DOCSLIB.ORG

Whitehall Monitor #7 Ifg Analysis of Civil Service Headcount Statistics

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Institute for Government analysis of civil service headcount statistics Whitehall Monitor #7 IfG analysis of civil service headcount statistics The Government has committed to reductions of a third in departmental administrative spending – with some departments targeting even higher figures. With efficiency savings unlikely to deliver this scale of savings, departments are also planning headcount reductions. In this edition of The Whitehall Monitor we look at the numbers that show how the reductions are beginning to be felt in across Whitehall. Headlines - Reductions have kicked off, starting at the top – new figures compiled by the Institute for Government show that departments have seen a 14.5% reduction in their top civil servants since last summer1. - The Office for National Statistics (ONS) civil service headcount numbers released on 15 June show these reductions are starting to feed through to lower grades, with an overall headcount reduction of 4.2% in Whitehall since the spending review. - To put this in context, there was a 2.4% reduction in employment across the UK from the pre-recession peak in 2008 to the mid-recession low in 2010.2 Justine Stephen, leading this research at the Institute for Government, said: “It is now clear that Whitehall is cutting from the top, with a sharp reduction in the most senior civil service jobs. And there are a host of redundancy schemes and restructurings taking place, which will be reflected in the coming months in falling headcounts at all grades. Reductions on this scale and pace are unprecedented – even in the early 1980s civil service numbers only dropped by 10%, which took four years to implement.” 1 Top civil servants – refers to Director General – Permanent Secretary grades. Comparison of data published summer/autumn 2010 by departments as part of the Transparency Agenda with information live on department’s websites about their current organisational structure, supplemented by specific enquiries. 2 Compares peak figures in Q2 2008 with lowest employment figures since the recession (Q1 2010). Source ONS Labour Force Survey. 1 Institute for Government analysis of civil service headcount statistics Analysis Reductions to top Civil Service numbers • Top civil service numbers fell by 14.5% since the spending review • This was a fall from 131 to 112 people, with the reduction reflecting posts which have now been abolished or merged • The largest drops in top Civil Service figures were in the Cabinet Office, Ministry of Justice (MoJ) and Department for Communities and Local Government (DCLG) Whole of Civil Service • Total Civil Service3 numbers decreased slightly between Q3 2010 and Q1 2011 (by 1.6% full time employees (FTE)4 or 7,550 FTE) • Excluding the figures for Census staff5, the whole of the Civil Service dropped by 3.1% FTE • As Figure 1 shows, this follows a slight downward trend from the peak in Q4 2009 Whitehall6 • After taking structural changes into account, the number of civil servants in core Whitehall departments decreased by 4.2% between Q3 2010 and Q1 2011, more than twice as fast as the overall civil service rate. • So far within Whitehall, the Department for Business, Information and Skills (BIS) has seen the largest FTE reduction (-360) representing a 9.6% FTE reduction since the spending review reflecting redundancy schemes run last year (see Figure 2 and Figure 3). There have also been substantial new reductions in the last quarter, with Department for Work and Pensions (DWP), Home Office, DCLG, Foreign and Commonwealth Office (FCO) and Department for Transport (DfT) reducing by over 200 FTE since the spending review. • Within Whitehall DCLG and DfT have both reduced by more than 10%, with BIS (-9.6%), Home Office (-9.4%) and the Treasury (HMT) (-8.8%) close behind. • The Department of Energy and Climate Change (DECC), Department of Health (DH) and Cabinet Office all saw small increases within their Whitehall figures. DECC increased the most in percentage terms, rising by 2.7% (or 30 FTE) since the spending review. Non-Whitehall Civil Service • The number of civil servants outside of the core Whitehall departments saw a proportionally smaller decrease since the spending review reducing by 1.6% or 6,770 FTE • However, if the Census staff are excluded, then the underlying figures non-Whitehall civil servants show a 3.3% reduction 3 Including core Whitehall departments & non-Whitehall Civil Service 4 FTE – Full Time Equivalent provides a measure based on the hours the employee is contracted to work (e.g. someone who works 2.5 days per week would be 0.5 FTE). We’ve used FTE rather than headcount figures as the latter does not differentiate between fulltime & part-time employees. 5 Listed as Census Field & GROS Census Field in the ONS data 6 We have defined ‘Whitehall’ using the core department figures (excluding separately defined agencies & arms length bodies) provided in the ONS data. The Welsh Assembly & Scottish Government have been excluded from the core Whitehall figures. The ONS data appears to include elements beyond the Whitehall office of the Ministry of Defence within their ‘Ministry of Defence’ figures. As a result the figures for ‘Ministry of Defence’ have been categorised as ‘Non-Whitehall Civil Service’. 2 Institute for Government analysis of civil service headcount statistics • Non-Whitehall Civil Service figures saw steep rises marked under HMT and the Scottish Government which can be attributed to the additions of 5,920 Census and 1,450 General Register Office for Scotland (GROS) Census staff since the spending review baseline. • In terms of non-Whitehall Civil Service, DWP have seen the biggest decrease in absolute terms (5,530 FTE reduction). (see Figure 4) Next steps The Institute for Government will continue to monitor the ONS quarterly headcount statistics – the next update will be in September 2011. 3 Institute for Government analysis of civil service headcount statistics Annex Table 1: Civil Service FTE headcounts by department Dept. Whitehall FTE Q1 2011 Non-Whitehall FTE Q1 2011 Total FTE Q1 2011 Attorney General’s Office (AGO) 40 8,900 8,940 Business, Innovation and Skills (BIS) 3,400 8,120 11,520 Cabinet Office (CO) 1,520 1,580 3,100 Dept of Communities and Local Government (DCLG) 2,250 1,950 4,200 Dept of Culture, Media and Sport (DCMS) 450 120 570 Dept of Energy and Climate Change (DECC) 1,150 - 1,150 Dept of the Environment and Rural Affairs (DEFRA) 2,530 6,880 9,410 Dept for Education (DfE) 2,660 1,620 4,280 Dept for International Development (DfID) 1,570 - 1,570 Dept for Transport (DfT) 1,860 15,810 17,670 Dept of Health (DH) 2,560 2,460 5,020 Dept of Work and Pensions (DWP) 11,890 97,700 109,590 Foreign and Commonwealth Office (FCO) 5,660 5,370 11,030 Government Equalities Office (GEO) 110 - 110 HM Treasury (HMT) 1,240 80,330 81,570 Home Office (HO) 2,780 24,600 27,380 Ministry of Defence (MoD) - 72,080 72,080 Ministry of Justice (MoJ) 4,510 73,700 78,210 Northern Ireland Office (NIO) 100 - 100 Scottish Government - 17,890 17,890 Welsh Assembly Government - 5,450 5,450 4 Institute for Government analysis of civil service headcount statistics Figure 1: Civil Service FTE figures by quarter – including structural changes Total civil service FTE figures have seen a small decline (- 1.6%) since the spending review baseline (Q3 2010). Whilst the figures show that the Core Whitehall total went up slightly since the baseline, this includes structural changes brining in 1269 staff from NOMS from the No-Whitehall figures into the core department total. Civil service FTE figures, shown by core 'Whitehall' department & Non-Whitehall Civil Service 600000 500000 400000 300000 200000 100000 0 2009 Q1 FTE 2009 Q2 FTE 2009 Q3 FTE 2009 Q4 FTE 2010 Q1 FTE 2010 Q2 FTE 2010 Q3 FTE 2010 Q4 FTE 2011 Q1 FTE Non-Whitehall Civil Service 442740 445780 451160 450660 445430 439880 431330 422860 424560 Core Whitehall Depts. 46060 46830 46950 47110 46900 47720 47060 47370 46280 5 Institute for Government analysis of civil service headcount statistics Figure 2: Whitehall core department FTE change from baseline Looking at absolute FTE reductions from the core departments, BIS, DWP, Home Office and DCLG all stand out as the biggest reductions. In contrast Cabinet Office, DH and DECC have all seen small increases to their core departments Change in Q1 2011 from adjusted Q3 2010 baseline - Core Whitehall [FTE] 50 0 -50 -100 -150 -200 -250 -300 -350 -400 AGO BIS CO DCLG DCMS DECC DEFRA DfE DfID DfT DH DWP FCO GEO HMT HO MoJ NIO FTE -10 -360 20 -270 -10 30 -60 -140 -30 -210 20 -310 -240 0 -120 -290 -59 -10 Notes: a) Q3 2010 baseline is adjusted to take account of structural [MoG] changes that have occured since then 6 Institute for Government analysis of civil service headcount statistics Figure 3: Whitehall core department FTE % change from baseline In terms of the % change, DCLG and DfT are leading with cuts of over 10% since the spending review. Overall, core Whitehall numbers have reduced by 4.2% Change in Q1 2011 from adjusted Q3 2010 baseline - Core Whitehall [%] 4.0% 2.0% 0.0% -2.0% -4.0% -6.0% -8.0% -10.0% -12.0% All AGO BIS CO DCLG DCMS DECC DEFRA DfE DfID DfT DH DWP FCO GEO HMT HO MoJ NIO Depts. % change -9.6% 1.3% -10.7% -2.2% 2.7% -2.3% -5.0% -1.9% -10.1% 0.8% -2.5% -4.1% -8.8% -9.4% -1.3% -4.2% Notes: a) Q3 2010 baseline is adjusted to take account of structural [MoG] changes that have occured since then b)Departments below a threshold of 400 FTE in Q4 2010 are shown as 0% change [AGO, GEO, NIO].
Recommended publications
  • The UK Cyber Security Strategy: Landscape Review (Full Report)

    The UK Cyber Security Strategy: Landscape Review (Full Report)

    REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 890 SESSION 2012-13 12 FEBRUARY 2013 Cross-government The UK cyber security strategy: Landscape review Our vision is to help the nation spend wisely. We apply the unique perspective of public audit to help Parliament and government drive lasting improvement in public services. The National Audit Office scrutinises public spending for Parliament and is independent of government. The Comptroller and Auditor General (C&AG), Amyas Morse, is an Officer of the House of Commons and leads the NAO, which employs some 860 staff. The C&AG certifies the accounts of all government departments and many other public sector bodies. He has statutory authority to examine and report to Parliament on whether departments and the bodies they fund have used their resources efficiently, effectively, and with economy. Our studies evaluate the value for money of public spending, nationally and locally. Our recommendations and reports on good practice help government improve public services, and our work led to audited savings of more than £1 billion in 2011. Cross-government The UK cyber security strategy: Landscape review Report by the Comptroller and Auditor General Ordered by the House of Commons to be printed on 11 February 2013 This report has been prepared under Section 6 of the National Audit Act 1983 for presentation to the House of Commons in accordance with Section 9 of the Act Amyas Morse Comptroller and Auditor General National Audit Office 5 February 2013 HC 890 London: The Stationery Office £16.00 This landscape review describes government’s evolving approach to cyber security and describes the programme of work it has under way.
  • Major Players

    Major Players

    PUBLIC BODIES CLIMATE CHANGE DUTIES – MAJOR PLAYER ORGANISATIONS Aberdeen City Council Aberdeen City IJB Aberdeenshire Council Aberdeenshire IJB Abertay University Accountant in Bankruptcy Angus Council Angus IJB Argyll and Bute Council Argyll and Bute IJB Audit Scotland Ayrshire College Borders College City of Edinburgh Council City of Glasgow College Clackmannanshire and Stirling IJB Clackmannanshire Council Comhairlie nan Eilean Siar Creative Scotland Disclosure Scotland Dumfries and Galloway College Dumfries and Galloway Council Dumfries and Galloway IJB Dundee and Angus College Dundee City Council Dundee City IJB East Ayrshire Council East Ayrshire IJB East Dunbartonshire Council East Dunbartonshire IJB East Lothian Council Sustainable Scotland Network Edinburgh Centre for Carbon Innovation, High School Yards, Edinburgh, EH1 1LZ 0131 650 5326 ú [email protected] ú www.sustainablescotlandnetwork.org East Lothian IJB East Renfrewshire Council East Renfrewshire IJB Edinburgh College City of Edinburgh IJB Edinburgh Napier University Education Scotland Falkirk Council Falkirk IJB Fife College Fife Council Fife IJB Food Standards Scotland Forth Valley College Glasgow Caledonian University Glasgow City Council Glasgow City IJB Glasgow Clyde College Glasgow Kelvin College Glasgow School of Art Heriot-Watt University The Highland Council Highlands and Islands Enterprise Highlands and Islands Transport Partnership (HITRANS) Historic Environment Scotland Inverclyde Council Inverclyde IJB Inverness College UHI Lews Castle College
  • Report on the Estate

    Report on the Estate

    The Scottish Civil Estate: Efficiency and Sustainability 2010/11 A baseline report on the performance and environmental sustainability of the Scottish civil estate Laid before the Scottish Parliament by the Scottish Ministers October 2011 SG/2011/180 1 INTRODUCTION Overview This is the first annual report on the efficiency and sustainability of the Scottish civil estate (hereafter referred to as the “civil estate”) and has been produced in accordance with the provisions of the Climate Change (Scotland) Act 2009 (Appendix III). Specifically Scottish Ministers are required to lay before the Scottish Parliament a report containing an assessment of the progress made in the year towards improving the efficiency and the contribution to sustainability of buildings that are part of the civil estate in Scotland. A further obligation is to explain the purchase or leasing by Scottish Ministers of any building within the financial year that does not fall within the top quartile of energy performance. As this report is the first of its kind, it provides the baseline performance, as of 31 March 2011, against which future reports will be compared. Therefore, although comparisons cannot be made with previous years to demonstrate progress, this report does include a number of case studies which illustrate how the sustainability and efficiency of the Scottish civil estate is being improved. The Scottish Civil Estate The civil estate comprises many of the properties that make up the estates of the core Scottish Government and its eleven executive agencies, which during the period of this report were: Accountant in Bankruptcy Disclosure Scotland HM Inspectorate of Education Historic Scotland National Archives of Scotland Scottish Housing Regulator Scottish Prison Service Scottish Public Pensions Agency Social Work Inspection Agency Student Awards Agency for Scotland Transport Scotland Buildings that fall within the civil estate are listed at Appendix I.
  • Home Office Procurement Notice

    Home Office Procurement Notice

    Home Office Procurement Notice Small and Medium sized Enterprises: The Home Office is committed to supporting small medium enterprises (SMEs) cross government agenda and is actively contributing to the 25% aspiration. About Us: The Home Office is the lead government department for policies on immigration, passports, counter- terrorism, policing, drugs and crime. The Procurement Centre of Excellence (PCoE) provides a buying function for common non strategic goods and services across the Home Office Group. It has the value proposition to make it easier for people to buy from who we want them to, in the way we want them to, to deliver maximum value for money. The Home Office includes agencies, non-departmental public bodies and inspectorates. Our agencies cover UKBA, CRB, IPS and NFA whilst information regarding the NDPB‟s can be found on the Home Office website: http://www.homeoffice.gov.uk/agencies-public-bodies/ The Home Office conducts its business in a fair, open and transparent manner. It deals with a multitude of local, national and global organisations - from those with just a few employees to those with many thousands. All suppliers to the Home Office are appointed in line with EU and National regulations relating to public sector procurement, following fair and open competition. Doing Business with the Home Office: The Home Office is obliged by law to maintain certain standards in the way it operates and these apply equally to its Suppliers. Before awarding a contract the Home Office will undertake certain checks to establish whether these standards are being met. More information on doing business with the Home Office may be found at http://www.homeoffice.gov.uk/about-us/procurement/doing-business/ COMMS 034C National Fraud Awareness Campaign -ONLINE 1.Background to the Requirement National Fraud Authority The National Fraud Authority (NFA) is an executive agency of the Home Office.
  • Food Crime Annual Strategic Assessment

    Food Crime Annual Strategic Assessment

    FOOD CRIME ANNUAL STRATEGIC ASSESSMENT A 2016 Baseline NATIONAL FOOD Scottish Food Crime & CRIME UNIT Incidents Unit This document is produced by the National Food Crime Unit on behalf of the Food Standards Agency and Food Standards Scotland TABLE OF CONTENTS FOREWORD . 3 THE UK FOOD CRIME UNITS . 4 1 EXECUTIVE SUMMARY . 5 An industry vulnerable to crime . 5 Taking the right approach . 6 Reporting gaps . 6 The challenge for the wider economy . 6 Leading the fight against food crime . 7 2 STRATEGIC CONTEXT . 8 2 1. Purpose and structure . 8 2.2 Defining food crime and government responsibilities . 9 2 .3 Information sources and limitations . 11 3 FOOD IN THE UK: SETTING THE SCENE . 16 3 1. Trade and international connectivity . 16 4 THE IMPACT OF FOOD CRIME . 18 4 .2 Consumer detriment . 18 4 .3 Industry detriment . 20 4 4. Detriment to wider UK interests . 20 5 LINKS BETWEEN FOOD CRIME AND OTHER CRIMINALITY . 22 6 THREAT ASSESSMENT BY COMMODITY . 25 6 1. Red meat . 25 6 .2 Poultry and eggs . 28 6 .3 Diversion of waste products . 29 6 4 . Fish . 30 6.5 Shellfish . 31 6 .6 Dairy products . 33 6 7. Animal feed . 34 6 8 . Alcohol . 35 6 .9 Olive oil . 37 6 10. Fruit and vegetables . 38 6 11. Herbs, spices and nut and seed powders . 40 6 12 . Rice . 41 6 13. Supplements and similar products . 41 1 FOOD CRIME ANNUAL STRATEGIC ASSESSMENT: A 2016 Baseline 7 CRIMINAL TECHNIQUES, METHODS AND ENABLERS . 45 7.1 Falsified or inaccurate documentation . 45 7 .2 Redirection of waste products and re-dating of stock .
  • Written Answers

    Written Answers

    Monday 20 August 2012 SCOTTISH GOVERNMENT Enterprise and Environment Drew Smith (Glasgow) (Scottish Labour): To ask the Scottish Government, further to the answer to question S4W-02170 by Nicola Sturgeon on 5 September 2011, what (a) meetings, (b) conferences and (c) public events the Cabinet Secretary for Health, Wellbeing and Cities Strategy has attended since that date regarding the development or implementation of its cities strategy. Holding answer issued: 16 August 2012 (S4W-08795) Nicola Sturgeon: Since 5 September 2011, the Cabinet Secretary for Health, Wellbeing and Cities Strategy has attended: (a) the following meetings [with external participants]: 20 September Leader of Stirling Council (Councillor Graham Houston) 27 October Leader of Dundee City Council (Councillor Ken Guild) 23 November COSLA spokesperson for Regeneration and Sustainable Development (Councillor Alison Hay) 9 February Ross Martin, Centre for Scottish Public Policy 21 March Scottish Cities Alliance Leadership Group 13 June Chairman of VisitScotland (Dr Mike Cantlay) and (b) the following conferences: 28 September Supporting Scotland’s Cities: Empowering People and Creating Opportunities; Glasgow 28 September Scottish Low Carbon Investment Conference; Edinburgh 24 November Cities and the Economy, a Fraser of Allander/Herald Group Seminar; Glasgow 16 December COSLA Convention; Edinburgh These engagements have had a specific focus on cities. While there have been no events targeted exclusively at a public audience, a number of the conferences have been open to the public. In addition to these engagements, the Cabinet Secretary for Health, Wellbeing and Cities Strategy led the debate on the Agenda for Cities on 19 January 2012. Governance and Communities Kezia Dugdale (Lothian) (Scottish Labour): To ask the Scottish Government how many (a) modern apprenticeships and (b) work experience or student places (i) it and (ii) each of its agencies has offered in each of the last three years.
  • Daylight Robbery

    Daylight Robbery

    Daylight Robbery Uncovering the true cost of public sector fraud in the age of COVID-19 By Richard Walton, Sophia Falkner and Benjamin Barnard Daylight Robbery Uncovering the true cost of public sector fraud in the age of COVID-19 By Richard Walton, Sophia Falkner and Benjamin Barnard Policy Exchange is the UK’s leading think tank. We are an independent, non-partisan educational charity whose mission is to develop and promote new policy ideas that will deliver better public services, a stronger society and a more dynamic economy. Policy Exchange is committed to an evidence-based approach to policy development and retains copyright and full editorial control over all its written research. We work in partnership with academics and other experts and commission major studies involving thorough empirical research of alternative policy outcomes. We believe that the policy experience of other countries offers important lessons for government in the UK. We also believe that government has much to learn from business and the voluntary sector. Registered charity no: 1096300. Trustees Diana Berry, Alexander Downer, Pamela Dow, Andrew Feldman, David Harding, Patricia Hodgson, Greta Jones, Edward Lee, Charlotte Metcalf, David Ord, Roger Orf, Andrew Roberts, George Robinson, Robert Rosenkranz, William Salomon, Peter Wall, Simon Wolfson, Nigel Wright. Daylight Robbery About the Authors Richard Walton served as a police officer in the Metropolitan Police in London for thirty years (1986-2016). A former Commander at New Scotland Yard, he was Head of the Metropolitan Police Counter Terrorism Command (SO15) between 2011-2016. He is now a Senior Fellow at Policy Exchange and a Distinguished Fellow at the Royal United Services Institute (RUSI).
  • The Scottish Government Centralise and Secure Their Network to Offer a Better Experience for Their Agencies and for Their Customers

    The Scottish Government Centralise and Secure Their Network to Offer a Better Experience for Their Agencies and for Their Customers

    The Scottish Government Centralise and secure their network to offer a better experience for their agencies and for their customers Customer Story THE SCOTTISH GOVERNMENT MARKET: GOVERNMENT COUNTRY: UNITED KINGDOM DEAL IMPLEMENTED: 2019 COMPANY: THE SCOTTISH GOVERNMENT “ Alcatel-Lucent Enterprise, Freedom Communications, a Previous history with GCI Group Company, Computacenter and Sol Distribution Alcatel-Lucent Enterprise and our join forces to develop and secure the Scottish Government partnership, made us have faith in network infrastructure for their agencies and their users. the Alcatel-Lucent technology, and Scotland has a population of over 5 million people. Scotland’s faith in our partnership,“ working government is responsible for addressing the daily concerns with the account managers and of the Scottish people and their digital experience is key to the back-up support team that solving issues. The Scottish Government is transforming its we have in place. network infrastructure to meet the connectivity needs of MARK HAGART, HEAD OF DATA CENTER their customers and their institutions. AND NETWORK SERVICES (DCNS), ITECS, SCOTTISH GOVERNMENT A centralised and secure network infrastructure for all agencies The Scottish Government network serves several core government departments and agencies in Scotland and abroad. The network infrastructure supports core departments, such as Justice and Education, all central core government services, and nearly 40 public sector agencies. The network operates in Scotland and beyond, from Dublin, to London and Brussels. The first objective was to centralise “network management to offer secure and consistent services to all agencies. The robust nature of our network infrastructure has ensured we can confidently support over 40 public services agencies in Scotland.
  • Time to Choose: an Inspection of the Police Response to Fraud

    Time to Choose: an Inspection of the Police Response to Fraud

    Fraud: Time to Choose An inspection of the police response to fraud April 2019 © HMICFRS 2019 ISBN: 978-1-78655-784-1 www.justiceinspectorates.gov.uk/hmicfrs Contents Foreword ................................................................................................................... 4 Summary ................................................................................................................... 6 Summary of findings ................................................................................................ 8 Recommendations ................................................................................................. 22 Areas for improvement .......................................................................................... 27 1. Introduction ..................................................................................................... 28 About our inspection ............................................................................................. 28 About fraud ........................................................................................................... 28 Context ................................................................................................................. 30 2. Strategy: How well designed is the strategic approach for tackling fraud? 37 The national strategic approach to tackling fraud ................................................. 37 How well understood is the fraud threat? .............................................................. 45 How is good
  • The Performance of the Home Office 2012-13

    The Performance of the Home Office 2012-13

    DEPARTMENTAL OVERVIEW The performance of the Home Office 2012-13 DECEMBER 2013 Our vision is to help the nation spend wisely. Our public audit perspective helps Parliament hold government to account and improve public services. The National Audit Office scrutinises public spending for Parliament and is independent of government. The Comptroller and Auditor General (C&AG), Amyas Morse, is an Officer of the House of Commons and leads the NAO, which employs some 860 staff. The C&AG certifies the accounts of all government departments and many other public sector bodies. He has statutory authority to examine and report to Parliament on whether departments and the bodies they fund have used their resources efficiently, effectively, and with economy. Our studies evaluate the value for money of public spending, nationally and locally. Our recommendations and reports on good practice help government improve public services, and our work led to audited savings of almost £1.2 billion in 2012. Contents Introduction 4 Part One About the Department 5 Part Two Recent NAO work on the Department 20 Appendix One The Home Office’s sponsored bodies at 1 April 2013 29 Appendix Two Results of the Civil Service People Survey 2012 30 Appendix Three Publications by the NAO on the Department since April 2012 32 Appendix Four Cross-government reports of relevance to the Department since April 2012 33 Links to external websites were valid at the time of publication of this report. The National Audit Office is not responsible for the future validity of the links. 4 Introduction The performance of the Home Office 2012-13 Introduction Aim and scope of this briefing 1 The primary purpose of this report is to provide the Home Affairs Select Committee with a summary of the Home Office’s activity and performance since September 2012, based primarily on published sources, including the Department’s own accounts and the work of the National Audit Office (NAO).
  • (2016) the Fraud 'Justice Systems': a Scoping Study On

    (2016) the Fraud 'Justice Systems': a Scoping Study On

    The Fraud ‘Justice Systems’: A Scoping Study on the Civil, Regulatory and Private Paths to ‘Justice’ for Fraudsters Main Report November 2016 Professor Mark Button, Dr David Shepherd and Dean Blackbourn THE FRAUD JUSTICE SYSTEMS Table of Contents Page Number Table of Acronyms 3 1. Introduction 5 2. The Extent of Non-Criminal Justice for Fraud 12 3. Regulatory Justice 26 4. Contempt of Court 51 5. Fraudster Registers 57 6. Emerging Themes, Conclusions and Recommendations 95 7. Methods Used 103 8. References 108 9. Appendix 114 Page 2 THE FRAUD JUSTICE SYSTEMS Table Acronyms ACCA – Association of Chartered Certified Accountants ASA – Advertising Standards Authority BSB – Bar Standards Board BTAS – Bar Tribunals and Adjudication Service CAA - Civil Aviation Authority CCW – Care Council for Wales CIMA – Chartered Institute of Management Accountants CPS – Crown Prosecution Service CIPFA – Chartered Institute of Public Finance and Accountancy DBS - Disclosure and Barring Service DWP – Department for Work and Pensions FCA – Financial Conduct Authority FFA – Financial Fraud Action FSA – Financial Services Authority GC – Gambling Commission GLA – Gangmasters Licensing Authority GMC – General Medical Council HCPC – Healthcare Professions Council HMG – Her Majesty’s Government HMRC – Her Majesty’s Revenue and Customs ICAEW – Institute of Chartered Accountants in England and Wales IFED – Insurance Fraud Enforcement Directorate IFR – Insurance Fraud Register Page 3 THE FRAUD JUSTICE SYSTEMS MCA – Maritime and Coastguard Agency MPTS – Medical Practitioners
  • Fighting Fraud Together

    Fighting Fraud Together

    Fighting Fraud Together The strategic plan to reduce fraud Fighting Fraud Together 2 The strategic plan to reduce fraud Contents Collective statement of intent 4 Introduction 6 Section 1: The fraud challenge 9 The criminal threat 9 The future trajectory of the threat 11 Behaviours and attitudes 12 The damage caused by fraud 13 Strengths and weaknesses of our response 14 Section 2: Strategic direction 17 Our ambition 17 Strategic objectives 17 Priorities 18 Section 3: Strategic delivery 22 3 Fighting Fraud Together Collective statement of intent We recognise the benefits of working together to tackle a crime that affects us all and collectively costs us £38bn per annum. The criminals who attack us do not operate in silos and neither should we. Where we have worked together, we have delivered some significant results but there is much more that could be done. Fighting Fraud Together gives us a fresh impetus to make sure that this work is done. We, the organisations which are part of Fighting Fraud Together will: • Continue with measures to prevent, detect, disrupt and punish fraudsters both within our sectors and by working collaboratively across sectors, sharing intelligence, information and good practice • Commit to a new set of cross-cutting initiatives to provide fresh impetus in our fight against fraud • Widen our partnership working to involve other sectors who are less advanced in their approach to fighting fraud • Strengthen the institutional arrangements for co-ordinating our work • Ensure that our work is informed by the best intelligence