Wayne Smith

My role as Lead Operational Assurance Manager (LOAM) is a key visible leader, reporting to and working closely with the Head of Operational Assurance to deliver a dynamic and rigorous programme of assurance activity across the CPS - focusing particularly on operational delivery, and assuring performance, quality and value to the public, victims and witnesses and the Criminal Justice System.

I am responsible for overseeing and co-ordinating key assurance deliverables and quality assessment activity across the three lines of assurance model:

Level 1 – developing, embedding, and maintaining a model for first line operational assurance activity and providing direction and leadership across the Change and Assurance Manager network.

Level 2 – delivering and co-ordinating an internal programme of second line assurance activity and working with the Continuous Improvement Team and others to ensure recommendations lead to value-add outcomes.

Level 3 - managing a positive and productive relationship with HMCPSI, and other external audit partners (GIAA, NAO), whilst working with senior owners across the business on delivering actions against agreed inspection recommendations.

I am also responsible for establishing effective and productive partnerships across the business and will work with Area managers and local CJS agencies to deliver improvements in performance and joint targets and priorities, ensuring performance is robustly reviewed across the CJS, lessons are learnt, and remedial action is taken.

I provide assurances to the Head of Operational Assurance, Deputy Director of Operational Performance, and Director of Operational Change & Delivery, via reports, on the delivery of assurance initiatives, including business performance improvement, efficiency, and compliance strategies.

I line manage the Operational Assurance Managers, whilst also having a close eye on building resilience, capability, and capacity within the team (including the Deputy Operational Assurance Managers), with a focus on continuous improvement.

I worked with the Business Compliance Manager and through appropriate programmes/projects, being responsible for leading and delivering the programme of compliance checking, process development across the Business, improving the Business approach to improvement and benefit delivery.

I established effective and productive partnerships across the Business and worked in partnership with HQ colleagues, Area managers and local CJS agencies to deliver improvements in performance and joint targets and priorities. I identified opportunities for performance improvement, sharing good practice and encouraging collegiate working to deliver improvements.

I worked with the Change Team and with others across Operations, and other colleagues, to ensure that operating procedures were adopted, adhered to and benefits realised when piloting and implementing National/Area modernisation and change initiatives.

I worked with others in Operations to ensure that priorities and change initiatives were developed into coherent delivery plans, supported by key targets, milestones and change programmes that are regularly reviewed.

I worked with colleagues to establish a culture that encourages continuous improvement and innovation. I contributed to the development of effective performance frameworks, strategies, systems and processes to achieve and maintain expected quality standards.

I was an active member of nominated national projects and forums, influencing the development and improvement of policies and practices across the CPS.

I supported the Business Compliance Manager to engage with and influence a wide range of internal stakeholders, providing advice on issues relevant to the remit of the role to the Deputy Director – Operational Performance and Head of Compliance & Assurance (Business) and the relevant Business Delivery Boards, and Area and Casework Division management teams.

I provided leadership in all aspects of management including improved performance management, delivery and implementation of major change initiatives and efficiency savings and development and implementation of a compliance regime.

I initiated, built and maintained effective relationships with key internal and external stakeholders, gaining a better understanding of local/National needs, promoting the value and importance of the CPS to all.

I took a lead in ‘joining-up’ the Service to improve the services delivered to all stakeholders.

I identified and researched local and national initiatives and anticipated the effects on future business needs.

I supported the development of the compliance and quality strategy and delivered a managed compliance programme that led to improvement and better operational results.

In my role, I identified systems/process issues negatively impacting on performance and develop appropriate solutions.

I had regular and constructive contact with CPS staff across the full range of grades within Areas and Headquarters to establish effective links and an understanding of the challenges facing the business.

I was responsible for designing internal and external communications strategies for Business change initiatives; promoting partnership working and better understanding of CJS and community stakeholder needs.

I supported the Business Compliance Manager to deliver change and performance improvements through a programme of compliance activity. I was responsible for producing high quality and accurate reports for the Deputy Director – Operational Performance and Head of Compliance & Assurance (Business).

I produced compliance and risk report systems, including the provision of appropriate detailed written reports which provided assurance on the delivery of change and business improvement activity.

I provided accurate, detailed analysis of up to date performance data to inform key decision making by the Area Strategic Board (ASB) and other Area managers. I identified opportunities for and to support delivery of performance. I worked collaboratively with peers across Partner Areas; sharing good practice and lessons learnt to deliver the business and to ensure resilience.

My key role was to analyse the Area’s performance data, to identify trends and changes which have the potential to significantly impact on the ability of individual Units or the Area to operate effectively and efficiently.

Working to the Head of Business Centre (HoBC) I led on monitoring of the Area’s national Performance Indicators providing advice to the Strategic Board and managers as required.

I managed the timely collection and quality assurance of all the Area’s performance data for input onto the Corporate Information System (CIS) database and/or provision to HQ Performance in line with national and local timescales. I managed the preparation and analysis of all performance data included in the Area Business Plan, CJS (Criminal Justice System) Delivery Agreement and other CJS plans.

I developed and maintained performance measures to support a data quality assurance and compliance regime. I identified, reviewed and monitored risk to performance service delivery and identifying appropriate counter-measures.

I ensured the quality, consistency and relevancy of performance objectives in relation to the Area Business Plan.

I regularly delivered presentations to senior managers to ensure they were aware of the impact of operational day to day business on key performance indicators and that Managers were then able to influence for an improved outcome.

I ensured effective systems were in place to ensure up to date task management that enables retrieval of accurate data at short notice. I analyse data to identify potential issues and recommend solutions/actions to address the same, supporting and informing Area Performance Reviews.

I provided accurate performance information to Area teams to enable them to manage performance and contribute to the achievement of the Area Departmental and National priorities and objectives.

I monitored performance controls and systems to ensure they were operating effectively to support critical business systems and deliver business plans and continually reviewed them and identified opportunities for further improvement and to escalate as appropriate

I developed performance management systems and processes for data gathering to support a data quality assurance and compliance regime.

The role included liaison with other CPS Areas and external liaison with representatives of other agencies within the Criminal Justice System (CJS) to ensure accurate performance management information was received in a timely fashion.

I acted as an initial contact point for concerns from other agencies in respect of data produced, resolving those concerns quickly and accurately.

I provided a detailed monthly performance report advising the ASB and other management and multi-agency meetings as appropriate of monthly and quarterly trends, reporting on all aspects of performance and ensuring that potential issues are highlighted.

I worked in partnership with the relevant HQ Directorate to ensure they had up to date, quality assured, performance data to work effectively with Operational Teams to improve systems and processes.

I advise ASB and Area managers on approaches to change which enhance the efficiency and effectiveness of systems and processes and performance outcomes.

My role was to assist prosecutors as part of the overall prosecution team, through the preparation and ongoing maintenance of Crown Court casework from receipt of file pre committal/transfer, through attendance at Crown Court where necessary, to post court conclusion.

I dealt effectively and timeously with all case preparation, case progression and administrative tasks throughout the life cycle of a case, working both independently and in partnership with prosecutors, fellow paralegal staff, casework assistants and others within the local criminal justice system, to produce optimum outputs.

I supervised and monitored workflows, planned and prioritised work and directed Paralegal Assistants to meet objectives and targets.

I also mentored newly appointed Paralegal Officers and Paralegal Assistants in court.

In my role, I maintained regular contact with police officers, higher court advocates (CPS), prosecution counsel, judiciary, defence solicitors, Victim Support, witness care officers, and members of the probation service. I booked counsel, ensuring they were included on the CPS approved list.

I represented the CPS effectively to outside agencies and the public, providing care, information and support to victims and witnesses of crime. I also represented the unit at meetings, both internally and externally when required.

I prepare the Crown Court Case Preparation Package on the Case Management System (CMS) at the pre and post committal/transfer stage, which included building indictments, consideration of the evidence and making recommendations to the reviewing lawyer as to the conduct of the case.

I identified the appropriateness of Hearsay, Bad Character, Special Measures and other applications and made recommendations to the prosecutor – I then drafted appropriate applications.

I was responsible for preparing the Outline of Allegations, drawing the prosecutor’s attention to likely issues to be raised at the Plea and Directions (PDH) Hearings and any aggravating features of the case.

I prepared the Case Analysis – identifying the issues, strengths, weaknesses and evidential difficulties of the case (including how these are to be resolved) and the acceptability of pleas - and made recommendations to the prosecutor.

I prepared complete instructions to the prosecuting advocate. To assist prosecutors in case planning by ensuring that papers were ready for hearing. The role also involved the preparation of briefs for the Court of Appeal. I ensured that all relevant case material was assembled at court ready for the hearing.

I was deployed at Court as required by the Paralegal Business Manager on a case by case basis, taking into consideration issues such as case complexity and sensitivity.

I maintained relevant case notes and monitored case progress. I ensured that the prosecuting advocate acted on instructions including providing assistance to the prosecuting advocate, dealing with requests for information.

I attended to witnesses, providing care, information and support in accordance with the CPS’ obligations and local service agreements, where applicable.

I checked with the prosecuting advocate that the sentence imposed was broadly in line with his/her expectations and consistent with sentencing guidelines and reported any potential Unduly Lenient Sentences to the Paralegal Business Manager

I assessed, calculated and signed off counsel’s professional fees by completing a Notification of Fees Form (NOFF).

I negotiated professional fees with agents, counsel and expert witnesses within delegated authority and procedures including negotiating fees outside delegated limits, subject to management approval.

I ensure that all fees were processed within the prescribed timescales.

I was responsible for ensuring that Custody Time Limits were monitored and that the information was entered on to the Case Management System.

I checked and amended indictments as necessary using the Case Management System management reporting tool. I also progressed Judges’ Orders, and witness issues.

I also progressed Crown Court cases and liaise with the Case Progression Officer at Crown Court for the purposes of case management and compliance with directions.

I dealt with correspondence and more complex casework enquiries, throughout the lifecycle of the case. I liaised with counsel, witnesses, police and court staff including attending case conferences.

In partnership with prosecutors, I manage a range of casework including the completion of casework activities on the Case Management System.

I was responsible for assessing applications made by companies for Regional Development Grant.

I was responsible for analysing oil and water usage of companies, with a view to reducing their costs.

I was a management trainee learning all aspects of store management