Hmpo business plan 2014-15

We have tightened up legislation, increased credibility interviewing and toughened enforcement against those who break our immigration laws. Alongside this we need to build much stronger capability around digital, both to support our existing plans and to start working towards moving many more of our public facing services and internal functions to digital delivery by Structures to establish a knowledge repository and to co-ordinate wider and cross-government interactions are being established, and a new senior level steering group is looking at how best to translate horizon scanning products into policy and operational impact.

Meet our public commitments and improve our performance Consistent competence means that we do what we say we will do, and keep our promises. A new core management development programme is being created for all staff in the department.

HMRC's business plan: 2014 to 2016

Our improvement plan explains how we will help make that happen. Given the budget deficit, we also need to operate with much less financial support from the taxpayer, while continuing to meet public expectations of our critical national functions and services.

The service is on track to close casework backlogs of workable cases in the temporary and permanent migration functions by Aprilwhilst continuing to roll out premium services across visa operations in key growth markets and improve decision quality. We have very many highly committed and hard working staff and we want people to be proud to work here.

How will we make this happen?

Home Office Improvement Plan

Staff and stakeholders alike have also told us that we need to do more to address public perceptions of the department and to tell the story of what we achieve, as well as acknowledging openly where we need to improve. This is, though, an area where we want to do more, particularly to harness staff experience in solving problems and generating ideas, and develop new approaches to delivery, working with external partners.

People feel strongly that we need to do more to tell positive stories about our achievements. We also have a series of further projects under way, working with other departments and commercial partners, to deliver services more cost effectively for the future.

We are working with key suppliers to disaggregate services and move progressively away from the expensive monolithic contracts of the past to a more commoditised approach to IT, using more cloud-based services, shared hosting and common networks. To deliver this ambition, the Executive Management Board has agreed eight areas for action, designed to drive forward the changes we need across the organisation.

We have also taken decisive action to reform staff pay, terms and conditions. I take huge pride in the daily achievements of the quarter of a million public servants who work in policing and criminal justice, security and intelligence, at the border, in the immigration system and in the enabling functions who support them.

Efficiency and innovation Summary We have a strong track record on meeting our spending reduction commitments. More efficient and innovative ways of working are now being developed to ensure that negative immigration decisions have consequences.

HEFCE business plan 2015-2020

The staff survey shows that, while overall engagement has risen, we still need to do more to support and engage our staff, particularly in leading and managing change. Previous reviews have highlighted this as a priority for development.

It will then establish a core analytical service to the Home Office more widely, to help drive a step change in the way we use data in future. We will be hmpo business plan 2014-15 by default, with shared, integrated systems and high quality data supporting our operations and policy-making.

The HA has projected in its latest budget and forecast exercise for the period to that it will have sufficient financial resources to meet its recurrent expenditure and implement its current public housing construction programme and maintenance programme in the period.

Enhanced powers, a joined up intelligence and management information system, and a comprehensive training strategy will ensure staff have the authority, tools and skills they need, contributing to the wider professionalisation of the Home Office workforce. We tend to rely on traditional methods of engagement and staff based outside the capital still feel that we are too headquarters-focused.

Internally, new online services for finance and workforce planning, and talent management, are in planning, to supplement the digital services provided through Adelphi and its associated business intelligence functions. Effective staff engagement is ever more critical in the current climate of uncertainty.

The commercial, project and programme management, finance, IT and digital professions all have capability building programmes in place.

To view this licence, visit nationalarchives. Strategic risk and leadership of change Summary Although we have a mature risk framework, we would benefit from a more systematic approach to reducing organisational risk, tackling the root causes of issues, and learning from experience.

The new uniform will give Border Force officers a single identity. From a people and skills perspective, we will deliver a modern, flexible workforce through a robust workforce planning model, the utilisation of seasonal workforce and a single set of terms and conditions.Joint inspection business plan /16 In addition, in all of our inspections we have regard to three cross-cutting issues which are fundamental to success and effectiveness in the above activities, namely.

For the highways sector By the highways sector HMEP Annual Plan /15 Improving highways efficiency Our plan of work and priorities December Home Office Improvement Plan Published 6 February In /15 we will give additional powers to the Independent Police Complaints Commission and strengthen Her Majesty’s Inspectorate of.

The business plan for /15 contains further ambitious steps for the OPG to pursue, especially in line with our status as one of the 25 pan-government digital exemplars. Over the next 12 months we will be providing more digital tools for those who use.

This business plan sets out what HM Revenue and Customs (HMRC) HMRC's business plan: to This business plan sets out what HM Revenue and Customs (HMRC) is going to do over the next. HEFCE business plan The Higher Education Funding Council for England (HEFCE) aims to create and sustain the conditions for a world-leading system of higher education which transforms lives, strengthens the economy, and enriches society.

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Hmpo business plan 2014-15
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