The number of contracts let with a monetary value of over £5 million in each of the last five years is as follows. This does not include contracts which when signed had a value which was less than £5 million but due to a subsequent extension then exceeded this value.
Total number of contracts over £5 million let by UKBA 2009 3 2008 6 2007 3 2006 34 2005 2
The UK Border Agency has outsourced services across the organisation. The decision to re-procure is primarily driven by the business need and priority, with the commercial strategy and procurement route determined subsequently.
The approach to re-procurement evaluation is made towards the end of each contract in light of business need and available procurement options.
There are no information technology systems contracts which are due to be re-procured or become unsupported in the next four years. However, the UK Border Agency contracts for outsourced services which may be re-procured in the next four years are as follows:
Programme/project/contract
Haulage, Storage and Disposal of Excise Goods
Maintenance of five Existing Cutters
Supply and Maintenance of Mobile Scanners
Maintenance for Baggage X-Ray
Maintenance of Legacy Mobile Freight Scanners
Supply and Maintenance of Trace Detection Equipment
Freight Searching Services
Maintenance and Obsolescence Management Services of Passive Millimetric Wave Machine
Relocation Services
Provision of Aerial Surveillance Services
Harmondsworth Immigration Removal Centre (IRC) Operating Contract
Campsfield House IRC Operating Contract
Colnbrook IRC Operating Contract
Oakington IRC Operating Contract
Dungavel House IRC Operating Contract
Yarl’s Wood IRC Operating Contract
Ticketing Services for UKBA Removals
Escorting—In Country, Overseas and Short Term Holding Facility (STHF)
Port of Dover—STHF Contract
Port of Harwich—STHF Contract
Colnbrook Gaolers
Refugee Integration and Employment Services
Education Verification and English Language Equivalence
Facilitated Returns Scheme for Foreign National Prisoners
Assisted Voluntary Returns
Contact Centre Services
Payment Processing
Asylum Support Partnership Co-Ordination Service
Transportation of Presenting Officers
Case Resolution Department Administrative Function
Target Contracts—Asylum Accommodation
Gateway—Refugee Resettlement Programme
Asylum—One Stop Services
Transport Services for Asylum Seekers
Cash Payment Contract
Initial Accommodation—Associated Services
Immigration Case Work System Integrator Contract
Production and Supply of Visa Vignette Products
Service Management of Biometrics Messaging System
Provision of Front End Visa Application Service
Security Guards
Provision of Arrest Team Equipment and Training
Provision of Conflict Training
Leadership and Management Development
Maintenance of Electronic Security Systems
Record Services Contract
Transport of High Risk High Value Items
Repatriation of Offenders
Occupational Health Services
Counter Terrorism Awareness training.
‘Non-jobs’ has been interpreted as staff who are currently in the redeployment pool. The following table refers to the number of UK Border Agency Staff in the redeployment network as of (a) 1 April 2008, (b) 1 October 2008, (c) 1 April 2009 and (d) 1 October 2009.
Date as at: Number of UK Border Agency staff 1 April 2008 26 1 October 2008 22 1 April 2009 24 1 October 2009 19
Performance targets for senior civil servants within the UK Border Agency are set in accordance with the Cabinet Office Guidance entitled ‘Managing Performance in the Senior Civil Service’ and are individual to the person and the role they perform.
The Cabinet Office guidance requires that senior civil service objectives should include:
Business delivery objectives—that define business outcomes for the specific post, reflecting business priorities and value for money commitments for the year ahead, linked to delivery targets and the Agency's PSAs.
Corporate objectives—that articulate the leadership activity that contributes to the effective corporate management and coherence of a Department and/or the civil service as a whole.
Capability objectives—to ensure that individuals, the Department and civil service have the right capability to deliver business outcomes now and in the future, including improvement of people performance management: managing talent, managing attendance and promoting well-being; and addressing poor performance. Capability targets are drawn from unit and Directorate business plans and, if appropriate, the Home Office's PSAs.
Personal development objectives—to emphasise the importance of continuous personal development and an individual's growth in competence against the leadership and broader Professional Skills for Government frameworks. In addition, individuals are appraised on their leadership behaviour demonstrated throughout the year including providing direction for the organisation; delivering results; and building capability in the organisation to address current and future challenges.
The setting of individual objectives in performance management reviews is a matter for individual line managers and it is not possible for this reason to state the percentage of staff with financial targets or objectives except at disproportionate costs. We do not waste taxpayers’ money on compiling this information.
The information requested is shown in the following table.
Full-time equivalent (rounded) Grade Senior Civil Service 74 Grade 6 165 Grade 7 544 HM Inspector Immigration 213 Senior Officer 151 Senior Executive Officer 1,076 Higher Officer 2,213 Chief Immigration Officer 773 Higher Executive Officer 2,090 Immigration Officer 3,580 Executive Officer 4,252 Assistant Immigration Officer 709 Administrative Officer 4,853 Administrative Assistant 1,531 Null/Unrecorded grade2 481 Locally engaged staff (international group)3 Of which: Level I 23 Level II 184 Level III 668 Level IV 485 Level V 63 Total 24,128 1 Staff excludes 710 agency works. Figures as at 31 October 2009. 2 Includes approximately 350 staff whose data are unavailable except at disproportionate cost during machinery of government transfer from Her Majesty’s Revenue and Customs. 3 Locally engaged staff work for the UK Border Agency but are employed by the Foreign and Commonwealth Office.
This financial year UKBA has had 12 areas of activity it treats as programmes and projects, of which one had closed by 1 November. This leaves 11 programmes and projects within the corporate portfolio that support the UKBA business plan, change programme and wider Home Office initiatives.
Out of the 11 programmes and projects, two do not yet have a signed-off business case. The two projects are in the process of developing their business cases and are due to go through financial and other approval processes in early 2010.
All 11 programmes and projects have a planned end date.