Recommendations
	We recommend that the ODPP:
Demonstrating efficiency	1. continue to build on recent improvements to its service and efficiency indicators. In so doing the ODPP should:
	§ by the end of 2007-08, clearly articulate its services, and how these services contribute to the results it is trying to achieve
	§ by the end of 2007-08, develop indicators of quantity, timeliness, total cost and unit cost for each service
	§ from the beginning of 2008-09, include these indicators in its planning and internal reporting
	§ select from these a smaller number of ‘headline’ indicators to use in its reports to Parliament and to the Minister
	§ start building a data development agenda and report progress alongside its reporting on service performance (page 48)
	2. include in its reporting to the Attorney General and Parliament:
	§ its improved service and efficiency indicators
	§ an explanation of why these indicators are important
	§ advice on what represents good performance
	§ comparisons over time, against benchmarks and to targets
	§ narrative to clearly explain performance (page 51)
	3. collect accurate and comprehensive information about the costs of its services and activities and use this to assess its efficiency and cost effectiveness. In so doing the ODPP should:
	§ bed down its prosecution service and activity costing methodology and ensure the costing process adopted is able to accurately identify the cost of delivering prosecution services
	§ apply appropriate costing methodologies to its other key services such as witness assistance, contribution to an efficient justice system, and advice to government on proposed legislation
	§ use service costing information to enhance its reporting (page 53)
	4. strengthen its data management practices to provide greater assurance that reported performance information is accurate and complete. In so doing the ODPP should:
	§ clearly define and document roles and responsibilities for data collection, processing, monitoring and quality assurance, analysis and reporting for service performance indicators
	§ develop and document data quality standards and expectations, and clearly communicate these needs to responsible officers
	§ document data definitions and collection methods to ensure consistent measurement and calculation
	§ implement suitable data collection, processing and monitoring controls to ensure the accuracy, completeness and reliability of performance data
	§ implement appropriate training for staff who are responsible for collection, processing and reporting of performance information
	§ consider the development of a data dictionary in the longer term (page 55)
Improving information management	5. use service costing information to improve its service delivery, efficiency and resource allocation. In so doing the ODPP should use service costing information to:
	§ inform its planning, decision-making and cost management
	§ benchmark costs between different groups in the organisation and other agencies (page 62)
	6. ensure staff keep the case management system (CASES) up to date so managers can use CASES for effective monitoring, reporting and decision making. CASES should be developed as the only repository for pro forma. In so doing the ODPP should:
	§ develop a regular, consistent and systematic approach to the review of solicitors’ practices by Managing Lawyers
	§ review case-specific pro forma that are available on the Integrated Document Management System, ODPP intranet (DPP Net) and CASES and relocate all relevant pro forma to CASES (page 63)
Improving management practices	7. improve its management of workload and workflow including Crown Prosecutors’ workload and efficiency. In so doing the ODPP should:
	§ ensure that the systems for performance management in the Solicitor’s Office are implemented consistently
	§ systematically analyse the workload and efficiency of Crown Prosecutors
	§ consider asking the Attorney General to amend the Crown Prosecutors Act 1986 to give the Director of Public Prosecutions power to suspend and dismiss Crown Prosecutors for serious neglect of duty. This would be subject to appropriate controls to ensure that the process is fair, transparent and affords natural justice (page 71)
	8. once the ODPP has better information on the cost of prosecutions, use this to:
	§ improve its management arrangements
	§ inform a detailed, independent study into the feasibility of creating a number of smaller Crown Prosecutors’ chambers in Sydney and ‘pairing’ these with groups of solicitors (page 75)
	9. document the rationale for the relative number of prosecutors and levels of experience required, and examine the risks and potential benefits of reducing the number of Crown Prosecutors and using the funds to create additional Trial Advocate, Senior Trial Advocate or Associate Crown Prosecutor positions (page 79)
	10. work towards adopting a ‘cradle to grave’ approach to case management and systematically set about standardising practices across the Solicitor’s Office. In so doing the ODPP should:
	§ brief workflow analysts to undertake a detailed study to determine the pros and cons of moving from the current ‘division of labour’ approach toward greater continuity
	§ examine opportunities to identify and implement common practices between offices and groups within the Solicitor’s Office (page 81)
	11. adopt a more systematic approach to capturing and quantifying the impact of the practices of other agencies on its efficiency, and use the resulting information to support efforts to maximise the efficiency of the justice system. In so doing the ODPP should:
	§ develop more systematic approaches to capturing and quantifying the impact on its operations of court listing practices and the quality of NSW Police briefs
	§ use this information to support its efforts to reduce the impact of these on its efficiency
	§ report the impacts to the Attorney General, NSW Treasury and in its Annual Report (page 86)
	12. introduce a position of Executive Director with similar or greater status to the existing Deputy Directors, reporting directly to the Director of Public Prosecutions (page 90)
	13. review other positions to rationalise management responsibilities within the new position of Executive Director (page 90)
	14. provide better information on costs and services to the Board so it can more effectively monitor efficiency and make realistic and practical improvement recommendations (page 90)
	15. appoint an independent Chair to the Audit and Risk Management Committee (page 90)
	16. conduct regular surveys of staff satisfaction and implement a systematic process to address staff concerns and improve morale (page 90).