Guest article written by Morna Spence, UK Justice Lead at Accenture
"Efficiencies alone are not a silver bullet, but making the system more efficient and saving time across the board is a vital part of a wider package to tackle the problem of victims suffering for years for their cases to be heard" – David Lammy
Back in November 2024, I had the privilege of speaking at the NPCC's National Criminal Justice Conference on the ‘Power of Partnerships’. At the time, and during the conference, there was a real energy and enthusiasm to come together as a system to reform the Criminal Justice System. That remains true today.
Lammy’s response to Leveson’s report that ‘efficiencies alone are not the silver bullet’ could not ring truer. Efficiencies can only be delivered in a fractured system by fixing those fractures and allowing them to fully heal and bond; not just sticking plasters on top. So how can we create those ‘bonds’ and partnerships to truly deliver the much-needed efficiencies identified in Part 2 of Sir Brian Leveson’s Independent Review of the Criminal Courts (February 2026)?
The review has a clear overarching principle: the “system of systems” that has long operated under the umbrella of our Criminal Justice System must become one single system. This system should be unified behind a single vision that all organisations are incentivised to deliver to, built on a foundation of collective responsibility and digitally enabled. Bringing this cohesion to the CJS could bring much needed efficiencies, but, more importantly, also start to bring back citizens’ trust in the justice system that is there to protect them.
Leveson’s review makes over 130 recommendations aimed at one goal: efficiency. And here’s where Leveson makes the same point that Lammy does, in a subtly different way: efficiency in this context isn't just about speed; it's about the "proportionate and effective use of resources" to ensure justice is neither delayed nor denied. That’s our new goal across the system.
Currently, we see a "fragmented" reality where:
Drawing from Leveson’s blueprint and our work at Accenture, there are four critical pillars that need to underpin this unified system. We’re going to expand on all these in the coming weeks with a focused blog on each, written by experts in each area. For now, let’s give an overview of them all:
To truly create ‘one system’, organisations involved in the CJS will have to be willing to engage as true partners. We’ve all been in partnerships – as a parent, child, husband / wife and, of course, in work. We have also all seen when these partnerships work, and when they falter – with miscommunication, misaligned expectations or incentives, one taking all the advantages while the other only gives of their energy and resources.
True partnership can feel vulnerable – it can take a lot to trust others to share responsibility and look beyond our own interests to appreciate the bigger picture. However, this openness fosters collaboration and efficiency, resulting in meaningful change.
This is why it is so positive to see Clara Swinson be appointed as the Prime Minister’s Criminal Justice Advisor and Second Permanent Secretary in the MoJ. The speed at which this appointment was made following the publication of Part II of Leveson’s review demonstrates real intent to change the structure of how the CJS operates today and provides a clarity of reporting that didn’t exist before. Now, the disparate organisations in the CJS directly report to the Prime Minister, through the Criminal Justice Advisor.
Executed well, this mandate will enable and encourage departments to come together, in partnership, to see the bigger picture and plan programmes of work with clarity on objectives and priorities.
We’ve previously demonstrated how this type of governance could be enabled by a digital twin; a data-powered model that brings together cross system data and decision intelligence capabilities. This technology could provide an overview of performance of the system against metrics, simulate scenarios of how policy interventions could play out, use this and historic data to optimise and (if fully integrated) push that decision to the various systems to enact that intervention. This approach would allow the system to simulate and understand the cost and benefit of policy decisions across the impacted organisations in a way that is not possible in the fragmented systems we use today.
Importantly, the power of bringing data together like this creates transparency, openness and trust: key decision makers can see their information and data objectively in the system and interrogate where there are bottlenecks or unintended consequences. They will understand where they’ll face an increase in demand but understand where exactly in the overall system they’ll need to intervene to reduce tension elsewhere. This goes beyond recommendation 54, by enhancing interoperable data sets with the power of AI combined with ‘human in the lead’ (not just in the loop!) - to direct decision making in the most efficient way.
In addition to this, the opportunities for AI and automation to transform processes and productivity across the CJS are endless. Leveson cites a number in his review: scheduling and listing, summarisation, accelerating targeted investigation of the realms of digital evidence now available, improving case file quality, disclosure and many more.
Other opportunities for efficiency lie in the technology that supports individuals as they make their way through the system. It is well known and reported on that the justice estate is creaking (where the £287m announced will be very welcome) but what is less reported on is how far behind the courts system is from a digital experience that we all expect today; whether that is joining key hearings or trials remotely, accessing jury bundles on tablets or even such simple things we expect in everyday life, such as diary notifications, scheduling, receiving updates via email or text of key developments in our cases or being redirected to other areas of support.
Accenture worked with the CPS to develop the business case for digitising jury bundles and our findings identified millions of pounds of savings and pages of paper if implemented nationally. Given these savings, imagine the opportunity the introduction of other digital solutions could bring; both the potential time saving and the improved experience and trust from citizens that their justice system is modern, up to date and a priority to maintain it to a high standard. Beyond this, a unified digital approach must also look upstream. Out of Court Resolutions - Leveson's first recommendation (although he makes clear they are not ordered) - represent a significant opportunity to address demand at its source, and technology is a key lever in equipping frontline officers to make consistent, confident diversion decisions at pace, before cases ever reach the courts.
The findings from the Annual Victims Survey are stark:
The criminal justice system can only operate effectively if victims engage in it. Victims will only engage in it if they have trust and confidence in it.
The implementation of the structural changes (Part I) and efficiencies (Part II) that Leveson recommends will go a long way to rebuild trust. However, trust can only be rebuilt when citizens see, feel and experience the change.
This can come through very simple measures: better (digital) communication, clear signposting, as well as larger, less immediately visible data and AI changes that ladder up to deliver the major outcomes that these system-wide improvements will deliver.
Whether you are a public sector agency in the CJS, in the private sector or the third sector, we all have a stake in this transformation and a role to play.
Leveson reminds us that "more money and efficiency measures alone will not be sufficient". We need a combination of structural reform, sustained investment, and a cultural shift toward collective ownership and true partnership.
I’d love to continue this conversation. Let’s stop talking about partnerships in the abstract and start building the Single Justice System that our society deserves.