HC Deb 21 May 1990 vol 173 cc77-9W
36. Mr. Thurnham

To ask the Secretary of State for Social Security what measures are being introduced to improve his Department's services to the public; and if he will make a statement.

47. Sir Geoffrey Finsberg

To ask the Secretary of State for Social Security what steps have been taken to improve his Department's service to the public.

Mrs. Gillian Shephard

Since the Government reforms were introduced in 1988, the social security system has become simpler for claimants to understand and easier for staff to operate. As a result there have been very real all-round improvements in standards of service to the public. For example, in 1989–90 the average time taken to clear income support claims improved by 25 per cent. (to 4.7 days) compared with 1987–88, the last year before the reforms, and error rates fell by 31 per cent. (to 7.9 per cent.).

There is still room for further improvement, particularly in inner London. This is being tackled by relocating work which requires no face-to-face contact away from 21 London offices to areas where recruitment and retention of staff is easier. There is already substantial evidence that significant improvements in accuracy, clearance times and quality of service are being made.

By 1991 the programme to computerise social security operations will bring major improvements in service to the public to all offices and enable staff to process claims more accurately and quickly.

66. Mr. David Evans

To ask the Secretary of State for Social Security what progress is being made in implementing the recommendations contained in his Department's business of service report.

Mr. Newton

I have today placed in the Library the implementation report of the regional organisation scrutiny, the business of service, which I have approved.

In January 1989, my predecessor approved and announced to Parliament an action plan for implementation and the business of service scrutiny of my Department's regional organisation, which was published in June 1988. This major and wide-ranging review addressed a number of improvements which might be made in the regional organisation's performance, and looked forward to improvements in the organisation and management of work to be achieved in the context of a benefits agency. The report's central thrust was towards devolution of authority to local office managers as the best means of improving service to the public. Other recommendations were for a shortening of the line of senior management, improvements in resource allocation and management, development of local service planning, improved training for managers to help them fulfil their new tasks, the development of a corporate image for the service, and the provision of improved management information for managers at all levels.

Some important recommendations have already ben put into effect; a start has been made on the relocation of work from certain offices in inner London, and a national statement of good service was published in May last year, associated with targets for improvement by local offices in the delivery of key benefit outputs. A substantial programme of further work lies ahead, and is being carried forward as part of our preparations for setting up the benefits agency. I am confident that if this work is carried through successfully, the benefits agency will be well placed to make further improvements in the services we deliver and in the way in which it is perceived by both public and staff.