Public sector recruitment costs
Lack of common cost-per-hire metrics and transparent reporting on recruitment costs across government departments.
Source spread
Where this theme appears
This theme appears across 8 independent accountability sources, so the source mix matters as much as the headline total.
9 inquiry recs
314 committee recs
15 NAO recs
43 IMB recs
2 detention investigation recs
1 DHR rec
8 LGO/SPSO decisions
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(9)
WATE-(30) — Conduct national review of pay and career for residential child care staff
Recommendation: There should be a national review of the pay, status and career development of residential child care staff and field social workers to ensure as far as possible that there is a sufficient supply of candidates for such posts of …
Unknown
RHI-8 — Job-Specific Recruitment
Recommendation: A fundamental shift is needed in the approach used within the Northern Ireland Civil Service with regard to recruitment and selection for government jobs. This must involve an up-front assessment of the skills that are required to fulfil the specific …
Gov response: These recommendations can be accepted in full. They have been addressed through work to date, including: • job-specific appointments within the NICS generalist grades; • the piloting of Cabinet Office’s “Commercial Skills Assessment and Development …
Accepted
ETI-3 — Staffing Guidance
Recommendation: The guidance mentioned in the first recommendation should include: advice concerning the circumstances in which civil servants in the inquiry team may properly transfer to posts, other than promoted posts, within other government departments or agencies; which positions within the …
Gov response: We are working through all of these recommendations, but I can report that additional guidance similar to that suggested is already in development with reference to the efficient establishment and delivery of public inquiries and …
Response Unclear
BRIS-51 — Establish NHS Appointments Commission for non-executive director appointments
Recommendation: As recommended in ‘The NHS Plan’, there should be an NHS Appointments Commission responsible for the appointment of non-executive directors of NHS trusts, health authorities and primary care trusts.
Unknown
BRIS-49 — Implement transparent, ability-based selection criteria for trust executive directors
Recommendation: The criteria and process for selection of the executive directors of a trust board must be open and transparent. Appointments should be made on the basis of ability and not on the basis of seniority.
Unknown
BRIS-53 — Develop a standard NHS job description for non-executive directors
Recommendation: A standard job description should be developed by the NHS for non-executive directors, as proposed in ‘The NHS Plan’.
Unknown
BRIS-52 — Implement induction programme for new non-executive directors via Leadership Centre
Recommendation: Newly appointed non-executive directors of trusts, health authorities and primary care trusts should receive a programme of induction: this should refer to the principles and values of the NHS and their duties and responsibilities with regard to the quality of …
Unknown
BRIS-50 — Create training and support for clinicians seeking executive director roles
Recommendation: The NHS Leadership Centre, in conjunction with trusts, should develop programmes of training and support for clinicians and others who seek to become executive directors.
Unknown
BRIS-48 — Ensure equal security of tenure for trust senior managers and NHS professionals
Recommendation: The security of tenure of the chief executive and senior managers of trusts should be on a par with that of other senior professionals in the NHS.
Unknown
Select committee recommendations(314)— showing 50 strongest matches
#59 —
Recommendation: We recommend that the Government urgently considers changing pay scales at organisations such as the National Crime Agency and Companies House, to ensure that salaries of mission critical staff keep pace with industry and fully reflect the indispensable work they …
#58 —
Recommendation: The UK’s ability to deter economic threats depends upon agencies having the necessary staff in place to investigate wrongdoing. Currently, the UK depends on professionals committed to keeping the country safe, but today’s pay scales mean that frontline enforcement agencies …
#79 —
Recommendation: The Government should review resourcing for HMRC not only in relation to individual measures but also to ensure that taxpayers receive the level of service they have a right to expect.
Response attribution not verified
#78 —
Recommendation: The Financial Secretary assured us that HMRC’s resources have been increased and are monitored. Nonetheless, we note that successive Finance Bill Sub-Committees have raised the question of HMRC resourcing in recent reports, yet the situation seems to be getting worse. …
Response attribution not verified
#69 —
Recommendation: While we recognise the impact of wider delays in the criminal justice system and of resource constraints within HMRC, we are concerned by the sharp decline in the number of prosecutions for tax fraud in recent years, and the impact …
Response attribution not verified
#162 —
Recommendation: We note the Minister’s optimism that empowering local authorities will make them a desirable place to work and therefore address the capacity and skills gaps within such organisations. However, this is a long-term, indirect and unguaranteed solution to an immediate …
Response attribution not verified
#25 —
Recommendation: The FCA and PRA should review the compensation they offer to staff with a view to introducing appropriate incentives to help to attract talent with a practitioner ’s background in regulated financial services sectors.
Response attribution not verified
#20 — Progress reported on recruitment for Pathways to Planning and capacity building programmes
Recommendation: The Department subsequently wrote to us with additional information on this topic. It explained that: • Since it began funding the Pathways to Planning programme in 2023, two cohorts of graduates had been placed into LPAs, both of which started …
Response attribution not verified
#19 — Department introducing funding and fee reforms to address local planning authority staffing issues
Recommendation: We challenged the Department on what it was doing to tackle the root causes of LPAs’ staffing problems. It explained that several initiatives were under way, and that it would provide direct funding of around £12 million for the recruitment …
Response attribution not verified
#18 — Significant capacity and skills imbalance exists between public and private planning sectors
Recommendation: There is an imbalance in capacity and capability between the public and private sector. Larger developers are generally better resourced with people who have specialist skills for negotiation.25 In its written evidence, the Chartered Institute of Housing expressed concern that …
Response attribution not verified
#17 — Local planning authorities face severe staffing problems and planner exodus to private sector
Recommendation: Research from the sector suggests that staffing in local planning authorities (LPAs) is a serious problem. The Royal Town Planning Institute’s 2023 State of the Profession report found that, in the period 2013–2020, around a quarter of planners left the …
Response attribution not verified
#4 — Set out how the Capacity and Capability Programme will improve and retain planners for LPAs.
Recommendation: We are unconvinced that the Department is adequately addressing staffing capacity and capability issues within local planning authorities. Research from the sector suggests staffing in LPAs is a serious problem. The Royal Town Planning Institute’s 2023 State of the Profession …
Response attribution not verified
#21 —
Recommendation: The NCA’s resourcing challenges are exacerbated by the Government’s failure to allow them to offer salaries that might attract those with specialist skills. It will always be difficult for the NCA to compete with the private sector, particularly for roles …
Response attribution not verified
#29 —
Recommendation: The Committee sees merit in regulators setting up centres of excellence to pool their resources. Seconding industry staff to centres of excellence could help reduce the potential for conflicts of interest by providing an intermediate step between them and their …
Response attribution not verified
#28 —
Recommendation: Where regulators face common issues and struggle to recruit the necessary staff individually, they should consider pooling their resources. The Government should consider what measures it could take to facilitate this pooling .
Response attribution not verified
#27 —
Recommendation: When conducting Public Body Reviews of regulators, the Government should assess whether regulators can attract the necessary staff within their current funding regimes and payscales. If they are unable to do so, the Government should allow regulators greater discretion to …
Gov response: 28. Response to HoL recommendations 10-12: The resources of regulators and challenges in recruiting the right skills were issues highlighted in responses to the call Smarter Regulation and the Regulatory Landscape Call for Evidence. Some …
Position Not Stated
#26 —
Recommendation: Regulators face a challenge to recruit and retain more specialised staff due to the higher rates of pay available for the same skills in the private sector, and in some instances at other regulators. Industry secondees may help to address …
Response attribution not verified
#157 —
Recommendation: In general, we heard that local authorities face substantial resource and skills shortages in supporting high streets. 310 The British Property Federation stated that “many local authorities no longer have anyone skilled in the disciplines necessary for successful placemaking.” 311 …
Response attribution not verified
#52 —
Recommendation: Administrative and audit requirements imposed on providers further damage their economic viability and are disproportionate for established providers. Practitioners under the legal aid scheme are required to undertake significant tasks to fulfil audit and contractual requirements which are unpaid. (Conclusion, …
Response status not verified
#45 —
Recommendation: To preserve the principle of equality of arms, legal aid barristers should be paid comparable rates to state barristers in claims against public authorities. In order to prevent cannibalisation from other civil legal aid fee schemes, non-inquest categories must also …
Response status not verified
#52 —
Recommendation: The Department for Culture, Media and Sport should put funding in place for a dedicated outreach officer for all library services, which is estimated to cost £7.5 million. (Recommendation, Paragraph 186)
Response status not verified
#26 —
Recommendation: We are concerned that many local authorities do not have enough suitability skilled staff to robustly regulate and enforce standards in their private rented markets. If not addressed this problem threatens to undermine the steps the government is taking to …
Response status not verified
#26 —
Recommendation: The Government must give further consideration to civil service upskilling if it is to deliver its infrastructure commitments, which might include a commitment to making salaries more competitive, at least in the short term. The Cabinet Office should review whether …
Response attribution not verified
#25 —
Recommendation: Efforts to address capability are welcome but will take time to take effect. A scarcity of appropriately experienced people and salary constraints in the public sector contribute to the ongoing problem of shortages, particularly in the SRO role. The Government …
Response attribution not verified
#17 —
Recommendation: There has been high turnover among staff working on EU Exit, particularly at senior levels. DExEU has had three Permanent Secretaries, the Border Delivery Group has had three Director-Generals, and there have been changes at Permanent Secretary grade in key …
Response attribution not verified
#16 —
Recommendation: At the peak, more than 22,000 civil servants worked on EU Exit, and at present the Cabinet Office reports that the number is around 15,000.43 The civil service responded to this demand by moving staff between departments. In particular two …
Response attribution not verified
#3 —
Recommendation: Government continues to spend too much on consultants to undertake work that could be better done by civil servants, and does not do enough to utilise or develop skills and experience in-house. At the peak, more than 22,000 civil servants …
Response attribution not verified
#2 —
Recommendation: The civil service struggles to attract and retain specialist staff. Since 2010 the civil service has been subject to pay restrictions, which have limited its ability to offer progressive pay packages to staff. Areas such as Digital and Commercial have …
Response attribution not verified
#16 —
Recommendation: The Department acknowledged that it has faced strong competition for people with the scarce technical skills required to deliver the programme, including from other government departments. The Department has now designed framework contracts with outside suppliers so that it is …
Response attribution not verified
#29 —
Recommendation: Sir Tony Redmond highlighted that his review found that the lack of career prospects and opportunities produced a real challenge for trainee accountants when considering whether to go into public sector accounting and auditing. He believed that audit firms needed …
Response attribution not verified
#28 —
Recommendation: PSAA highlighted that the age profile of key audit partners was a factor likely to increase the challenge which audit firms faced, in having sufficient staff.80 EY confirmed that it was facing a retirement issue for its key audit partners, …
Response attribution not verified
#27 —
Recommendation: We challenged the Department on the sustainability of firms auditing £100 billion a year of spending by local government while relying on only a few hundred auditors with the requisite skills. The Department and PSAA recognised the challenge which audit …
Response attribution not verified
#4 —
Recommendation: The rapidly diminishing pool of suitably qualified and experienced staff increases the risks to the timely completion of quality audits. There are serious shortfalls in the number of specialists which audit firms rely on to carry out audits of local …
Response attribution not verified
#17 —
Recommendation: We asked the Cabinet Office whether it intends to reduce departments’ spending on consultants, which has been high and increasing following Brexit and COVID-19. The Cabinet Office told us it has a strong programme to try and cut the external …
Response attribution not verified
#8 —
Recommendation: HMRC told us it was planning to recruit more than 1,000 debt management staff in 2021–22, but it was starting with a staffing shortfall. At September 2021, HMRC’s debt management team had 300 fewer FTE staff than it had planned. …
Response attribution not verified
#23 —
Recommendation: We asked the Cabinet Office when it expects to publish the new strategic workforce plan. It told us that there is no confirmed publication date at present, but it hoped the government would be able to release the plan within …
Response attribution not verified
#39 — DHSC's future plans contradict reducing consultant reliance, projecting £842 million spend by 2031.
Recommendation: However, DHSC’s actual plans seem to contradict this, indicating an ongoing reliance on external delivery partners to provide professional and technical skills and for specific assignments. It estimates that it will spend £842 million on consultancy services between 2023–24 and …
Response attribution not verified
#7 — Develop strategy for attracting and retaining civil service skills for hospital construction.
Recommendation: The Programme is over-reliant on consultancy services. NHP has depended heavily on external consultants since its creation, with 62% of posts filled using consultancy services in February 2023. DHSC estimates it will spend a further £842 million on consultancy services …
Response attribution not verified
#10 — Most departments lack comprehensive recruitment cost data, hindering efficiency understanding and comparison.
Recommendation: Most departments—14 out of the 16 main civil service departments in 2022—do not collect full information on their recruitment costs and therefore do not understand how much it costs them to hire staff. The Ministry of Justice told us that, …
Response attribution not verified
#3 — Define common cost-per-hire measure, require regular reporting, and share efficient recruitment examples
Recommendation: Most departments do not know how much it costs to recruit staff, or how they could be more efficient. 14 of the 16 main departments cannot provide full recruitment cost data. Only one department, HM Revenue & Customs, understands its …
Response attribution not verified
#18 —
Recommendation: The review must outline necessary steps towards establishing a central resource of experienced procurement professionals to assist in establishing homecare medicines services. This must be available to all those establishing agreements, whether they are manufacturer- or NHS-funded. (Paragraph 75) Regulators
Response attribution not verified
#17 —
Recommendation: We welcome the Government’s announcement that HMRC will be funded to deploy additional officers to manage the compliance risks relating to the new scheme. (Paragraph 78) A new merged Research & Development tax relief scheme
Response attribution not verified
#160 —
Recommendation: Throughout their evidence session with us, the new Ministers emphasised the central role of local authorities and local communities in deciding the spending priorities for their area and managing their spending in line with this. 323 When questioned about how …
Response attribution not verified
#159 —
Recommendation: The new Government intends to reflect on the taskforce models of the previous Government as it finalises its approach to support local authorities. 317 When reflecting on his time as chair of the HSTF, Mr Robinson emphasised to us that …
Response attribution not verified
#39 —
Recommendation: Complex legal aid scope for civil legal aid matters creates confusion among both professionals and clients. It also contributes to system inefficiency and undermines provider sustainability. (Conclusion, Paragraph 118)
Response status not verified
#9 —
Recommendation: The effectiveness of employment support depends on the quality and expertise of those delivering it. Despite a shared skill base across programmes, providers continue to face challenges in recruiting and retaining staff with specialist expertise, reflecting wider labour market pressures. …
Response status not verified
#8 —
Recommendation: The cross-government digital workforce strategy should include detailed targets for departments and public bodies to meet by the end of the current Spending Review period, including: the publication of departmental plans to reduce the proportion of total workforce and cost …
Response status not verified
#5 —
Recommendation: The Government should support universities to address the financial challenges caused by the requirement for some universities to offer membership of the Teachers’ Pension Scheme. The current situation is imposing a high cost on providers in the scheme, whilst incentivising …
Response attribution not verified
#25 —
Recommendation: The Department told us that while there had been a slight pause in recruitment, the programme was not currently under a recruitment freeze for key roles and it did not currently see resourcing as a concern.55 We challenged the Department …
Response attribution not verified
#24 —
Recommendation: In 2023 the previous Committee reported that the programme had struggled to recruit staff and had relied too heavily on external consultants.51 As of November 2025, the programme had a vacancy rate of 39%, resolution of which was being hampered …
Response attribution not verified
NAO audit recommendations(15)
Civil service workforce: Recruitment, pay and performance management
By June 2024, the Cabinet Office should require departments to report fully and regularly against the recruitment metrics it has developed, particularly those on recruitment costs, so that both departments and the Cabinet Office can monitor and benchmark recruitment performance.
Accepted
Civil service workforce: Recruitment, pay and performance management
By the end of 2025, the Cabinet Office should review how recruitment is delivered across the civil service to assess the efficiency of different approaches, including services delivered by the Government Recruitment Service. This should include benchmarking performance both within …
Accepted
Civil service workforce: Recruitment, pay and performance management
The Cabinet Office should report on civil service pay differentials across departments, starting from 2024-25, and work with departments to address pay differentials where this would be beneficial (for example, to minimise the undesirable effects of departmental pay competition for …
Accepted
Progress with trade negotiations
DIT should work with other departments, including Defra, FCDO and BEIS, to further embed across government the trade negotiating capacity and capability that it has built over the past few years. For example, to improve staff retention, DIT should continue …
Accepted
Improving the performance of major equipment contracts
d) The Department should work with the Cabinet Office and HM Treasury to address shortfalls in vital contract and programme management skills. Differing levels of remuneration and terms of employment between different parts of the Department, between the Department and …
Accepted
The administrative cost of the tax system
HMRC should Increase levels of compliance yield per case worker with the aim to return to pre-pandemic levels of performance as soon as possible. Experienced caseworkers should be expected to generate yield levels closer to historic levels more quickly. HMRC …
Partially accepted
NHS Supply Chain and efficiencies in procurement
As far as they are able to do so, NHSE and DHSC should speed up the appointment processes for Supply Chain?s recruitment of senior staff.
Accepted
Financial services regulation: Adapting to change
By September 2024, building on the FCA?s current work to develop its strategic workforce planning, develop and maintain a long-term plan for workforce needs. The nature of the FCA?s work means that the areas of its operations which are under …
Accepted
The Digital Strategy for Defence: A review of early implementation
We recommend the Department should immediately create a clear delivery plan for the digital strategy which: ? identifies what people, skills and funding it will need to deliver these;
Accepted
Implementing employment support schemes in response to the COVID-19 pandemic
e) review whether a faster programme of recruitment and training can be provided for grant compliance staff, recognising that the activity may differ to tax compliance work; and
Accepted
The Equipment Plan 2019 to 2029
The Department should now focus on filling the gaps in key financial positions across TLBs. Improving financial capabilities across the Department is fundamental to achieving the required improvements to processes and methodology for producing the Plan.
Accepted
Managing the BBC’s pay-bill
d) ensure it has full central oversight and challenge of key data, including the costs and benefits of its terms and conditions reforms, to track the ongoing value for money of its staff pay-bill.
Accepted
Managing the BBC’s pay-bill
c) keep all pay targets under review to ensure they are stretching, but realistic and that they keep the BBC in a strong position compared to the public sector and other media organisations; and
Accepted
Managing the BBC’s pay-bill
b) ensure that senior management reforms in commercial subsidiaries are timely, as well as keeping comparisons between PSB and commercial subsidiaries under active review, to ensure its aim that individuals can easily move between the two is not hindered by …
Accepted
School funding in England
c) Make clear, in communicating information about funding to the school system, Parliament and the public, that local flexibilities mean that it cannot guarantee the amount of schools block funding that each school receives. In particular, the Department should be …
Accepted
IMB individual recommendations(43)
Five Wells (2025)
What steps will the Minister take to improve the poor recruitment record for IMB members?
Ministry of Justice
Five Wells (2025)
What steps will the Minister take to improve the poor recruitment record for IMB members?
Other
In Progress
Dungavel House IRC (2021)
Recruitment of members is a serious problem for the IMB. Dungavel IRC is remote, with negligible public transport links. There were three applicants in 2021 and they were interviewed in the summer. Two were recommended by the interviewers. By the end of 2021 neither had reached the stage of being able to visit the centre. We would recommend that the …
Home Office
Onley (2023)
What further assistance can be given to recruitment in an area where employment levels are high and salaries are slightly above the national average, to address staff shortages that have an impact on all areas of the establishment and the daily life of the prisoners?
Other
High Down (2023)
The lack of prison probation workers in OMU resulted in enormous workloads for remaining probation staff. Recruitment directives, prioritising community probation workers, makes recruitment more difficult. What does the Minister intend to do about the probation staffing issues within prisons?
Other
In Progress
Durham (2025)
What will be done to speed up the process of getting staff into HMP Durham, including the third-party providers, for the time scale between appointment and starting work?
Ministry of Justice
Durham (2025)
What will be done to speed up the process of getting staff into HMP Durham, including the third-party providers, for the time scale between appointment and starting work?
Other
In Progress
Winchester (2020)
A pay supplement for prison administrative staff would ease recruitment difficulties. Can this be considered (see section 5.9)?
HMPPS
Rejected
Onley (2020)
The current salary offered to instructors does not compete favourably with that of outside employers in this area, with the result that the prison constantly struggles to recruit instructors with the necessary skills.
Ministry of Justice
In Progress
Isis (2020)
revise the centralised recruitment process for prison officers, to ensure that the supply of new staff aligns with the predicted future requirements of the prison (see section 5.3)
HMPPS
Rejected
Gartree (2021)
Can the Prison Service share with the Board how it will ensure the recruitment of staff to Gartree when salaries in the public sector compared to private prisons appear lower? For example, HMP Five Wells in Wellingborough has recently been recruiting for officers with a starting salary of £25,164 p.a. versus Gartree at £23,144 p.a. (Source: Indeed.co.uk).
HMPPS
Stocken (2022)
The vetting process should be speeded up so that people appointed subject to vetting do not find another job while waiting to be vetted.
Ministry of Justice
Pentonville (2022)
Will you introduce more initiatives (like Graduates Unlocked) to help raise the calibre of people applying to be prison officers?
HMPPS
New Hall (2023)
Speedier security and background checks for new recruits to enable them to come into the prison within an appropriate time from initial offer.
HMPPS
Portland (2024)
What steps will the Minister take to ensure that the Prison Service is an attractive profession with competitive remuneration, training and professional development.
Ministry of Justice
In Progress
Werrington (2025)
What immediate steps will the Minister take to address the delays in the vetting process, which are significantly impacting the timely commencement of staff and IMB members, and how will the system be reformed to prevent future backlogs?
Ministry of Justice
Littlehey (2025)
The Minister will wish to note the Board’s dismay at the refusal to extend a member’s tenure, condemning the Board to two members in 2026, against a complement of 16 in a prison with some 1,240 prisoners. This will make it impossible to deliver all our statutory requirements; by necessity, there will be periods when we are unable to provide …
Ministry of Justice
In Progress
Brinsford (2023)
It is unfortunate that so many of the senior leadership team move from Brinsford. It is often for their own personal reasons, but it unsettles the team.
Governor / Director
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
Rochester (2022)
During the reporting year, the Rochester Board reduced to six active members from an establishment of 14. Consequently, it is finding it increasingly challenging to discharge its statutory duties. The minister is urged to assist with appointments to our Board without unnecessary delay.
Ministry of Justice
In Progress
North and Midlands Short Term Holding Facilities (2022)
The Board intends to instigate a recruitment campaign Q4 or Q1 2022, and upon completion will be making recommendations for appointment. The Board seeks assurance from the minister that those recommended will be appointed without delay, otherwise the viability of the board will be compromised.
Home Office
Chelmsford (2022)
To look at simplifying the process of recruiting IMB members. Currently this process is, at best, difficult, at worst, onerous. Too much is demanded of people applying for a voluntary role and we urge the Secretariat to discuss with BDOs and make recommendations to the Minister.
Other
Chelmsford (2022)
To look at simplifying the process of recruiting IMB members. Currently this process is, at best, difficult, at worst, onerous. Too much is being demanded of people applying for a voluntary role and we urge the Minister to support efforts to find a better way.
Ministry of Justice
Werrington (2023)
Why has it taken so long to find a librarian to manage the long-closed library?
Other
Rochester (2023)
For the majority of the reporting year, the Rochester Board had just six active members from an establishment of 14. Consequently, the Board found it increasingly challenging to discharge its statutory duties. The minister is asked to note this issue, and assist by expediting delays which occur, such as with security clearances. (paragraph 8.1. refers)
Ministry of Justice
Cardiff (2023)
Ongoing staff vacancies in OMU and resettlement and the resulting pressures on staff and prisoners continue to be a concern. What efforts is the prison service/probation making to recruit to these posts?
HMPPS
In Progress
Cardiff (2023)
The delay in obtaining vetting clearance has had a major impact on the ability to recruit and appoint staff, particularly in healthcare, OMU and resettlement, as well as in supporting agencies working in the prison. What can the Government do to hasten this process to ensure the necessary staffing complement can be achieved and maintained whilst security is not compromised?
Ministry of Justice
In Progress
Send (2025)
The inconsistency in pay rates in different prisons, particularly between those in the private and public sector, is unfair and needs to be addressed (7.2).
HMPPS
Noted
Portland (2025)
The Minister should take steps to ensure that the Prison Service does not lose staff on work visas, given the change in the minimum salary visa requirements when the profession does not offer competitive remuneration.
Ministry of Justice
Implemented
Onley (2025)
Delays in the vetting process are impacting on non-operational appointees taking up employment. The Minister should address these delays.
Ministry of Justice
Noted
Cardiff IMB (2025)
Pa gamau fydd y Gweinidog yn eu cymryd ar unwaith i fynd i'r afael â'r oedi yn y broses archwilio, sy'n rhwystr sylweddol wrth recriwtio staff carchardai ac aelodau'r Bwrdd Monitro Annibynnol?
Ministry of Justice
Cardiff (2025)
What immediate action will the Minister take to address the delays in the vetting process, which are a significant hindrance in the recruitment of prison staff and IMB members?
Ministry of Justice
In Progress
Stafford (2020)
As in previous years, will HMPPS review: The budget available to the Governor for resident pay and ensure that it recognises that HMP Stafford, once again, achieved a high level of employment/education attendance amongst its population yet could not match the pay rates offered in private prisons
HMPPS
In Progress
Wealstun (2022)
To consider ways to incentivise people to apply to work in prisons to alleviate the current shortage of staff, not only at HMP Wealstun but across the prison estate.
HMPPS
Isis (2022)
Support the Prison Service in the development and implementation of an effective workforce strategy by ensuring that the pay and conditions of prison officers are attractive when compared against similar professions.
Ministry of Justice
Swaleside (2023)
The Board remains concerned about the retention and recruitment of staff. 29 experienced officers from Swaleside were recruited directly by the Border Agency during the year and numbers were also lost to the police and civil service. These other agencies offer better employment terms than HMPPS for all levels and grades of staff. The result is that Swaleside has been …
Ministry of Justice
North West and Midlands STHF (2023)
The Board will be seeking new members during 2023 via the national IDE recruitment programme, and upon completion will be making recommendations for appointment. The Board seeks assurance from the Minister that those recommended will be appointed without delay, otherwise the viability of the Board will be compromised.
Ministry of Justice
Five Wells (2024)
Are there plans to address the Board’s concerns that progress towards making the IMB Secretariat a separate entity to the MoJ has not been given Parliamentary time, and that the current public appointment system does not serve the best interests of recruiting new members?
Other
Partially Accepted
Dartmoor (2024)
When will the future of HMP Dartmoor be decided and communicated?
HMPPS
In Progress
Wealstun (2025)
When will the Minister recognise that the additional churn of prisoners impacts staffing across the whole prison and ensure an increase in budget to recruit staff to undertake this additional work?
Other
In Progress
Doncaster (2025)
Given the significant backlog in the vetting system, which is causing lengthy delays for new officers and staff, what immediate steps will the Minister take to review and resolve this issue?
Other
In Progress
Bristol (2025)
What action is the Minister taking to mitigate the impact of the Home Office’s proposed changes to the visa system that is likely to adversely affect the recruitment of new prison officers?
Ministry of Justice
Implemented
North and Midlands STHF (2020)
The Board instigated a recruitment campaign, and upon completion has recommended six candidates for appointment. The Board seeks assurance from the minister that those recommended will be appointed without delay.
Ministry of Justice
Detention investigations(2)
Investigation into the Disturbance and Fire at Yarl's Wood Removal … — Rec 55
relevant experience in either custodial management or contract management be a requirement for the post.
Immigration Detention
Investigation into the Disturbance and Fire at Yarl's Wood Removal … — Rec 54
IND arranges for the weight of each contract monitor post to be assessed to determine both the appropriate grade of the contract monitor and the level of support he/she should have.
Immigration Detention
Independent reviews(50)
Levene Defence Reform Report — Rec 5d
The Service Chiefs’ principal supporting staff should be based at their Service headquarters, with a much reduced staff, headed at two-star level, based in Head Office.
Other
Levene Defence Reform Report — Rec 5c
As a result of these changes to the role of the Service Chiefs, and to avoid duplication, the Services should no longer need a 4 star Commander-in-Chief, although this will also require further changes of responsibility at the 3 star level.
Other
Levene Defence Reform Report — Rec 4b
The 3 star / Director General (DG) structure should be revised to reflect the new model. At its core should be four posts leading the policy, military strategy, finance and military capability functions. This should enable the reduction of at least one 3 star / DG post. The Chief Scientific …
Other
Winsor Review Part 2 — Rec 76
The new police pay review body should consider the case for the extension of a system to reimburse the training costs of specialist police officer roles, such as firearms, in its first triennial review.
Policing & Security
Winsor Review Part 2 — Rec 75
Forces that recruit constables in the first five years of their service should pay compensation to the force from which they have recruited the constable, to ensure that training costs are fairly shared amongst all forces.
Policing & Security
Heseltine Growth Review — Rec 36
Every government department should recruit a Chief Procurement Officer at competitive market rates, reporting direct to the permanent secretary, to lead the procurement and delivery of major projects and improve the capabilities of their procurement cadre. The department’s Non-Executives should approve the selection process and appointments.
Other
Sainsbury Review — Rec 10
Institute for Apprenticeships panel members should be remunerated from the public purse.
Education
Murphy Windsor Framework Review — Rec 6
Further Northern Ireland Civil Service staff should be seconded or added to the Northern Ireland Executive Office in Brussels, especially to deal with new EU regulations.
Institutional
Accepted
Cunliffe Water Commission — Rec 32
Recommendation 32: The UK and Welsh governments should ensure that their regulators are equipped with sufficient powers, operational flexibility, and the ability to recruit and retain high-quality technical staff. This should include establishing the new regulator outside of public sector pay controls.
Other
Corry Defra Regulation Review — Rec 6
Assess potential for regulators to have targeted pay flexibility so they can employ and retain staff, particularly specialist staff. This should be considered as part of the Spending Review settlement and involve seeking specialist pay rates, or more flexible pay bands, especially for positions that require unique skills or are …
Other
Levene Defence Reform Report — Rec 11a
The Department should reduce the size of the senior cadre of Defence and the management levels below it. To enable this, the Department should review all non-front line military posts from OF5 (Captain / Colonel / Group Captain) and civilian posts from Band B (Grade 7), to determine the need …
Other
Winsor Review Part 2 — Rec 88
Individual bonus schemes for officers in the superintending, ACC and DCC ranks should be abolished in April 2013.
Policing & Security
Winsor Review Part 2 — Rec 87
Double increment pay progression should be abolished in April 2013.
Policing & Security
Winsor Review Part 2 — Rec 86
Pay progression for officers in the superintending and ACC ranks should be subject to at least a satisfactory box marking in the annual appraisal. Those officers whose contribution is marked as satisfactory or above should advance by one pay increment; those who receive an ‘unsatisfactory contribution’ box marking should remain …
Policing & Security
Winsor Review Part 2 — Rec 84
Pay progression for officers in the Federated ranks should be subject to a satisfactory box marking in the annual appraisal. Those officers who receive a box marking of ‘satisfactory contribution’ or above should advance by one pay increment; those who receive an ‘unsatisfactory contribution’ box marking should remain on the …
Policing & Security
Winsor Review Part 2 — Rec 83
Competence Related Threshold Payments should be abolished by April 2013 at the latest, and all accrued CRTP payments up to that date should be made on a pro- rated basis.
Policing & Security
Winsor Review Part 2 — Rec 78
Police forces should examine how their police staff salaries relate to the local labour market, and adjust them if they are found to be paying rates that are above or below the level necessary to recruit and retain individuals of the right calibre.
Policing & Security
Winsor Review Part 2 — Rec 77
Police staff pay grading should continue to be determined at force level.
Policing & Security
Winsor Review Part 2 — Rec 74
Chief Constables should be given discretion to pay regional allowances up to the current maximum level, as set out in Determination Annex U made under Regulation 34 of the Police Regulations 2003, and the discretion to apply eligibility criteria based on location and performance.
Policing & Security
Winsor Review Part 2 — Rec 73
The new police pay review body should review the level and scope of regional allowances for police officers. The national rate of basic pay should only be raised if justified by recruitment and retention problems in force areas with the least competitive labour markets. Local recruitment and retention problems should …
Policing & Security
Winsor Review Part 2 — Rec 72
The value of the deployment component of the X-factor should be reviewed every five years. The new police pay review body, recommended in Chapter 10, should conduct the review.
Policing & Security
Winsor Review Part 2 — Rec 71
The deployment component of the police officer X-factor should be established to be 8% of basic pay for constables. For other ranks, it should be expressed in cash terms, benchmarked at 8% of the maximum of constables’ basic pay.
Policing & Security
Winsor Review Part 2 — Rec 70
Forces should undertake this review as part of their normal salary determination processes. The review should begin not later than April 2013.
Policing & Security
Winsor Review Part 2 — Rec 69
Police forces should review and, if necessary, amend their pay grading systems in relation to local pay rates to ensure that they are paying no more than is required to recruit and retain individuals of the requisite quality. Any necessary adjustments to grading systems should be made with sensitivity to …
Policing & Security
Winsor Review Part 2 — Rec 68
Police staff pay grading should continue to be undertaken by individual police forces.
Policing & Security
Winsor Review Part 2 — Rec 67
Police forces should review pay grading structures at the earliest opportunity, and in any case not later than April 2013. Where they establish that pay scales are excessively long, they should be shortened as fairly and quickly as possible, consistently with the need for efficiency and economy.
Policing & Security
Winsor Review Part 2 — Rec 64
Police and crime commissioners should have the power to set the Chief Constable’s basic pay at any level which is up to ten per cent above or below the national rate for a Chief Constable in the force in question.
Policing & Security
Winsor Review Part 2 — Rec 63
The pay of Deputy Chief Constables should remain unchanged in the short-term.
Policing & Security
Winsor Review Part 2 — Rec 62
The pay scale for Assistant Chief Constables should be replaced with a three-point pay scale. It should start at £93,753 have a second pay point at £99,798 and a maximum of £105,849. Existing pay points 1, 3 and 5 should be removed in April 2014, 2015 and 2016 respectively.
Policing & Security
Winsor Review Part 2 — Rec 61
Assistant Chief Constables should remain on a single national pay scale.
Policing & Security
Winsor Review Part 2 — Rec 60
The post-related allowance for chief superintendents should be abolished. The cost of the post-related allowance, bonus payments and double increments, should be reinvested into a revised basic pay scale for chief superintendents with a starting salary of £77,215 and a maximum of £81,457 from April 2014.
Policing & Security
Winsor Review Part 2 — Rec 59
The national spend on bonuses and double increments for superintendents should be reinvested into a revised three-point pay scale for superintendents, with a starting salary of £60,094 and a maximum of £72,585 from April 2014.
Policing & Security
Winsor Review Part 2 — Rec 58
The police pay review body should, in its first triennial review, consider further increasing the gap between the constable and sergeant pay scales, and between the inspector and chief inspector pay scales, to ensure that good candidates are incentivised to seek promotion.
Policing & Security
Winsor Review Part 2 — Rec 57
The London lead for the inspecting ranks in the London forces should be maintained in the short-term. The police pay review body should consider the London lead in its first review. Unless the pay review body is satisfied that the inspecting ranks in London do indeed have greater responsibilities and …
Policing & Security
Winsor Review Part 2 — Rec 56
Pay point 0 of the current sergeants’ pay scale should be removed from April 2014 to ensure that sergeants are always paid more than constables, consistent with the greater responsibilities of the job.
Policing & Security
Winsor Review Part 2 — Rec 55
Pay points 6, 7, and 9 should be removed from the existing constables’ pay scale in April 2014, 2015, and 2016 respectively. This will allow constables to move to the maximum more quickly and ensure that the current and new pay scales merge in 2016.
Policing & Security
Winsor Review Part 2 — Rec 54
A new, shorter pay scale for constables should be introduced for new entrants from April 2013 as outlined in Table 7.12 of this report. It should have a lower starting salary than the current scale, but should allow constables to move to the maximum more quickly.
Policing & Security
Winsor Review Part 2 — Rec 50
Compensation payments for Chief Constables and Deputy Chief Constables whose fixed term appointments are not renewed should be fair and more generous than the compensation available to officers who leave the police service by reason of compulsory severance, taking into account any pension entitlements. The current scheme should therefore remain.
Policing & Security
Winsor Review Part 2 — Rec 47
The Police Regulations 2003 should be amended to provide for the payment of financial compensation to police officers with less than full pensionable service who leave the police service by reason of compulsory severance. Forces should be empowered to offer financial compensation on the same terms as are available under …
Policing & Security
Winsor Review Part 2 — Rec 20
The scheme should be operated by the Police Professional Body, which should also meet the costs of the scheme, other than the support provided to scheme members by forces. It should be the decision of each Chief Constable whether or not his force will participate in the scheme. There should …
Policing & Security
Winsor Review Part 1 — Rec 10
For working public holidays, police staff should receive double time for working on 25 December and on seven other days chosen for the next financial year by the employee in question before 31 January. Cancellation with fewer than 15 days’ notice should require the authority of an Assistant Chief Constable. …
Policing & Security
Winsor Review Part 1 — Rec 1
The Police Service of Northern Ireland and the Northern Ireland Policing Board should review the Northern Ireland transitional allowance with a view to increasing the rate by 12.5% to £2,994 for September 2010/11.
Policing & Security
Letwin Review of Build Out — Rec 19
I recommend that, under either structure, the LDC or LAMP should be enabled to apply for a small amount of seed funding to enable it to hire dedicated and qualified staff. I believe that the relatively small amount of funding required to cover the costs for the master planning of …
Other
Building Control Independent Panel — Rec 5
Strengthen national enforcement capability. Provide the SCR with specialist legal, investigatory and technical capacity to support robust and consistent enforcement across England.
Building Safety
Levene Defence Reform Report — Rec 12b
The Department should improve its talent management and succession planning in the Senior Civil Service and the management level below, and involve the Civil Service Commissioners for all appointments at 2 star and above and of CDS or VCDS for the most senior appointments.
Other
Levene Defence Reform Report — Rec 6a
The Head Office should be smaller, more strategic but stronger. It should advise the new Defence Board on high level balance of investment, set strategic direction and provide a strong corporate and financial management framework for the Department.
Other
Levene Defence Reform Report — Rec 4
Key recommendation 4. The Head Office performs a vital role in Defence, supporting PUS, CDS and Ministers. It should be clear on what that role is, have the people and skills to do it properly, and resist the temptation to do more. Our view is that the role needs to …
Other
Goldacre Review — Rec S16
Create an NHS Analyst Service modelled on the Government Economic Service and Statistical Service, with: a head of profession; clear job descriptions tied to technical skills; progression opportunities to become a senior analyst rather than a manager; and realistic salaries where expensive specific skills are needed. Analyst Service modelled on …
Health & Social Care
Anderson Review — Rec 112
ISIC should be sufficiently resourced to enable it to perform functions which are more extensive than those performed by the almost 40 full-time and part-time current Commissioners and staff.
Other
Allen Early Intervention Review (Part 1) — Rec 33
A further report on the Financing of Early Intervention is being prepared by my team and I recommend that the Cabinet Social Justice Committee should ensure that the team is properly resourced and staffed to enable the report to be presented before the Parliamentary summer recess.
Other
LGO / SPSO decisions(8)
25-005-247 — Cornwall Council
Summary: We will not investigate Ms X’s complaint about alleged bias in how the Council awards contracts for alternative educational provision. There is insufficient evidence of fault and an investigation would not lead to a different outcome.
LGO (Local Government & …
Education
Sep 2025
24-008-587 — Solihull Metropolitan Borough Council
Summary: We will not investigate this complaint about the Council allegedly breaching a contract by unlawfully taking and using confidential information and employing a former employee of Mr X’s organisation. The matters complained of are ones where it would be reasonable for Mr X to use his right to go …
LGO (Local Government & …
Education
Oct 2024
22-007-315 — London Borough of Waltham Forest
Summary: We will not investigate Mr X’s complaint about the Council charging for a planning application he submitted on behalf of one of his clients which he considers should have been free, and officers not replying to some of his correspondence on the matter. There is not enough evidence of …
LGO (Local Government & …
Planning
Sep 2022
22-001-903 — Nottingham City Council
Summary: Mr C complained the Council charged him the wrong fee for a licence to rent out a house in multiple occupation and then delayed in processing his licence application. We find the Council was at fault for the delay. But we do not consider this caused Mr C an …
LGO (Local Government & …
Environment And Regulation
Upheld
Oct 2022
24-023-126 — Transport for London
Summary: Mr X complained Transport for London delayed in renewing his private hire driver’s licence which left him unable to work. There is no fault in the way the Transport for London considered Mr X’s application to renew his private hire driver’s licence. It renewed his licence in line with …
LGO (Local Government & …
Environment And Regulation
Not Upheld
Nov 2025
21-010-789 — Kent County Council
Summary: We will not investigate this complaint about an invoice from the Council for an overpayment of a Personal Transport Budget. This is because there is not enough evidence of fault.
LGO (Local Government & …
Education
Jan 2022
21-015-119 — Mansfield District Council
Summary: We will not investigate this complaint about delays in completing the surrender and reassignment of a lease. The complaint does not meet the tests in our Assessment Code on how we decide which complaints to investigate. It is made too late.
LGO (Local Government & …
Other Categories
Feb 2022
24-010-152 — Barnsley Metropolitan Borough Council
Summary: We will not investigate this complaint about public procurement processes because there is not enough evidence of fault to warrant an investigation. There are also other bodies better placed to consider parts of Mrs X’s complaint. It would be reasonable to expect Mrs X to go to court if …
LGO (Local Government & …
Other Categories
Dec 2024