Gareth Proctor

Dedicated professional with keen eye for accuracy and commitment to upholding regulations. Demonstrates strong analytical and interpersonal skills, ensuring thorough assessments and clear communication. Ready to contribute to public safety and national security in [Desired Position] role.

HM The queen Northern Ireland service medal

Active service Medal Cyprus

Manchester City Football Club

Liaison officer for families 

As an Asylum Team Leader at the Home Office, I have to remain alert to trends impacting on the decision-making process. I noticed concerns on the application process of claimants that failed to contact us (known as absconders). These resulted into automatic closure of cases, penalising vulnerable customers.

I spoke to the Head of the operations and volunteered to be the project lead to improve our absconder process. My role and challenge were to get the commitment of stakeholders to deliver the plans.

I formed a diverse group from various areas of the department. I communicated the priorities, timescale, defined the plans and explained the objectives e.g. the benefits for the end-users but equally the risk with reputational damage. I held several focused sessions, sharing knowledge and encouraging honest opinions and suggestions. I discussed and agreed on the success criteria to measure the completion of each task.

I met twice weekly with the teams. One meeting was to review the milestones, progress and barriers. In the second meeting, I discussed and agreed on strategies. I used Microsoft excel as a project tool to provide updates, measure the project performance and match the results with the targets, showing an evaluation on quality, speed, accuracy and achievements. I organised workshops to enable Team Leaders to deliver sessions on the changes.

As a result, a specialist team was formed to carry out checks on absconder applicants, ensuring barriers are removed to effectively fulfil our legal obligations under the Public Sector Equality Duty Act.

As an Asylum Team Leader at the Home Office, I have to remain alert to trends impacting on the decision-making process. I noticed concerns on the application process of claimants that failed to contact us (known as absconders). These resulted into automatic closure of cases, penalising vulnerable customers.

I spoke to the Head of the operations and volunteered to be the project lead to improve our absconder process. My role and challenge were to get the commitment of stakeholders to deliver the plans.

I formed a diverse group from various areas of the department. I communicated the priorities, timescale, defined the plans and explained the objectives e.g. the benefits for the end-users but equally the risk with reputational damage. I held several focused sessions, sharing knowledge and encouraging honest opinions and suggestions. I discussed and agreed on the success criteria to measure the completion of each task.

I met twice weekly with the teams. One meeting was to review the milestones, progress and barriers. In the second meeting, I discussed and agreed on strategies. I used Microsoft excel as a project tool to provide updates, measure the project performance and match the results with the targets, showing an evaluation on quality, speed, accuracy and achievements. I organised workshops to enable Team Leaders to deliver sessions on the changes.

As a result, a specialist team was formed to carry out checks on absconder applicants, ensuring barriers are removed to effectively fulfil our legal obligations under the Public Sector Equality Duty Act.