"The UK Border Agency’s Points Based System is not yet
delivering its full potential for value for money. While it is well
designed and adaptable, the underlying systems and management
information are in need of improvement. Customer services do not
meet customer expectations and the Agency cannot easily identify
and follow up individuals whose visas have expired.
"Implementing the radical changes planned for the System
in 2011-12 will enable the Agency to reconsider its priorities and
improve customer service and its assurance over control
systems."
Amyas Morse, head of the National Audit Office, 15 March
2011
The Points Based System introduced by the UK Border Agency in
2008 was for the most part designed well and provides an adaptable
means of meeting the UK’s work-related immigration policy
objectives. However, according to the National Audit Office, the
System is not yet delivering its full potential for value for
money. Its processes and systems are not efficient and customer
service could be improved. The Agency can also provide little
assurance that it is effectively managing the risk of
non-compliance with immigration rules by migrants and their
sponsors.
The Points Based System scores migrants against a number of
assessment criteria, including their skills. The system appears to
have attracted skilled applications, although the evidence is not
robust. Around 60 per cent of Tier 1, or highly skilled
individuals, who did not study in the UK are working in highly
skilled jobs. However, sampling by the National Audit Office
suggests that, while more highly valued Tier 2 applicants are
applying under the new system, most Tier 2 migrants have not taken
up positions which meet national priorities.
The System has so far worked effectively to meet needs of
employers although a third of sponsoring employers surveyed wanted
to recruit more skilled foreign workers than they were able to.
Sponsors and migrants often struggle to get the information and
assistance they need and one-fifth of all sponsors would pay an
additional charge to receive better customer service.
The Agency has work in hand to improve the efficiency and
productivity of its processes. It needs, however, to improve its
management information. At present, it lacks the ability to
identify easily individuals whose visas have expired and it does
not do enough to check that migrants leave the UK if they have no
right to remain. Since 2009, one Agency region has contacted failed
applicants and encouraged around 2,000 to leave voluntarily. But,
while it has some contact details for an estimated 181,000 failed
applicants overall, the Agency cannot be sure how many have left
the UK.
Poor information systems are also undermining the ability of the
Agency to manage the risk that sponsors are failing to comply with
immigration rules. It rates as compliant some 96 per cent of its
22,000 sponsoring employers but is unable to say how many it has
visited to confirm this.
Publication details:
HC: 819, 2010-2011
ISBN: 9780102969566