M0nica
*Maizie*, sorry what is your point? Of course the exact status of people coming into Britain on little boats and lorries cannot be defined until investigated. I would have thought that was obvious, but is someone who is an economic migrant going to turn up at a immigration centre in France to go through the vetting process and when they are turned down, dutifully retun to their country of origin? Of course they won't, they will simply resort to illegal entry in little boats or in the backs of lorries, so the idea that we can sort this problem out by processing them in France is an illusion.
But even if we were able to totally stop every single illegal entry into the UK, it would barely dint the number of immigrants coming into the country each year, because the majority of immigrants come in to the country entirely legally to fill all the jpb gaps in the economy, especially in the health services.
I don't understand why asylum seekers cannot be processed here with some degree of efficiency - though this from the Migration Observatory ( Centre on Migration, Policy and Society {COMPAS} at the University of Oxford) - gives a clue:
A decline in the number of decisions per caseworker provides perhaps the single strongest explanation for the increase in the UK’s asylum backlog; as outlined above, if caseworkers had made the same average number of decisions per year as were made in the mid-2010s, then the backlog would be substantially smaller today.
Available data and evidence do not provide a definitive explanation for declines in the number of decisions per caseworker per year. However, there are several plausible explanations. Five are provided here.
1. Administrative problems and high staff turnover
A 2021 inspection of the UK’s asylum casework by the Independent Chief Inspector of Borders and Immigration (ICIBI) highlighted a number of issues in the UK’s asylum processing. These included inadequate training for decision-makers; a reliance on Excel spreadsheets; low morale, and, relatedly, high staff turnover.
The report notes that it can take an average of 12–18 months for an asylum decision-maker to become “fully proficient” but that it was unlikely that caseworkers would stay in the role beyond 24 months. According to a letter from a Home Office civil servant to the Home Affairs Committee, the average annual turnover of Home Office caseworkers between 2018/19 and 2020/21 was 33%. A further letter from the immigration minister said that the attrition rate for decision-makers in the year from April 2021 to March 2022 was 46%. When caseworker numbers are increasing (Figure 6, above), it follows that a higher share of caseworkers will be new recruits, and so the average number of decisions per caseworker can be expected to fall.
The ICIBI noted that the low morale that drives high staff turnover resulted from pressure to meet targets, the perception among decision-makers that management was concerned more about the quantity rather than the quality of decisions, and a lack of career development.
Concerns about high staff turnover and the quality of training were also reported in a previous immigration inspector’s report of the asylum system in 2017.
2. The end of the six-month ‘customer service’ standard
On 1 April 2014, the Home Office introduced an internal target, or ‘customer service standard’, to process 98% of “straightforward” cases within six months. This followed the publication in October 2013 of a report by the House of Commons Home Affairs Committee into the UK’s asylum system, which criticised the time taken for asylum applicants to receive a decision.
The six-month service standard was abandoned in January 2019. According to a report on asylum casework by the Independent Chief Inspector of Borders and Immigration, the lack of a service standard has “exacerbated delays”. On 20 September 2022, the Home Office said that it is working to reintroduce a service standard.
... high staff turnover, low morale - leading to casework being done increasingly by new recruits. Caseworkers feeling that management was concerned more about the quantity rather than the quality of decisions, and a lack of career development.
It's not an unusual pattern with government agencies - "Never Mind The Quality, Feel the Width"... 1967 British TV sitcom.