CPS Annual Report 2005-2006 - PDF - Crown Prosecution Service

48 RESOURCE ACCOUNTS
In 2005-06 the DCC reviewed the progress of the actions
planned to manage the CPS corporate risks.The Board and
DCC have exercised fully their governance role in overseeing
work of the programme boards responsible for the key change
initiatives including Charging, Case Management System, No
Witness: No Justice as well as the progress of managing the key
risks and issues identified within the programme management
regime. I am satisfied that the necessary risk management
actions were addressed properly at operational and
project level.
Managers and staff at all levels have a responsibility to identify,
evaluate, manage or report risks.The Director, Chief Executive
and the Board encourage innovation and taking opportunities to
further the interests of the CPS and the achievement of its
objectives.The Board has set the CPS risk tolerance range and
the acceptable parameters for risk taking by managers and these
are outlined in the CPS risk policy and strategy documents.
The Board requires Areas and HQ Directorates to maintain:
• A risk register detailing risk priorities by likelihood and impact
and showing ownership;
• A risk management action plan;
• Evidence of regular review and monitoring.
All Area risk registers were reviewed at the start of the year,
and a further sample analysed mid year to identify trends and
common themes. No issues were escalated to the corporate
risk register.
The CPS capacity to handle risk is under continuing review by
DCC and the Audit Committee.The Risk Improvement
Manager provides half yearly reports on progress against the
CPS risk management development strategy.The CPS risk
handling capacity was also reviewed formally twice in the year:
to inform the report on progress of the government’s risk
management development programme to the Chief Secretary
to the Treasury, and an internal audit review of the level of
embedding of risk into CPS business.The key areas for
improvement are:
• Deeper embedding of risk – promotion of corporate risk
owner involvement in reviewing and updating risks;
development of the risk and performance intranet site; and a
programme of Quality Assurance and promotional visits to
operational managers by the Risk Improvement Manager; the
delivery of formal risk training sessions and risk awareness
development seminars;
• Demonstrating improved risk handling and better delivery of
planned outcomes – integrating risk management into Area
operational quarterly performance review, and regular
monitoring by CPS Board, Audit Committee and the DCC; and
• Managing risks with partners – reviews of existing
arrangements against HM Treasury best practice guidance;
working with the Office for Criminal Justice Reform on risks
to the delivery of criminal justice PSA targets, and Criminal
Justice Information Technology programme on risks to the
development of joint information and communications
technology; and, seeking to establish an effective criminal
justice system risk management forum.
I am satisfied that, although some continuing improvements are
desirable to the application of our risk management framework,
our risk management arrangements meet the necessary
governance standards.The Board has agreed a development
programme for embedding risk management in CPS that
includes milestones and targets up to 2008.
Review of effectiveness
As Accounting Officer, I have responsibility for reviewing the
effectiveness of the system of internal control. My review of the
effectiveness of the system of internal control is informed by
the work of the internal auditors and the executive managers
within the department who have responsibility for the
development and maintenance of the internal control
framework, and comments made by the external auditors in
their management letter and other reports. I have been advised
on the implications of the result of my review of the
effectiveness of the system of internal control by the Board, the
Audit Committee and the DCC, and a plan to address
weaknesses and ensure continuous improvement of the system
is in place.
Board committees have clear responsibility and strategic
oversight in those functional areas which are key to good
internal control.The Board committees are:
• Policy, Strategy and Diversity;
• Delivery and Change;
• Finance;
• People and Equality;
• Information Communication Technology;
• Professional Standards; and
• Audit.