Indeed, the credibility and effectiveness of the Disclosure service is founded on the accuracy and integrity of the operation. Crucially, we need to ensure that our financial planning is able to satisfy the needs of each of our key customer groups, particularly our ability to meet the increasing demands of the voluntary sector. The CRB will make a greater contribution to Home Office Aim 1 (‘reducing crime and reducing the fear of crime’) by developing our organisational capacity to handle increased demand for the service.
Reducing the turnaround time of a Disclosure is an important element to improving the overall service we offer and recognises the increasing requirements of our customers to make rapid employment and licensing decisions. Whilst the CRB can do much to enhance the quality of the service through the delivery of internally sponsored change initiatives, the delivery of a substantial step-change in quality can only be achieved by engaging ALL stakeholders in the service delivery chain.
The CRB must therefore adopt an increasingly dynamic approach to both setting and managing the quality of the services that it receives from critical stakeholder groups. Similarly, it is essential that we begin to establish a culture which encourages the exploration of ideas which may help to further improve the quality of our service and which promotes an environment of constant challenge about the effectiveness of our services.
The future role of the Registered Body community has strategic significance for the CRB, and it is critical that we ensure that the investment we make in the creation of a New Registered Body Support and Assurance regime delivers lasting and tangible benefits. To ensure that the public is protected from fraud and unscrupulous activities, Residential Home Inspection it is important that only those who are eligible to become a Registered Body are able to do so.