Policy paper

Crown Prosecution Service Strategic Asset Management Plan - Executive Summary

Updated 6 May 2026

Key Statistics

• Total Area of Estate – NIA (Net Internal Area): 41,907.00 M2 (down by 813 M2)
• Total FTE (Full Time Equivalent) as of 30 June 2025 7,240 FTEs (down by 23)
• Total Workstations: 3,900 Workstations (down by 249)
• Total Running Costs: £33,101,926 per Annum (down by £1,431,703)
• Average Workstations per FTE – 0.54 Wk/Stns per FTE (down by 10%)
• Percentage of Estate (92% assessed) EPC (Energy Performance Certificate) Rating ‘C’ or above – 69%

Our Estate Plan

CPS is an operational organisation delivering front line services in each of the regions that it operates in across England and Wales. CPS currently operates out of 40 offices nationally, (reduced from 42 in 2024 and previously consolidated down from a maximum of 136 offices) the ‘CPS Estate’.  

The CPS Estate is supplied, managed, and serviced under a Managed Services Agreement with the Government Property Agency (GPA) who, under the central government New Property Model policy, own, operate, and maintain all property assets and services that we use. GPA provides CPS with a fully on-boarded service for 100% of all property services.

The Corporate Estates Role within the CPS is to:

• Provide a safe, sustainable and operational Estate to deliver the key functions of the CPS

• Effective Budget Management to deliver the Estates Function

• Transform the Estate to ensure the size, condition and location are optimised

Our Strategy is set in the CPS 5 Year Estates Strategy, (endorsed by the CPS Board on 19 September 2024) co-written with CPS and GPA. This is aligned to: 

• Providing sufficient capacity to support the evolution of hybrid working;
• Maintaining the current Estate against a backdrop of; Budget reduction pressures, HMG policy changes (for example Government Property Strategy 2022-2028, Government hub strategy, National Property Controls, Levelling up agenda and One public estate agenda), fluctuating office attendance rates; organisational change (including enhanced security requirements); office relocations; rising costs; GPA consolidations and FTE growth);
• Providing flexible workspaces to accommodate a greater concentration of workstations per sq m (although note above total numbers have reduced) to cater for the needs of an increasingly wider and diverse workforce (to accessible and inclusive standards).
• Delivering the CPS 2030 Strategy.

The CPS Hybrid Working Policy was set in September 2024, to achieve a minimum target of employee office attendance of 40% (including attendance in secondary space e.g. Court presenting work). CPS continue to apply a ‘right size’ approach to the design and capacity of the Estate which will continue to be measured and refined against real time occupancy data. CPS and GPA continue to work to a target of an average of 6m² per FTE (currently better at 5.88m² per FTE).

The organisational needs that are required to adapt are: 

• Workforce size changes (expansions forecast to deal with increasing prosecutions); 
• Operational need to deal with a combination of increasing volumes and a backlog of case work;
• Deal with new and surge criminal prosecutions e.g. RASSO and Civil unrest; 
• High levels of ‘second’ workplace (use of Court and Police Station space); 
• Changes to the use of space (less collaboration more focused space as specified within the CPS Look and Feel strategy); 
• Changes to hybrid working policy;
• Reduced Government spending through the SR25 Treasury allocations for CPS including for Estates Capital and Revenue budgets expected;
• Increasing focus on supporting victims and witnesses of crime at a local level. 

This Strategic Asset Management Plan (SAMP) will help to ensure our estate is shaped to support the CPS in achieving its objectives whilst ensuring the business infrastructure within which the CPS operates represents value for money for the Taxpayer.

Partners, Policy, Programmes and Strategy

As a Government organisation, the CPS continues to work in collaboration with Cabinet Office and GPA to deliver on their national and regional policies, programmes and strategies such as: the Government Property Strategy 2022-2030; the Levelling Up Agenda (including our plans to increase the number of roles outside of London); The Places for Growth Agenda and The Whitehall Campus Programme. 

Workforce Planning

CPS are a regional employer and retain an active operational presence in 14 regions across England and Wales. As at June 2025 CPS is on target to meet the minimum requirement of The Places for Growth programme target for all Government Departments to locate at least 50% of UK-based Senior Civil Service (SCS) roles outside of London by 2030, with 66% of the current and future CPS SCS workforce being based outside of London up to 2030. Of the total CPS workforce by 2030 76% of all roles will be based out of London. 

Hubs Programme

The GPA Government Hubs programme provides modern, flexible and sustainable office locations.  CPS will continue its strategy to transfer into government hubs where they meet with our operations and security requirements.

Net Zero / Sustainability

CPS remains committed to minimising its environmental impact and supporting government Net Zero goals. Since 2017–18 baseline, overall greenhouse gas emissions have reduced by 39%, including a 51% reduction in direct heating emissions. .  While we continue to make progress in reducing our environmental impact across several areas, we recognise that we are not yet meeting all Greening Government Commitments (GGC) targets. 

Data quality remains a key challenge, and we are working closely with the Government Property Agency (GPA) and other data providers to strengthen the accuracy, completeness and consistency of our environmental data. 

In partnership with GPA, over £437k has been invested across CPS-occupied buildings in 2024/25 including LED lighting upgrades and smart meter installations expected to save over 21,000 kWh annually. 

GPA has also introduced Climate Change Adaptation Strategy and net zero standards for future refurbishments. These actions, alongside continued investment in digital services and automation to reduce paper use and business travel, reinforce our commitment to improving sustainability performance across the CPS estate.

Our People

CPS will continue to align the professional development of Estates staff in accordance with the Government Property Strategy 2022-2030 Mission 3 and Government Property Profession’s (GPP) career and capability framework, functional standards, and accreditation standards. CPS will continue to contribute to the wider property profession and community by playing an active cross government role and by promoting the profession, attending the Government Property Leadership Board and engaging with the Government Property Profession. 

The SAMP ensures that the CPS operates from an affordable, fit for purpose and efficient estate, which is capable of supporting our day-to-day operations. This is in line with the Government Property Strategy to reflect a focus on driving towards a smaller, better and greener estate.  The sustained development and delivery of a strong estate strategy will enhance our commercial, property, environmental and health and safety capability.