Corporate report

Home Office Outcome Delivery Plan: 2021 to 2022

Published 15 July 2021

This was published under the 2019 to 2022 Johnson Conservative government

Secretary of State for the Home Office: The Rt Hon Priti Patel MP

Permanent Secretary: Matthew Rycroft CBE

Foreword

At the Home Office, we are committed to realising our vision for a safe, fair and prosperous UK. This Outcome Delivery Plan underlines our commitment to the British people. We will restore confidence in the criminal justice system and protect homeland security. Having taken back control, we will attract talent and advance Britain’s place in the world. We will work tirelessly, in open engagement and collaboration with the public and our partners across government and beyond.

The Windrush Lessons Learned Review continues to act as a catalyst for deep and genuine change across the Home Office. We are working hard to support those affected by the Windrush scandal and transform the culture within the department. Our work and our relationships will be underpinned by our values: being respectful, compassionate, courageous and collaborative.

Building on these foundations, we will create One Home Office, which is trusted by the public, where every one of our people can fulfil their potential, and where all of us can be proud, not just of the work we do, but also of the organisation to which we belong.

We will take forward the lessons we have learned during the Covid-19 pandemic, in which the Home Office has demonstrated its incredible ability to adapt, and we will build back better and safer. We will take full advantage of the opportunities that exiting the European Union brings. Right across the Home Office, from crime and policing and counter-terrorism to the border, citizenship and immigration, we are implementing new systems and technology and making better use of data and analysis to reduce crime, enhance our security, make better decisions, and provide more efficient services.

We are confident that through this plan we will lay the foundation for the Home Office of the future; a Home Office that delivers on our key priorities, keeping people safe while also ensuring the UK remains prosperous and an attractive place to live, work and invest.

A. Executive summary

Our vision

Our vision is for a UK that is safe, fair and prosperous, where people live and work together productively, feel secure in their homes and communities, and make the most of the opportunities afforded by a great, independent UK. By safeguarding our freedoms and protecting vulnerable people, we create the conditions for a prosperous global Britain where people across the UK live full, productive lives and have the best possible opportunities.

Together, we are creating One Home Office, learning the lessons from previous treatment of the Windrush generation and earning the public’s trust. We are making a Home Office where every one of our people can fulfil their potential, and where all of us are proud of the work we do and the organisation to which we belong.

Our priority outcomes

This delivery plan sets out in detail how we will deliver our priority outcomes ^{[footnote 1]}, how we will measure our success and how we will ensure we continuously improve to:

1. Reduce crime
2. Reduce the risk from terrorism to the UK and UK interests overseas
3. Enable the legitimate movement of people and goods to support economic prosperity
4. Tackle illegal migration, remove those with no right to be here and protect the vulnerable

As a further element of our work to keep the public safe, we are committed to preventing fires and reducing their harm so that a tragedy like Grenfell Tower never happens again. Together with the Ministry of Housing, Communities & Local Government, wider government and fire and rescue services we are responding to the recommendations from the Grenfell Tower Inquiry.

In addition, we are supporting the delivery of the following priority outcomes led by other departments:

• seize EU Exit opportunities, through creating the world’s most effective border to increase UK prosperity and enhance security (Cabinet Office)

• support the most disadvantaged and vulnerable children and young people through high quality local services so that no one is left behind (Department for Education)

• end rough sleeping through more effective prevention and crisis intervention services, and reduce homelessness by enabling local authorities to fully meet their statutory duties (Ministry of Housing, Communities & Local Government)

• deliver swift access to justice (Ministry of Justice)

Strategic enablers

To deliver our priority outcomes - and reinforce the ambitions of the Declaration on Government Reform - we will focus on four key enablers:

• workforce, skills and location

• innovation, technology and data

• delivery, evaluation and collaboration

• sustainability

B. Introduction

Context

The Covid-19 pandemic has seen profound changes in demand on the Home Office, from police enforcement of Covid rules through to a shift online creating greater opportunities for cyber crime, extremism and terrorism. The recovery from Covid-19 in 2021/22 is uncertain; some crime types such as acquisitive crime may revert to previous levels, whereas others linked to greater online activity may have changed permanently, along with working patterns of our staff.

Having left the EU, 2021/22 offers opportunities to attract the brightest and best to the UK through a new immigration system, improve our border processes and implement an extensive programme of work to improve the way we interact with all the communities we serve in response to the Windrush Lessons Learned Review.

Governance and delivery agencies

We have new organisational structures that will enable us, as One Home Office, to deliver better outcomes for the public. Our Science, Technology, Analysis, Research and Strategy (STARS) team sets and maintains strategic direction for the department. Our three mutually supporting Missions lead the end-to-end delivery of our core outcomes, working in conjunction with our five Capabilities to provide best in class services.

• Public Safety Mission: principally reduces crime
• Homeland Security Mission: reduces the risk to the UK from terrorism, state threats and economic crime and cyber crime
• Migration and Borders Mission: principally enables the legitimate movement of people and goods, tackles illegal migration and protects the vulnerable
• five cross-cutting capabilities are integral to delivering these outcomes: Borders & Enforcement; Communications; Corporate Enablers; Customer Service and Legal
• STARS is our strategic centre that informs, sets direction and coordinates cross-cutting priorities, including international and data capabilities
• we work with 30 agencies and public bodies to deliver this work

Overview of strategic risk

In delivering these outcomes, we have identified the following key opportunities and risks.

Opportunities

• recruiting 20,000 additional police officers will enhance our capability to tackle crime and protect the vulnerable
• building a new, strong and secure border and immigration system will enable us to keep the public safe, promote prosperity and protect the vulnerable
• our Windrush reform programme will support our commitment to rebuild public trust; listening to community voices, we will earn the confidence of the public we serve and deliver reforms such as greater transparency
• more effective use of data, research and analysis will inform decision making; innovative use of technology and automation will deliver effective, reliable and secure public safety, immigration and border services
• embracing remote working and technology will improve efficiency and diversity and support the government’s ambition for ‘levelling up’, including Places for Growth
• developing bilateral and multilateral relationships will enable us to share information, mitigate threats and enhance trade

Risks

• unemployment, poverty and income inequality could lead to upward pressure on crime and increased support for extremist groups or political parties; both factors are heavily influenced by the duration and scale of impacts from Covid-19
• an increasingly online and connected world is more vulnerable to cyber attacks and changing patterns of criminal behaviour; law enforcement agencies are in a technological arms race with organised crime groups and hostile states
• police and support services need to be ready to respond to additional demand that could arise from increased reporting of crimes that have been traditionally under-reported, like modern slavery, violence against women and girls, and domestic abuse
• departmental income from visa and immigration services is uncertain and may decrease

Our resources

Our finances in 2021/22

1. Departmental Expenditure Limit (DEL): £13.73 billion (excluding depreciation, non-cash)
2. Resource DEL: £12.8 billion
3. Capital DEL: £0.89 billion
4. Annually Managed Expenditure (AME): £2.32 billion

Control totals included in this document are in line with those presented in the Main Supply Estimates 2021. Any changes arising from the Parliamentary approval process will be reflected in due course.

Source: Main Supply Estimates 2021/22

Our people

In this environment, the importance of our work has never been greater. We need to have the resources to do our work effectively and respond to new priorities as they arise.

As of 31 March 2021, the Home Office had 32,716 permanent civil servants.

Source: ONS public sector employment data

Release schedule: quarterly. This figure does not include temporary employees.

Breakdown of resources allocated by work as of April 2021

Area of work	Budget (£m TDEL)
Science, Technology, Analysis, Research, Strategy	£140.90m
Public Safety Mission	£10,363.85m
Homeland Security Mission	£1,286.78m
Migration and Borders Mission	£374.59m
Customer Service	- £769.17m*
Borders and Enforcement	£1,278.13m
Legal	£10.58m
Comms	£16.60m
Corporate Enablers	£898.22m
Arms’ Length Bodies	£130.51m
Home Office total	£13,730.98m

*Customer Service is made up of areas of the Home Office that attract income - HM Passport Office and UK Visas and Immigration. This income offsets the significant expenditure to run these and associated operations.

C. Delivery plans for priority outcomes

1. Reduce crime

Lead minister: Kit Malthouse MP, Minister for Crime and Policing

Senior sponsor: Rachel Watson, Acting Director General, Public Safety Mission

Outcome strategy

Clear evidence shows crime has a common set of drivers: drugs, alcohol, opportunity, profit, vulnerability, and the effectiveness of the criminal justice system. Every department is using the tools at its disposal to reduce crime. In addition to leading a cross-department delivery plan, we are investing directly in law enforcement, recruiting 20,000 additional police officers and funding evidence-based programmes in high-crime areas.

We are doubling investment in tackling county lines and drugs supply and a range of other initiatives to tackle the causes of crime. We are developing a strategy to combat violence against women and girls as well as domestic abuse. We are increasing the number of effective trials for child sexual exploitation and abuse and rape, so that cases reach court and justice is served more quickly.

Departments supporting the outcome delivery

• the Department for Digital, Culture, Media & Sport is reducing young people’s vulnerabilities associated with being victims or perpetrators of crime and makes the UK the safest and fairest place to be online
• the Department for Education is supporting the most disadvantaged and vulnerable children and young people through high quality local services so that no one is left behind
• the Department for Health & Social Care is reducing health vulnerabilities associated with offending and improving the healthcare for victims
• the Ministry of Housing, Communities & Local Government is reducing crime risk factors in vulnerable families, improving the built environment to deter offending and supporting families with complex needs
• the Ministry of Justice is ensuring criminals are brought to justice and reducing reoffending
• the Law Officers’ Departments are working with the police to ensure that cases progress more effectively and efficiently through the criminal justice system
• the Department for Work and Pensions is providing employment support to individuals at risk of involvement in crime

Our performance metrics

The following metrics are key indicators of progress in delivering this outcome, but they do not reflect everything we do. Recent figures may have been influenced by the pandemic.

Police numbers, including progress in increasing to an additional 20,000 warranted officers in England and Wales

Month	Number of police officers
January 2021	136,207 (+7,430 change in total headcount)
February 2021	136,623 (+7,817 change in total headcount)
March 2021	137,704 (+8,771 change in total headcount)

Source: Home Office: Pre-uplift statistics and uplift statistics released monthly.

Homicide – rolling 12-month total

12 month period	Number of homicides
July 2019 – June 2020	716
October 2019 – September 2020	698
January 2020 – December 2020	625

Source: Crime in England and Wales: Appendix tables - Office for National Statistics. Figures apply to England and Wales. Release schedule: quarterly. Year ending June and year ending September 2020 include 39 homicide victims whose bodies were found in a lorry in Grays, Essex in October 2019.

Number of drug related homicides

12 month period	Number of drug related homicides
April 2017 – March 2018	311
April 2018 – March 2019	311
April 2019 – March 2020	337

Source: Appendix tables: homicide in England and Wales - Office for National Statistics. Figures apply to England and Wales. Release schedule: annually.

Serious violence – rolling 12-month total, under-25s hospital admissions for ‘sharp object assault’

Year to date	Number of hospital admissions
Year to January 2021	1,618
Year to February 2021	1,602
Year to March 2021	1,601

Source: NHS data. Figures apply to England. Release schedule: monthly.

Neighbourhood crime – year to date total for robbery, theft from the person, burglary and vehicle crime

12 month period	Number of neighbourhood crimes
Year ending June 2020	1,704,000
Year ending September 2020	1,664,000
Year ending December 2020	1,616,000

Source: Crime in England and Wales: Appendix tables - Office for National Statistics. Figures apply to England and Wales. Release schedule: quarterly. The figures show broad trend only. The face-to-face Crime Survey has been temporarily suspended, so figures from June 2020 onwards are taken from the telephone operated Crime Survey for England and Wales, which is not directly comparable.

Key supporting projects and programmes

The following projects and programmes support this outcome:

The Police Uplift Programme is delivering an additional 20,000 police officers in England and Wales by the end of this Parliament. Surge funding will be available for forces to bid into, supporting them in their efforts to reduce crime.

The National Law Enforcement Data Programme will replace the Police National Computer with a new joined-up information system, on-demand and at the point of need, to prevent crime and better safeguard the public.

Continued support for violence reduction units brings together police, local government, health and education professionals, community leaders and other partners to combat serious violence; Project Adder protects communities from crime caused by illegal drugs, through increased resource and co-ordination of enforcement activity alongside diversionary interventions and treatment and recovery provision. The Safer Streets Fund prevents neighbourhood crime and other priority crime types through an evidence-based focus on crime hotspots.

Implementing the Domestic Abuse Act and new strategies on domestic abuse, violence against women and girls and hate crimes.

Outcome evaluation plan

Evaluation is already taking place on projects to tackle drug supply and county lines, child sexual exploitation and abuse, neighbourhood crime, serious violence, and violence against women and girls. Further evaluation plans will build on this.

How our work contributes to delivery of UN Sustainable Development Goals (SDGs)

The Home Office shares responsibility with other government departments for supporting delivery of the UN SDGs. This outcome contributes to the delivery of the following goals:

Reduce crime - link to SDGs

Priority Outcome	Link to SDGs
PO1	SDG 3: Good health and wellbeing: the County Lines Programme, Project Adder and other projects (eg alcohol care teams), contribute to better health reducing the long-lasting physical and mental health impacts from crime
PO1	SDG 5: Gender equality: new strategies to tackle domestic abuse and violence against women and girls [5.2]
PO1	SDG 8: Decent work and economic growth: reducing crime is inextricably linked to economic growth [8.6]. Our work to keep the public safe tackles modern slavery [8.7]
PO1	SDG 10: Reduced inequalities: our projects will reduce inequalities by reducing crime, including illicit finance and fraud [10.5] and through early intervention [10.2]
PO1	SDG 16: Peace, justice and strong institutions: Crime and Justice Task Force-led projects contribute to reducing violence, death rates and homicides [16.1], protecting children [16.2], and ensuring equal access to justice for all [16.3]. The National Crime Agency will continue to strengthen international links through its network of liaison officers. The Economic Crime Plan will reduce fraud, corruption and bribery [16.5]

2. Reduce the risk from terrorism to the UK and UK interests overseas

Lead minister: Rt Hon Priti Patel MP, Home Secretary

Senior sponsor: Chloe Squires, Director General for Homeland Security Mission

Outcome strategy

Our overall strategy is set out publicly in the cross-government counter-terrorism strategy, Contest, which comprises the workstrands of Prevent, Pursue, Protect and Prepare. The workstrands each reduce an element of the risk from terrorism and collectively provide a balanced and comprehensive response.

The Prevent pillar uses a variety of levers to stop individuals from becoming terrorists or supporting terrorism, for example support through Channel. The Pursue pillar aims to stop terrorist attacks happening in this country, or against UK interests overseas, using the capabilities at our disposal across all partners.

The Protect pillar reduces vulnerability to a terrorist attack in the UK, or against UK interests overseas. Finally, the Prepare pillar aims to save lives, reduce harm, and aid recovery quickly in the event of a terrorist attack.

Departments supporting the outcome delivery

• the delivery of Contest is supported by 22 government departments and agencies, the three devolved administrations, the UK’s posts overseas and UK local authorities
• the Contest Unit, a cross-government team based in the Home Office, oversees strategic delivery on behalf of the Home Secretary and the National Security Council
• the National Security Council, chaired by the Prime Minister, oversees Contest
• the Cabinet Office National Security Secretariat sets strategic intelligence gathering priorities and leads on the delivery of strategic intelligence assessments
• the Ministry of Defence is responsible for the armed forces and defence’s contribution to counter-terrorism including specialist assets and teams, and delivery of counter-terrorism training and capability programmes overseas
• the Foreign, Commonwealth & Development Office is responsible for international delivery of the government’s counter-terrorism strategy

Our performance metrics

The following metrics are key indicators of progress in delivering this outcome but they do not reflect everything we do. Recent figures may have been influenced by the pandemic.

UK threat level

Date	National threat level	Threat level from Northern Ireland related terrorism in Northern Ireland
23 July 2019	Severe	Severe
4 November 2019	Substantial	Severe
3 November 2020	Severe	Severe
4 February 2021	Substantial	Severe

Source: UK threat level, set by Joint Terrorism Analysis Centre, from MI5 website. Release schedule: threat levels do not have any set expiry date but are regularly subject to review.

Charging outcomes following an arrest for terrorist-related activity, 9 quarters to 31 March 2021, Great Britain

Source: Operation of police powers under the Terrorism Act 2000 and subsequent legislation: Arrests, outcomes, and stop and search Great Britain, year ending March 2021

Statistics are published quarterly.

Outcome of terrorism-related trials under TACT and non-TACT legislation, year ending 31 March 2021, England and Wales

Source: Operation of police powers under the Terrorism Act 2000 and subsequent legislation: Arrests, outcomes, and stop and search Great Britain, year ending March 2021

Statistics are published quarterly.

Percentage of Prevent (anti-radicalisation) referrals discussed at a Channel (anti-radicalisation) Panel

Quarter	% of Prevent referrals discussed at a Channel Panel
July-September 2019	23%
October-December 2019	24%
January-March 2020	23 %

Source: Home Office, Individuals referred to and supported through the Prevent Programme. Figures relate to England and Wales. Release schedule: annually.

Key supporting projects and programmes

Counter-Terrorism Operations Centre – unites partners from counter-terrorism policing, the intelligence agencies, the criminal justice system and other government agencies in a major overhaul of our response to the terrorist threat.

Legislation – includes the Counter-Terrorism and Sentencing Act, covering sentencing and release through to monitoring in the community. The government has also introduced the Police, Crime, Sentencing and Courts Bill to provide new powers to support the management of terrorist risk offenders and plans to introduce the Online Safety Bill, which will set standards for safety online.

Domestic nuclear security – major enhancements to nuclear security capabilities.

Outcome evaluation plan

The government’s counter-terrorism strategy, Contest, includes a mature, well-developed performance framework underpinning our strategic aim of reducing the risk from terrorism. This assesses performance against 13 Contest objectives, which in turn feed the strands of Prevent, Pursue, Protect and Prepare.

How our work contributes to delivery of UN Sustainable Development Goals (SDGs)

Reduce the risk from terrorism to the UK and UK interests overseas - Link to SDGs

Priority Outcome	Link to SDGs
PO2	SDG 16: Peace, justice and strong institutions: we will defend life and uphold domestic and international law through activities delivered in support of Contest for which we are responsible [16.1 and 16.3].

3. Enable the legitimate movement of people and goods to support economic prosperity

Lead minister: Kevin Foster MP, Minister for Future Borders and Immigration

Senior sponsor: Glyn Williams, Director General, Migration and Borders Mission

Outcome strategy

The vast majority of people applying to come to the UK, and of goods, cross our borders and enter the country legitimately. Ensuring that this process is as smooth as possible is central to what we do and is linked to our work to tackle illegal migration and maintain border security. Implementing the Future Border and Immigration System (FBIS) programme and the new points-based immigration system is key to delivering those outcomes.

In addition, we will be investing in data and technology infrastructure capabilities at the border and continuing work to prevent the illegal import of controlled or illegal items such as Class A drugs, firearms, counterfeit goods, smuggled animals, and protected commodities.

Our performance metrics

The following metrics are key indicators of progress in delivering this outcome, but they do not reflect everything we do. Recent figures may have been influenced by the pandemic.

Percentage of visa applications, for each route, processed within service standards

Full details of the various visa routes can be found in ‘Visa and Citizenship data’ in migration transparency data on gov.uk

Release schedule: quarterly.

Border Force revenue protected

Quarter	Total revenue protected (£)
Q4 2019	£102,129,000
Q1 2020	£57,631,000
Q2 2020	£95,338,000
Q3 2020	£89,432,000

Tax revenue that is protected through detecting goods where excise duty has not been declared. Source: full details can be found in ‘Border Force transparency data’ in migration transparency data on gov.uk

Release schedule: quarterly (reported as calendar years). Figures have been rounded to the nearest thousand.

Percentage of passengers crossing the border within service standards

Quarter	Percentage within service standards
Q2 2020	99.7%
Q3 2020	96.1%
Q4 2020	96.0%
Q1 2021	85.9%

Source: full details can be found in ‘Border Force transparency data’ in migration transparency data on gov.uk

Release Schedule: quarterly (reported as calendar years).

Number of EU Settlement Scheme concluded applications

Reporting Quarter	Total concluded applications
Q2 2020	3,462,610
Q3 2020	3,880,380
Q4 2020	4,514,250
Q1 2021	4,977,740

Source: full details can be found in EU Settlement Scheme quarterly statistics on gov.uk. Release schedule: quarterly (covering cumulative and monthly performance, reported as calendar years).

Key supporting projects and programmes

Our Future Border and Immigration System (FBIS) replaces freedom of movement, introduces a new points-based system, and digitises the border.

Digital Services at the Border transforms our technology at the border.

Digital Passenger Services upgrades and expands the use of e-passport gates.

This outcome is also supported by a number of smaller but important projects and programmes underpinning the overall migration and borders systems.

Outcome evaluation plan

FBIS is a key programme and the aims of its evaluation are to understand how we are: attracting migrants who will support the UK economy; saving money; simplifying the customer experience; improving compliance; and understanding longer-term impacts of migration on the labour market together with wider economic and social benefits.

How our work contributes to delivery of UN Sustainable Development Goals (SDGs)

Enable the legitimate movement of people and goods to support economic prosperity - link to SDGs

Priority Outcome	Link to SDGs
PO3	SDG 8: Decent work and economic growth: delivering the new points-based system will help to drive economic growth
PO3	SDG 10: Reduced inequalities: this outcome directly addresses the aims of SDG 10.7 ‘Facilitate orderly, safe, regular and responsible migration and mobility of people, including through the implementation of planned and well managed migration policies’

4. Tackle illegal migration, remove those with no right to be here and protect the vulnerable

Lead minister: Chris Philp MP, Minister for Immigration Compliance and Justice

Senior sponsor: Glyn Williams, Director General, Migration and Borders Mission

Outcome strategy

We are strengthening our overall system, protecting the vulnerable, preventing illegal migration and asylum abuse and reinforcing a strong and secure border. Using robust analysis and intelligence, we will continue to target and disrupt the organised immigration criminals who facilitate illegal migration, intervene upstream along high-risk migration routes and reduce the incentives behind illegal migration, including by preventing crossings by small boats.

We will reform our asylum system, work to tighten our asylum policies and improve the quality of our decision making whilst we continue to offer protection via our resettlement work, including helping protected individuals integrate into the country and secure employment.

Our performance metrics

The following metrics are key indicators of progress in delivering this outcome but they do not reflect everything we do. Recent figures may have been influenced by the pandemic.

Number of people within asylum intake, asylum work in progress, and on asylum support

Full details can be found in immigration statistics.

Release schedule: quarterly (covering previous 12 months).

Number of returns of foreign national offenders (FNOs)

Quarter	FNO returns
Q1 2020	966
Q2 2020	368
Q3 2020	791
Q4 2020	739

FNO returns includes all types of return. Reported as calendar years.

Number of enforced and voluntary returns

Year quarter	Enforced returns	Voluntary returns
Q1 2020	1,344	2,221
Q2 2020	361	448
Q3 2020	831	1079
Q4 2020	791	898

Full details can be found in ‘Returns’ in immigration statistics quarterly release on gov.uk.

Release schedule: quarterly (covering previous twelve months, with data normally one quarter behind; reported as calendar years).

Total number of people resettled under the UK Resettlement Scheme

Full details are in ‘Asylum and Resettlement’ in immigration statistics quarterly release on gov.uk

Release schedule: quarterly (covering previous 12 months).

Key supporting projects and programmes

Our New Plan for Immigration delivers the legislative, policy and operational changes to reform our immigration system and tackles illegal migration and abuse of the asylum process.

Digital Services at the Border transforms our technology at the border.

Asylum System Transformation improves efficiency and outputs.

Outcome evaluation plan

As part of our New Plan for Immigration, we will take forward an evaluation workstream to understand the impact being achieved.

How our work contributes to delivery of UN Sustainable Development Goals (SDGs)

Tackle illegal migration, remove those with no right to be here and protect the vulnerable - link to SDGs

Priority Outcome	Link to SDGs
PO4	SDG 8: Decent work and economic growth: the asylum and resettlement system will help ensure genuine applicants can quickly secure their status and gain work
PO4	SDG 10: Reduced inequalities: supported by changes delivered through our New Plan for Immigration, the asylum and resettlement system will help to reduce inequalities

D. Strategic enablers

To deliver our priority outcomes, we will focus on four key enablers:

• workforce, skills and location
• innovation, technology and data
• delivery, evaluation and collaboration
• sustainability

Workforce, skills and location

Our Home Office values will guide how we deal with each other, with our partners and with the citizens we serve – these are being: respectful, compassionate, collaborative and courageous. We are committed to embedding these values in our culture.

As an employer of choice, we will continue to attract, develop and retain great people; we will invest in talent and reward expertise in areas such as data science and customer service. We will strengthen our reach and impact across the UK by developing regional and specialist hubs across a wider geographical base, building a diverse workforce which brings us closer to the communities we serve.

We will continue to develop our capability to identify and reduce security risks so that our people and citizens are safe and secure.

People survey engagement score

Year	Engagement score
2018	56%
2019	58%
2020	58%

Source: Civil Service People Survey

Release schedule: annually.

Representation of minority ethnic, disabled, female, and LGB staff

Characteristic	Grade	Target	2018	2020
Black, Asian and minority ethnic	All staff	24%	24%	23%
Disability	All staff	12%	9%	9%
Women	All staff	52%	52%	52%
Lesbian, Gay and Bi	All staff	6%	3%	4%

Characteristic	Grade	Target	2018	2020
Black, Asian and minority ethnic	SCS	12%	6%	7%
Disability	SCS	5%	3%	8%
Women	SCS	47%	39%	47%
Lesbian, Gay and Bi	SCS	6%	5%	5%

Figures above refer to the period 1 April 2019 to 31 March 2020. Source: Home Office workforce diversity statistics 2019 to 2020.

Release schedule: annually.

Note: The Home Office’s previous reporting system recorded people as only either “heterosexual, straight” or “LGB” or “prefer not to say”. In 2020 the department introduced a new reporting system which provides a much broader set of categories; a person can choose to self-identify as to their sexual orientation. Future reporting will reflect this.

Innovation, technology and data

We will create a culture where innovative ideas are encouraged, where the best ideas can thrive and those which don’t work are quickly stopped. We will build efficient, digital-enabling environments where colleagues can use data, intelligence and analytics to work more flexibly and collaboratively to make better decisions. We will use new technology to fight crime, for example through the National Crime Laboratory.

We will equip our people with technology which maximises efficiency and improves customer experience. We are enabling digital interviewing and will minimise duplication by re-using information that customers have already supplied to the government. We will design workplaces and systems which can adapt to teams based in multiple locations, encouraging collaboration.

Objective

To encourage our people to be more innovative.

Indicator

From the Annual People Survey: “I have the opportunity to contribute my views…” and “My manager is open to my ideas”.

Delivery, evaluation and collaboration

We will develop our ability to use evidence and data from across the organisation to deploy our resources where they are needed most, to inform policy and to evaluate our effectiveness. Through expanded automation and machine learning, we will improve the quality and efficiency of decision making.

We will improve our performance and risk management to become better at tracking risks and recommendations, such as those from the Windrush Review. We will continue to work with suppliers to further strengthen our supply chains. We will augment our robust, multi-layered approach to security.

Objective

To improve our major projects portfolio confidence rating.

Indicator

Delivery confidence of the Home Office’s projects in the Government Major Projects Portfolio.

Sustainability

Climate change is one of the biggest challenges of our times. The Greening Government Commitments (GGCs) 2020-2025 provide challenging new targets for reducing carbon emissions, reducing water use, reducing waste and increasing recycling, and increasing environmental capital.

Achieving net zero by 2050 will be crucial; the Home Office is committed to contributing to this target. We will embed sustainability in policy and operations and place greater focus on social value through our commercial activities.

Greenhouse gas emissions

Year	Total emissions reduction
2018-19	50% reduction
2019-20	55% reduction
2020-21	Not yet published

Please note that this is against a 2009/10 baseline.

Source: Greening Government Commitments annual reports

Release schedule: annually.

Objective

Ensure we can meet our Estates Greening Government commitments and continue to track delivery (through MoJ, which has responsibility for HO Estates procurement).

Indicators

1. Reduce carbon emissions from energy used to heat buildings eg from gas and oil (33% of all emissions). Proposed target for 2025: non-traded (heating) should see a 25% reduction
2. Reduce greenhouse gas emissions from energy used in buildings. Proposed target for 2025: all emissions 25% reduction
3. Reduce water use from buildings and site. Proposed target for 2025: 8% reduction

Objective

Ensure that our business activities and HR policies are sustainable and work towards net zero by 2050.

Indicators

1. Reduce waste collected from buildings. Proposed targets for 2025: less than 5% of waste to landfill; 75% of waste recycled
2. Reduce paper use by at least 60% from 2017/18 baseline
3. Meet the government fleet commitment for 25% ultra low emissions vehicles by 2022
4. Eliminate ICT waste to landfill by 2025

Objective

Deliver Social Value.

Indicators

Incorporate the social value model into procurement through 2021.

How our work contributes to delivery of UN Sustainable Development Goals (SDGs)

Strategic enabler - Link to SDGs

Sustainability

Priority Outcome	Link to SDGs
Sustainability	SDG 7: Affordable and clean energy: by reducing our emissions and increasing the energy efficiency of our estate. [7.2, 7.3]
Sustainability	SDG 12: Sustainable consumption and production: by incorporating the Social Value Model into our procurement decisions [12.2]
Sustainability	SDG 13: Climate action: through our net zero Greening Government Commitments
Sustainability	SDG 15: Life on land: through border activity against trafficking of species [15.7]

E. Our equality objectives

We have set objectives to help us advance equality, particularly in response to the Windrush Lessons Learned Review and the Equality and Human Rights Commission’s report on the development of the Compliant Environment. We are taking positive steps to ensure that we take into account all the communities we serve.

We have committed to:

1. Implement our comprehensive Windrush improvement plan by September 2021
2. Extend the reach of our Community and Stakeholder Engagement Hub
3. Deliver Public Sector Equality Duty training to immigration and policy officials and analysts, with all Home Office civil servants trained by spring 2021
4. Deliver our internal Race Action Plan to improve the experiences of black, Asian and ethnic minority staff and introduce a revised Diversity and Inclusion Strategy
5. Deliver increased representation of black, Asian and minority ethnic, disabled, female and lesbian, gay and bi colleagues by 2025
6. Co-create a values-based leadership and management strategy and framework; Leadership and Management Strategic Approach to be signed off by end summer 2021, with Leadership and Management Qualities to be launched by September 2021
7. By 2023, implement the Action Plan we have agreed with the Equality and Human Rights Commission to embed understanding of the Public Sector Equality Duty
8. Work to ensure that public appointments made by the Home Office contribute to realising the ambition that, by 2022, 50% of all public appointees are female and 14% of all public appointments made are from black, Asian and ethnic minority candidates
9. Implement the Domestic Abuse Act and publish new strategies on domestic abuse, violence against women and girls and hate crimes
10. Set up and support the Independent Review of Prevent.

Footnotes

1. Provisional priority outcomes and associated metrics will be adjusted through the next Spending Review as necessary, including to deliver the Integrated Review of Security, Defence, Development and Foreign Policy. ↩