Our People and Resources

Our people and resources are key to delivering the goals of the GLAA. We are committed to investing in our colleagues, improving our diversity and inclusion, and changing our organisational culture to be able to fully deliver for the people we exist to protect. This year a key focus will be reshaping our teams to create our new operating model and improving our ways of working to increase efficiency and effectiveness. We expect this work to take the full year to deliver, but it will create the foundation for years two and three, as well as ready us for our Public Body review next year.

How we will deliver this in 2023-24:

Deliverables	Key activities	Milestone	Outcomes	How we will measure delivery
Deliver the people transformation as part of our new operating model	· Deliver our operating model implementation plan. · Embed a new governance model.	January 2024 December 2023	Our organisation is set up to deliver our strategic goals.	· Colleagues report their overall satisfaction through our 2023-24 People Survey.
Deliver IT improvements to improve efficiency, effectiveness, and productivity	· Delivery of an improved intelligence and case management system. · Enhance our licensing system · Identify opportunities to digitalise our processes · Improve our use of data to operate more effectively	February 2024 January 2024 February 2024 January 2024	We are an efficient and effective organisation, which is modernising the way we work.	· IT systems are delivered that save time on key internal processes.
Develop and embed a diversity and inclusion (D&I) strategy	· Develop D&I strategy · Leadership alignment on D&I future vision and ambition · Communicate D&I future vision and ambition organisation wide.	October 2023 January 2024 December 2023	This will provide a clear strategic vision and direction for the future of D&I within the GLAA and demonstrate our commitment to D&I.	· Colleagues who report being from a minority ethnic background (as a percentage of the total workforce) increase from 6 to 10 per cent.
GLAA values are relaunched and embedded across the organisation	· Link values to the strategy launch · Communicate values, updated ways of working and desired leadership behaviours · Introduce a values award to recognise colleagues that have been living the GLAA values.	April 2023 December 2023 August 2023	This will increase alignment across the organisation and ensure our values are embedded within the culture and role-modelled at all levels of the organisation.	· Colleagues who report that ‘the GLAA values resonate with me’ increases from 4.3 to 4.5 (out of 5).
Develop a structured programme of professional development opportunities	· Develop a skills matrix for each role/team. · Training needs analysis per role/team. · Resource to identify and deliver training secured. · Suitable training beginning to be identified.	December 2023 July 2023 September 2023 November 2023 onwards	This will provide a clear skills matrix and appropriate training per team/role, so colleagues are supported in a culture of continuous learning.	· 100% of Professional Development Plans (PDP) are completed. · All colleagues have five days of learning and development (including mandatory learning).

Budget

The GLAA has a total budget of £7.1m. We generate £1.2m in income from our licensing activities with the remaining £5.9m coming from taxpayers via our sponsoring department, the Home Office. In addition, this year we have received an extra £1m to support the transition to our new operating model.

As well as revenue, the GLAA received capital funding of £650,000 to address key risks and opportunities related to our intelligence and case management systems, the website and licensing system.

For several years, we have had a ‘flat cash’ settlement which has helped protect us from reductions during the current Spending Review. Going forward, we anticipate that this will end, and our funding will be reduced in 2024-25 by at least five per cent. This would result in a reduction to around £5.8m, excluding income from licence fees.

To address our budget challenges the GLAA has instigated a new Management Board which will oversee the performance and delivery of key transformation projects like the target operating model to ensure that our service is efficient, effective and affordable. In 2023-24, our Board will also consider a review of our licence fees in line with the requirements contained with Managing Public Money.

Risk

The organisation sets its risk appetite across the range of our functions, which is agreed by the GLAA Board. The GLAA recognises that in pursuit of its goals, strategic priorities and outcomes that it may choose to accept different degrees of risk in different areas.

The GLAA has established and articulated risk appetite for the differing areas of its business. Where the GLAA chooses to accept an increased level of risk it will do so, subject always to ensuring that the potential benefits and threats are fully understood before actions are authorised, that it has sufficient risk capacity, and that sensible and proportionate measures to mitigate risk are established.

Measuring our Impact

Achievement of this business plan is the collective responsibility of our Senior Leadership Team. Performance against the plan along with strategic key performance indicators will be continuously monitored and reported at Board meetings. In addition, the Minister holds us to account to ensure we are delivering an efficient and effective service.

Progress will be measure against:

Key Performance Indicators	2022-23 Baseline	Target
Goal 1: Be a robust and effective regulator
Median time taken to make a licensing decision on a new GLAA licence application.	225 working days	125 working days
Increase inspection activity of licence holders assessed as high-risk.	11 per cent	30 per cent
Goal 2: Be known as experts in addressing worker abuse and exploitation
Information recorded which results in an investigation.	25 per cent	30 per cent
All eligible victims are referred into the National Referral Mechanism (NRM) – including duty to notify for those who are eligible.	237 eligible people referred	N/A
Goal 3: Be an essential enforcement partner
GLAA led investigations which result in a criminal or civil disruption order.	17 per cent	22 per cent
Investigations that relate to Control Strategy priorities.	50 per cent[1]	Above 50 per cent
Goal 4: Our People and Resources
Colleagues who report being from a minority ethnic background (as a percentage of the total workforce).	6 per cent	10 per cent
Colleagues who report having a real sense of belonging at the GLAA (out of 5).	3.2	3.5
Deliver the service within 1 per cent of the overall budget.	-1 per cent	Within 1 per cent of the budget

Our Strategy and Planning

More information

www.gla.gov.uk

Twitter: @UK_Glaa

Facebook: @TheGLAA

LinkedIn: @theglaa

Email: communications@gla.gov.uk

Write to us at:

Gangmasters and Labour Abuse Authority
PO Box 10272
Nottingham
NG2 9PB

[1] The Control Strategy was introduced in November 2022. Therefore, this figure does not represent a full year of investigations and would not give a reflective benchmark for a target in 2023-24.

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