Ineffective Staff Deployment
Failure to effectively deploy staff to meet service users' needs, coupled with unclear or inadequate training and induction records.
274 items
13 sources
9 inquiries
Source spread
Where this theme appears
Ineffective Staff Deployment has been flagged across 13 independent accountability sources:
26 inquiry recs
21 PFD reports
57 committee recs
33 CQC actions
35 HMICFRS recs
6 ICIBI recs
9 PPO recs
3 IOPC recs
11 NAO recs
42 IMB recs
4 Article 2 learning points
14 detention investigation recs
13 LGO/SPSO decisions
When the same issue appears across inquiries, coroner reports, and regulators independently, it indicates a recurring issue across the public record.
Browse by source
Source-grouped records are useful for tracing where a concern came from. Large sections show the 50 strongest matches for that source; counts still show the full theme total.
Inquiry Recommendations (26)
MAI-93 — 24-hour qualified command structure rostering
Recommendation: The College of Policing and His Majesty's Inspectorate of Constabulary and Fire and Rescue Services should ensure that each police service has in place a system that means appropriately qualified and experienced personnel are rostered 24 hours each day so …
Gov response: The Home Secretary made a written statement to Parliament on 3 November 2022 following publication of Volume 2, acknowledging the findings on emergency response failures and stating the government would work with emergency services to …
Accepted
In progress
MAI-82 — Allocate best-trained operators to Major Incident roles
Recommendation: North West Fire Control should review how it allocates the best-trained and most suitable Control Room Operators to roles during a Major Incident. It should consider whether it is beneficial to allocate a Control Room Operator to monitor communications on …
Gov response: The Home Secretary made a written statement to Parliament on 3 November 2022 following publication of Volume 2, acknowledging the findings on emergency response failures and stating the government would work with emergency services to …
Accepted
In progress
MAI-76 — Review HART mobilisation policies
Recommendation: North West Ambulance Service should review its policies for mobilising the Hazardous Area Response Team resource, to ensure that this team is available as soon as possible for an emergency where its specialist skills are required.
Gov response: The Home Secretary made a written statement to Parliament on 3 November 2022 following publication of Volume 2, acknowledging the findings on emergency response failures and stating the government would work with emergency services to …
Accepted
MAI-72 — Review NWAS Tactical Advisor rostering coverage
Recommendation: North West Ambulance Service should review how it rosters Tactical Advisors and National Interagency Liaison Officers so as to ensure that there is adequate geographical coverage enabling those on duty to arrive promptly at the scene of any Major Incident.
Gov response: The Home Secretary made a written statement to Parliament on 3 November 2022 following publication of Volume 2, acknowledging the findings on emergency response failures and stating the government would work with emergency services to …
Accepted
MAI-6 — Ensure Airwave Tactical Advisors availability
Recommendation: All police services should ensure that they have made adequate provision for Airwave Tactical Advisors, in particular that an identified Airwave Tactical Advisor is either on duty or on call at all times.
Gov response: The Home Secretary made a written statement to Parliament on 3 November 2022 following publication of Volume 2, acknowledging the findings on emergency response failures and stating the government would work with emergency services to …
Accepted
In progress
R13 — Clear nursing responsibility line
Recommendation: Health Boards should ensure that there is a clear and effective line of professional responsibility between the ward and the Board.
Gov response: Section 2.2 of the Scottish Government's response addresses leadership and management structures. It highlights the strengthened role of senior charge nurses through the Leading Better Care initiative, which provides a template for developing their role …
Accepted
ETI-3 — Staffing Guidance
Recommendation: Guidance should address: circumstances for civil servant transfers within government; which positions may use agency staff; and whether temporary contracts suit positions unfillable by permanent staff.
Gov response: The Scottish Government stated that guidance similar to that suggested is already in development. Source: Transport Secretary Statement, 2 November 2023.
Accepted in Part
No update 2+ yrs
9 — Improve joint working between hospital sites
Recommendation: The University Hospitals of Morecambe Bay NHS Foundation Trust should identify an approach to developing better joint working between its main hospital sites, including the development and operation of common policies, systems and standards. Whilst we do not believe that …
Gov response: [A] Recommendations for the Trust Recommendations for the Trust: 1-18 1. The Morecambe Bay Investigation found that there were serious failures in clinical care at University Hospitals Morecambe Bay NHS Foundation Trust, causing avoidable harm …
Accepted
5 — Promote effective multidisciplinary team-working
Recommendation: The University Hospitals of Morecambe Bay NHS Foundation Trust should identify and develop measures that will promote effective multidisciplinary team-working, in particular between paediatricians, obstetricians, midwives and neonatal staff. These measures should include, but not be limited to, joint training …
Gov response: [A] Recommendations for the Trust Recommendations for the Trust: 1-18 1. The Morecambe Bay Investigation found that there were serious failures in clinical care at University Hospitals Morecambe Bay NHS Foundation Trust, causing avoidable harm …
Accepted
MAI-10 — Resolve paramedic-driver shortage in mass casualties
Recommendation: A significant issue in a mass casualty situation is that all of those paramedics who have arrived in ambulances may be required for the treatment of casualties, so that no paramedic is available to drive patients to hospital. The Department …
Gov response: The Home Secretary made a written statement to Parliament on 3 November 2022 following publication of Volume 2, acknowledging the findings on emergency response failures and stating the government would work with emergency services to …
Accepted
In progress
FENN-96 — Allocate physically suitable staff to roles, ensuring station safety balance
Recommendation: London Underground shall only allocate staff to a role for which they are physically suitable. In the cause of safety, a proper balance must be ensured at each station.
Unknown
FENN-92 — Appoint only qualified relief supervisory staff to stations
Recommendation: Relief supervisory staff shall only be appointed to a station for which they are qualified.
Unknown
FENN-91 — Appoint and train station 'landlords' with total management responsibility
Recommendation: A station 'landlord' shall be appointed and trained to have total management responsibility at each major station or group of smaller stations.
Unknown
FENN-80 — Ensure adequate staffing by suitably trained personnel in station operations rooms
Recommendation: Station operations rooms shall always be adequately staffed by suitably trained personnel.
Unknown
FLIX-210 (i) — Exercise special care when making decisions during important post vacancies
Recommendation: That when an important post is vacant special care should be exercised when decisions have to be taken which would normally be taken by or on the advice of the holder of the vacant post. This, in the present instance, …
Unknown
R31 — Staffing and skills mix review
Recommendation: Health Boards should ensure that the staffing and skills mix is appropriate for each ward, and that it is reviewed in response to increases in the level of activity/patient acuity.
Gov response: Section 4.1 of the Scottish Government's response details the development and mandatory use of ground-breaking nursing and midwifery workload and workforce planning tools across all NHS boards. These tools help determine the number of nurses …
Accepted
R17 — Ward admission responsibility
Recommendation: Health Boards should ensure that where there is risk of cross infection, the nurse in charge of a ward has ultimate responsibility for admission of patients to the ward or bay.
Gov response: Section 2.1 of the Scottish Government's response details the Standard Infection Control Precautions (SICP) which are basic infection prevention and control measures. One of the ten SICPs is "Patient placement in wards and bays," directly …
Accepted
R8 — Reorganisation management structure
Recommendation: In any major structural reorganisation in the NHS in Scotland the Board or Boards responsible should ensure that an effective and stable management structure is in place.
Gov response: Section 2.2 of the Scottish Government's response emphasizes that leaders and managers at all levels are responsible for quality of care and that investment is needed in leadership and management. Work is ongoing locally and …
Accepted
ETI-19 — Collaborative Delivery
Recommendation: At all stages of the project there should be a collaborative approach to delivering it, including co-location of representatives from each organisation relevant to the particular stage, enabling issues to be addressed and resolved at the earliest opportunity, minimising risk …
Gov response: Council Leader Cammy Day stated: 'We know that serious mistakes were made in the construction of the original tram line.' The Council broadly agrees with Lord Hardie's recommendations but notes improvements were already implemented for …
Accepted
No update 2+ yrs
ETI-18 — Effective Communication and Reporting
Recommendation: There should be effective communication and reporting at all stages of the project, including accurate progress reports to councillors and stakeholders, with clear escalation procedures for issues that may affect cost, programme or scope.
Gov response: Council Leader Cammy Day stated: 'We know that serious mistakes were made in the construction of the original tram line.' The Council broadly agrees with Lord Hardie's recommendations but notes improvements were already implemented for …
Accepted
No update 2+ yrs
RHI-24 — Staff Move Sequencing
Recommendation: Senior managers in the Civil Service must take responsibility for guiding and, where necessary, sequencing the timing of staff moves so that continuity of business is secured. This includes allowing sufficient time for transferring staff to hand over, and discuss …
Gov response: [Note: The NI Executive responded to recommendations 8-18, 24, 26-28, 32b, 34-36 together as a group under the 'Professional Skills, Resourcing, Record Keeping and Raising Concerns' themes.] NI Executive Response (October 2021): These recommendations can …
Accepted
No update 2+ yrs
BAHA-41 — Detention Sergeant Role
Recommendation: On operations where CPErS may be taken there should be a Senior Non-Commissioned Officer (NCO) who acts as the 'Detention Sergeant' who has responsibility for the administrative aspects of CPErS handling. In most cases, it would be appropriate for the …
Gov response: Accepted. The Detention Sergeant role has been established for operations involving CPErS.
Accepted
BAHA-40 — Battlegroup Detention Officer
Recommendation: Each Battlegroup should have a 'Detention Officer' being a commissioned officer within Battlegroup Headquarters. The role should encompass coordination and management of CPErS; acting as a focus on CPErS matters during mission specific training; ensuring correct handling of CPErS; assisting …
Gov response: Accepted. The role of Battlegroup Detention Officer has been established.
Accepted
JB-15.14 — Require trained CMP manager for covert monitoring posts
Recommendation: CMPs should not be established without the appointment of a properly trained CMP manager, whose responsibility it should be to appoint a team of CMOs, once satisfied from proper assessment as to their qualifications and ability.
Gov response: MPS formally responded on 28 October 2022 (paras 24-25). Guidance issued reaffirming Surveillance MoS 2021 position: only trained officers may perform CMP roles; no CMP without accredited CMP Manager.
Accepted
14 — Review clinical leadership arrangements
Recommendation: The University Hospitals of Morecambe Bay NHS Foundation Trust should review arrangements for clinical leadership in obstetrics, paediatrics and midwifery, to ensure that the right people are in place with appropriate skills and support. The Trust has implemented change at …
Gov response: [A] Recommendations for the Trust Recommendations for the Trust: 1-18 1. The Morecambe Bay Investigation found that there were serious failures in clinical care at University Hospitals Morecambe Bay NHS Foundation Trust, causing avoidable harm …
Accepted
7 — Audit maternity and paediatric services
Recommendation: The University Hospitals of Morecambe Bay NHS Foundation Trust should audit the operation of maternity and paediatric services, to ensure that they follow risk assessment protocols on place of delivery, transfers and management of care, and that effective multidisciplinary care …
Gov response: [A] Recommendations for the Trust Recommendations for the Trust: 1-18 1. The Morecambe Bay Investigation found that there were serious failures in clinical care at University Hospitals Morecambe Bay NHS Foundation Trust, causing avoidable harm …
Accepted
PFD Reports (21)
Keith Samuel Peters
Concerns: Inefficient case allocation and lack of prioritisation for assessments, combined with no system to reallocate cases when officers cannot meet deadlines, caused significant delays.
Response (Bolton Council): Bolton Council has cascaded lessons learned and has an action plan in place to improve systems, processes, and officer training, which they will oversee the full implementation of.
Responded
Henry Marsh
Concerns: The Home Treatment Team was overloaded with excessive patient caseloads, hindering effective multi-disciplinary meetings and compromising patient care.
Response (Department of Health): The Department of Health acknowledges the concerns about the Home Treatment Team's caseload and refers the Coroner to existing national guidance and resources for Crisis Home Treatment Teams. NHS England …
Responded
Olive Nugent
Concerns: Falls activator device responses were delayed due to subjective prioritisation and insufficient staffing, particularly for non-verbal users, leaving vulnerable individuals without timely assistance.
Overdue
Blaise Farry
Concerns: Insufficient staffing levels at HMP Wormwood Scrubs prevent the implementation of a nominated Officer scheme, despite prior recommendations, impacting prisoner welfare and safety.
Overdue
Ethan Johnson
Concerns: There was a critical lack of leadership and support for junior staff managing an abnormal CTG trace, compounded by a hierarchical system preventing timely consultant attendance.
Response (Milton Keynes University Hospitals NHS): The Trust has strengthened the preceptorship period for newly qualified midwives, implemented 2-hourly 'intentional rounding' by a Band 7 Coordinator, and implemented a daily 'safety huddle' on the delivery suite.
Responded
Jasmine Lapsley
Concerns: Emergency services in rural NW Wales suffer from a lack of nighttime air support, ineffective rostering and communication for Community First Responders, and inadequate resource planning for seasonal population increases.
Response (Welsh Ambulance Service NHS Trust): This response is not classifiable due to being unreadable.
Response (Welsh Government): The Welsh Air Ambulance is expanding by an additional helicopter in July 2016 and has funding for three more in early 2017. The Welsh Ambulance Services NHS Trust has piloted …
Responded
Jamie Fairclough
Concerns: Excessively high caseloads for Care Co-ordinators, often exceeding 75-80 service-users, compromised the quality of patient care and staff's ability to manage their responsibilities.
Overdue
Errol Mann
Concerns: The Intensive Care Unit experienced severe and persistent staffing shortages, including Clinical Fellows, which directly compromised patient care and diverted consultant time from clinical duties.
Overdue
Kathryn Richmond
Concerns: The ambulance service's non-staggered shifts meant multiple ambulances were unavailable for calls during simultaneous meal breaks, critically reducing resources and delaying emergency response.
Response (Department of Health): The Department of Health notes the concerns and states that ambulance services are aware of the need to stagger meal breaks and regularly review their rostering systems and that AACE …
Overdue
Sharon Grierson
Concerns: There was a lack of appreciation for capnography readings, poor coordination, and senior staff lacked experience in crisis situations, highlighting a need for better training in emergency management.
Response (North Cumbria University Hospitals NHS Trust): The Trust has already taken action by identifying that all relevant staff should undergo emergency scenario training and simulation, including human factors training for difficult airway management in emergency situations, …
Response (Department of Health): The Department of Health notes that the Trust has an action plan in place that includes measures to ensure there are clear departmental guidelines based on the DAS's guidance, and …
Responded
Faye Allen
Concerns: Ambiguous interpretation of national ambulance service guidance led to inflated medical staffing numbers at events by including non-frontline first aiders, significantly reducing actual direct medical provision.
Response: The HSE raised the concerns regarding medical provision at events with representatives from the entertainment industry and will send the concerns and their letter to relevant Local Authority bodies.
Overdue
James Francis
Concerns: Critical patient information, including a recent fall and observation requirements, was not effectively communicated during shift handovers. There were also significant delays in seeking medical attention for deteriorating health and insufficient information provided to paramedics.
Response (National Institute for Health and Care Excellence): NICE is undertaking a surveillance review of its head injury guideline (CG176) and the review is likely to conclude that an update is required to clarify that the guideline applies …
Response (Shaw Healthcare): Shaw Healthcare has revised shift handover meetings, monitoring and management checks, GP/111 call procedures, information given to paramedics, and staff training, and has created a Falls Management Policy. They have …
Responded
Lesley Mawby
Concerns: Persistent staffing shortages in the dietetic team lead to delayed patient assessments on weekdays and a complete lack of weekend service.
Response (Stockport NHS Foundation Trust): The Trust has implemented twice-daily triage by a senior dietitian, prioritising patients, and is updating its enteral feeding policy with specific guidelines for administration.
Response (Stockport Clinical Commissioning Group): The CCG is satisfied with the Trust's response, and has requested a commissioning led review to ensure service levels can be consistently delivered.
Responded
Henry Holcombe
Concerns: The Trust's staff are consistently failing to comply with therapeutic engagement and observation policies, especially regarding night-time monitoring of patients.
Response (Sussex Partnership NHS Trust): The Trust has strengthened internal monitoring, enhanced training (including for agency/bank staff), and now reviews policy compliance weekly by the Ward Manager and monthly by the Matron. They are also …
Responded
Rebecca Pykett
Concerns: The Community Mental Health Team failed to properly allocate and ensure Care Co-Ordinators fulfilled their roles, leading to inadequate patient care and missing care plans.
Response (NHS England): NHS England acknowledges concerns about care coordination and highlights ongoing work to improve community mental health services, including developing new integrated care models and a 4-week waiting time standard for …
Response (North Staffordshire Combined Healthcare): The trust plans to review its Care Coordinator Management Policy and develop a training package outlining staff roles and responsibilities, with implementation expected by June/July 2022.
Responded
Jack Taylor
Concerns: Mill View Hospital critically lacks staff and transport to safely return absconding mental health patients, over-relying on police. Ineffective joint policies and poor communication between hospital and police hinder the swift recovery of high-risk individuals.
Response (Sussex Police): Sussex Police is co-developing a Missing Persons Template with SPFT to improve information sharing and is reviewing existing training for Sergeants on missing person investigations, with potential enhancements. The force …
Response (Sussex Partnership NHS Foundation Trust): Sussex Partnership NHS Foundation Trust, working with Sussex Police, established a working group to improve the joint response to patients absent without leave, proposing solutions including a Missing Persons Template …
Responded
Benjamin Stroud
Concerns: A patient's case was not referred to the Multi-Disciplinary Team, denying essential psychiatric input, as the Care Coordinator made un-documented clinical decisions regarding referrals, posing a significant risk.
Overdue
Charlotte Comer
Concerns: The Trust suffered from severe understaffing, leading to excessive care coordinator caseloads and fragmented patient care. A senior clinician unilaterally overrode a Multi-Disciplinary Team decision, highlighting a lack of robust procedural oversight.
Response (Herefordshire and Worcestershire Health and Care NHS Trust): The Trust has implemented a new process for funding arrangements for specialist services, including weekly MDT meetings, clear documentation of decisions, and escalation procedures for disagreements. This process has been …
Responded
Roy Walklet
Concerns: Hospital policy prevented a crucial gastroscopy until a ward bed was available. A consultant was also unaware of patient allocation because the patient remained in A&E, delaying critical review.
Overdue
Patricia Walton
Concerns: Insufficient medical cover over a bank holiday period meant no doctor assessed the patient for four days, highlighting a lack of attention to subtle care needs beyond emergencies.
Response (NHS England): NHS England acknowledges the concerns regarding insufficient medical staffing during the New Year bank holiday. They refer to the 7-Day Hospital Services Programme and the NHS Long Term Workforce Plan …
Response (University Hospital of Leicester): The hospital trust has changed its electronic prescription system for anticoagulation, recruited new staff for an anticoagulation review service, included anticoagulation in its PSRIF, and increased medical staffing with consultant …
Responded
Lindy Aston
Concerns: A critically ill patient requiring urgent splenectomy was not operated on at Kettering General Hospital, despite the capability, resulting in a 24-hour delay and transfer that likely contributed to her death.
Response (Kettering General Hospital NHS Foundation Trust): Kettering General Hospital NHS Foundation Trust has implemented a Standard Operating Policy (SOP) addressing emergency theatre capacity and the safe staffing of emergency theatres, monitors theatre use through daily safety …
Responded
Committee Recommendations (57) — showing 50 strongest matches
#22 — HMRC attributes decreased compliance productivity to onboarding new, less experienced staff.
Recommendation: As its compliance productivity had fallen, we asked HMRC whether it could reassure us that it was delivering value for money. It said when it brings in new compliance resource it expects to see a dip in productivity before recovering. …
Gov response: 3.1 The government agrees with the Committee’s recommendation. Recommendation implemented 3.2 HMRC has written to the Committee alongside this Treasury Minute response. 3.3 In 2023-24, HMRC secured record compliance yield of £41.8 billion compared to …
Accepted
#21 — HMRC’s compliance productivity has fallen despite increased staffing investments.
Recommendation: HMRC’s main measure of the performance of its compliance work is through tracking compliance yield arising from its interventions.38 In December 2022, the NAO reported that HMRC’s compliance work offers good value for money.39 In the five years prior to …
Gov response: 3.1 The government agrees with the Committee’s recommendation. Recommendation implemented 3.2 HMRC has written to the Committee alongside this Treasury Minute response. 3.3 In 2023-24, HMRC secured record compliance yield of £41.8 billion compared to …
Accepted
#3 — HMRC's compliance productivity has significantly declined despite increased investment.
Recommendation: HMRC’s compliance productivity has declined, despite its increased focus on prevention and investment in digital systems and higher–skilled staff. HMRC’s compliance work offers high returns and good value for money but its compliance returns have declined from over £1.4 million …
Gov response: The government agrees with the Committee’s recommendation. Recommendation implemented HMRC has written to the Committee alongside this Treasury Minute response. In 2023-24, HMRC secured record compliance yield of £41.8 billion compared to £34 billion in …
Accepted
#22 — Department reviewing resource allocation to align with Industrial Strategy priority sectors
Recommendation: We asked the Department about its overall priorities and whether it had aligned its resources accordingly. The Department explained that when the former DIT and BEIS merged, two sets of teams came together, which it structured around 10 economic sectors. …
Gov response: 5.1 The government agrees with the Committee’s recommendation. Target implementation date: Spring 2026 5.2 The department will ensure effective implementation of the Industrial Strategy. The Industrial Strategy Unit has transitioned into a permanent delivery unit …
Not Addressed
#21 — Departmental sector team staffing levels lack correlation with industry importance or spending
Recommendation: Following its formation in February 2023, the Department consolidated teams from the former BEIS and DIT into 25 sector-facing teams within its Business Group. These sector teams vary by size and grade distribution. The Department’s Business Group also has teams …
Gov response: 5.1 The government agrees with the Committee’s recommendation. Target implementation date: Spring 2026 5.2 The department will ensure effective implementation of the Industrial Strategy. The Industrial Strategy Unit has transitioned into a permanent delivery unit …
Not Addressed
#5 — Review internal structures and resourcing to align with Industrial Strategy objectives and emerging issues.
Recommendation: There is a risk that the Department is not set up internally to support the aims of the forthcoming Industrial Strategy and to respond to ongoing issues facing UK businesses. The composition of sector teams in the Department’s Business Group …
Gov response: The government agrees with the Committee’s recommendation. Industrial Strategy Unit has transitioned into a permanent delivery unit to coordinate implementation and policy development. The Industrial Strategy provides a framework to coordinate cross-government work to ensure …
Accepted
#21 — Significant variation in work coach headcount observed across different jobcentres and districts.
Recommendation: We followed this up by asking whether within districts there are areas that are performing better. The Department confirmed that within districts there is variation in headcount numbers at jobcentre level.47 The Department emphasised that it manages performance and attrition …
Response Pending
#11 — Redeployment of work coaches for health conditions reduces support for other Universal Credit claimants.
Recommendation: In March 2025, the government published a green paper, Pathways to Work, which set out proposals to reform health and disability benefits and employment support, with the aim of providing tailored employment, health and skills support for claimants with a …
Response Pending
#23 — Expand Jobcentre employer offer with DBT to promote better employment practices and diversity.
Recommendation: Jobcentres offer a golden opportunity for the Government to influence employers and to create more ‘good jobs’. DWP should work with the Department for Business and Trade to expand Jobcentre’s offer to employers. The two Departments should work together to …
Gov response: Accept DWP is actively working with the Department for Business and Trade (DBT) and departments leading Industrial Strategy Sectors to ensure our employment support offer is embedded within sector plans. This includes collaborating with DBT …
Accepted
#22 — Rebuild employer trust by setting Jobcentre engagement targets and recruiting specialist liaison officers.
Recommendation: DWP needs to rebuild trust with employers. This will require making better use of its network of Jobcentres and the employer advisers who work in them. To start, DWP should consider setting individual Jobcentres targets for engaging local employers. This …
Gov response: Partially accept We appreciate the emphasis on strengthening engagement with local employers and fully support the intent behind this recommendation. We agree that employer engagement is a critical lever for improving outcomes and recognise the …
Partially Accepted
#12 — Manage work coach capacity better by modelling demand and developing prioritisation frameworks.
Recommendation: We recommend that DWP looks at how to better manage work coach capacity, including modelling how its planned Jobcentre reforms will change demand for work coach time and capacity. In response to this inquiry, it should set out: • a …
Gov response: We recognise the importance of long-term employment outcomes and job quality to our claimants. Our Jobcentre Performance Framework is aligned with departmental priorities and Get Britain Working outcomes, supporting a focus on meaningful and sustainable …
Partially Accepted
#11 — DWP personalised work coach support plans lack clear strategy and evidence base.
Recommendation: We were encouraged to hear that DWP wants work coaches to have more time with claimants and to deliver more personalised support. Coaching that is tailored to the aspirations of the service user and that seeks to identify the unique …
Gov response: Do not accept Jobcentre capacity modelling is developed internally within the department. Our team works with analysts to estimate how long activities take, and with finance and modelling teams to calculate how many staff are …
Not Addressed
#10 — Undertake a detailed review of the work coach model, evaluating impact and empowering coaches.
Recommendation: Over the next year, DWP should undertake a detailed review of its work coach model. It should evaluate the difference work coach support makes to employment outcomes for different groups, identifying those who would most benefit from more support and …
Gov response: Accept The department recognises the importance of tailoring employment support to the needs of different groups. To date, we have developed patterns of support which target certain groups with specific needs, such as customers with …
Accepted
#9 — Work coaches are ineffectively deployed with insufficient time for personalised claimant support.
Recommendation: Work coaches are an incredible resource but they are currently being ineffectively deployed. Work coaches often do not have enough time with claimants to have an impact, with many appointments no more than 10 minutes long: not nearly enough to …
Gov response: The department has completed an internal review of the Claimant Commitment and from this we have developed a draft policy framework that aims to move the focus from compliance checking to genuine personalised employment support. …
Accepted
#16 — Border Force inadequately enforces personal import rules, lacking POAO understanding and focused teams.
Recommendation: Border Force is not adequately fulfilling its responsibility to enforce personal import rules relating to animal products; it has too many competing priorities and officers lack understanding of product of animal origin (POAO) rules and seizures. Border Force and port …
Gov response: Port health authorities already have enforcement powers under the Trade in Animals and Related Products Regulations (2011). As explained, we are currently not planning to extend these powers and the funding that is being provided …
Partially Accepted
#6 — Set out plan for effective deployment of skilled professionals in inclusive mainstream education.
Recommendation: As part of delivering a fully inclusive mainstream, the Government must set out how it will deliver, over time, a system in which highly skilled professionals, including educational psychologists and speech and language therapists, are less tied up in undertaking …
Gov response: The Department is working closely with DHSC and NHS England to improve access to community health services, such as speech and language therapy, for children and young people with SEND. As set out in the …
Accepted
#15 — Officer maintenance grant incentivises inefficient deployment of police officers in staff roles.
Recommendation: A number of stakeholders identified that the officer maintenance grant has led to police forces increasingly using officers in staff roles (that do not require a warranted police officer) – an expensive and inefficient practice.34 In written evidence, Leapwise estimated …
Gov response: 3.1 The government agrees with the Committee’s recommendation. Recommendation implemented 3.2 The government has listened to policing’s concerns about the financial and operational impacts of requiring forces to maintain a centrally set number of officers; …
Accepted
#15 — Caution against mandating widespread implementation of hub and spoke systems in pharmacies.
Recommendation: While hub and spoke arrangements may be beneficial to some pharmacies, we do not believe this is a ‘silver bullet’ in terms of efficiencies. We urge the Government not to assume that hub and spoke alone will deliver the extra …
Gov response: The Committee raises an interesting issue. MPharm students are outside of the scope of the Learning Support Fund (LSF) as it only applies to those courses which were eligible for the NHS Bursary prior to …
Partially Accepted
#6 — Protect the distinct role of careers advisors and develop their professional training pathway
Recommendation: As part of the new service, DWP should protect the distinct role and skills of careers advisors. It will also need to define the future relationship between careers advisers and work coaches, which will be critical to the success of …
Gov response: The government recognises the importance of providing clarity and reassurance to employees and National Careers Service contractors during the transition period to the new integrated Jobs and Careers Service. DWP is committed to working with …
Accepted
#5 — Integrating careers advice into Jobcentres risks undermining its distinct professional role
Recommendation: Integrating careers advice into Jobcentres is an exciting opportunity: the culture of careers advice, with its focus on the individual and long-term outcomes, offers a blueprint to improve the culture of Jobcentres. However, there are risks that DWP will have …
Gov response: a. On 16 September 2025, the Prime Minister issued a statement outlining the transfer of responsibility for adult careers from DfE to DWP. As a result, accountability for adult careers has transferred to DWP and …
Accepted
#67 — Develop joint SEND workforce plan to address shortages and re-deploy professionals therapeutically
Recommendation: The DfE and DHSC should urgently develop a joint SEND workforce plan to address shortages and build capacity across education, health, and care services. This should include explicit measures to deliver a shift in the deployment of educational psychologists, speech …
Gov response: The Department is working closely with DHSC and NHS England to improve access to community health services, such as speech and language therapy, for children and young people with SEND. As set out in the …
Partially Accepted
#18 — Inflexible police workforce model and poor wellbeing reduce productivity and increase costs.
Recommendation: Written evidence from Leapwise, Sir Stephen House and the City of London Police all highlighted how an inflexible workforce model can undermine police productivity.42 Leapwise highlighted how poor workforce wellbeing is reducing workforce capacity, identifying that the proportion of police …
Gov response: 3.1 The government agrees with the Committee’s recommendation. Recommendation implemented 3.2 The government has listened to policing’s concerns about the financial and operational impacts of requiring forces to maintain a centrally set number of officers; …
Accepted
#35 — Mandate CCRC senior leadership to establish a regular office presence and hybrid model.
Recommendation: We recommend that the senior leadership should have a regular presence in the office, particularly in light of recent events and the high-profile criticism directed at the Commission. In our view, it is imperative that the organisation moves towards a …
Gov response: CCRC staff are employed on terms and conditions determined by the CCRC as their employer. In relation to base of work, the CCRC is responsible for determining contractual locations in the best way so that …
Under Consideration
#34 — Senior leaders' regular physical presence crucial for conveying operational effectiveness.
Recommendation: The regular physical presence of senior leaders in the office conveys, to staff and stakeholders, that the leadership is present, operational and effective. (Conclusion, Paragraph 96)
Gov response: CCRC staff are employed on terms and conditions determined by the CCRC as their employer. In relation to base of work, the CCRC is responsible for determining contractual locations in the best way so that …
Under Consideration
#32 — Evaluate fully remote working's impact on CCRC efficiency, casework quality, and staff wellbeing.
Recommendation: Fundamentally, we question whether fully remote working is right for the Commission and urge the interim chair to evaluate its impact on the Commission’s efficiency, the quality of casework and on staff wellbeing and morale. (Recommendation, Paragraph 94)
Gov response: CCRC staff are employed on terms and conditions determined by the CCRC as their employer. In relation to base of work, the CCRC is responsible for determining contractual locations in the best way so that …
Under Consideration
#31 — CCRC's fully remote working model poses concerns for complex investigative casework and staff interaction.
Recommendation: We were shocked by the CCRC leadership’s decision—quite out of line with the rest of the public sector where hybrid working prevails—to turn the organisation fully remote. We struggle to understand how investigative case work, with its complexities and potential …
Gov response: CCRC staff are employed on terms and conditions determined by the CCRC as their employer. In relation to base of work, the CCRC is responsible for determining contractual locations in the best way so that …
Under Consideration
#25 — Review commissioner terms of appointment to enable greater contribution to CCRC operations.
Recommendation: We recommend that the terms of appointment for commissioners should be reviewed to enable them to make a greater contribution to the day-to-day running of the CCRC. (Recommendation, Paragraph 80)
Gov response: The 2019 Tailored Review of the CCRC4 noted that in December 2017 the Board directing the CCRC had 19 members made up of the Chair, 12 Commissioners, three SMT members and three Non-Executive Directors (NEDs). …
Under Consideration
#16 —
Recommendation: However, the IPA stated that many SROs manage more than one programme, and typically have four or five, which means they are “not being afforded the time in role to do the necessary work.”30 The IPA said that government needed …
Gov response: 5.1 The government agrees with the Committee’s recommendation. Target implementation date: August 2021 5.2 The government recognises the importance of appropriate training and continual professional development for all people working on major projects. For clarity, …
Under Consideration
#10 —
Recommendation: We are further concerned by the use of the UK Armed Forces as a ‘backfill’, employed to carry out civilian tasks by Departments which are seemingly unable to respond to crises themselves. This is compounded by the MOD’s failure to …
Gov response: The MOD contributes to UK resilience in a number of key areas, including relating to potential staffing difficulties that may occur in sectors such as law enforcement, prisons or firefighting. These contingency plans and arrangements …
Accepted
#28 — Probation Service faces severe strain, requiring prioritisation if offender volumes increase
Recommendation: MoJ assured us that it models the impact of any demand and supply measures on staffing levels and has governance structures in place to ensure the system can cope with proposed changes.93 However, HMPPS 84 Ministry of Justice, Economic and …
Gov response: 6.1 The government agrees with the Committee’s recommendation. Target implementation date: The department will update the Committee two months after the Independent Sentence Review publishes its final report. 6.2 Following the publication of the Government …
Not Addressed
#20 — Ninety-nine percent prison occupancy creates significant inefficiencies across the justice system
Recommendation: HMPPS told us that operating at 99% occupancy creates inefficiencies in the estate and wider justice system. For example, it explained that prisoners often arrive in the wrong part of the estate or wrong part of the country. This means …
Gov response: 5.6 The government agrees with the Committee’s recommendation. Recommendation implemented: April 2025 5.7 HMPPS recognises the challenges that capacity pressures have on providing a safe environment and can make it harder to effectively manage prisons. …
Accepted
#17 — Probation services already operating at 102% capacity, unable to absorb additional workload
Recommendation: HMPPS told us that probation officers and probation services officers were already dealing with a workload equivalent to 102% of capacity.60 We raised the potential impact on probation services if the sentencing review recommends alternatives to custody, possibly requiring more …
Gov response: 3.3 The government agrees with the Committee’s recommendation. Target implementation date: The department will update the Committee two months after the Independent Sentence Review publishes its final report. 3.4 HMPPS will provide an update within …
Not Addressed
#17 — Mandate Great British Railways to prioritise accessibility in future staffing level and location decisions.
Recommendation: The presence of staff is often a crucial determinant of the ability of disabled people to travel. Ahead of the establishment of Great British Railways and nationalisation of operating companies, the Department must be prepared to intervene where necessary to …
Gov response: The Department understands the important role that staff play in providing face-to-face services on the railways, especially to those who may need more support. Looking forward we want to see staff roles evolve, where appropriate, …
Not Addressed
#15 — Transport systems and staffing lack sufficient resilience for complex accessibility requirements.
Recommendation: Operators are at pains to emphasise the complexity of the systems they work within, especially when it comes to journeys involving multiple organisations or modes. But people are entitled to expect to be able to make complicated journeys to get …
Gov response: Work already begun includes the development of an Integrated National Transport Strategy which will bring together actors at the national, regional and local level to provide a unified passenger focused experience that delivers seamless and …
Not Addressed
#3 — Assess implications of maintaining police officer numbers on force efficiency and workforce flexibility.
Recommendation: Police forces have limited flexibility to recruit people with the skills they need. Since the Police Uplift Programme was established in 2019, the government has ringfenced funding on the condition that forces maintain officer numbers, allocating £270 million to forces …
Gov response: The government agrees with the Committee’s recommendation. Recommendation implemented The government has listened to policing’s concerns about the financial and operational impacts of requiring forces to maintain a centrally set number of officers; and have …
Accepted
#65 — Recruit 200 NRM decision-makers by end of 2023 and reduce attrition to 15%.
Recommendation: The Home Office must recruit the promised 200 National Referral Mechanism decision-makers by the end of 2023 and focus on reducing the attrition rate to 15%. This should be done through increased resourcing, training and support for ongoing staff, as …
Gov response: To reduce the average decision making time, we have significantly increased our workforce, including through a major recruitment exercise to further boost decision-maker numbers by around 200 staff. We have increased productivity and improved performance …
Partially Accepted
#64 — Address urgently the unacceptably high attrition rate of National Referral Mechanism staff.
Recommendation: Recruitment campaigns and the training of new National Referral Mechanism staff are welcome, and we look forward to the Home Office notifying us when the promised 200 new staff are recruited by the end of 2023. However, the attrition rate …
Gov response: To reduce the average decision making time, we have significantly increased our workforce, including through a major recruitment exercise to further boost decision-maker numbers by around 200 staff. We have increased productivity and improved performance …
Not Addressed
#14 — Pharmacist capacity in community settings limits the expansion of clinical services.
Recommendation: It is clear that pharmacists are already struggling to find the time they need for consultations with patients in often busy community pharmacy environments with competing priorities, despite their ambition to do more. Future service expansion must be conscious of …
Gov response: This summer we will publish a refreshed Long Term Workforce Plan to deliver the transformed health service we will build over the next decade, and treat patients on time again. Initial Education and Training (IET) …
Partially Accepted
#14 —
Recommendation: NHSE has estimated that the NHS was around 16% less productive in 2021 than before the pandemic.29 NHSE’s internal analysis indicated that this drop in productivity was not solely due to immediate pandemic pressures, but also resulted from staff being …
Gov response: 4.2 The actions in the NHS published Delivery Plan are targeted at increasing activity, managing demand or increasing productivity and NHS England carefully monitors progress against delivery targets at regular intervals. 4.3 The 2023-24 priorities …
Not Addressed
#17 —
Recommendation: HMPO had not planned for the large number of applications that needed to be transferred, and the process is labour-intensive for Sopra Steria Ltd., which has to move the applications from one system to the other. HMPO told us that …
Gov response: 4.1 The government agrees with the Committee’s recommendation. Recommendation implemented 4.2 The Home Office works to continually improve its ability to procure and manage third party suppliers, using lessons learned to further support the robust …
Not Addressed
#28 — Surge and Rapid Response Team provides immediate, high-quality, and flexible staffing solutions for departments.
Recommendation: We were told by the Departmental Head of Profession for the Home Office that a benefit of using the SRRT is that its staff can start straight away–for example, they are already security cleared, and can move around the world …
Gov response: 6. PAC conclusion: The Surge and Rapid Response Team (SRRT) is a valuable resource but should be there for genuine need and not as a containment for the lack of operational capability needed to deal …
Accepted
#13 — ODP membership heavily concentrated in five major central government departments.
Recommendation: The ODP’s focus is on its 290,000 members in the Civil Service. These members work within central government organisations or arm-length bodies within those organisations. Around 80% of ODP members work in just five government departments: the Ministry of Justice, …
Gov response: There are over 290,000 members of the ODP across central government. It is the largest profession in government; it has members in all organisations and is based in all regions. Its members are the public …
Under Consideration
#38 — Neighbourhood policing repeatedly side-lined and undermined by operational abstractions and other actions.
Recommendation: There was widespread agreement among our witnesses that neighbourhood work was the bedrock of policing. But too often it is side-lined by abstractions or otherwise undermined, for example where officers are taken away from their usual duties to respond to …
Gov response: 96. NPCC have agreed a consistent approach to the national staff support associations. They are currently conducting a review of diversity staff support networks in policing to assess consistency of governance arrangements and how forces …
Under Consideration
#47 — NCA resources diverted from modern slavery, impacting UK and international anti-trafficking efforts.
Recommendation: The National Crime Agency’s (NCA) remit is not only international but also includes internal organised crime group threats. The NCA’s work has been mostly diverted to focus on tackling smuggling upstream, in line with the Government’s focus on organised immigration …
Gov response: Modern slavery remains a priority for the National Crime Agency and police forces across England and Wales. As set out in the introduction, given the close links between modern slavery and migration, with around three-quarters …
Under Consideration
#11 —
Recommendation: Problems with the programme were compounded by instability among its senior leadership. The programme had four different Senior Responsible Owners (SRO) between 2014 and 2020, with the current SRO being the longest serving after just over 2 years in post.21 …
Gov response: 3: PAC conclusion: The Department’s failure to deliver the Digital Services at the Border programme by March 2019 was caused by a lack of effective leadership, management and oversight. 3: PAC recommendation: The Department should …
Under Consideration
#7 —
Recommendation: The quality of claimants’ experience with the Department and whether they receive the right support will depend on the Department’s ability to integrate the additional 13,500 new work coaches into its organisation and manage their performance effectively. The Department’s employment …
Gov response: 7.1 The government agrees with the Committee’s recommendations. Target implementation date: December 2022 7.2 The department systematically gathers feedback on customer satisfaction through its Customer Experience Survey, which it carries out annually. This measures customers’ …
Not Addressed
#26 —
Recommendation: The Treasury told us that at this stage the challenge of how best to achieve these reductions is in the hands of individual departments. It explained that each department is itself best placed to understand the resourcing requirements needed to …
Gov response: 6.1 The government disagrees with the Committee’s recommendation. 6.2 The Prime Minister has confirmed that, rather than a top-down headcount reduction target, department should look for the most effective ways to secure value and maximise …
Not Accepted
#25 —
Recommendation: This scale of these proposed cuts has the potential to bring about significant consequences for service delivery, both in regard to the quality and efficiency of delivery and the range of services it will be possible to provide. At the …
Gov response: 6.1 The government disagrees with the Committee’s recommendation. 6.2 The Prime Minister has confirmed that, rather than a top-down headcount reduction target, department should look for the most effective ways to secure value and maximise …
Not Accepted
#24 —
Recommendation: Staff cuts will inevitably involve a quantity of associated costs, including redundancy costs, that the government will have to pay out. We questioned the Treasury as to what the total cost of these payments was likely to be, and although …
Gov response: 6. PAC conclusion: Government has not yet set out the consequences of announced Civil Service staffing reductions. 6. PAC recommendation: HM Treasury and the Cabinet Office should prepare a clearly articulated and costed plan based …
Not Accepted
#23 —
Recommendation: In May 2022, the government announced its intention to cut 91,000 jobs from the civil service over the next three years, with the aim of returning to 2016 staffing levels.70 The 2021 Spending Review had already confirmed the need for …
Gov response: 6. PAC conclusion: Government has not yet set out the consequences of announced Civil Service staffing reductions. 6. PAC recommendation: HM Treasury and the Cabinet Office should prepare a clearly articulated and costed plan based …
Not Accepted
CQC Inspection Actions (33)
Anglia Care
Systems had not been established to ensure staff were appropriately deployed and skilled to undertake care visits which were planned to meet people's needs and preferences.
Must Do
TOB Care services Ltd
Staffing arrangements did not match the support commissioned by the local authority. Staff did not receive relevant training and support to enable them to carry out their roles.
Must Do
Kingsley Nursing Home
The registered manager and provider failed to adequately deploy staff to meet people's needs. 18(1)
Must Do
JDK Limited (Glenholme Care)
People had experienced missed calls, one carer arriving for a 2 carer call and calls being merged.
Must Do
Fairglen Residential Home
The provider must deploy staff effectively and ensure that care and treatment is provided by staff who have the right training to do so safely.
Must Do
Floron Residential Home for the Elderly
We recommend the provider seek advice from a reputable source, in relation to planning staff rotas and deploying staff to meet people's needs safely.
Should Do
Cedar House
Inappropriate deployment of staff meant that people did not receive appropriate care and support in a timely manner.
Must Do
Utmostcare Limited
We recommend the service reviews their approach to ensure the deployment of staff promotes a consistent and reliable service, considering travelling time to make sure people receive the amount of care that has been agreed in their care plan.
Should Do
Suite 4, Jason House
We recommend the provider reviews their systems and processes for the deployment of staff to meet people's needs and updates their practices accordingly.
Should Do
Edenbridge Manor Care Home
The provider must ensure that staff are suitably deployed.
Must Do
Barnet Office
The provider did not ensure staff were deployed effectively to meet people's needs as expected. Training and induction records were not clear.
Must Do
Haversham House Limited
The provider must ensure systems are in place to ensure there are sufficient staff to maintain the cleanliness and maintenance of the home.
Must Do
Charnwood
There were not sufficient staff at the service to support people in a timely and meaningful way which allowed for people to have time with staff outside of direct care tasks.
Must Do
St Albans House
The provider should assess staffing levels.
Should Do
Sevacare - Leicester
People did not always receive appropriate care and treatment to meet their needs because care was not always provided at the agreed times.
Must Do
Psychiatry-UK LLP
The service should ensure organisational accountability for patients who are waiting for assessment or treatment are clearly defined.
Should Do
Psychiatry-UK LLP
The service must ensure accountability for patients who are waiting for assessment or treatment is clearly defined.
Must Do
Obelisk House
We recommend the provider considers the layout of the service and the deployment of staff when assessing staffing levels.
Should Do
Kingfishers Nursing Home
The service continues to review and adjust care worker and registered nurse staff deployment in line with people's dependency needs assessments.
Should Do
Johnstons Homecare Ltd
The provider should review their staff deployment systems to ensure there is adequate oversight of care visits.
Should Do
Charnwood
We recommend the provider consider reviewing the dependency levels of people and consider what this means for staffing levels in the afternoons and evenings.
Should Do
Aspirations (Northampton)
The service did not have a registered manager in post.
Should Do
St.Theresa's Nursing Home
The provider must ensure that premises and equipment used by the service provider are safe and suitable for their intended purpose, including ensuring there is sufficient and suitable equipment in relation to the layout of the building to meet people's …
Must Do
Linda Lodge
The provider must ensure sufficient staffing.
Must Do
Grosvenor Hall
The provider failed to deploy a sufficient number of suitably qualified, competent, skilled and experienced staff
Must Do
Charlton House Medical Centre
appointingkeypersonnelincludingaclinicalleadtooverseeanddirectclinicalandnon-clinicalstaff;
Must Do
Melville House
A lack of clarity about management roles in the service needs to be addressed.
Should Do
Ranelagh House
The registered manager and provider review the deployment of staff at the home.
Should Do
Pinhoe View
The provider must ensure that the ratio of female patient to male staff is appropriate to meet the needs of patients.
Must Do
Hamilton House
We recommend the provider adopts a staffing tool to help assess staffing numbers, and to help ensure the effective deployment of staff within the service.
Should Do
Essex Shared Lives
The provider should consider the need for a deputy manager and/or senior shared live officer to provide ongoing day-to-day support and advice to the team, particularly in the registered manager's absence, to ensure adequate management capacity.
Should Do
Walnut Villa
The provider was unable to evidence that there was a registered manager in post for the day to day carrying on of the regulated activity.
Must Do
Ashcroft House - Leeds
We recommend that the provider ensures better oversight of staff competency and monitors staff practice more closely to identify areas for improvement.
Should Do
HMICFRS Recommendations (35)
PEEL 2021-22 CoC Recommendations: Greater Manchester Police
Cause of concern: The force doesn’t currently have a sufficient understanding of either its demand or the capability and capacity of its workforce. Recommendation: Within six months Greater Manchester Police should improve workforce planning to better align its workforce with …
Recommendation
PEEL 2021-22 CoC Recommendations: Greater Manchester Police
Cause of concern: The force doesn’t currently have a sufficient understanding of either its demand or the capability and capacity of its workforce. Recommendation: Within six months Greater Manchester Police should improve its understanding of the skills and capabilities of …
Recommendation
PEEL 2021-22 CoC Recommendations: Gloucestershire Constabulary
Cause of concern: Gloucestershire Constabulary is unable to manage current demand effectively. It doesn’t have enough capacity or capability to respond to calls effectively, or to investigate crime as well as it should. Too often, this is affecting the service …
Recommendation
PEEL 2018-19 CoC Recommendations: Cleveland Police
Cause of concern: Cleveland Police doesn’t adequately understand the demand it faces. A thorough understanding of demand is required to underpin all strategic planning. This failure means it doesn’t have coherent workforce and financial plans to meet demand and deliver …
Recommendation
PEEL 2018-19 CoC Recommendations: Cleveland Police
Cause of concern: Cleveland Police doesn’t adequately understand the demand it faces. A thorough understanding of demand is required to underpin all strategic planning. This failure means it doesn’t have coherent workforce and financial plans to meet demand and deliver …
Recommendation
PEEL 2021-22 CoC Recommendations: Cleveland Police
Cause of concern: The force hasn’t fully addressed the cause of concern relating to strategic planning, organisational management and value for money identified in its 2019 PEEL inspection.#10267"Cleveland Police doesn’t adequately understand the demand it faces. A thorough understanding of …
Recommendation
FRS 2018-19 CoC Recommendations: Northamptonshire Fire and Rescue Service
Cause of concern: We have serious concerns about Northamptonshire FRS’s ability to respond to incidents. The service consistently doesn’t have available its minimum number of fire engines. Senior managers are not routinely told when this happens. Recommendation: The service should …
Recommendation
PEEL 2018-19 CoC Recommendations: West Mercia Police
Cause of concern: The force does not have the capacity or capability to investigate crime effectively and this is affecting the service being provided to the public. There are failings in the way that crimes are being investigated. Recommendation: HMIC …
Recommendation
PEEL 2023-25 CoC Recommendations: Nottinghamshire Police
Cause of concern: The force needs to make sure that neighbourhood police officers and police community support officers aren’t diverted away from their main duties to deal with other areas of demand. Recommendation: By 30 September 2024, Nottinghamshire Police should: …
Recommendation
PEEL 2023-25 CoC Recommendations: Lincolnshire Police
Cause of concern: The force needs to make sure that it has the capacity and capability to manage the risks posed to the public by registered sex offenders. Recommendation: Within six months from the date of publication of this letter, …
Recommendation
PEEL 2021-22 CoC Recommendations: Greater Manchester Police
Cause of concern: The force doesn’t currently have a sufficient understanding of either its demand or the capability and capacity of its workforce. Recommendation: Within six months Greater Manchester Police should ensure it has the capacity and capability to analyse …
Recommendation
PEEL 2021-22 CoC Recommendations: Greater Manchester Police
Cause of concern: The force doesn’t currently have a sufficient understanding of either its demand or the capability and capacity of its workforce. Recommendation: Within six months Greater Manchester Police should continue to develop its governance and performance framework to …
Recommendation
PEEL 2021-22 CoC Recommendations: Greater Manchester Police
Cause of concern: The force doesn’t currently have a sufficient understanding of either its demand or the capability and capacity of its workforce. Recommendation: Within 12 months Greater Manchester Police should improve its records management IT system so that it …
Recommendation
PEEL 2018-19 CoC Recommendations: Cleveland Police
Cause of concern: Cleveland Police doesn’t adequately understand the demand it faces. A thorough understanding of demand is required to underpin all strategic planning. This failure means it doesn’t have coherent workforce and financial plans to meet demand and deliver …
Recommendation
The policing response to antisocial behaviour: PEEL spotlight report
Renewed focus on resourcing neighbourhood police teams and recognising importance of their continual presence in communities
Recommendation
FRS 2018-19 CoC Recommendations: Surrey Fire and Rescue Service
Cause of concern: Surrey FRS doesn’t have a robust and sustainable system to support its operational response model. Recommendation: The service should ensure it understands and actively manages the resources and capabilities available for deployment.
Recommendation
PEEL 2023-25 CoC Recommendations: Nottinghamshire Police
Cause of concern: The force doesn’t have adequate processes, planning or governance arrangements in place to monitor performance effectively or identify areas where improvement is required. Recommendation: With immediate effect, the force should develop: - its workforce plan to make …
Recommendation
PEEL 2021-22 CoC Recommendations: North Yorkshire Police
Cause of concern: North Yorkshire Police does not have adequate governance in place. Recommendation: Within three months, North Yorkshire Police should develop an effective workforce plan so it can provide a service that meets the policing needs of the community, …
Recommendation
PEEL 2023-25 CoC Recommendations: Lincolnshire Police
Cause of concern: The force needs to attend calls for service in line with its published target attendance times. Recommendation: Within six months from the date of publication of this letter, Lincolnshire Police should make sure it updates callers if …
Recommendation
PEEL 2023-25 CoC Recommendations: Lincolnshire Police
Cause of concern: The force needs to attend calls for service in line with its published target attendance times. Recommendation: Within six months from the date of publication of this letter, Lincolnshire Police should make sure call handlers use information …
Recommendation
PEEL 2023-25 CoC Recommendations: Gloucestershire Constabulary
Cause of concern: The constabulary needs to improve the time it takes to answer emergency and non-emergency calls. Recommendation: Within six months, Gloucestershire Constabulary should make sure it can answer a greater proportion of non-emergency 101 calls so that caller …
Recommendation
PEEL 2021-22 CoC Recommendations: Gloucestershire Constabulary
Cause of concern: The force recognises that it needs to review and monitor its call-taking capacity, capability and processes, to help it better manage demand. To address this, it has started to put processes in place. This would reduce the …
Recommendation
PEEL 2021-22 CoC Recommendations: Cleveland Police
Cause of concern: The force hasn’t fully addressed the cause of concern relating to strategic planning, organisational management and value for money identified in its 2019 PEEL inspection.#10267"Cleveland Police doesn’t adequately understand the demand it faces. A thorough understanding of …
Recommendation
PEEL 2023-25 CoC Recommendations: Cambridgeshire Constabulary
Cause of concern: The constabulary must improve how quickly it answers emergency and non-emergency calls Recommendation: Within six months, Cambridgeshire Constabulary should: • make sure it answers a higher percentage of emergency calls more quickly; and • make sure it …
Recommendation
The hidden victims: Report on Hestia's super-complaint on the police response to …
Ensure resources enable effective investigation of modern slavery offences with appropriately skilled investigators
Recommendation
Report on the Suzy Lamplugh Trust's super-complaint: The police response to stalking
By 27 September 2025, chief constables should, using the information collated by the NPCC lead under recommendation 21, consider whether and how dedicated stalking officers, staff, or subject matter experts can be used to support their force's response to stalking.
Recommendation
Report on the Suzy Lamplugh Trust's super-complaint: The police response to stalking
By 27 March 2025, the NPCC lead for stalking and harassment should collate and disseminate information to chief constables on the dedicated stalking co-ordination roles that exist across policing.
Recommendation
FRS 2018-19 CoC Recommendations: Surrey Fire and Rescue Service
Cause of concern: Surrey FRS doesn’t have a robust and sustainable system to support its operational response model. Recommendation: The service should ensure it has appropriate resources (people and equipment) available to respond to risk in line with its integrated …
Recommendation
FRS 2021-22 CoC Recommendations: Northumberland Fire and Rescue Service
Cause of concern: The management of dual contracts, for staff working on-call and wholetime in the service, must be improved. Recommendation: By 31 March 2022, the service should:- make sure staff take appropriate breaks between on-call and wholetime commitments for …
Recommendation
FRS 2018-19 CoC Recommendations: Buckinghamshire Fire and Rescue Service
Cause of concern: We have serious concerns as to whether Buckinghamshire FRS has the resources it needs to meet its foreseeable risk. As a result of the financial position the service finds itself in, it doesn’t have enough operational firefighters …
Recommendation
PEEL 2023-25 CoC Recommendations: Lincolnshire Police
Cause of concern: The force needs to attend calls for service in line with its published target attendance times. Recommendation: Within six months from the date of publication of this letter, Lincolnshire Police should make sure it effectively supervises deployment …
Recommendation
PEEL 2021-22 CoC Recommendations: Gloucestershire Constabulary
Cause of concern: Gloucestershire Constabulary is unable to manage current demand effectively. It doesn’t have enough capacity or capability to respond to calls effectively, or to investigate crime as well as it should. Too often, this is affecting the service …
Recommendation
PEEL 2021-22 CoC Recommendations: Gloucestershire Constabulary
Cause of concern: Gloucestershire Constabulary is unable to manage current demand effectively. It doesn’t have enough capacity or capability to respond to calls effectively, or to investigate crime as well as it should. Too often, this is affecting the service …
Recommendation
PEEL 2021-22 CoC Recommendations: Gloucestershire Constabulary
Cause of concern: Gloucestershire Constabulary is unable to manage current demand effectively. It doesn’t have enough capacity or capability to respond to calls effectively, or to investigate crime as well as it should. Too often, this is affecting the service …
Recommendation
PEEL 2021-22 CoC Recommendations: Gloucestershire Constabulary
Cause of concern: Gloucestershire Constabulary is unable to manage current demand effectively. It doesn’t have enough capacity or capability to respond to calls effectively, or to investigate crime as well as it should. Too often, this is affecting the service …
Recommendation
ICIBI Immigration Recommendations (6)
An inspection of Border Force operations at Stansted Airport
Recommendation 5 Ensure that sufficient “Roving Officers” are deployed at Stansted to discharge fully Border Force’s responsibilities for safeguarding passengers, both adults and children, in particular when 15 or more …
Inspection report of Birmingham Airport, February 2013
Partially Accepted - As the report notes, examination of customs resources was out of the scope of this inspection and ICIBI’s finding was based on a short onsite observation at …
Inspection report of Border Force operations at Stansted Airport, January 2014
Recommendation 1 Review the Stansted “staffing formula” and ensure overall numbers, including the “Seasonal Workforce (SWF)”, are sufficient to enable permanent staff to be released for skills training, and allow …
Inspection report on an interim re-inspection of family reunion, July 2017
Dedicate staffing resource to urgently address the work in progress (WIP), including the appeals WIP, prioritising applications from children separated from both parents.
An inspection of Border Force operations at Stansted Airport
Recommendation 1 Review the Stansted “staffing formula” and ensure overall numbers, including the “Seasonal Workforce (SWF)”, are sufficient to enable permanent staff to be released for skills training, and allow …
Inspection report on an interim re-inspection of family reunion, July 2017
To increase efficiency and streamline allocation of decisions, implement a mechanism to triage family reunion applications after biometrics have been submitted and before the decision-making stage.
PPO Death in Custody Recommendations (9)
The Governor
The Governor should review the numbers of night orderly staff and consider stationing one or more assist night orderlies at the further end of the prison to minimise delays in entering cells at night.
The Governor
The Governor should ensure that the key worker scheme is properly embedded and that key workers are allocated sufficient time for an average of 45 minutes per prisoner per week for delivery of the key worker role.
The Governor and Head of Healthcare
The Governor and Head of Healthcare should ensure that: • healthcare and prison staff communicate to ensure that prison staff understand which appointments are clinically urgent or essential; and • appropriate arrangements are in place to enable prisoners to attend …
The Head of Healthcare and the Governor (HMP Stafford)
The Head of Healthcare and the Governor must work together to ensure that security staff always liaise with healthcare staff to acknowledge healthcare priorities when there is not sufficient escort staff for all planned health appointments;
The Governor
The Governor should ensure that prisoners are promptly allocated a key worker, who is able to see them on a regular basis.
The Head of Healthcare, the Forensic Offender Mental Health Service …
The Head of Healthcare, the Forensic Offender Mental Health Service and Business Development Manager should implement a zoning system so that mental health staff can easily identify which prisoners are under their care and create appropriate treatment plans to meet …
The Head of Healthcare
The Head of Healthcare should ensure that: • mental health tasks are checked daily, clearly actioned and allocated to appropriate members of the team; • mental health services are prioritised and reallocated when staff leave the service; and • all …
The Governor and Head of Healthcare
The Governor and Head of Healthcare should review healthcare staff attendance and input at daily segregation reviews, to ensure safe and effective care.
The Governor and Head of Healthcare
The Governor and Head of Healthcare should ensure that clinical staff are consulted whenever possible before a use of force and attend any unplanned use of force as soon as possible, especially where a prisoner has already experienced a medical …
IOPC Learning Recommendations (3)
Police investigation into serious sexual offences – Cambridgeshire Constabulary, July 2019
The IOPC recommends that Cambridgeshire Constabulary ensure that detectives working in the Paedophile Online Investigation Team (POLIT) carry a workload appropriate to their circumstances. This follows an IOPC investigation in which a part-time detective within POLIT was allocated two cases …
Recommendations - Kent Police, November 2020
The IOPC recommends that Kent Police should take proactive steps to improve oversight of the work carried out by PCSOs and introduce measures to ensure their work is recorded more effectively. An Inspector of the Maidstone Community Safety Unit has …
Investigation into the West Yorkshire Police response to reports of injuries to …
The IOPC recommends that West Yorkshire Police ensures that it is able to adequately resource the supervisory responsibilities in the safeguarding unit, taking into account both the number of people required and their levels of training and experience. This follows …
NAO Audit Recommendations (11)
Department for Work and Pensions Annual Report and Accounts 2020-21
Factor in fraud and error in its resourcing decisions. The Department should consider the fraud and error impacts in its supply and demand modelling for staffng levels, so that it can demonstrate that it has achieved the value-for-money level of …
Accepted
Managing central government property
g) The OGP should: ? support departments to improve maturity of property skills; and ? monitor departments? level of skills against the functional standard to ensure they are being met across government; collect data on the impact and benefits of …
Accepted
Managing central government property
d) The Cabinet Office should work with departments to prepare workforce plans for the next five years. These plans should then be consolidated to produce a single view of workforce plans by year and region.
Accepted
Managing central government property
b) analyse the plans for each portfolio by location to identify any duplication and understand where efficiencies can be achieved. It should track the actions taken and monitor the savings that are made across government as a result of its …
Accepted
Managing central government property
a) ensure each property portfolio has an identified single lead by December 2022. The lead should have clear responsibilities and objectives related to their portfolio and provide a consistent set of information to support central oversight; and
Accepted
Driver & Vehicle Licensing Agency Annual Report & Accounts 2021-22
We recommend that the DVLA renew its efforts to maximise the impact its devolved partners can have on VED enforcement, based on existing powers.
Accepted
Driver & Vehicle Licensing Agency Annual Report & Accounts 2021-22
In respect of the specific enforcement activities ? prosecutions and out-of-court settlements ? that remain significantly below pre-pandemic levels, we recommend that the DVLA review its targets and the measures needed to achieve them, both within the DVLA and in …
Accepted
The government’s approach to test and trace in England – interim report
c) set out a clear strategy for how national and local tracing teams will work together, informed by a good understanding of local authority capacity and performance. The number of local authority-run schemes is set to increase, and NHST&T needs …
Rejected
The government’s approach to test and trace in England – interim report
We highlight here the most significant risks and issues that NHST&T needs to address in the immediate future. It should: a) explore how to make fuller use of its theoretical maximum testing capacity each day, so that existing infrastructure and …
Partially accepted
HS2: update following cancellation of Phase 2
HS2 Ltd should: complete its organisational changes and monitor how well the changes are effectively supporting it to manage the revised programme.
Accepted
Tackling serious and organised crime
The Department and the NCA should build on initial work to agree a more efficient way to distribute and share capabilities across government and law enforcement bodies. Capabilities have been inconsistently developed and often unnecessarily duplicated across bodies. The Department …
Partially accepted
IMB Recommendations (42)
Hindley (2023)
The Board is concerned about occasions when there is a necessary change of regime and/or staffing shortages, that specialist activity is often the first casualty. For example, key work sessions or specialist activity personnel are often redeployed onto general operational duties. Under such circumstances the reducing violence coordinator is often moved to operations and any scheduled key worker sessions are …
Governor / Director
Deerbolt (2023)
While acknowledging the need to support establishments across the country, how will HMPPS ensure that staffing levels and site-specific demands are considered before assigning staff to other locations? Will the focus be on enabling each site to maintain a full operational regime rather than mandating a percentage of staff to be sent on detached duty, potentially compromising the functioning of …
HMPPS
Deerbolt (2024)
How will HMPPS ensure that staffing levels and site-specific demands are considered before assigning staff to other locations? Will the focus be on enabling each site to maintain a full operational regime rather than mandating a percentage of staff to be sent on detached duty, potentially compromising the functioning of the sending establishment?
HMPPS
Exeter (2020)
Will the Governor undertake to improve the priority given to key worker activity and ensure that key workers are given the time to perform their role rather than being allocated to other duties? (See paragraph 5.3).
Governor / Director
Bristol (2020)
Her Majesty’s Prison and Probation Service (HMPPS) needs to ensure sufficient resource job profiling to allow key work to take place. As soon as there is a resource shortage, key work is the first thing to suffer, and the Board is already seeing evidence of this as the EDM level is reduced. Given the benefits seen of improved staff/prisoner relationships …
HMPPS
Heathrow Immigration Removal Centre (2021)
Given ongoing recruitment challenges faced by the DET, consideration should be given to using alternative resources, such as the contractor, to provide some services currently the responsibility of DET but which they appear unable to deliver.
Ministry of Justice
Foston Hall (2022)
The high number of regime curtailments due to staffing issues (see paragraph 6.5.2)
Governor / Director
Wealstun (2023)
To consider that when approval has been given to over recruit, the number of officers to go on detached duty should be calculated after the non-effectives (at college, long term sick) have been deducted thus enabling full regimes and key working to be delivered.
HMPPS
Lewes (2023)
Will the prison service review the staffing budget in prisons and stop the practice of including non-effective staff in staff numbers?
HMPPS
Dartmoor (2023)
The increase in the population at HMP Dartmoor has not led to a matching increase in staff and support services. This has led to key weaknesses in purposeful activity, as identified in the recent HMIP report. While 65% of in-scope prisoners are in work/education, not all roles are full-time, many being half-time or part-time. As a result, only 41% of …
HMPPS
Downview (2025)
Can the Governor please comment on the issues raised earlier in this report regarding the effectiveness of certain staff in resolving prisoners’ basic issues, and on operational oversight in the prison generally?
Governor / Director
Cardiff IMB (2025)
Sut gall Bwrdd Iechyd Prifysgol Caerdydd a'r Fro weithio gyda Charchar Caerdydd a'r adran gofal iechyd i liniaru'r effaith y mae anfon carcharorion allan i'r ysbyty yn ei chael ar staffio’r carchar a'r drefn, o ystyried yr angen cynyddol am hebryngwyr?
NHS / Healthcare Provider
Cardiff (2025)
How can Cardiff and Vale University Health Board work with HMP Cardiff and the healthcare department to mitigate the impact that sending prisoners out to hospital has on prison staffing and the regime, given the increased need for escorts?
NHS / Healthcare Provider
Wealstun (2020)
Ensure that when lockdown restrictions are lifted, key workers are fully in place for all prisoners (see paragraph 5.3.5).
Governor / Director
Lincoln (2020)
There is still a concern that the prisoners allocated to kit distribution are underemployed (see paragraph 10.8).
Governor / Director
Bullingdon (2020)
How will the governor ensure that the new offender management in custody (OMiC) model is fully implemented, and that key workers will have sustainable caseloads and the capacity to meet with prisoners for the required length of time (see below, 4.3.9)?
Governor / Director
Wealstun (2021)
Ensure that when lockdown restrictions are lifted, key workers are fully in place for all prisoners (repeat area from 2019/2020 report) (para 5.3.6 refers).
Governor / Director
Woodhill (2022)
To review the impact of the current staffing levels on prisoners’ lives and develop innovative responses to mitigate these.
HMPPS
Kirkham (2022)
The IMB is concerned that, whilst staffing is at a high level and the number of prisoners remains relatively low, various activities, including gym, C2W and the mail room, have been curtailed due to staff being redeployed to operational duties, such as escorts and checks on potential employers.
Governor / Director
Highpoint (2022)
Although the offender management team is efficient and hardworking, the allocated staffing levels result in high caseloads. This inevitably impacts the services and support provided for prisoners.
HMPPS
Wormwood Scrubs (2023)
The Governor should take action to address ‘on the day’ staff shortages more effectively to prevent cancellation of out of cell activities.
Governor / Director
Liverpool (2023)
Staff absence is still an issue at HMP Liverpool, affecting daily staffing levels and resulting in frequent regime closures for prisoners. What action will the Prison Service take to directly reduce staff absence at HMP Liverpool and eliminate regime closures due to low staffing levels?
HMPPS
Wandsworth (2025)
Although the prison was fully staffed, every day around one-third of staff were not available. What is being done to address this chronic issue and the impact it has on the regime?
Governor / Director
Oakwood (2025)
Can the Director review again whether there are sufficient resources to manage the internal movement of property?
Governor / Director
Leyhill (2025)
Steps be taken to speed up the work and enhance the efficiency of the community offender managers (COMs) in the external Probation Service, whose workload has increased significantly due to the implementation of the various early release schemes.
HMPPS
Winchester (2020)
Will the Governor ensure that runners and escorts are reliably available to enable healthcare staff to deliver the required provision (see sections 3.2 and 6.2)?
Governor / Director
Maidstone (2020)
Work to reduce staff absence and implement OMiC effectively (see paragraphs 3.7 and 7.4).
Governor / Director
Birmingham (2020)
The improved safety during lockdown is likely to be lost if staffing levels remain unchanged. Increased staffing during ‘step-in’ has proved to be the transforming impact of a better staff/prisoner ratio. Will the ratio of staff to prisoners be revised upwards, to ensure that more landing officers are available after the COVID-19 lockdown?
Ministry of Justice
Winchester (2021)
Can the prison service prioritise and reduce the extra policy initiatives and tasks, such as those examples given in Section 3.1, that it expects senior prison staff to action, to give them more time to concentrate on progress at HMP Winchester? (See Section 3.1).
HMPPS
Gartree (2021)
Can confirmation be given as to when the key worker scheme will revert to the initial planned level, whereby all prisoners have a named key worker, who has time allocated for key worker duties, and that key workers will remain constant even when prisoners transfer within the prison?
Governor / Director
Exeter (2021)
Improve the arrangements for external seconded and temporary SMT cover so that there is time for the seconded person to share their expertise, make an impact, and be involved in embedding improvements etc., before they are moved on, which often creates additional turbulence within existing staff roles.
HMPPS
Morton Hall (2022)
extending the contract for librarian services to provide absence relief cover, avoiding the need to close the library and rely on the trolley service (see paragraph 7.1.3)
Governor / Director
Bedford (2022)
We echo the view of HMIP that the reallocation of gym staff should be a last resort.
Governor / Director
Oakwood (2023)
As noted in Section 5.3, the number of key worker sessions delivered during the reporting year was significantly below target. Can the Director consider setting targets, which are more realistic? Is the Director confident that key worker resources are sufficient to meet targets going forward?
Governor / Director
New Hall (2023)
There are concerns over the number of new trainee officers allocated to the prison, which are not funded and above the staffing requirements resulting in prison being subject to detached duty.
HMPPS
Drake Hall (2023)
Transferring women from other prisons to Drake Hall on Friday evenings, when there is only minimal staff cover, should not happen.
HMPPS
Sudbury (2024)
Continued late arrivals of prisoners after usual working hours continues to be an issue. How does the Prison Service plan to encourage prisoner escort contractors to improve this situation?
HMPPS
Lowdham Grange (2024)
What permanent action is being taken to increase staff numbers of experienced prison officers and managers, to reduce the adverse impact of a shortage of both prisoner-facing and administrative staff on prisoner outcomes?
Governor / Director
Kirkham (2021)
Kirkham are currently utilising a diversity and inclusion manager from HMP Preston on an 11-hour weekly contract. This is clearly insufficient and it is recommended that funding is made available to support a Kirkham-based post.
Governor / Director
Kirkham (2021)
The Board feels that the SMT and senior management were not operating in a cohesive manner. We are aware that the introduction of a new Governor will go some way to addressing the issues.
Governor / Director
Bedford (2021)
Over a quarter of health appointments were missed because the prison was unable to deliver prisoners to the healthcare area, which is both a waste of healthcare resources and really unhelpful for prisoners.
Governor / Director
Wetherby (2023)
A noticeable factor in successful and efficient departments at Wetherby seems to be consistency of staffing. The Board notes that staffing changes at all levels continue to occur frequently. Can the Governor assure the Board that staff changes will be kept to a minimum?
Governor / Director
Article 2 Learning Points (4)
— LP 9
We further recommend that Holloway agrees a minimum staffing level and takes action when the level in any area and/or at any time is not reached.
The Governor
Accepted
— LP 8
We recommend that the adequacy of staffing levels is reviewed particularly in respect of the needs of women at weekends. We also recommend that stronger efforts are made to ensure residential units are not deprived of staff because of bed watches.
HMPPS
Accepted
— LP L
Greater priority should be given to ensuring that prisoners with open ACCTs are allocated to a Personal Officer who attends or reports to all ACCT reviews.
HMPPS
Rejected
— LP K
Either higher priority should be given to case management or more realistic Guidance about ACCT Case management needs to be produced. There should be continuity of Case Manager in ACCT reviews, with consideration given to whether a review deadline might be relaxed if that permits a Case Manager to attend, …
HMPPS
Rejected
Detention Investigations (14)
Independent Investigation into Concerns about Yarl's Wood Immigration Removal Centre — Rec R12
Managers undertaking the current staffing review should in particular consider and address weaknesses in the night staffing arrangements.
Immigration Detention
Independent Investigation into Concerns about Yarl's Wood Immigration Removal Centre — Rec R11
Managers should undertake an audit and assessment of the roles that only female staff should undertake and how many female staff are required at Yarl’s Wood to answer the needs of residents. Managers should develop a staffing plan, based on that audit and assessment.
Immigration Detention
Independent Investigation into Concerns about Yarl's Wood Immigration Removal Centre — Rec R10
Managers undertaking the current review of staffing should rectify the problems with management capacity.
Immigration Detention
Investigation into the Disturbance and Fire at Yarl's Wood Removal … — Rec 1
GSL reviews deployment of staff to incidents and the use of ‘talk through’ mode on the radio allowing officers to self deploy.
Immigration Detention
Investigation into Allegations of Racism and Mistreatment of Detainees at … — Rec 44
I recommend that all casework currently undertaken by the contract monitor be assigned elsewhere.
Immigration Detention
Investigation into Allegations of Racism and Mistreatment of Detainees at … — Rec 2
I recommend that the staff of Green Shift be dispersed equally amongst the other shifts.
Immigration Detention
Independent Investigation into Concerns about Yarl's Wood Immigration Removal Centre — Rec R9
Managers undertaking the current staffing review should address the question of how staff can best be given time to engage with residents and meet their emotional as well as practical needs.
Immigration Detention
Independent Investigation into Concerns about Brook House Immigration Removal Centre — Rec R3
G4S managers should work with DCMs undertaking training to ensure a common understanding of requirements of that training and how much time DCMs will be given away from operational duties as study leave. (To be completed within 3 months)
Immigration Detention
Investigation into Allegations of Racism and Mistreatment of Detainees at … — Rec 16
I also recommend that, wherever possible, staff are promoted into a different shift from the one in which they have worked as a DCO.
Immigration Detention
Independent Investigation into Concerns about Yarl's Wood Immigration Removal Centre — Rec R4
Serco should consider with the Home Office whether the escort service can take responsibility for ensuring that residents are presented to HOIE for removal. This would include escorting residents from their room in Yarl’s Wood.
Immigration Detention
Investigation into Allegations of Racism and Mistreatment of Detainees at … — Rec 53
I recommend that a separate resource is identified and properly trained to handle complaints and associated work.
Immigration Detention
Investigation into Allegations of Racism and Mistreatment of Detainees at … — Rec 27
I recommend that IND reviews the relationship between escort contracts and removal centre contracts with a view to building in contractual requirements relating to timely presentation of detainees for escorts.
Immigration Detention
Investigation into Allegations of Racism and Mistreatment of Detainees at … — Rec 12
I recommend that the Race Relations Liaison Manager’s office be re-located in the main compound and that the remit for the postholder should emphasise that they must spend more time out and about.
Immigration Detention
Investigation into Allegations of Racism and Mistreatment of Detainees at … — Rec 17
I recommend that the senior management offices be re-located at the heart of the compound.
Immigration Detention
LGO / SPSO Decisions (13)
21-001-627 — London Borough of Enfield
Summary: Mr X complained the Council failed to remove stacked shipping containers near to his home. The Council was at fault for not taking the enforcement action it said it would. The Council will pay Mr X £300 for the avoidable time and trouble caused by having to complain and …
LGO (Local Government & …
Planning
Upheld
Jan 2022
22-002-513 — Birmingham City Council
Summary: Miss X complained that although she should receive an assisted collection service the Council repeatedly failed to collect her household waste and recycling on the scheduled days, despite collecting her neighbours’ waste. The Council’s the repeated failure to make regular household waste and recycling collections and return her bins …
LGO (Local Government & …
Environment And Regulation
Upheld
Oct 2022
22-002-234 — Birmingham City Council
Summary: Mr X complained the Council has repeatedly failed to collect his garden waste on the scheduled day, despite collecting his neighbours’ garden waste. Mr X has had to take the uncollected garden waste to the tip. The Council’s repeated failure to collected Mr X’s garden waste on the scheduled …
LGO (Local Government & …
Environment And Regulation
Upheld
Oct 2022
24-001-705 — South Tyneside Metropolitan Borough Council
Summary: We cannot investigate Miss X’s complaint about missed refuse collections resulting from strike action by the Council’s refuse collection crews. This is because the complaint is about an issue which affects all or most of the people in the Council’s area and the law does not allow us to …
LGO (Local Government & …
Environment And Regulation
Jun 2024
24-001-689 — South Tyneside Metropolitan Borough Council
Summary: We cannot investigate Mr X’s complaint about missed refuse collections resulting from strike action by the Council’s refuse collection crews. This is because the complaint is about an issue which affects all or most of the people in the Council’s area and the law does not allow us to …
LGO (Local Government & …
Environment And Regulation
Jun 2024
24-001-688 — South Tyneside Metropolitan Borough Council
Summary: We cannot investigate Miss X’s complaint about missed refuse collections resulting from strike action by the Council’s refuse collection crews. This is because the complaint is about an issue which affects all or most of the people in the Council’s area and the law does not allow us to …
LGO (Local Government & …
Environment And Regulation
Jun 2024
24-001-683 — South Tyneside Metropolitan Borough Council
Summary: We cannot investigate Mrs X’s complaint about missed refuse collections resulting from strike action by the Council’s refuse collection crews. This is because the complaint is about an issue which affects all or most of the people in the Council’s area and the law does not allow us to …
LGO (Local Government & …
Environment And Regulation
Jun 2024
24-001-672 — South Tyneside Metropolitan Borough Council
Summary: We cannot investigate Mr X’s complaint about missed refuse collections resulting from strike action by the Council’s refuse collection crews. This is because the complaint is about an issue which affects all or most of the people in the Council’s area and the law does not allow us to …
LGO (Local Government & …
Environment And Regulation
Jun 2024
24-001-669 — South Tyneside Metropolitan Borough Council
Summary: We cannot investigate Mrs X’s complaint about missed refuse collections resulting from strike action by the Council’s refuse collection crews. This is because the complaint is about an issue which affects all or most of the people in the Council’s area and the law does not allow us to …
LGO (Local Government & …
Environment And Regulation
Jun 2024
24-001-658 — South Tyneside Metropolitan Borough Council
Summary: We cannot investigate Miss X’s complaint about missed refuse collections resulting from strike action by the Council’s refuse collection crews. This is because the complaint is about an issue which affects all or most of the people in the Council’s area and the law does not allow us to …
LGO (Local Government & …
Environment And Regulation
Jun 2024
24-001-656 — South Tyneside Metropolitan Borough Council
Summary: We cannot investigate Mrs X’s complaint about missed refuse collections resulting from strike action by the Council’s refuse collection crews. This is because the complaint is about an issue which affects all or most of the people in the Council’s area and the law does not allow us to …
LGO (Local Government & …
Environment And Regulation
Jun 2024
24-001-655 — South Tyneside Metropolitan Borough Council
Summary: We cannot investigate Mrs X’s complaint about missed refuse collections resulting from strike action by the Council’s refuse collection crews. This is because the complaint is about an issue which affects all or most of the people in the Council’s area and the law does not allow us to …
LGO (Local Government & …
Environment And Regulation
Jun 2024
24-013-404 — Birmingham City Council
Summary: Ms X complained the Council has failed to provide a replacement pod for her recycled paper and cardboard despite first requesting this in June 2023. Ms X also complained the Council has failed to provide a replacement household waste bin. We found the delays in providing a replacement pod …
LGO (Local Government & …
Environment And Regulation
Upheld
Jun 2025