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The CPS Board

CPS Board Members

Alison Saunders - Director of Public Prosecutions

Alison Saunders

Alison Saunders

Alison Saunders, a barrister, joined the CPS in 1986, the year of its formation.

Alison spent her early CPS career prosecuting in CPS London South. In 1991 she moved to the CPS Policy Directorate, rejoining CPS London in 1997 and being promoted to Assistant Chief Crown Prosecutor in 1999. Later that year, Alison became Chief Crown Prosecutor for CPS Sussex and held the post until 2003, when she left to serve as Deputy Legal Advisor to the Attorney General. She re-joined the CPS two years later, to establish and head the Organised Crime Division (OCD), dealing exclusively with cases from the Serious Organised Crime Agency and Child Exploitation Online Protection Centre.

In December 2009, Alison was appointed Chief Crown Prosecutor for CPS London, a post that she held until she became Director of Public Prosecutions on 1 November 2013. She is the first DPP to be appointed from within the CPS.

As DPP, Alison is responsible for prosecutions, legal issues and criminal justice policy.

Nick Folland - Chief Executive

Nick Folland

Nick Folland

Nick joined the CPS in March 2016 following a successful career in business. A qualified solicitor, he was an Executive Board Member, General Counsel, Company Secretary and Corporate Affairs Director with Kingfisher PLC between 2007 and 2013 and led the legal and company secretariat teams. He joined The Co-operative Group as Chief of Staff to the Chief Executive in 2013, where he was part of the team brought in to rescue the bank and reform the Co-op. He was later promoted to Chief External Affairs Officer.

He is a member of the Halley Project Board of the British Antarctic Survey and a member of the Natural Environment Research Council.

Gregor McGill - Director of Legal Services

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Gregor McGill

Gregor McGill qualified as a solicitor in 1987.

After working as a commercial litigator at a City of London firm (where he also spent some time working in Los Angeles), he joined CPS London in 1991. Gregor was one of the first solicitors within the CPS to be granted Higher Rights of Audience and has appeared on behalf of the CPS before the Court of Appeal.

In 2002, Gregor joined HM Customs & Excise as a senior lawyer and prosecuted the full range of specialist customs and organised crime casework. In 2006, on the creation of the Revenue and Customs Prosecution Office (RCPO), Gregor was appointed Head of the Serious Organised Crime Division.

In 2009, Gregor was appointed Head of the Fraud Prosecution Division and in 2010 as a Legal Director in CPS London.

In 2011, Gregor was asked to take responsibility for managing the CPS response to the Leveson Inquiry, assisting the Principal Legal Adviser, Alison Levitt QC, in making any charging decisions arising from the Metropolitan Police investigation into allegations of phone hacking at the News of the World.

Gregor was appointed Head of the Organised Crime Division in the CPS in August 2012 and worked closely with the National Crime Agency in combatting the threat to the United Kingdom posed by organised criminals.

Gregor took up his role as Director of Legal Services at the CPS in January 2016.

Paul Staff - Director of Corporate Services

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Paul Staff

Paul spent his early career in a wide range of roles in both manufacturing and commerce. He subsequently joined the British Library in the late 1970s and spent time in various roles in service delivery and Corporate Services before specialising in costing and the implementation and development of financial systems.

Paul is a qualified accountant and for over 20 years has headed up the finance and accounts function for the CPS. He has been responsible for the successful introduction of Resource Accounting and Budgeting, implementing up to the minute financial and procurement systems, as well as playing a lead role in managing relationships with the National Audit Office and Treasury.

Jean Ashton OBE - Director of Business Services

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Jean Ashton OBE

Jean joined the CPS in 1986 as Head of the West Yorkshire Finance Team; having transferred from the West Yorkshire County Prosecuting Solicitor's Department.

In 1988 Jean moved to front line operations, on promotion, as a Senior Law Clerk leading a Team of paralegals with responsibility for instructing counsel in cases for hearing across West Yorkshire's Crown Court centres. Jean personally managed some of the most serious casework handled by West Yorkshire at that time including offences of rape and murder.

Since 1991 Jean has held a number of key roles; leading change across casework and business administration functions including HR; estates; operational delivery and finance.

From 2001 - 2009 Jean held the position of Area Business Manager (ABM) initially in West Yorkshire; moving to Greater Manchester in 2006. In partnership with the Chief Crown Prosecutor (CCP) Jean was responsible for the overall delivery of the prosecution service in those Areas. She was particularly instrumental in developing strong and effective relationships with Criminal Justice System (CJS) partners. In 2002 Jean developed the CJS Chief Officers Group which was the forerunner to the national Local Criminal Justice Boards. Jean developed and implemented the first ever CPS Race Scrutiny Panel - a community based panel which scrutinised racial hatred cases to identify good practice and areas for improvement. Community Involvement Panels were later implemented across CPS.

Following promotion in 2009 Jean became the Area Business Manager in London, the largest CPS Area, where she worked with Alison Saunders, the then Chief Crown Prosecutor. Jean and Alison led significant change across London including casework improvement; centralisation of CPS Teams from 46 sites to just two and the successful introduction and embedding of digital working.

In 2014 Jean became the Head of Operations and was responsible for leading the delivery and continuous improvement of CPS operational functions.

The breadth of experience Jean has acquired throughout her career across a number of operational roles led Jean to her current role, CPS Director of Business Services. Taking up this post in January 2016 Jean is committed to working with colleagues across the business to ensure we have the ability to deliver a service that can meet the challenges of a changing future criminal justice system and deliver a focused, professional and quality service.

Derek Manuel - Non-executive Director

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Derek Manuel

Derek is an experienced human resource professional and his career has included roles in banking, information technology and HR for British, Canadian, American and Japanese organisations. His last full-time role was as Global Human and Child Safeguarding Director at Save the Children where he was responsible for human resources, child safeguarding, IT and facilities management.

Derek chairs the CPS's Nominations and Governance Committee, sits on the People Strategy Programme Board and is the Service's Whistleblowing Champion. Outside of the CPS, he is a board committee member for the global disability charity ADD International.

Alan Jenkins - Non-executive Director

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Alan Jenkins

Alan has had a long and distinguished legal career, retiring from Eversheds LLP in 2011, and serving as its chairman between 2004 and 2010. As a lawyer, Alan has practised in the fields of commercial litigation, international arbitration and professional negligence, working on many high profile cases, including the Lockerbie bombing.

In addition to the CPS Board, Alan sits on the Audit and Risk Committee, the Community Accountability Forum and the Crown Court Business Board. He is the CPS Board non-executive Equality Champion. He also sits on a number of other Boards, including UK Trade & Investment and the Financial Ombudsman.

Alison Porter - Non-executive Director

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Alison Porter

In addition to the CPS Board, Alison is a member of the Nominations and Governance Committee and the Technology Strategy Board. Alison has 20 years' experience in strategic development, operational management and governance at board level in both the private and public sectors.

Her early career experience was with HMRC and the Cabinet Office followed by 17 years with BT plc. in a range of operational, security and strategic roles. She is an experienced non-executive director having held posts with five Government Agencies over the past 13 years and is also a former Lay Magistrate.

Jeremy Newman - Non-executive Director

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Jeremy Newman

Jeremy is a chartered accountant by profession and the former Chief Executive (2008-2011) of BDO International. Prior to that, he was managing partner (2001-2008) of BDO's UK firm, having joined them as a trainee in 1978 and becoming a partner in 1986. He has worked extensively in audit and corporate finance and has acted for a wide range of businesses across a variety of industries.

Jeremy is Chair of the CPS Audit and Risk Committee. Outside of the CPS he is a member of the Council of the Open University, an Honorary Visiting Professor at Cass Business School, a trustee of the Social Investment Business Foundation and a trustee of a number of private charitable trusts. He has managed relationships with governments, regulators and the media globally.

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Role of the Board

The CPS Board provides strategic leadership to the CPS and is collectively responsible for delivering the CPS mission. It plays a key role in ensuring that the organisation is equipped to provide a professional, efficient and high quality service.

Membership

The Board members are:

  • Director of Public Prosecutions (Chair)
  • Chief Executive
  • Director of Corporate Services
  • Director of Business Services
  • Director of Legal Services
  • Four Non-executive Directors

The role of the Non-executive Directors is to provide external perspective, challenge and advice on matters referred to the Board.

Responsibilities

TThe Board acts in an advisory capacity and will:

  • Provide clear direction and visible leadership to inspire confidence;
  • Demonstrate the CPS values and ensure that they are reflected in discussion and decision making;
  • Demonstrate the organisation's commitment to equality and accountability and ensure that this is reflected in discussion and decision making.
  • Advise on and provide scrutiny and challenge in relation to the strategy of the organisation, delivery of the business plan and key risks relating to the operation of the business.
  • Set the CPS risk appetite and own the corresponding risk register;
  • Monitor and drive performance improvement by ensuring delivery against the Casework Quality Standards and other key indicators;
  • Monitor delivery of CPS strategic objectives;
  • Ensure that the CPS has the capability to deliver in view of current and future needs;
  • Ensure effective allocation and management of the organisation's financial resources;
  • Work with partners to develop opportunities to improve efficiency across the Criminal Justice System.

How decisions are taken

Decisions are taken collectively, taking full account of the views of all members.

Accountability

The Board should ensure that it works within the parameters of these terms of reference and will observe best practice in relation to corporate governance and accountability.

All Board members shall uphold the Seven Principles of Public Life (Nolan Principles).

The CPS Annual Report and Accounts is laid before Parliament. This incorporates the Corporate Governance statement and provides information on the organisation's activities, expenditure and performance.

Declaration of interests

The Non-executive Directors are required to notify and register with the Board in advance any issues on which, due to their business or private connections, they may experience a conflict of interest with the matters in discussion by the Board.

A register of interests is held by the Board Secretariat and will be reviewed quarterly and published to the CPS website.

Meetings

Frequency - The Board will meet approximately six times a year. Additional meetings will be scheduled if determined necessary for the performance of its functions.

Agenda - A forward agenda will be established and communicated to members containing the work of the Board.

Papers - The agenda and supporting papers will be circulated to Board members to allow sufficient time for their consideration before meetings.

Secretariat - The secretariat is responsible for providing support to the Board. It will co-ordinate agendas, quality assure papers, keep a record of and report on action points and provide minutes of meetings. The secretariat will liaise with members on meeting arrangements and any other matters related to the Board. The Secretariat will also be responsible for the induction of Non-executive Directors and provide them with ongoing support, acting as a central point of contact.

Sub-committees to the Board

The Board has four supporting committees:

  • Executive Group (EG);
  • Operational Delivery Group (ODG);
  • Audit and Risk Committee (ARC);
  • Nominations and Governance Committee (NGC)

These committees have their own agreed programmes of work and have delegated responsibility to exercise some activities on behalf of the Board. They take many of the short to medium-term corporate and operational decisions, while the Board will consider longer-term strategic priorities. The sub-committees will escalate issues to the Board where appropriate.

Board members may have membership (or may act as Chair) to one or more of the sub-committees.

The Secretariat has oversight of the Board and its sub-committees and will ensure that work programmes are co-ordinated and formal reporting takes place as required.

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Gifts and Hospitality Register

This provides details of gifts and hospitality received by CPS Board members over the course of the reporting year. This information is published on an annual basis.

CPS Hospitality Register

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Business expenses

This contains details of business expenses incurred by CPS Board members. This information is published on a quarterly basis.

CPS Board expenses

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Declaration of interests

This is a declaration of interests the non-executive members of the Board hold outside of the CPS. It is published annually and reviewed on a regular basis to reflect any changes.

Declaration of interests

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The four committees of the CPS Board

Executive Group Terms of Reference

Role of the Executive Group

The Executive Group (EG) is one of four Committees of the CPS Board and supports the Board in discharging its roles and responsibilities.

The Executive Group is responsible to the CPS Board for refining and delivering the CPS strategy (set by the Board); collective delivery of the CPS strategic objectives; CPS Casework Quality Standards and efficiency supporting the operational delivery of CPS business.

Membership

The Executive Group members are:

  • Director of Public Prosecutions (Chair)
  • Chief Executive
  • Director of Corporate Services
  • Director of Business Services
  • Director of Legal Services

To ensure there is a spectrum of views and experience, the Secretariat will invite senior leaders from Communications, Strategy and HR to present and attend relevant agenda items. It will also consider when it is appropriate to invite attendees from outside the organisation.

Responsibilities

The Executive Group will:

  • Refine CPS strategy, policy and planning and ensure that opportunities for wider partnership working are identified and exploited;
  • Take the strategic direction of the CPS Board and deliver supporting plans and guidance to the Business;
  • Seek advice from the Operational Delivery Group (ODG) on the operational impact of strategic change proposals, ensuring that all plans or proposals are fully costed so that value for money (VFM) and operational impact are central to decision making;
  • Define and direct the CPS contribution to system reform and prosecution reform across the Criminal Justice System and the Law Officers' Departments to improve delivery, service to the public and VFM;
  • Own the corporate change agenda through the CPS Change Portfolio, ensuring plans and resources are prioritised and streamlined to maximise efficiency and deliver public prosecution service reform;
  • Consider issues through both a short and longer term perspective to support the CPS in achieving required strategic outcomes.
  • Own the business model to support successful delivery of Casework Quality Standards and key performance measures;
  • Manage corporate risk, including assessment of risk tolerance levels for strategic risks and review of the supporting framework for determining risk appetite;
  • Give regular scrutiny to the financial management of the Business;
  • Ensure priorities for stakeholder management are aligned with priorities in our change agenda to drive delivery;
  • Support the CPS in achieving its equality and diversity commitments and ensure that consideration is given to equality and diversity for all matters referred to the Group.
  • Demonstrate visible and effective leadership across the Service to inspire confidence; and
  • Demonstrate the CPS values and give specific consideration to the values as part of Group discussion and decision making.

How decisions are taken

The Executive Group take decisions collectively, either in or ex-committee.

The Group will work coherently with the other CPS Board committees to further the collective aims of the CPS as set out by the Board. It makes decisions and may remit work to other Board committees or groups (outside of the main corporate governance framework) to develop solutions.

Where appropriate, the Executive Group will delegate authority for decisions to sub committees, whilst retaining corporate accountability.

Unless delegated authority has been given, decisions on issues covered by the terms of reference will be taken by the Group.

Accountability

The Executive Group is held to account through:

  • Individual performance development reviews;
  • Collective accountability to the Board;
  • Regular clear and transparent public corporate reporting; and
  • Feedback from the Operational Delivery Group.

Meetings

Frequency - The Executive Group will meet once a month. On a quarterly basis Executive Group will join with Operational Delivery Group to ensure there is a whole service approach to decision making on key issues.

Agenda - The Group's work is planned by means of a rolling annual agenda. Future agenda items should be referred to the secretariat for consideration. A joint meeting will be held quarterly with the Operational Delivery Group to give joint consideration to key corporate matters.

Papers - The agenda and supporting papers will be circulated to members five working days in advance of meetings to allow sufficient time for their consideration.

Secretariat - The Secretariat will co-ordinate agendas, quality assure papers, keep a record of and report on action points and provide minutes of meetings. The secretariat will liaise with members on meeting arrangements and any other matters related to the EG.

Link with other Corporate Governance Groups

The EG members are all executive members of the CPS Board and may have membership to one or more of its sub-committees.

The Secretariat will ensure that the work programmes of the Board and its sub-committees are co-ordinated and that formal reporting takes place as required.

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Operational Delivery Group Terms of Reference

Role of the Operational Delivery Group

The Operational Delivery Group (ODG) is one of four Committees of the CPS Board and supports the Board in discharging its roles and responsibilities.

The ODG is responsible for the implementation of CPS change programmes and wider CJS initiatives; delivery of the Casework Quality Standards; efficiency in front line operations; and coordination of engagement with key stakeholders.

Membership

The members are:

  • Director of Public Prosecutions (Chair)
  • Chief Executive
  • Director of Corporate Services
  • Director of Business Services
  • Director of Legal Services
  • Head of Operations (or a representative)
  • Chief Crown Prosecutors
  • Heads of Central Casework Divisions

On a quarterly basis Executive Group will attend Operational Delivery Group to ensure there is joint consideration of key issues relating to communications, people and policy. The Head of Communications, Director of Human Resources and the Director's Strategy, Policy and Accountability Advisor will therefore also attend.

The Secretariat will invite senior leaders from Communications, Policy and HR to present and attend relevant agenda items. It will also consider when it is appropriate to invite attendees from outside the organisation.

Responsibilities

The ODG will:

  • Advise on the operational impact of strategic change proposals, including key performance management and risk issues
  • Provide feedback on strategic operational proposals
  • Ensure the consistent delivery of the Casework Quality Standards (CQS) across the Service within the agreed performance framework
  • Identify innovative approaches and share best practice to drive performance improvement nationally
  • Engage with key stakeholders and share the intelligence
  • In conjunction with the Executive Group, give joint consideration to corporate and future planning matters such as risk, horizon scanning and financial management on a quarterly basis.

Behaviours we value

  • Demonstrate visible and effective leadership across the organisation to inspire confidence in staff
  • Demonstrate the CPS values and ensure that they are reflected in discussion and decision making
  • Support the CPS in achieving its equality, diversity and accountability commitments.

How decisions are taken

Decisions are taken collectively, either in or ex-committee.

The ODG will work coherently with other Board committees to further the collective aims of the CPS as set out by the Board.

The ODG will make decisions and may remit work to other groups (outside of the main corporate governance framework) to develop solutions. Where appropriate, it will delegate authority for decisions to groups while retaining corporate accountability.

Unless delegated authority has been given, decisions on issues covered by the terms of reference will be taken by the Group.

Accountability

The ODG should ensure that it works within the parameters of these terms of reference.

It will be held to account through:

  • Individual performance development reviews
  • Regular clear and transparent public corporate reporting

Meetings

Frequency - The ODG will meet once a month.

Agenda - The Group's work will be planned by means of a forward agenda. Future agenda items should be referred to the secretariat for consideration. A joint meeting will be held quarterly with the Executive Group to give consideration to key corporate matters.

Papers - The agenda and supporting papers will be circulated to members five working days in advance of meetings to allow sufficient time for their consideration.

Secretariat - The Secretariat will co-ordinate agendas, quality assure papers, keep a record of and report on action points and provide minutes of meetings. The secretariat will liaise with members on meeting arrangements and any other matters related to the ODG.

Link with other Corporate Governance Groups

The DPP, Chief Executive and Chief Operating Officer are members of the CPS Board and one or more of its sub-committees and will represent the views and interests of the ODG at all levels in the corporate governance.

The Secretariat will ensure that the work programmes of the Board and its sub-committees are co-ordinated and that formal reporting takes place as required.

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Audit and Risk Committee

Constitution

The CPS Audit and Risk Committee has been established by the Accounting Officer and Additional Accounting Officer, and reports to the Accounting Officers through the Board.

Authority

The Committee is authorised by the CPS Board to:

  • investigate any activity within its terms of reference;
  • Seek any information that it requires from any employee of the Service and all employees are directed to co-operate with any request made by the Committee;
  • obtain outside legal or independent professional advice. Such advisors may attend meetings as necessary.

Responsibilities

The responsibilities of the Committee can be divided into:

Internal Control and Corporate Governance
  • Reviewing the systems and process of internal control and governance. This includes reviewing management's and the internal auditors' reports on the effectiveness of systems for internal control, governance and risk management.
  • Evaluating the control environment.
  • Advising the Accounting Officers and the CPS Board on risk, business priorities and risk management needs and reporting to them specific concerns and issues, e.g. where business risks are being carried inappropriately.
  • Reviewing the procedures for handling allegations from whistleblowers.
  • Reviewing and challenging where necessary, the actions and judgements of management, in relation to the interim and annual financial statements paying particular attention to:
    • critical accounting policies and practices and changes to them;
    • decisions requiring a major element of judgement;
    • the extent to which the financial statements are affected by any unusual transactions in the year;
    • significant adjustments resulting from the audit;
    • external audit's management letter;
    • the signing off of the Statement of Internal Control; and,
    • the follow-up to PAC reports.
Internal Audit
  • Reviewing the internal audit programme and ensuring that the internal audit function is adequately resourced and there are adequate arrangements for internal audit within the Service which reflect the requirements of GIAM.
  • Endorsing the role, responsibilities and authority of the Head of Internal Audit and approving the Internal Audit Charter.
  • Receiving and reviewing internal audit progress reports.
  • Reviewing action taken by management on audit recommendations.
  • Reviewing and endorsing the Head of Internal Audit's annual assurance report.
External Audit
  • Reviewing the External Audit strategy and plan.
  • Reviewing the External Audit management letters and management's response.
  • Reviewing the performance of the External Audit.
  • Ensuring effective co-ordination and liaison between internal and external audit including the National Audit Office.

Standing Agenda Items

For each meeting these will include:

  • A report summarising any significant changes to the organisation's risk register.
  • A progress report from the external auditors summarising work done and emerging findings.
  • A progress report from the Head of Internal Audit summarising:
    • work performed compared with work planned;
    • key issues emerging from internal audit work;
    • management response to audit recommendations;
    • changes to the annual audit plan; and
    • any resourcing issues affecting the delivery of internal audit objectives.

Access

The Head of Internal Audit and the representative of External Audit will have free and confidential access to the Chair of the Committee.

Frequency of meetings

The Committee will meet at least 4 times a year to:

  • agree the annual audit plan (January);
  • consider and endorse the Head of Internal Audit's draft Annual Report to the Accounting Officers and the CPS Board, agree and endorse the Final Statement of Internal Control to the CPS Board (April);
  • review and consider NAO observations on the annual accounts and sign off the final Head of Internal Audit's Annual Report (June);
  • review progress of plans, major developments and departmental control initiatives mid-year (October). Plan internal audit/external co-operation for next year ending 31 March.

External auditors or internal auditors may request a meeting if they consider that one is necessary. The Chair of the Committee may convene additional meetings, as they deem necessary.

Reporting procedures

8. The secretary to the Committee will circulate the minutes of meetings of the Committee to all members of the CPS Board. The chairman of the Committee shall attend the Board meetings to provide reports on the work of the Committee. The Committee members shall conduct an annual review of their work and these Terms of Reference and make recommendations to the Board.

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Nominations and Governance Committee

Role of Nominations and Governance Committee

The Nominations and Governance Committee (NGC) is accountable to the CPS Board (the Board).

It has delegated responsibility and authority for advising the Board on key elements of effectiveness, including ensuring that there are satisfactory systems for identifying and developing leadership and high potential, scrutinising the incentive structure and succession planning for the Board and senior leadership of the CPS, and scrutinising governance arrangements.

Authority

The NGC has specific delegated authority from the Board for decision making responsibility in respect of pay and performance payments to CPS senior management - Senior Civil Servants (SCS) and Senior Legal Managers (SLM).

It also has specific authority to confirm the membership of formal sub-committees of the Board in line with its responsibilities to oversee corporate governance processes.

The NGC is authorised by the Board to inquire into and offer advice on whether the CPS' systems for identifying and rewarding senior talent, succession planning and corporate governance arrangements are effective. Based on its considerations the NGC will offer recommendations for the Board to consider implementing to improve practice and procedure where appropriate.

Membership

1. The Committee members are:

  • Non-executive Board Director (Chair)
  • Non-Executive Board Director
  • Director of Public Prosecutions
  • Chief Executive
  • Director of Human Resources

The Board secretariat shall attend the Committee to take the minutes of meetings and provide appropriate support to the Chair and committee members.

Objectives

To ensure that there is a formal, rigorous and transparent procedure for:

  • Scrutinising systems for identifying and developing leadership and high potential;
  • Scrutinising plans for the orderly succession of appointments to the Board and of senior management, in order to maintain an appropriate balance of skills and experience;
  • Approving incentives and rewards for executives and senior management, and monitoring the extent to which these arrangements are effective at improving performance; and
  • Advising on, and scrutinising the CPS' corporate governance arrangements and implementation of, corporate governance policy.

Duties and Responsibilities

The NGC will replace the Senior Staff Remuneration Committee and will undertake the role and decision making it performed in respect moderating senior staff objectives and rates of remuneration. Where appropriate this may include feedback to individuals within the senior management cadre regarding remuneration rates. Arrangements regarding appeals against decisions will be made more transparent by taking the process outside the Committee's membership.

Where appropriate executive members will recuse themselves from discussion and decision making where they have a personal interest.

The NGC will give full consideration to succession planning and the process for identifying and nominating future appointments to the Service's SCS and SLM cadres, taking into account the challenges and opportunities facing the CPS and the skills and expertise required by the Board in pursuit of the Service's Vision and strategic objectives.

Moderation of the objectives and performance related pay arrangements for the SCS and SLM cadres will reflect Cabinet Office and CPS Pay Strategy requirements.

The NGC will be responsible for providing the Board with assurance that the CPS has robust and effective corporate governance arrangements in place and that the Service is meeting its regulatory requirements in respect of corporate governance. Where gaps or deficiencies are identified the NGC will make recommendations to the Board around actions to rectify.

The NGC will take appropriate account of corporate risk in its considerations.

How decisions are taken

The Committee will reach decisions collectively, taking full account of the views of all members.

Reporting

NGC agendas and papers will follow the format of other CPS corporate governance groups.

The minutes of the NGC will be formally recorded. The chair of the Committee will be responsible for providing the Board with information regarding the work of the Committee.

Unless otherwise requested by the Board, the NGC will formally report to it once a year.

Attendance

Members of the NGC are expected to attend all meetings. In common with other corporate governance groups, attendance records will be disclosed in the CPS Governance Statement which will accompany the Resource Accounts.

Frequency of Meetings

The Committee is expected to meet up to three times a year (usually January, June and October) to formally consider issues relating to its remit, review progress and agree what matters need to be referred to the Board.

Additional meetings may be arranged if circumstances dictate that this is necessary.

Where appropriate the NGC may work on a virtual basis to consider ad hoc matters that do not require a formal meeting.

Accountability

The NGC will function as a sub-committee of the CPS Board and will be accountable to it.

Review of Performance

The NGC will review its work annually, and will from time to time consult with the Board regarding the Committee's effectiveness. NGC effectiveness reviews will be assisted by the Board Secretariat, and will include a review of duties, accountability, membership, attendance, reporting arrangements and the frequency of meetings.

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