently and effectively and will 

lead to a consistency of service and 

advice across the country by joint 

training and business planning. 

Susan Hemming, 

Head of Counter- 

Terrorism Division 

• Establish a Radicalisation lead 

within Counter Terrorism Division 

(CTD) by April 2007, and Area 

Champions to deal with public 

order work connected to 

radicalisation by end May 2007. 

• Provide training for key staff by 

June 2007. 

• Increase the capacity of CTD by 

ensuring sufficient legal and 

support staff within CTD London 

and establishing offices in other 

parts of the country to support 

regionalised police Anti Terrorism 

Units (Full implementation by 

April 2009.) 

• Improve handling of radicalisation 

cases through co-ordination of 

casework by the radicalisation lead 

on CTD. Ongoing. 


confidence 

• Increase OBTJ 

Blue = PSA 

Black = Performance Target 

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Area Restructuring 

Introduce new Area structures to 

improve our response to the most 

complex crime and to improve our 

ability to deal with change and 

reform. These changes will include: 

• Establishing a CCU in each Area 

Group to deal with the volume of 

complex casework currently being 

undertaken and that is anticipated 

to arise as a result of the police 

delivering better protective services; 

• Creating new Area Groups and 

Area Group Strategy Boards 

(AGSBs) to oversee improvements 

in and across Areas; and 

• Creating Area Group Secretariats to 

provide essential specialist and 

support services to AGSBs. 

Steve Przybylski, 

Acting Director 

of Business 

Development 

Area Groups 

• Appointment of Area Group Chairs 

(CCPs) by June 2007 

• Area Group Chairs to develop 

implementation plans for CCUs and 

Area Group Secretariats by end 

September 2007. 

• Establish routine AGSBs by 


Complex Casework Units 

• Appoint the Heads of CCUs by end 

June 2007. 

• Delivery of CCU implementation 

plans so all CCUs in place by 

January 2008. 

Area Group Secretariats 

• Delivery of Area Secretariat 

implementation plans, including 

recruitment of specialist staff, so all 

are in place by January 2008. 


confidence 

• Improve business delivery 

Charging 

Ensure the benefits of Statutory 

Charging are delivered, where the 

CPS make charging decisions in all 

but the most simple cases. 

Robert Stevenson, 

Deputy Director 


Development 

• Evaluate current pilots for out of 

hours, face-to-face coverage by 

April 2008 and determine any 

national roll-out programme. 

• Implement extended hours 

face-to-face Charging coverage 

in Areas where appropriate by 

31 March 2008. 


• Delivery of Efficiency 

Plan savings 

• Achieve national 

performance targets 

for Charging 

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Inspectorate Outcomes Delivery 

Programme (IODP) 

Develop a co-ordinated delivery 

programme to ensure that issues 

raised in HMCPSI reports are 

managed as part of a process of 

continuous corporate improvement. 




Development 

• Proactively manage the outcomes 

for all thematic inspections, 

including: 

- rape offences; 

- police complaints; 

- British Transport Police (BTP); 

- Case Management System; 


confidence 


• Overall improvement in 

OPA results 

- Disclosure; and 

- Direct Communication with 

Victims inspection delivery 

programme. 

• Establish a proactive programme of 

quality performance analysis to 

ensure Inspectorate findings are 

embedded into HQ Directorate and 

Area planning by April 2007 and 

then on-going. 

• Support the 2007 Overall 

Performance Assessment (OPA) 

inspection programme and produce 

an analysis, delivery programme 

and follow-up stock take by 

February 2008. 

• Develop a joint CJS approach to CJS 

Area inspections by October 2007. 

• Establish an IODP good practice 

(knowledge management) microsite 

on CPS Infonet by June 2007. 


Conditional Cautioning 

Implement Conditional Cautioning - 

where prosecutors decide whether 

diversion from prosecution by way 

of a conditional caution is an 

appropriate disposal for an offender 

in specified cases. 

Robert Stevenson, 

Deputy Director 


Development 

• Implement Conditional Cautioning 

in at least one Basic Command Unit 

per Local Criminal Justice Board 

(LCJB) Area by 30 June 2007. 

• Implement Conditional Cautioning 

fully across all LCJB Areas by 31 


• Trial changes to Conditional 

Cautioning, brought about by 

Police and Justice Act 2006, in 

pathfinder sites from Autumn 2007. 


confidence 


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International Crime 

Continue to develop with other 

jurisdictions a co-ordinated approach 

for dealing with cross-border crime 

that supports effective prosecutions 

and promotes the rule of law. This 

will promote the rule of law in other 

jurisdictions, improving access to 

liberty and justice and reducing the 

harm caused to the UK by 

international criminality. 

Roger Daw, 

Director of Policy 

• Early and systematic engagement 

with domestic and international 

contacts to shape and 

influence issues. 

• Creation of an improved knowledge 

management process. 

• Identification of priorities 

based on CPS and wider 

government objectives. 

• Learn from comparative studies that 

identify best practice and 

communicate this to practitioners. 


confidence 

Influencing and Implementing 

Criminal Justice Legislation 

Contribute to the development of 

legislation and respond to its 

implementation by developing and 

promulgating appropriate policies 

and guidance. 

Roger Daw, 


• Develop and issue legal guidance 

in respect of all legislation that is 

enacted in 2007-08 that affects 

the CPS. 


confidence 

• Increase OBTJ (subject 

to legislation) 

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2. CHAMPIONING 

JUSTICE AND THE 

RIGHTS OF VICTIMS 

This means: 

• Continuing to provide enhanced 

services to witnesses through WCUs 

(jointly with the police), developing 

best practice in witness care and 

integrating performance management 

of witness issues into our wider 

performance management systems; 

• Ensuring we respond to public needs 

by developing our responses to DV 

and violence against women. We 

are developing a violence against 

women strategy that will include 

working with others to improve the 

prosecution of rape cases and 

delivering on the DV agenda; 

• Assessing the evaluation of Pre-Trial 

Interviews with Witnesses pilots, 

where prosecutors assess the 

reliability of a witness's evidence in 

order to make a better informed 

decision about a case, to determine 

whether wider implementation is 

needed. We will also be assessing 

what actions are required in light of 

the Victim Advocates pilots, where 

bereaved relatives in cases of murder 

and manslaughter gain a voice at 

sentence, where they have the option 

of telling the court the impact that 

the crime has had on their life; and 

• Delivering against our commitments 

in the Prosecutors' Pledge and 

Victims' Code, our public policy 

commitments on prosecuting cases 

involving children and young people 

as victims and witnesses, and playing 

a more active role in court sentencing 

decisions by applying the Attorney 

General's guidelines. 


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No Witness No Justice (NWNJ) 

Improve the services we provide to 

witnesses and achieve the full 

benefits of WCUs. NWNJ is a joint 

CPS and police initiative and 165 

WCUs provide enhanced services 

across England and Wales. 




Development 

• Implement NWNJ Area action plans 

to improve delivery of victim and 

witness care. 

• Integrate performance against 

witness targets into Area 

Performance Reviews. 

• Identify and share best practice and 

develop a guidance manual to 

support NWNJ. 


confidence 


• Reduce cracked and 

ineffective trials due to 

witness issues 

• Improve witness 

satisfaction 

• Meet Victims’ Code of 

Practice commitments 

and NWNJ Minimum 

Requirements 

Meeting the needs of women 

and children who are victims 

and witnesses 

Develop and implement policies that 

meet the needs of women and 

children who are affected by crime as 

victims or witnesses. 

Roger Daw, 


Séamus Taylor, 

Director of Equality 

and Diversity 

Ros McCool, Director 

of Human Resources 

• Implement gender equality action 

plan as part of the introduction of 

the Single Equality Scheme (SES). 

This runs from April 2007 through 

2007-08 and beyond. 

• Put in place a Violence Against 

Women strategy by end March 

2008. Part of the strategy will 

consider whether rape and sexual 

violence will be addressed within 

hate crime. 


confidence 


Domestic Violence 

Continue to improve CPS and CJS 

delivery against DV strategies, 

combating DV in partner and 

family relationships. 



and Diversity 




Development 

• Contribute with DCA, HO and 

Areas to further development and 

monitoring of specialist DV courts 

in 2007-08. 

• Finalise and evaluate training of all 

CPS prosecutors, caseworkers and 

designated caseworkers on DV in 

2007-08. 

• Review DV training programme by 

April 2008 for new style training in 

2008-09. 

• Monitor and evaluate DV policy 

outcomes on a quarterly basis. 


confidence 


• Further reduce 

unsuccessful prosecution 

in DV cases 

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• Monitor implementation of DV 

good practice guidance. 

• Monitor and evaluate the CPS 

employee policy on DV. 

• Develop monitoring and responses 

to forced marriage and so called 

“honour” crimes. 

• Increase support for victims of DV 

and sexual assaults via independent 

DV and sexual assault advisors. 

Pre-Trial Interviews 

with Witnesses 

Allow prosecutors to assess the 

reliability of a witness's evidence in 

order to make a better informed 

decision about a case at either the 

pre-charge or pre-trial stage. 

Roger Daw, 


• The four Areas that have been 

piloting these arrangements will 

continue to hold interviews pending 

evaluation and decisions arising. 

• The external evaluation report is 

due in March 2007 after which 

decisions will be taken on wider 

implementation. 

• To be determined 

Prosecutors' Pledge and the 

Victims' Code 

Ensure that the CPS meets its 

commitments under the Prosecutors' 

Pledge and Victims' Code. 




Development 

• Ensure compliance with 

commitments contained in the 

Victims’ Code (including Direct 

Communication with Victims and 

Special Measures). 


confidence 

• Meet Prosecutors’ Pledge 

Commitments 

• Meet Victims’ Code 

• Implement actions in the light of a Commitments 

review of Direct Communication • Increase the proportion 

with Victims. 

of victims and witnesses 

• Ensure compliance with 

who are satisfied with 

commitments contained in the the CJS 

Prosecutors' Pledge (CPS Public 

Policy Statement on the Delivery of 

Services to Victims). 


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Children and Young People 

Develop and implement CPS policy 

on prosecuting cases involving 

children and young people as victims 

and witnesses (formerly CPS 

Children's Charter). 

Roger Daw, 





Development 

• Meet the commitments outlined in 

the public policy statement 

published in June 2006 including: 

- enable better focused 

prosecutions and consistency of 

approach to cases involving child 

victims and witnesses; and 

- increase public knowledge of CPS 

practice as regards children. 


confidence 

Prosecutors' role in sentencing 

Prosecutors will play a proactive role 

in sentencing by strict adherence to 

the Attorney General’s ‘Guidelines on 

the Acceptance of Pleas and the 

Prosecutors’ Role in Sentencing 

2005’. In discharging this role, 

prosecutors will ensure the court is 

aware of aggravating and mitigating 

factors; sentencing guidelines and 

guideline cases; and will be fully 

prepared to assist the court as to the 

impact of the crime on the victim and 

community. Prosecutors will also be 

alert to, and will actively challenge, 

unfair or derogatory mitigation. 




Development 

• To assist prosecutors to discharge 

their function a Sentencing 

Manual will be produced by 

end June 2007. 


confidence 

Victim Advocates Initiative 

Give bereaved relatives in cases of 

murder and manslaughter a voice at 

sentence where they have the option 

of telling the court the impact that 

the crime has had on their life. They 

may be assisted by the CPS 

prosecutor or an independent state 

funded advocate. This initiative was 

launched on 24 April 2006 at five 

pilot courts centres. 




Development 

• Continue initiative until likely end 

date April 2007. 

• Publish evaluation report in 


• Consider actions and milestones in 

light of the evaluation report. 

• Continue to monitor CPS 

“enhanced service” piloted as part 

of initiative. 


confidence 

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3. INSPIRING THE 

CONFIDENCE OF THE 

COMMUNITIES WE SERVE 

This means: 

• Further developing community 

engagement and ensuring that it 

supports and influences our work. 

The CPS has piloted a number of 

approaches to community 

engagement and has developed good 

practice for community engagement 

activities which will be introduced 

across England and Wales in the 

next year; 

• Delivering on community justice. 

The CPS has been involved from the 

beginning in piloting new approaches 

to community justice in Liverpool and 

Manchester. This approach is now to 

be rolled out to ten more areas of the 

country and CPS will continue to play 

a key role; 

• Developing our hate crimes policies, 

including implementing our disability 

crime policy, developing an elder 

abuse policy and updating our 

homophobic and racist and religious 

crime policies. Those that suffer hate 

crimes have the right to live free from 

crime or the fear of crime like the rest 

of us. We recognise the wider 

community impact of hate crime 

where it strikes at people by 

undermining their sense of safety and 

security in the community. For this 

reason, we regard hate crime as 

particularly serious. Such crimes are 

based on ignorance, prejudice, 

discrimination and hate and they have 

no place in an open and democratic 

society. We intend to set further 

stretching targets for reducing 

unsuccessful outcomes in these cases; 

• Taking action to support our SES. 

Promoting equality and respecting 

people's differences is at the core of 

an open, impartial and trusted CJS 

and the CPS has a key role to play in 

that. The SES demonstrates how we 

take fair decisions, take account of 

people's diversity and so build trust 

and confidence amongst communities; 

• Maximising the confiscation of 

criminal assets by introducing 

dedicated enforcement champions 

and increasing our specialist asset 

recovery skills; 

• We will also be contributing to the 

Government's RESPECT agenda by 

improving our response to ASB; and 

• We will continue to be open and 

communicate our decisions in 

important cases to the public through 

the media and through our wider 

communications strategy. 


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Community Engagement 

Respond to the needs of the 

communities we serve by 

implementing a comprehensive 

strategy for engaging all 

communities, including the voluntary 

and community sector. 



and Diversity 

• Produce guidance in taking forward 

proposal in relation to Community 

Involvement Panels (CIPs) and Hate 

Crime scrutiny panels. Ensure CIPs 

and scrutiny panels are taken 

forward during the course of 

2007-08. 

• Appoint specialist Equality, Diversity 

and Community Engagement 

Officers at Area Group level. 

• Provide a targeted training 

programme on community 

engagement. 

• Share developing good practice on 

community engagement through 

regional workshops and via 

strategic advice and support. 

• Extend and deepen our 

engagement with Muslim 

communities, including 

engagement with women and 

young people on key issues of 

community concern through a 

further programme of 

engagement events. 

• Establish a Community 

Accountability Forum nationally 

to support and oversee 

implementation of the scheme 

involving community and 

staff partners. 


confidence 

• Further improve 

performance on 

community engagement 

Community Justice 

Strengthen the links between the 

courts, the CJS and the local 

community so that local people's 

confidence in the work of the courts 

and the wider CJS increases. 

The new Community Justice 

initiatives will build on the 

achievements of the North Liverpool 

and Salford projects. 




Development 

• Make the court and criminal justice 

agencies more responsive to diverse 

local communities by ensuring that 

communities needs are listened to and 

acted upon so they do not then recur. 

• Break cycles of re-offending through 

a problem-solving approach. 

• Provide further learning and best 

practice so that in the long term the 

principles of community justice are 

applied in the courts and the CJS 

throughout England and Wales. 


confidence 

• Ensure offenders comply 

with court orders and 

make compliance highly 

visible to the local 

communities 

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Hate Crimes 

Séamus Taylor, • Promote, implement and monitor • Increase public 

Develop and implement policies to Director of Equality the Disability Hate Crime Policy confidence 

strengthen the prosecution of and Diversity 

from April 2007. 


hate crimes. 

• Update Homophobic Crime Policy • Continue to reduce 

Roger Daw, Director 

by July 2007. 

unsuccessful outcomes in 

of Policy 

• Update Racist and Religious Crime hate crime cases 

Policy by end March 2008. 

• Develop an Elder Abuse Policy by 


• Undertake a progress check on 

implementation of the Homophobic 

Crime themed review. 

• Monitor and evaluate hate crime 

outcomes on a quarterly basis. 

• Develop our Hate Crime 

Scrutiny mechanisms to 

help drive performance 

improvements on hate crime 

(part of community engagement 

section above). 

• Develop and promote good 

practice guidance on the 

handling of hate crimes. 


Single Equality Scheme 

Implement our SES to drive forward 

progress on issues of age, disability, 

gender and gender identity, religious 

belief, race and sexuality equality. 



and Diversity 



• Provide guidance and support to 

CPS Areas on local actions to 

support implementation of the SES 

including production of SES 

booklets and actions in mid 2007- 

08 following production of Area 

Business Plans. 


confidence 

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Proceeds of Crime Act (POCA) 

Maximise the confiscation of criminal 

assets by: 

• Developing specialist HCAs. 

(This contributes to the 

Advocacy Strategy); 

• Ensuring that potential confiscation 

cases are identified and that 

restraint orders are obtained when 

appropriate; and 

• Ensuring that a value for money 

approach is adopted in the 

enforcement of CPS 

confiscation orders. 




Development 

• Increase the use of specialist 

POCA advocates through 

specialist HCA training; 

• Increase the use of MG17; 

• Increase the use of restraint orders 

in appropriate cases; and 

• Introduce dedicated Area 

enforcement champions to enforce 

CPS confiscation orders in 

conjunction with the HMCS 

Centres of Excellence and police 

financial investigators. 


confidence 

• Increase confiscation of 

criminal assets 

Anti-Social Behaviour 

Contribute to the delivery of the 

Government's RESPECT agenda, by 

implementing the ASB legislation. 




Development 

• Embed the use of ASB legislation 

within the CPS in an appropriate 

and effective manner. 

• Develop further methods of 

working with relevant agencies to 

both improve CPS performance in 

tackling ASB and to share and 

extend good practice. 

• Develop a greater awareness of the 

work being carried out by CPS in 

tackling ASB both amongst partner 

agencies and the public. 


confidence 


CPS Communication Strategy 

Continue to deliver key workstreams 

identified as part of the CPS 

Communication Strategy. 

Pam Teare, Deputy 

Director, Strategic 

Communication 

• Regular engagement with the media, 

release of prosecution material as per 

the media protocol and consistent 

rebuttal of inaccurate reporting. 

• Enforce the single CPS 

corporate identity. 

• Continue to engage staff in the 

delivery of the vision by 

communicating key initiatives and 

encouraging feedback - including the 

launch of a staff suggestion scheme. 

• Deliver electronic communications 

that inform frontline staff and raise 

the profile of the CPS with external 

stakeholders. 


confidence 

• Increase staff 

engagement 

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4. DRIVING CHANGE AND 

DELIVERY IN THE CJS 

We will continue to develop effective 

relationships with partners and seek to 

deliver change in partnership with them. 

This means: 

• Contributing to the delivery of CJSSS 

to develop and introduce more 

effective ways of handling cases in the 

magistrates' courts and improve the 

way that criminal cases are managed; 

• Working to join-up CJS IT systems, 

by implementing links with police 

custody and case management systems 

to support case preparation by the 

prosecution team, and by improving 

our IT links with both magistrates' 

courts and the Crown Court; 

• Improving our handling of 

management information in terms 

of developing management 

information systems and also 

encouraging collaboration with 

partners to maximise the value gained 

form the information we share; 

• Developing flexible ways of 

working to support the prosecution 

process, such as the use of 

technology in courts; and 

• Contributing to joint CJS initiatives 

such as tackling Prolific and Priority 

Offenders to help reduce crime and 

improve public confidence. 


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Criminal Justice: Simple, 

Speedy, Summary 

Contribute to the OCJR led inter-agency 

project to streamline magistrates' court 

processes and develop more effective 

ways of handling cases in magistrates' 

courts. The project will help deliver: 

- a reduction in the number of 

hearings in most cases from an 

average of four or five to just one 

hearing for a guilty plea case and 

two hearings for a contested trial; 

and 

- a majority of simple cases taking 

from a day to six weeks from 

charge to a disposal. 

The project will focus on changes to 

four key aspects of criminal case 

management: 




Development 

• Deliver Magistrates' Courts 

Streamlining Project - looking to 

improve magistrates' courts case 

progression, following the success 

of pilots in Coventry, Camberwell, 

Thames and West Cumbria. 

• Each LCJB to have implementation 

plans in place by 31 March 2007 

approved by OCJR. 

• Each LCJB to have one site 

(magistrates' court) applying the 

CJSSS magistrates’ courts 

streamlining process by 

August 2007. 


confidence 


• Increase CJS Efficiency. 

• Reduce Unsuccessful 

Outcomes 

• Reduce Ineffective Trials 

- improved prosecution preparation 

for first hearing; 

- improved defence readiness for 

first hearing; 

- more effective first hearings; and 

- out of court pre-trial case 

management. 

Joining up the CJS 

Ensure efficiency gains and improve 

the prosecution process through 

development and implementation 

of the programme of interfaces 

between CPS CMS and police 

IT systems. 

This includes interfaces with Police 

Custody and Case Preparation 

systems (NSPIS, Niche and Omega), 

and links with magistrates' courts 

and Crown Court systems 

(PROGRESS). 

Claire Hamon, 

Director of Business 

Information Systems 

• For each LCJB to have all 

magistrates' courts applying the 

CJSSS magistrates' courts 

streamlining process by end 


• Develop and implement 

CMS/Omega interface as agreed 

with CJIT by March 2008. 

• CMS/Niche and CMS/NSPIS roll out 

programme implemented to meet 

CJIT plan. 

• PROGRESS implemented to meet 

CJIT milestones: 

- complete pilot deployment by 

August 2007; 

- begin national deployment by 

March 2008; and 

- complete national deployment by 

September 2008. 

• Increase CJS efficiency 

• Increase usage of CMS 

where compatible police 

IT systems deployed 

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Joining up the CPS 

and CJS Management 

Information Capability 

Achieve efficiency gains through 

developing the CPS and CJS 

Management Information System 

(MIS) capabilities. 

Claire Hamon, 



• Exploit CPS Management 

Information capability through 

software upgrade July 2007 and 

develop roadmap. 

• Develop an extranet capability to 

work collaboratively with other 

Criminal Justice Organisations 

(CJOs) and share information and 

• Improve management 

information capability 

and sharing across the 

CPS and CJS 

Information Management - improve 

best practice. 

collaborative working and sharing of 

• Undertake a records document 

information across the CPS and CJS. 

management pilot October 2007- 

September 2008. 

Working Flexibly 

Build CPS flexibility by developing 

modern technological support. 

Claire Hamon, 



• Build CPS flexibility and capability 

by developing new solutions 

and undertaking feasibility 

• CPS and CJS working 

more effectively and 

efficiently 

studies, including: 

- a 'prosecuting from a laptop' 

feasibility study by February 

2008 following the Court 

Rooms IT Project; 

- pilot use of wireless technology to 

provide alternative to new cabling 

work and to enable laptop remote 

access by January 2008; and 

- pilot a remote digital dictation 

service by July 2007. 


Prolific and Priority Offenders (PPO) 

Tackle the offending behaviour of the 

small hard core of offenders who 

commit disproportionate amounts of 

crime and harm to local communities. 




Development 

• Continue to support the Prolific 

and other Priority Offenders 

Strategy throughout England and 

Wales by supporting PPO Project 

Board developments, encouraging 

the use of J-track and monitoring 

progress against targets. 


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5. BEING RENOWNED 

FOR FAIRNESS, CAREER 

OPPORTUNITIES AND 

THE COMMITMENT AND 

SKILLS OF OUR PEOPLE 

This means: 

• Developing our people by delivering 

better performance management, 

redefining the role of the 

caseworker, valuing diversity and 

maximising attendance. We will 

continue to develop our managers to 

get the best from their people and 

we are looking to clearly define the 

roles of our key non-legal staff whilst 

tackling issues around absence; 

• Developing workforce strategies 

and models to support the 

implementation of our business 

strategies that develop the skills and 

capabilities of our staff as well as 

responding to their needs and 

concerns; and 

• We will continue work to make the 

CPS an employer of choice, a place 

where ambitious people with a 

passion for justice and public service 

want to come and work. We have, 

and are attracting, excellent people 

across the CPS who measure up to 

the very best in any part of the CJS 

and the legal profession. 

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Building an Effective Performance 

Management Culture 

Continue to deliver the CPS 

performance management culture by 

supporting and developing our 

managers and staff. 



• Embed Performance Management 

across the CPS. 

• Develop a Management Development 

Programme for Operational Managers 

with the aim of: 

- building confidence and capability 

in managing performance at 


confidence 

• Reduce staff 

sick absence 

individual and team level; and 

- maximising attendance. 

• Build an understanding of the 

factors that result in absence in 

order to inform an absence 

management strategy. 

• Establish an organisational health 

check to inform the assessment 

of risk and high level 

interventions required. 

• Develop the new standard sick 

absence measurement specification. 

Improving the Prosecution Process 

by Efficient Deployment of Staff 



• Standardising CPS processes 

and creating a business model 


confidence 

Develop a comprehensive workforce 

and blueprint for prosecuting • Delivery of Efficiency 


planning model that incorporates skill 

cases through: 



mix and numbers, financial 

- reviewing the role of 


implications, accommodation and IT 

the caseworker; 

Development 

to enable effective long term 

- supporting the development of 

planning of staff deployment. 

the Optimum Business Model; 

- job design and evaluation of 

new and changing roles and 

incorporation into the CPS 

Career Family Model; and 

- design and delivery of new Learning 

and Development packages. 


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Valuing Diversity; 

Tackling Inequality 

Develop the mainstreaming plus 

approach to equality and diversity to 

ensure the CPS treats its staff fairly, 

providing equal chances whilst 

respecting individual differences; 

builds a workforce that at all levels 

reflects the communities we serve, 

and where there are no differences in 

employees' experiences that cannot 

be justified. 





and Diversity 

• Develop and implement an 

action plan to address the 

recommendations of the HMCPSI 

review on equality in employment. 

Report on progress annually. 

• Continue to focus on equality 

and diversity in employment at 

senior levels. 

• Progress key equality impact 

assessments and monitoring in 

employment set out in the SES. 

• Consider, develop and implement 

the management response to the 

staff networks review. 

• Take forward actions to address 

significant differences in staff 

survey results. 

• Undertake a progress check on 

implementation of supporting 

Human Resources in the 

Workforce-Representation (WFR) 

themed review. 


confidence 

The 2007-08 targets in the 

Cabinet Office Diversity 

Delivery Plan which include 

increasing the diversity of 

the CPS at differing levels 

where under representation 

exists in terms of: 

• black and minority 

ethnic staff including 

at higher levels; 

• disabled staff including 

at higher levels; and 

• representation of women 

at higher levels 

. 

Enhancing Leadership and 

Management Capability Across 

the Organisation 

Develop and implement a leadership 

and talent management strategy 

which supports managers in the 

implementation of change. 



• Develop a strategy for senior 

leadership development to ensure: 

- the delivery of a high quality 

prosecution service; 

- a proactive approach to the 

development and management 

of change; and 

- an improvement in 

Area performance. 

• Produce and implementation a plan 

for leadership development. 


confidence 

• A set of people measures 

(including on leadership) 

to be developed 

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Responding to Our Staff 

Continue to respond to the issues 

high-lighted in the 2006 Staff Survey 

through local and national action. 



• Develop a national Staff Survey 

Action Plan and embed actions in 

Area and HQ Business Plans and 

framework for reporting via the 

Area Performance Review process 


confidence 

• Indicators to be 

determined for 2008 

Staff Survey 

by end April 2007. 

• Develop a set of performance 

indicators around: 

- dignity at work; 

- performance management; 

- fairness at work/ Equality 

and Diversity; 

- management of the 

organisation and the 

perception of managers; and 

- communications. 

Improving the Capability and 

Development of Employees 

Ensure that employees have the 

knowledge, skill and capabilities to 

provide an excellent service. The 

Workforce Development Plan 

highlights the national learning 

priorities for 2007-08. 



• Introduce a strategy and process 

for succession planning and talent 

management to ensure that the 

organisation has identified and 

introduced a development plan for 

the next generation of leaders. 

• A delivery plan is in place which 

identifies the key national learning 


confidence 

• Evaluate learning and 

development 

and development priorities for 

2007-08 with the aim of 

ensuring that: 

- change programmes are 

implemented effectively; and 

- learning and development leads 

to an improvement in quality 

of service. 


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6. HAVING A STRONG 

CAPABILITY TO DELIVER 

This means: 

• Standardising casework handling 

and improving benefits 

realisation processes and 

outcomes. The CPS is determined to 

ensure that money spent on 

prosecution activities is used as 

effectively as possible. By dealing 

with more cases out of court; by 

bringing a greater degree of 

standardisation to the way we deal 

with those volume cases that need to 

be resolved in court; and by more 

active senior management 

involvement in the most complex 

cases, we will maximise our 

effectiveness and efficiency; 

• Ensuring that benefits management 

is considered from the outset of all of 

our activities and the benefits are 

realised from the delivery of 

Charging, NWNJ and any other 

change initiative. CPS has a long 

history of successful projects that 

deliver the capability to improve our 

service to the public. We now wish 

to assure ourselves and the public 

that these and future projects are 

delivering both the anticipated 

business benefits and a return on 

the investment; 

• Developing and implementing 

appropriate systems to support our 

business, including further 

developing the CMS, delivering a 

new telephony strategy, improving 

our procurement systems and 

property asset management; 

• Controlling the amount spent on 

outside counsel by identifying and 

implementing best practice in the 

management of the counsel fees 

process; and 

• Working towards our targets for 

sustainable development by 

implementing a sustainable 

development strategy. 

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The Optimum Business Model for 

the Magistrates' Courts and 

Crown Courts 

Develop a best practice model for 

magistrates' courts business and 

Crown Court business that drives 

operational efficiency improvements 

across CPS Areas. 




Development 

• Produce magistrates' courts’ final 

report by end March 2007. 

• Commence magistrates' courts 

pilot in April 2007 for three months 

and begin full evaluation in 

July 2007. 

• Commence magistrates' courts 

national roll-out September 2007. 

• Commence Crown Court review at 



the end of April 2007 and produce 

final report in October 2007. 

• Commence Crown Court pilot by 

end 2007 and begin evaluation 

early 2008. 

• Commence Crown Court national 

roll-out by end 2007-08. 

Efficiency Savings and 

Benefits Realisation 

Deliver the efficiency savings outlined 

in our efficiency plan from SR2004 

and ensure that the maximum 

benefits are realised from the 

change programme. 

John Graham, 

Director of Finance 

• Ensure that efficiency savings are 

achieved from the strategic 

initiatives outlined, in particular: 

- Charging; 

- Advocacy Strategy Programme; 

- Improving usage of COMPASS; 

- CMS; 



- CJSSS; and 

- OBM. 


Effective Management 

Commence a series of Area audits of 

the management and application of 

counsel fee processes. 




Development 

• Establish scope of audit and select 

areas by end of June 2007. 

• Conclude audits and issue 

individual area reports by end of 


• Identify local action plans and 

best practice. 

• Prepare national action plans. 

• Put plans in place for 2008-09 

audit visits. 



Case Management Development 

Improve and exploit the case 

management capability to meet 

business needs and increase 

CPS efficiency. 

Claire Hamon, 



• Further development of the CPS CMS 

2007 Release 2 and associated MIS 

by November 2007. 

• Business case to be updated to 

reflect investment changes by 




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Telephony 

Improve telephony service quality to 

customers through the Global 

Crossing partnership. 

Claire Hamon, 



• Deliver the telephony strategy for 

the CPS by July 2007. 

• Launch new services including: 

- location independent 

remote working; 

- mobile video conferencing; and 

- virtual courts pilot. 



IT Infrastructure 

Review and plan for future 

Infrastructure requirements that can 

deliver changing CPS and CJS 

business needs. 

Claire Hamon, 



• Ensure a cost effective CPS network 

and infrastructure. 

• Review and plan for future 

infrastructure requirements that 

can deliver changing CPS and CJS 

business needs, including agreeing 

2008 Desktop refresh by 

November 2007. 



Improved Procurement and 

Delivery of Benefits 

Deliver efficiency savings by putting 

in place best value for money 

contracts, strategic management of 

key suppliers and categories, better 

management of demand, and 

efficiencies through the use of 

eProcurement, while ensuring 

sustainability, equality and small 

company issues are correctly 

addressed and procurement policy 

adhered to. 

John Graham, 


• Deliver Procure-to-Pay project to 

Areas and HQ, and deliver benefits 

through demand management 

and efficiencies. 

• Roll-out reprographics networking 

to Areas and HQ. 

• Greater focus on management of 

professional services providers. 

• Take forward major tenders 

including facilities management 

and managing agents, non-legal 

training and proceeds of crime 

receivers' contracts. 

• Ensure CPS procurement reflects 

SES and Government's response to 

the Sustainable Procurement Task 

Force recommendations. 

• Embed new CPS 

procurement strategy. 



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Sustainable Development 

Work towards the targets for 

sustainable operations of the 

Government Estate. 

John Graham, 


• Develop a strategic response to 

sustainable development, to ensure 

a consistent and co-ordinated 

approach across the whole service. 

• The governmental 

targets on sustainable 

development, including: 

- Reduce carbon emissions 

from offices by 12.5% 

The priority areas are: 

- Climate Change and Energy; 

- Sustainable Procurement, 

Consumption and Production; and 

- Natural Resource Protection. 

by 2010-11, relative to 

1999-00 levels; 

- Central Government's 

office estate to be 

carbon neutral by 2012; 

- Departments to 

increase their energy 

efficiency per m 2 by 

15% by 2010, relative 

to 1999-00 levels; 

- Departments to reduce 

their waste arisings by 

5% by 2010, relative to 

2004-05 levels; 

- Departments to increase 

their recycling figures to 

40% of their waste 

arisings by 2010; and 

- Reduce water 

consumption by 

25%on the Office 

Estate by 2020 relative 

to 2004-05. 

• See also Procurement 

Section above 


Property Asset Management 

Work towards the objectives in 

“High Performing Property”, the 

Government's strategic plan for 

property asset management, and 

ensure that property management 

continues to support service delivery 

within the CPS. 

John Graham, 


• Identify a Property Asset 

Management “champion”. 

• Establish a Property Asset 

Management Board and 

supporting structure. 

• Review the efficiency of the current 

estate against the Office of 

Government Commerce “Property 

Benchmarking Service”. 

• Establish Property Asset 

Management Board. 

• Benchmark current estate in terms 

of performance. 



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MANAGING RISK IN 2007-08 

The CPS faces a number of risks and 

uncertainties in delivering its priorities 

for 2007-08. The Service is continuing 

to develop its ability to anticipate and 

deal with the risks to delivery of our 

prosecution business, the PSA targets 

and our commitments to CPS and 

CJS reforms. 

CPS corporate risks are regularly 

reviewed by the Delivery and Change 

Committee and the Board. A strategic 

re-assessment of the corporate risks at 

the end of the calendar year identified 

those to be carried forward into 

2007-08: 

No Risk Owner 

1 

Arrangements for delivering portfolio of CPS change and the management 

of programmes and major projects do not deliver planned business and 

Value For Money benefits. 

John Graham, Director of Finance 

2 

3 

A significant or widespread interruption to our capability to deliver 

prosecution service core business. 

Strategic management capacity and capability are not able to sustain 

delivery of the PSA targets and business change commitments. 

Steve Przybylski, Acting Director of 

Business Development 

Ros McCool, Director of 

Human Resources 

4 

Limited influence or engagement on the development of changes to 

the Government's criminal justice policy adversely impacts on delivery 

of prosecution business, PSA targets and business change commitments. 

Roger Daw, Director of Policy 

5 

Damage to CPS public standing from adverse publicity in high 

profile cases. 



6 

7 

The demands and impacts from structural reforms and the operational and 

people implications, deflect from delivery of PSA targets, business change 

commitments and realising the opportunities from the reforms. 

Constrained funding in 2007-08 and later, and the Service's potential 

inability to realise the cashable efficiency savings necessary to sustain the 

planned change programme and service delivery commitments leads to a 

loss of stakeholder and public confidence. 



John Graham, Director of Finance 

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ANNEX A: AREA PERFORMANCE MANAGEMENT 

15 KEY INDICATORS 

1. The tables below list the finalised Area Performance Management Targets for 2007-08. Some of these targets are set as a national rate for all Areas 

and these are included in the first table. Some targets are set at specific Area levels and these are shown in the second table. 

INDICATOR 

Status 

1. OBTJ OCJR have finalised targets with LCJBs (see table 1). Sanction detection targets are not being set by NCJB. 

2. Ineffective Trials OCJR are still finalising proposals to pursue a suggested 'broader measure'. CPS will manage performance 

against national standards for ineffective trials for magistrates’ courts (MC) and for Crown Court (CC). 

Ineffective trials target MC 19%, CC 14%. Performance on cracked and vacated trials will be monitored. 

3. Attrition MC 15%, CC 20% national target for ALL cases. 

4. Hate Crime Challenging 28% national target for combined DV/Racially And Religiously Aggravated/Hate Crime. Data 

for disability related crime to be baselined during 07-08. 

5. Charging National targets for Pre-Charge Decision (PCD) cases: 11% for CC&MC discontinuance, 52% MC 

guilty pleas, 68% CC guilty pleas, 31% MC attrition and 23% CC attrition. 

6. Financial Management Performance reported for profiled expenditure against budget for combined Non-Ring Fenced 

Administration Costs and Prosecution Costs. 

7. CMS Increase CMS usage against a basket of 5 national targets. These are: 

90% Crown Court Reviews, 

80% Magistrate's Court Reviews, 

90% Pre-Charge Decision consultations, 

60% Record Hearing Outcomes within 1 day, 

60% Finalisations within 1 day. 

8. HCAs Increase HCA deployment on a quarter by quarter basis - minimum of 18% of total Graduated Fee 

Scheme Crown Court advocacy (by value) achieved nationally by end 2007-08. 

9. DCWs Improve DCW deployment on a quarter by quarter basis, so that a minimum of 20% of all magistrates' 

courts sessions will be covered by DCWs, achieved nationally by end 2007-08. 

Increase in-house coverage of magistrates' court advocacy, with a minimum of 87% of magistrates' 

courts sessions covered by in-house advocates, achieved nationally by end 2007-08, thus reducing 

reliance on external agents 

10. NWNJ Victim and Witness Care Delivery Unit performance will be measured against three targets. A national 

target of 87% for witness attendance, and Area targets for cracked/ineffective trials due to witness 

issues in the MC and in the CC as given in Table 1 below. 

11. Victims’ Code Six national standards of 100% for: 

volume of PCD Direct Communication with Victims (DCV) letters sent (against proxy target) volume of 

prosecution DCV letters sent (proxy target) 

timeliness for Vulnerable and/or Intimidated Victims (VIV) PCD DCV letters (1 day) 

timeliness for VIV prosecution DCV letters (1 day) 

timeliness for other PCD DCV letters (5 day) 

timeliness for other prosecution DCV letters (5 day) 

12. Casework Quality Assurance 97% compliance. 

13. Community Engagement (CE) Will continue to be managed through the CE framework. 

14. POCA Three targets have been agreed with Areas (volume and value of Confiscation Orders and volume of 

Restraint Orders) and are given in Table 1. 

15. Sickness Absence 7.0 day national target. 


Exception reporting 

1. Drug Intervention Programme The national target for 2007-08 is 70% flagging. 

2. Risk Frequency and quality of review and effectiveness of risk management actions. 

3. Caseload Management Highlight report on Areas where variance exceeds 10%. 

4. PYO Reported by exception for performance greater than the AG’s stretch target of 65 days against national 

target of 71 days. 

5. Anti-Social Behaviour Reporting on delivery of action plan. 

6. Priority and Prolific Offenders A national target of 80% flagging of PPOs. 

7. Animal Rights Extremism Number of live cases and outcomes for finalised cases. 

8. Rape Exception reporting against a national standard of 95% flagging and 45% attrition 

(12 month rolling average). 

9. Area Business Plans Comment on achievement of milestones and action dates. 

Themed Performance Reviews 

Themed reviews for the following: 

• staff survey; • Workforce Representaion; • sustainable development; • communications; and 

• homophobic crime. 

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ANNEX B: AREA TARGETS 

Table 1 OBTJ POCA HCA DCW NWNJ 

TARGETS 

07-08 

Offences brought 

to justice 

Volume of confiscation 

orders made 

£ value of confiscations 

orders made 

Restraint Orders volume 

HCA Counsel Fee 

Savings £ 

DCW sessions / 

MC session 

In-House MC Sessions 

MC ineffective / cracked 

trials due to witness issues 

CC ineffective / 

cracked trials due to 

witness issues 

Avon and Somerset 38,000 99 £2,182,000 16 £407,800 20% 90% 4.5% 3.7% 

Bedfordshire 13,579 37 £824,000 6 £185,600 17% 80% 6.4% 3.7% 

Cambridgeshire 17,325 47 £1,100,000 8 £176,200 17% 90% 4.3% 2.2% 

Cheshire 23,409 63 £1,427,000 11 £173,400 17% 90% 4.8% 1.8% 

Cleveland 18,475 69 £794,000 12 £194,500 20% 80% 7.2% 2.8% 

Cumbria 12,950 32 £710,000 6 £79,000 20% 90% 3.9% 3.2% 

Derbyshire 21,000 83 £1,404,000 14 £112,000 20% 80% 7.5% 3.4% 

Devon and Cornwall 31,992 102 £2,327,000 17 £225,000 17% 90% 3.6% 1.5% 

Dorset 14,904 45 £1,007,000 8 £142,100 20% 80% 2.6% 2.3% 

Durham 14,304 38 £855,000 7 £153,400 20% 90% 6.5% 1.9% 

Dyfed Powys 13,320 32 £717,000 6 £49,900 17% 90% 3.1% 4.0% 

Essex 32,611 103 £2,350,000 17 £320,100 17% 80% 2.5% 5.0% 

Gloucestershire 15,324 36 £852,000 6 £79,700 20% 90% 6.1% 2.5% 

Greater Manchester 80,426 300 £5,015,000 48 £1,479,600 25% 90% 4.8% 3.0% 

Gwent 14,227 50 £794,000 8 £168,800 17% 90% 5.0% 2.2% 

Hampshire 39,231 114 £2,587,000 19 £656,800 20% 90% 5.8% 2.9% 

Hertfordshire 23,388 66 £1,496,000 11 £314,300 25% 80% 5.3% 3.2% 

Humberside 27,029 56 £1,274,000 9 £323,700 25% 90% 4.1% 1.6% 

Kent 34,324 102 £2,312,000 17 £304,800 25% 80% 3.2% 2.4% 

Lancashire 46,011 91 £2,060,000 15 £521,500 17% 90% 6.6% 4.0% 

Leicestershire 25,441 88 £1,358,000 15 £149,900 25% 90% 7.9% 4.1% 

Lincolnshire 14,181 47 £969,000 8 £91,800 25% 90% 3.9% 2.3% 

Merseyside 44,195 172 £3,444,000 28 £564,500 20% 90% 9.8% 3.7% 

London 195,000 468 £17,083,000 75 £3,080,000 20% 90% 5.3% 3.6% 

Norfolk 17,259 52 £1,167,000 9 £236,300 20% 90% 3.3% 2.4% 

Northamptonshire 14,586 44 £1,038,000 8 £96,000 20% 90% 6.1% 0.8% 

Northumbria 42,486 88 £2,007,000 15 £373,000 20% 90% 4.6% 2.6% 

North Wales 16,798 30 £969,000 7 £97,600 25% 90% 4.1% 1.1% 

North Yorkshire 15,181 49 £1,099,000 8 £126,100 25% 80% 3.3% 1.3% 

Nottinghamshire 29,717 87 £1,741,000 14 £221,400 25% 90% 8.1% 3.5% 

South Wales 31,780 187 £1,747,000 30 £408,600 17% 90% 5.0% 1.9% 

South Yorkshire 39,216 81 £1,839,000 13 £387,100 20% 80% 4.0% 2.6% 

Staffordshire 26,713 67 £1,511,000 11 £200,200 25% 90% 6.6% 1.8% 

Suffolk 16,200 60 £977,000 10 £153,600 17% 90% 3.8% 1.7% 

Surrey 17,385 68 £1,534,000 11 £171,900 20% 80% 4.5% 2.9% 

Sussex 32,462 95 £2,167,000 16 £298,900 17% 80% 4.5% 2.9% 

Thames Valley 49,500 134 £3,045,000 22 £445,600 20% 80% 6.3% 2.9% 

Warwickshire 11,000 34 £755,000 6 £55,900 17% 90% 3.3% 1.1% 

West Mercia 27,257 75 £1,750,000 15 £202,100 25% 90% 5.7% 2.7% 

West Midlands 72,500 185 £3,708,000 30 £829,500 20% 80% 5.4% 5.1% 

West Yorkshire 64,903 140 £4,490,000 23 £722,300 30% 80% 6.3% 3.0% 

Wiltshire 11,969 40 £900,000 7 £119,600 17% 90% 4.7% 1.9% 

England and Wales 1,347,452 3856 £87,385,000 642 £15,100,100 20% 87% 5.3% 3.3% 

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ANNEX C: CPS ORGANISATIONAL CHART 

Policy 

Roger Daw 

DPP 

Sir Ken Macdonald QC 


Peter Lewis 

42 Area and CPS 

Direct Chief 

Crown Prosecutors 42 Area and CPS 

Direct Business 

Managers 

CPS HQ 

Business 

Finance 

Development 

John Graham 

Steve Przybylski 

Business 


Claire Hamon 


Equality and Diversity 

Séamus Taylor 

Human Resources 

Ros McCool 

Organised Crime 

Division 

Alison Saunders 

Special Crime 

Division 

Carmen Dowd 

Counter Terrorism 

Division 

Sue Hemming 

Business Centres 

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ANNEX D - CPS AREA/POLICE FORCE BOUNDARY MAP 

1 Avon and Somerset 

David Archer 

Sarah Trevelyan 

CCP 

ABM 

11 Durham 

Portia Ragnauth 

Lyn Burke 

CCP 

A/ABM 

24 Merseyside 

Paul Whittaker 

Anne Reilly 

CCP 

A/ABM 

37 Sussex 

Sarah Jane Gallagher 

Ian Everett 

CCP 

ABM 

2 Bedfordshire 

Richard Newcombe CCP 

Tim Riley 

ABM 

3 Cambridgeshire 

Richard Crowley CCP 

Adrian Mardell ABM 

4 Cheshire 

Ian Rushton 

A/CCP 

Angela Garbett ABM 

5 and 25 London 

Dru Sharpling 

CCP 

Lesley Burton 

OD 

Nazir Afzal SD (West) 

Bob King SBM (West) 

Wendy Williams SD (North) 

Vacant SBM (North) 

Simon Clements SD (South) 

Clare Toogood SBM (South) 

René Barclay 

DSC 

Clare Toogood A/SBMSC 

6 Cleveland 

Martin Goldman CCP 

Margaret Phillips ABM 

7 Cumbria 

Claire Lindley A/CCP 

John Pears 

ABM 

8 Derbyshire 

Brian Gunn 

CCP 

Chris Mitchell 

ABM 

9 Devon and Cornwall 

Roger Coe-Salazar CCP 

Julie Heron 

ABM 

10 Dorset 

Kate Brown 

A/CCP 

Jason Putman 

ABM 

12 Dyfed-Powys 

Iwan Jenkins 

CCP 

Jeff Thomas 

ABM 

13 Essex 

Paula Abrahams CCP 

Susan Stovell 

ABM 

14 Gloucestershire 

Adrian Foster 

CCP 

Neil Spiller 

ABM 

15 Greater Manchester 

John Holt 

CCP 

Jean Ashton 

ABM 

16 Gwent 

Chris Woolley 

Clive Parish 

17 Hampshire and IOW 

Nick Hawkins 

Denise Bailey 

18 Hertfordshire 

Charles Ingham 

Linda Fox 

19 Humberside 

Nigel Cowgill 

Caron Skidmore 

20 Kent 

Elizabeth Howe 

Ken Mitchell 

21 Lancashire 

Bob Marshall 

Angela Walsh 

22 Leicestershire 

Janet Meek 

Jane Robinson 

23 Lincolnshire 

Colin Chapman 

Lisa Daintree 

A/CCP 

A/ABM 

CCP 

ABM 

CCP 

ABM 

CCP 

ABM 

CCP 

ABM 

CCP 

ABM 

A/CCP 

ABM 

CCP 

ABM 

25 London 

See 5 for details 

26 Norfolk 

Peter Tidey 

CCP 

Catherine Scholefield ABM 

27 Northamptonshire 

Grace Ononiwu CCP 

Fiona Campbell ABM 

28 Northumbria 

Nicola Reasbeck CCP 

Adele Clarke 

ABM 

29 North Wales 

Ed Beltrami 

CCP 

Wray Ferguson ABM 

30 North Yorkshire 

Bob Turnbull 

CCP 

Andrew Illingworth ABM 

31 Nottinghamshire 

Kate Carty 

CCP 

Gail Pessol 

ABM 

32 South Wales 

Chris Woolley 

CCP 

Helen Phillips A/ABM 

33 South Yorkshire 

Judith Walker 

CCP 

Christopher Day ABM 

34 Staffordshire 

Harry Ireland 

CCP 

Brian Laybourne ABM 

35 Suffolk 

Ken Caley 

CCP 

Caroline Gilbert ABM 

36 Surrey 

Tracey Easton A/CCP 

Ben Widdicombe A/ABM 

38 Thames Valley 

Baljit Ubhey 

Karen Sawitzki 

39 Warwickshire 

Mark Lynn 

Ian Edmondson 

40 West Mercia 

Chris Enzor 

Laurence Sutton 

41 West Midlands 

David Blundell 

Mike Grist 

42 West Yorkshire 

Neil Franklin 

Karen Wright 

43 Wiltshire 

Karen Harold 

Kim O’Neill 

CPS Direct 

Barry Hughes 

Sue Barrand 

KEY 

CCP 

A/CCP 

ABM 

A/ABM 

OD 

SD 

SBM 

DSC 

CCP 

ABM 

CCP 

ABM 

A/CCP 

ABM 

CCP 

ABM 

CCP 

ABM 

CCP 

ABM 

CCP 

ABM 

Chief Crown Prosecutor 

Acting Chief 

Crown Prosecutor 

Area Business Manager 

Acting Area 

Business Manager 

Operations Director 

Sector Director 

Sector Business Manager 

Director Serious Casework 

A/SBMSC Acting Sector Business 

Manager Serious Casework 

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39

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 Ecoutez Creative Ltd 

email: info@ecoutez.co.uk 

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