Policy paper

Response to the Independent Chief Inspector of Borders and Immigration’s report: an inspection of asylum casework

Published 25 June 2026

The Home Office thanks the Independent Chief Inspector of Borders and Immigration (ICIBI) for this inspection of asylum casework.

The ICIBI identified several areas for improvement and has made three recommendations. The Home Office has accepted all recommendations, on the basis that work is already underway to deliver them.

Recommendation 1

Bring about a change in the cultural mindset of the organisation that shifts from the current ‘us and them’ thinking to one of ‘we are all in this together’, the changes to be reflected in future staff surveys and feedback mechanisms.

It is suggested that consideration could be given to having an SCS quality lead to spearhead the re-establishment of the quality agenda and the establishment of this refreshed mindset, working across all levels of the organisation to introduce new practices that enable dialogue and engagement to thrive.

Accepted

We recognise that achieving a sustainable improvement in quality requires a cultural shift towards a shared, collective responsibility across all those working within the asylum system. We have introduced a refreshed governance structure and have appointed an SCS Quality lead for asylum, supported by thematic leads to bridge operational and assurance functions. Alongside this, a refreshed quality framework has been introduced, with technical staff being upskilled on the tools. Improved collaborative working with appeals colleagues will provide feedback for decision making staff and provide data to drive quality improvements. There are a number of initiatives and working groups for colleagues to be involved in which will ensure that staff at all levels are engaged, supported, and empowered to contribute to consistently higher quality decision making.

Date of implementation: December 2026

Recommendation 2

Quality is re-established within the decision-making processes as a key component alongside productivity with critical success factors that align with the overall aims of the Asylum Group.

It is considered that this could be best achieved through a system wide approach that considers:

a. defining overall aims for quality that support the wider asylum system with measurable success factors at organisational and local levels

b. simplifying and clarifying the roles and responsibilities of the various parts of the system, including consideration of a senior SCS lead for quality for a defined period to spearhead the re-establishment of the quality agenda – see above

c. defining the importance of quality within operational processes and embedding this with appropriate incentives and emphasis in performance management

d. reviewing the appropriateness of recruitment, training, onboarding and mentoring regimes given the likely skill levels of new recruits and their impact on quality

e. publishing a new service standard as soon as possible

f. reviewing operational practices to ensure appropriate emphasis on quality and productivity is reflected in ways of working and operational targets

Accepted

Work is already underway on the process of continually re-affirming quality as a core pillar of decision making. We are communicating clear success measures and monthly reporting packs have been bolstered with additional data to drive improvements. A stronger, more clearly defined governance framework has been introduced, with a monthly SCS chaired quality call providing senior accountability. We aim to create a system wide culture that reinforces quality alongside productivity – in addition to the roll out of improved feedback mechanisms and tighter assurance structures, we are strengthening training evaluation to track the impact of learning to support evidence-based improvements. A formal review of recruitment and attrition has begun, which will pinpoint opportunities to improve working practices and overall employee experience. A project is already underway to test the potential for a service standard in relation to asylum initial decisions.

Date of implementation: December 2026

Recommendation 3

Embed feedback and lessons learnt systems and processes with an appropriate priority that progressively identify where improvements can be made and result in enhancements to the quality scores being achieved.

It is suggested that this work could focus on, but is not limited to:

a. developing existing operational feedback processes and ensuring consistency and effectiveness

b. developing feedback loops for decisions made by PARU and asylum appeal hearings where the quality of the initial decision is an issue

c. lessons learnt exercises to consider how best to improve recruitment, training and mentoring activities so that the skills of decision makers are appropriate and embedded

Accepted

We will strengthen our feedback and lessons learnt processes to ensure quality improvements are continuous, data driven, and systemic. Areas of focus include certification, where a new MI tool will improve the data available to operational leads, and withdrawn cases, where a new Decision Assurance Process Team will provide oversight and assurance. Significant work has already been done to strengthen the learning we can take from cases which enter the appeals process, with key data incorporated into reporting mechanisms and feedback included in monthly quality packs. We will further enhance our training model to ensure decision makers are equipped to deliver sustainable, high-quality decisions and seek to embed a culture of learning and accountability across the asylum system. We are learning from recent recruitment campaigns to make improvements the process and working to develop a new online assessment for the Decision Maker role, designed to measure the core skills required.

Date of implementation: December 2026