21 Accepted

The Department stressed that it awarded its contracts for the new services on time and...

Conclusion
The Department stressed that it awarded its contracts for the new services on time and on budget, and the National Audit Office found that it had laid the foundations for a better service. The NAO also found that the transition to the new services was relatively smooth, with only 5% of asylum seekers having to relocate, compared to 10% when contracts transitioned to COMPASS in 2012.57 However, a number of stakeholders wrote to us to describe how the Department and its providers do not adequately focus on the needs and circumstances of vulnerable people. For example, the British Refugee Council described how asylum seekers were dispersed to areas that have few or no legal aid providers locally, resulting in delays in accessing legal advice.58 Doctors of the World described how the provision of healthcare within initial accommodation was insufficient to meet the needs of asylum seekers, who often cannot access mental health support or counselling services.59
Government Response Summary
The government agrees with the committee's finding and, in response, is taking steps to improve engagement with stakeholders and local partners through consultation, lessons learned exercises, and the development of a Directorate Engagement Strategy to address identified shortcomings.
Government Response
Accepted
HM Government Accepted
1.1 The government agrees with the Committee’s recommendation. Ta rget implementation date: February 2021 1.2 There are clear and established mechanisms for national and local engagement between the Home Office (the department) and its stakeholders and partners. UK Visas and Immigration (UKVI) has dedicated MP account management teams. There is a national structure for engagement with local authorities headed by a Chief Executives group, and a national structure for engagement with the third sector headed by a Strategic Engagement Group. The department and its accommodation providers also engage intensively at a local level. These fora generally work well and are effective, although they have not always met the needs of stakeholders, especially during the initial period of the Covid-19 pandemic. 1.3 The department has listened to the feedback of the Committee and stakeholders and taken further steps to improve its engagement work. The department has also recently been consulting stakeholders on how to make its engagement more effective and is conducting lessons learned exercises to look at how it can be improved further. This will be reflected in the Directorate Engagement Strategy which will be shared with stakeholders.
Addressee Bodies
HM Treasury
Timeline
Recommendation age 5.7 yrs
Report published 20 Nov 2020