APPENDIX 33
Memorandum by the Department of Social
Security
INTRODUCTION
1. The Department of Social Security deals
with 70 per cent of the population at some time in their lives
and handles over 879,000 customers daily. For many people it is
the face of Government—it touches their lives in many ways.
It is therefore vital that we ensure our public consultation on
policy and the delivery of services is open to innovation and
improvements to enable us to continue to meet the needs of those
we serve.
SUMMARY
2. The Department has been reorganised to
reflect its different client groups—children, people of
working age and those who have retired. This part of our determination
to focus on the people the Department is here to serve.
3. The Department and its agencies are continually
and routinely engaged in consulting the public and external stakeholders
on a wide range of policy and other matters, both nationally and
locally, and through formal written exercises, as well as more
informally.
4. A list of the main formal national public
consultation exercises on policy matters carried out by the DSS
since May 1997 has been placed in the House of Commons Library
and is available to members of the House (see Hansard vol 344
col 501W-502W 15 February 2000).
5. The Department is always grateful to
those who take the time to let us have their views during public
consultation exercises. All replies are categorised and carefully
examined by the relevant policy and service delivery areas and
the responses serve to inform the development of detailed policy
and service.
6. Since May 1997 we have introduced a variety
of innovative approaches to consultation and involvement of the
public in the Government's modernisation of the welfare state.
This Department has been at the forefront of working with the
Cabinet Office on developing the idea of a consumer test to help
assess our users views of our services. These new approaches have
been well received and have enabled the Department and its agencies
to form closer links and constructive dialogue with the public.
SOME EXAMPLES
OF THE
DEPARTMENT'S
APPROACH
7. This list is not exhaustive.
Departmental Board Membership
We are putting the customer at the centre of
the Department's organisation most visibly by representation on
the Departmental Board, both through the appointment of a Departmental
Board Member as Consumer Champion and by inviting outside advisers
to join the board.
Wider availability of consultation documents
The Department has published summary versions
of Green and White Papers to widen public accessibility to consultation
documents. These have been available to the public free of charge.
For instance, summary versions of the welfare reform Green Paper:
New Ambitions for our country: A New Contract for Welfare (March
1998 Cm 3805) were made available in supermarkets, summaries of
the child support Green Paper: Children first: a new approach
to child support (July 1998 Cm 3992) were made available in doctors'
surgeries. Approximately 200,000 free copies went to supermarkets
and 70,000 to doctors' surgeries.
Use of web sites
(1) Consultation papers available on the DSS
website
- The Government's Green Paper, New Ambitions for
our country: A New Contract for Welfare, (Cm 3805) was published
on 26 March 1998 with a commitment to reform the welfare state.
A public consultation exercise was launched seeking views on the
proposals including via the DSS web site on the internet. Since
then the Department has been active in inviting responses through
an internet e-mail address to consultation exercises to help develop
policy, for example the Green Paper on Pensions (December 1998
Cm 4179) consultation on stakeholders pension, pensions on divorce
and Children first: a new approach to child support (July 1998
Cm 3992). Copies of consultation documents are available on a
free phone orderline and we are currently setting up an on-line
ordering facility to enable the public to order printed versions
of our documents on-line.
- The DSS web site has a feedback section for the
public to comment/complain/make enquiries. This covers all of
DSS. The site will be re-launched in May 2000, organised around
client groups (children and families, working age and pensioners)
rather than the structure of the Department. This will aid navigation.
The site receives thousands of visitors a month.
(2) The Social Security Advisory Committee
- The Social Security Advisory Committee is the
main UK advisory body on social security matters. It is a statutory
body established in 1980. The Committee gives impartial advice
on social security issues as it sees fit; considers and reports
on social security regulations referred to it; and considers and
advises on any matters referred to it by the Secretary of State
for Social Security or the Northern Ireland Department responsible
for social security. It is independent of both Government and
sectional interests.
- In May 1998 the Committee set up an Internet
web site. It provides full details of the Committee, its remit,
activities, membership and publications, including its annual
reports and details of public consultations they are undertaking.
Visitors to the web site (which is linked to the main DSS and
related sites) can respond via the site. Consideration is being
given to extending the site including inviting "expressions
of interest" on membership from suitably qualified people.
- In March 2000 it was decided that the Social
Security Advisory Committee should audit all DSS leaflets and
other public information to make sure they are clear, accurate
and comprehensive.
(3) The Industrial Injuries Advisory Council
- The Industrial Injuries Advisory Council is an
independent statutory body set up in 1946 to advise the Secretary
of State on matters relating to the industrial injuries scheme.
The major part of the Council's time is spent considering whether
the list of prescribed diseases for which benefit may be paid
should be amended. The Council's Research Working Group meets
quarterly to review any available new evidence on occupational
diseases.
- The Council have set up an internet web site
(which is linked to the main DSS and related sites), it gives
details about their work, the latest reports and press releases.
Regional Consultation
Purpose
- As part of the public consultation exercise on
the proposals in the welfare reform Green Paper: New Ambitions
for our country: A New Contract for Welfare, (Cm 3805) the views
of the public and staff were sought through a series of regional
events.
- The aim was to widen the consultation, provide
an opportunity to listen to staff and for an invited audience
to attend public events across the country where the views of
academics and local welfare commentators or voluntary groups could
be sought. It was also intended to give wider publicity to specific
themes in the Green Paper. Internally, the visits aimed to capture
feedback from staff to help inform Ministers' thoughts on the
development of policy arising from various reviews to modernise
and reform the welfare system.
Method
- Events were held in Edinburgh; London; Cardiff;
Newcastle; Leeds; Lancaster and Bath/Stroud. Public events were
run by a local organisation and there was a wide perspective from
an invited audience comprising academics, welfare lobby organisations,
local councillors, representatives from other local organisations
(community groups etc) and those delivering welfare services.
At the staff events there was a cross section of staff from DSS
Agencies, the Employment Service, Local Authorities and NHS. Staff
did not "pull punches" and they were able to give good
first-hand knowledge of staff attitudes and ideas.
Numbers
- About 35 people attended each public event and
25 staff came to each staff event.
Results and Lessons learnt
- The three main objectives of the programme: generally
broadening the consultation exercise; giving wider publicity to
specific themes in the Green Paper; presenting Ministers' continuing
dialogue of ideas with DSS staff, were all achieved. Comments
from staff and public from all the events were summarised and
referred to policy managers. However, the exercise involved relatively
small numbers and was therefore of limited value.
- A summary report made practical recommendations
for officials organising similar events to ensure better project
management in the future.
Better Government for Older People (BGOP)
(1) Listening to Older People Events Programme
Purpose
The Inter-Ministerial Group for Older People
(IMG) chaired by the DSS Minister of State organised, in partnership
with non-Government organisations, a consultation programme of
listening events during 1999—the International Year for
Older Persons.
- The overall aim of the programme was to provide
information and feedback to be used when considering priorities
and the shape of future Government policy. The specific objectives
were to:
— engage more with individual older
people and not just established groups;
— widen the debate between Government
and older people beyond the "traditional" agenda of
issues;
— find ways of empowering older people
to speak and be heard for themselves; and
— test various models that could inform
the development of a national structure for consultation and involvement.
Method
Over a dozen Ministers were involved in events
across the UK, including one especially for ethnic minority elders.
11 events, including a virtual conference on the Internet, took
place, in Belfast, Newcastle, Leamington, Cardiff, Harrow, Liverpool,
Southampton, Truro, Aberdeen and Wolverhampton. Participants talked
about issues as diverse as care and health, transport, lifelong
learning and active ageing, as well as consultation and involvement.
The events lasted between half a day to one day.
Never before has Government gone out to seek
the views of older people in such a direct way. The events were
a forum for open and lively discussion in which all those attending
had the opportunity to speak.
Numbers
Numbers were kept to 40-60 people per event.
The vast majority were a representative mix of the local older
population. Although the events were small, innovative and imaginative
ways to involve the wider community were tested out. For example,
live local radio links, phone-ins, video links with a residential
care home, etc.
Results and Lessons learnt
Independent researchers prepared a report on
each event. The reports covered the issues raised and reflected
on the success of events themselves. The reports were provided
to Ministers and the older people who took part. A summary analysis
will be published in due course. The findings are informing the
work of the IMG in preparation for a larger national "listening"
event to be held in May. At this event the Government will respond
to the issues raised by older people with a programme of action.
The Department is also actively supporting the
DTI-led "Foresight" programme through involvement in
the Ageing Population Panel.
(2) BA Better Government for Older People Project
Purpose
The BA are using the BGOP programme to develop
an understanding of how to improve front-line services for pensioners
and to assess whether or not it is practical to combine services
from the BA with other local service providers.
Method
Eight BA prototypes have been established in
Bolton, Devon, Harrow, Middlesbrough and Hartlepool, Newcastle,
Rhondda Cynon Taff, Stirling and Wolverhampton. The prototypes
were set up in spring 1999 and were expected to run for one year.
The prototypes are community based and designed locally in consultation
with the local authorities, other organisations and local pensioners.
In Rhondda Cynon Taff, 5,000 questionnaires were issued to local
pensioners, via Post Offices, supermarkets, Day Centres, libraries
etc.
Results and Lessons learnt
The information received was analysed and used
to design services which will be delivered by the prototype. These
services included integrated information surgeries; third parties
using a locally produced proforma to test eligibility for the
Minimum Income Guarantee; targeting the housebound and using a
bus to provide customers in rural areas with access to information.
Social and operational research and evaluation is still underway,
the results are expected in summer 2000.
(3) The Pensions Forecasting Project
Purpose
The Project is actively developing a strategy
for improving the information available to the working population.
The emphasis is on informing people by providing complete, understandable,
easily accessible and meaningful information that will help them
understand how they can ensure they have a decent income in retirement.
Method
One of the initiatives is to replace the current
state pension forecast letter with an improved version that is
simpler, clearer and easier to understand and to support it with
a leaflet.
In 1998 revised forecast letters and leaflets
were tested with a small representative customer group. To evaluate
the effectiveness of these products qualitative research was carried
out by means of 22 individual depth interviews across the country.
Results and Lessons learnt
The feedback from the research showed that given
the complexity of the subject, both letter and leaflet performed
reasonably well, even though there was some scope for improvement.
The recommendations of the focus group report have been incorporated
into the letters and leaflet where appropriate. The report concluded
that the work on forecasting had an important role in today's
world of financial independence and that the person receiving
a forecast would be a better informed individual and better able
to progress their post-retirement planning.
National debate on the future of the welfare state
Purpose
In July 1999 the Secretary of State launched
a national debate on the future of the welfare state in response
to recommendations made by the Labour Party's National Policy
Forum. The objective is to examine the long term future of welfare
in the light of expected social trends.
Method
The Department has also started to issue a number
of occasional papers, of which two have been so far published
on trends in social security expenditure and pensioner incomes,
to inform the debate.
DSS Ministers have addressed a broad range of
audiences, including trade unions, religious organisations and
groups representing specific interests such as pensions.
Research and evaluation of policy
Purpose
We regularly seek the views of customers on
new policy ideas (see for example Attitudes to the Welfare
State and response to reform, by Teresa Williams, Maxine Hill
and Rachael Davies (DSS Research Report No 88 Corporate Document
Services ISBN 1 84123 098 7), a copy is available from the House
of Commons Library) as part of the evaluation of policy and to
obtain customer views on service delivery issues.
Method
We use focus groups but only as part of qualitative
research. This includes depth interviews as well as mini-groups.
It is essentially small-scale, explorative work. Technically it
is "hypothesis-generating" rather than "hypothesis-testing".
The crucial aspect is that it is not representative but gives
a range of views. Qualitative research has a number of features,
such as providing understanding of issues in depth, learning about
processes etc.
We use qualitative research to explore and identify
issues we can later test in surveys. It also has an important
function in large-scale evaluations.
Results and Lessons learnt
Surveys can measure the impact whilst qualitative
work shows how things work. The lessons are numerous but one example
is the identification of the pivotal role of personal advisers
identified by qualitative work in the New Deal for Lone Parents
evaluation and this has been instrumental in other New Deals.
Research of publicity material
Purpose
To test attitudes and reactions to publicity
campaign material.
Method
We have undertaken qualitative research among
our target audience on most of our publicity campaign material.
Eg on Winter Fuel Payments publicity; New Deal for Lone Parents
publicity; on benefit fraud; and on education about pensions.
The research has involved a number of techniques to assess attitudes
and reactions towards proposed campaign material. For example
we have used focus groups and group discussions as well as in-depth
one-to-one interviews and projective techniques. Research is carried
out using up-to-date technology. Eg multi-media CAPI (computer
assisted personal interviewing).
We have also consulted with voluntary organisations
and the Local Government Association on Winter Fuel Payments publicity
and on other pensioner publicity. On new benefit fraud publicity,
we have recently consulted with National Association of Citizen's
Advice Bureau, financial advisers and debt counsellors to get
views on how a proposed campaign could affect those who are poor.
Results and Lessons learnt
The results of this research have been used
by the Department to further develop publicity campaign material.
The consultative exercise informed the work that went into research
with the wider public.
Pre-legislative scrutiny by the Social Security
Select Committee
In 1998, the Social Security Select Committee
carried out for the first time an innovative pre-legislative scrutiny
of draft legislation on pensions on divorce. The aim was to improve
the scrutiny of legislation before a Bill was formally brought
before Parliament. As part of this process the Committee took
evidence from a number of individuals and organisations interested
in these issues.
Decision Making and Appeals
Purpose
The Department is seeking to improve the quality
of decisions and to make the systems for redress more responsive
and quicker.
Method
The Department has made fundamental changes
to the social security decision-making and appeals system to make
it more sensitive to customer needs and to streamline and modernise
administrative processes.
In designing and implementing the new system
we took full account of the interests of all stakeholders and
in particular our clients and their representatives. We set up
a consultative group of welfare rights advisers to input to the
policy design and involved them in considering drafts of the regulations.
Results and Lessons learnt
The relationship proved very fruitful from both
sides and we are continuing to hold group meetings to advise us
on evaluation of the new system. We now have a collaborative partnership
relationship with shared goals and outcomes.
The Disability Benefits Forum
The Disability Benefits Forum was set up in
1998. The Forum was not a formal statutory consultative body and
was not linked to consideration of any specific policy proposals.
Its terms of reference were: "To consider the possible options
for change in the gateways to benefits for long-term sickness,
for disabled people and carers and how to ensure that help is
directed to those who need it".
The Forum was wound up in May 1999. However,
working groups of officials and representatives of disability
organisations, previously set up under its aegis, continue to
meet to consider improvements in the administration and possible
structure of benefits.
Stakeholder pensions
The consultation on stakeholders pensions has
been in several parts as follows:
The Green Paper "A new contract for
welfare: Partnership in Pensions" was issued in December
1998. (Stakeholder formed a part of the paper). This invited comments
by 31 March 1999.
During the summer of 1999 the Department
issued five consultation documents. (Inland Revenue issued a sixth
document on the tax regime). These went to around 600 destinations—including
all those who responded to the Green Paper and anyone else who
asked for a copy. The documents were also available on the DSS
web site.
Having received comments, draft regulations
have been written and these too have been sent to the 600—and
have been made available on the DSS web site.
In addition to the above paper consultation,
there have been two working groups set up as follows.
The Core Group
The role of the core group is to complement
the written consultation process. It should draw out the key issues
and review the comments received on the consultation papers.
The group comprises 20+ people from representative
groups such as ABI, CBI, NAPF, TUC, FSB etc.
The Advisory Group
The group's terms of reference are:
— To complement the formal consultation
process for stakeholder pensions by advising on the practicalities
of introducing stakeholder pensions, and in particular:
— consider how best to reconcile
diverging views about stakeholder pensions, drawing on group members'
own range of experience;
— act as a sounding board during
the development of the detail for stakeholder pensions;
— interpret and clarify issues
raised about the development of stakeholder pensions and the wider
impact on pension provision and on employers;
— examine how best to keep costs
to a minimum.
The group is chaired independently. The seven
members of the group are representatives of the industry plus
a large employer and a small employer.
Member-nominated Trustees and Directors
Purpose
To seek help with examining the differing views
about implementing proposals on the Government's proposals for
trust-based occupational pension schemes to have at least one-third
member-nominated trustees.
Method
A working group involving representatives from
various pensions industry was charged with looking at the Government's
proposals for changes to member-nominated trustee and director
provisions. They were asked to pay particular attention to: the
Government's wish to maximise the coverage of member-nominated
trustees; the interests of all scheme members, including pensioners
and the burdens on schemes. The Working Group comprised DSS officials
and nominees from the following organisations: National Association
of Pension Funds, the Association of Pension Lawyers, the Society
of Pension Consultants, the Association of Consulting Actuaries,
the Association of British Insurers, the TUC and Opra.
Results and Lessons learnt
The Working Group developed and revised proposals
during their discussions over a period of time, these were published
in a consultation paper which was generally well received. As
a result the revised proposals were to have at least one-third
member-nominated trustees, but the way a member-nominated trustee
is defined will give greater scope for schemes to adopt arrangements
which suit their particular circumstances. This was an excellent
example of Government and the pensions industry working together.
BENEFITS AGENCY
The Benefits Agency Customer Liaison Team
Purpose
The BA Customer Liaison team is active in forming
links with national customer organisations and for co-ordinating
their national meetings with BA. Particular emphasis is placed
on organisations representing customers from vulnerable groups,
such as those with disabilities, those from abroad and who are
homeless.
Method
Formal communication channels are:
Chief Executive's Meetings with National Organisations
The Chief Executive (CE) meets the National
Association of Citizens Advice Bureaux, Child Poverty Action Group
and Local Government Association on a regular basis to discuss
benefit delivery related issues. The organisations table agenda
items where they are seeking information or wish to raise concerns;
BA table issues upon which they wish to consult or provide information.
National Customer Forums
Each year BA holds a series of customer forums
attended by delegates from national and regional organisations.
The objectives are to hear and respond to concerns expressed by
the organisations and to pro-actively consult and provide information
on new benefit delivery projects and initiatives.
The main event is the BA Annual Forum. This
is a general forum attended by the CE and BA Directors and is
open to all customer representative organisations. The Secretary
of State has addressed the last two events. BA decides the overall
theme of the event and there are workshops on specific issues
as well as a delegate-led plenary session.
Four other forums, chaired by BA Directors,
are aimed at specific customer groups including ethnic minority
customers, homeless customers and people with disabilities.
"Ad hoc" Forums and meetings are organised
to deal with "one off" issues as and when appropriate.
Recent examples include consultation on the Customer Charter and
provision of better customer notifications (Access Strategy).
Quarterly meetings with representative organisations
are also organised on behalf of the BA Standards Committee on
decision making and appeals.
Touchbase
Touchbase is a quarterly magazine for customer
advisers and intermediaries, which is used to provide information
on benefit changes, new benefit developments and other topical
issues. Touchbase is issued to around 90,000 members of the BA
Publicity Register.
Liaison
On-going, day-to-day liaison with customer representative
organisations is conducted by the Customer Liaison team, who co-ordinate
responses to a wide variety of queries and problems. The team
is also responsible for guidance to BA field staff on how local
liaison should be conducted.
Results and Lessons learnt
There have been many examples where feedback
has been taken into account either in planning or revising procedures,
for example:
— In the production of our revised
leaflet programme;
— The production of the Customer Charter;
— Revised instructions to staff dealing
with people from abroad;
— Operation of the new decision-making
and appeals processes;
— Provision of information to representatives.
By working with and consulting those who represent
our customers we are able to understand more clearly the issues
they face and provide a more customer focused service. We are
able to work with representative organisations, for example the
Refugee and Asylum Seekers Forum.
The BA have increasingly involved outside organisations
in the planning processes over the last few years. Whilst we cannot
always do what they want, where we can, increasingly, we do.
Benefits Agency Project Access
Purpose
Project Access was set up to review the range
of pre-claim benefit information, and to make improvements.
Method
The review involved:
— A consultation paper aimed at customer
advisers to canvas opinion on the suggested improvements and why
they were being done—which was sent out to the BA publicity
register for comments;
— Workshops with customer adviser representatives
to talk about potential changes to leaflets;
— Quantitative and qualitative research
with users;
— Placing regular information in "Touchbase",
the BA quarterly newsletter for customer advisers.
Results and Lessons learnt
As a result a new range of leaflets was produced.
The contents of the leaflets are new clearer and easier to follow,
provide better information and there is a reduction in the number
of leaflets to avoid confusion.
We are presently undertaking the BA Better Letters
Project, which seeks to improve the 107 million annual postal
claim letters and notifications we send out each year. This project
has also consulted customer advisers representatives via workshops
to discuss improvements to existing letters and new formats for
customer notifications.
Customer Service Action Plan
Purpose
A drive to improve customer service following
the findings from the BA customer survey, introduced in June 1998.
Method
The Customer Service Team have produced a Customer
Service Action Plan with a view to improving customer service
standards. Remedial actions to tackle shortcomings appear as action
points in the plan. A member of staff from each of the Area and
Benefit directorates and key central service branches has been
selected to form a Customer Service Network Group. The group meet
regularly to present their views and ideas on customer service
issues. The views of customers are sought via meetings with customer
groups and outside organisations.
Results and Lessons learnt
Customer feedback by way of complaints is analysed.
It is planned to share the good practices identified throughout
the organisation by issuing regular updates.
In Central Staffs District an Independent Review
Panel has been set up to look at how complaints by customers have
been handled by the BA. The panel sits on a monthly basis and
consists of four independent people from outside drawn from social
workers, information officers from social services and representatives
from Age Concern. In Lincoln two local councillors have assisted
in discussing the review of customer services at Sleaford. In
Wolverhampton a member of staff from the BA is helping to provide
advice to the bereaved in a specialised centre set up by the local
authority and manned by representatives from different agencies.
Consultation will take place with all relevant customer representatives
to measure its effectiveness.
Overseas Innovations
Two members of the Overseas Division made contact
with the Jamaican Residents Association when visiting Jamaica
on behalf of the Department to set up and maintain communication
channels between the Overseas Directorate and pensioners living
in Jamaica.
The Overseas Divisional Manager made contact
with the New Zealand British Pensioners Association when he visited
New Zealand and he acts as a regular contact with the Association
via fax and e-mail.
WAR PENSIONS
Ex-Service Welfare Liaison Group
Purpose
To provide ex-servicemen and women with a seamless
welfare service between the War Pensioners' Welfare Service and
the ex-service charities.
To discuss the provision of welfare via IT,
support for caseworkers, training and publicity.
Method
Formal biannual meeting of senior officials
of the War Pensions Agency and all major ex-service charities.
Results and Lessons learnt
Every suggestion is considered and acted on
by the group as a whole. Achievements include joint training for
caseworkers of the Department and ex-service charities. The group
is working towards providing a central website which will give
access to all the service welfare organisations' individual sites.
War Pensions Committee Consultative Group
Purpose
To discuss ways to improve the service provided
to war pensioners and war widows by the War Pensioners' Welfare
Service and the War Pensions Agency.
Method
Formal meeting held three times a year to discuss
delivery of welfare, policy and administrative matters.
Results and Lessons learnt
Each issue is discussed and the Agency uses
the comments of the group to decide the best way forward to influence
any changes in administrative procedures. There is then an appreciation
of the issues affecting both the Agency and the War Pensioners/Widows.
In particular the Group have commented on decision-making and
appeals initiatives; redesigns of the WPA leaflets, all obtaining
the Crystal Mark; introduction of public appointments processes
into appointment of members to the War Pensions Committee and
contributions to the agency's target-setting process.
THE CHILD
SUPPORT AGENCY
Customer Representative Groups
Purpose
The CSA external relations team actively promote
links with customer representative groups on all areas of work.
Method
The team:
— Organises quarterly customer representative
group forums with the Chief Executive;
— Inform the group about developments
within the Agency;
— Provide contact points for advice
and information.
— Formal communications take place
at quarterly Customer Representative Group Forums. The forum membership
consists of various organisations both local and national. They
represent the interests of parents with care, non-resident parents,
children and employers. Examples of membership include:
— National Council for One Parent
Families;
— Child Poverty Action Group;
— Local Government Authorities;
— The CSA Standards Committee is also
represented at the meetings.
Results and Lessons learnt
Liaison with customer representatives has also
led to development of:
— CSA internet website designed with
the information customers want;
— Facilities for communicating via
e-mail;
— A revised Customer Charter;
— Operation of Decision Making and
Appeals;
An Information Pack for customer representatives.
Copies were issued to organisations that contributed to the pack
and it is available on request free of charge. The pack contains
sections on the work of the Agency, the services provided and
the assessment process. It also includes direct telephone numbers
of local liaison teams within each business unit. There is also
a section to signpost customers to other organisations, which
may be able to help customers in other areas of personal, financial
or family matters.
By liaison with these groups the Agency is able
to focus on the more immediate issues and to strengthen customer
service. In particular, employer representatives groups are becoming
increasingly involved and more are being recruited to ensure that
maintenance, once assessed, is actually paid for the benefit of
the child.
Open Door
"Open Door" is a quarterly magazine
for customer representatives groups and other external interested
bodies such as employers and social lecturers. It provides information
on the performance of the Agency, new legislation or methods of
working, other related issues and insights into the workplace
with interviews with members of staff. Its aim is to ensure that
as much information as possible is provided in the area of eliminating
child poverty and articles have included information about Working
Families Tax Credit, the Child Support Reforms and the work of
the Independent Case Examiner.
Customer Consultation Panels
Each of the Agency's six business units have
set up customer consultation panels. These groups are made up
of stakeholders (for example Citizens Advice Bureau, MP caseworkers,
solicitors, social workers and CSA customers—both parents
with care and non-resident parents). These groups meet on a quarterly
or six monthly basis. The panel aims to:
— Identify gaps in the service provided;
— Recognise what is done well and areas
for improvement;
— Encourage discussion and participation
in future developments.
National Baseline Customer Survey
A research team are conducting a national baseline
survey of current CSA clients. This is the first stage in a wider
research programme which will evaluate the reformed Child Support
system to ensure it is "accessible, comprehensible and responsive
to the parents involved". Further surveys will measure the
effect of the reforms against this baseline.
Face to Face
All six business units can now meet customers
for interview. Officers are also proactive in going out into the
community to liaise with employers, stakeholder groups and schools
to provide awareness about the Agency and to deal with any issues
they may raise.
Insight Days
One business unit has held two "Insight
Days" over the last year when stakeholders get a tour of
the Child Support Agency Centre and talk to staff about their
areas of work. Time at the end of each day is given over to general
discussion and questions. Feedback has been positive and more
insight days are planned.
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