Annexes received in reply to above letter
from the Department for Work and Pensions
Annex A
(1) A CLIENT
PROFILE FOR
EACH OF
THE PILOT
AREAS, BROKEN
DOWN INTO
JSA AND NON-JSA
CLIENTS, IF
POSSIBLE THE
MAKE-UP
OF THE
LATTER GROUP.
CLIENT INFLOWS All the figures relate
to cases coming onto a ONE benefit for the period April 2001 to
September 2001.
Basic Model |
Clients into ONE | JSA clients
| Non-JSA clients |
Clyde Coast and Renfrew | 20,317
| 14,092 (69%) | 6,225 (31%)
|
Essex South East | 11,964
| 7,894 (66%) | 4,070 (34%)
|
Lea Roding | 20,111
| 14,085 (70%) | 6,026 (30%)
|
Warwickshire | 13,200
| 8,499 (64%) | 4,701 (36%)
|
Totals | 65,590
| 44,570 (68%) | 21,020 (32%)
|
The non-JSA clients32 per cent. of the total comprised:
11,679 (18%) Incapacitated/Disabled
4,288 (7%) Lone Parents
1,330 (2%) Carers
258 (0.4%) Widows
2,012 (3%) HB/CTB only
1,453 (2%) IS only cases
|
Call Centre | Clients into ONE
| JSA clients | Non-JSA clients
|
Buckinghamshire | 16,935
| 10,905 (64%) | 6,030 (36%)
|
Calderdale & Kirklees | 22,147
| 14,505 (65%) | 7,642 (35%)
|
South East Gwent | 14,306
| 9,306 (65%) | 5,000 (35%)
|
Somerset | 13,926
| 8,910 (64%) | 5,016 (36%)
|
Totals | 67,314
| 43,626 (65%) | 23,688 (35%)
|
The non-JSA clients35% of the total comprised:
12,877 (19%) Incapacitated/Disabled
5,099 (8%) Lone Parents
1,646 (2%) Carers
221 (0.3%) Widows
1,942 (3% HB/CTB only
1,903 (3%) IS only cases
|
PVS | Clients into ONE
| JSA clients | Non-JSA clients
|
North Cheshire | 21,714
| 14,715 (68%) | 6,999 (32%)
|
North Nottinghamshire | 14,435
| 9,146 (63%) | 5,289 (37%)
|
Leeds | 14,277
| 9,303 (65%) | 4,974 (35%)
|
Suffolk | 30,365
| 21,052 (69%) | 9,313 (31%)
|
Totals | 80,791
| 54,216 (67%) | 26,575 (33%)
|
The non-JSA clients 33% of the total comprised:
15,376 (19%) Incapacitated/Disabled
5,330 (7%) Lone Parents
1,925 (2%) Carers
454 (0.6%) Widows
1,317 (2%) HB/CTB only
2,173 (3%) IS only cases
|
(2) Details of annual staff turnover and sickness absence
levels in each of the ONE pilot areas, compared to their relevant
control areas.
There is no consistent way across the variants of managing
the sick absence and turnover statistics. Each is locally managed
by the ONE manager responsible for the pilot. Staff turn over
and sickness levels in certain areas are high due to the environment
of the pilot, ie inner city offices. Even though Somerset is a
rural district it has a competitive labour market. For comparison
the national figure for the Benefits Agency for sickness absences
is 5.5 per cent.
Basic Model | Sickness Absence
| Staff Turnover |
Period |
Essex South East | Not available
| Not available | December 2000-November 2001
|
Warwickshire | 4.63%
| 20.22% | October 2000-October 2001
|
Lea Roding | 5.4%
| 11.11% | April 2001-November 2001
|
Clyde Coast and Renfrew | 6.13%
| Not available | December 2000-November 2001
|
Call Centre |
Calderdale and Kirkless | 7%
| Not available | January 2001-September 2001
|
Buckinghamshire | 7.17%
| 15.84% | April 2000-March 2001
|
SE Gwent | 9.74%
| 2.63% | December 2000-November 2001
|
Somerset | 4.1%
| 55.0% | November 2000-October 2001
|
PVS |
Leeds | 41.67%
| 41.18% | November 2000-October 2001
|
Suffolk | 4.8%
| 30.00% | November 2000-October 2001
|
N Notts | 2.7%
| Not available | December 2000-November 2001
|
N Cheshire | 6.61%
| 21.31% | April 2001-November 2001
|
(3) Details of current ONE performance measures; whether
these have changed during the lifetime of the pilots; and if so,
the reasons why.
Success factors, designed to measure the aims of ONE set
out in the vision statement, were put in place during the implementation
period. ONE was initially implemented without specific performance
drivers on the understanding that it would contribute to existing
partner Agency targets. Evidence quickly showed that this would
result in ONE being driven by those standards rather than ONE's
operational vision. To overcome this, a set of key performance
indicators (KPIs) were developed and implemented from July 2000.
In October 2000 ONE minimum performance standards were established
to set performance targets and a baseline for continual performance
improvement. In 2001-02 priorities are to improve the effectiveness
of getting clients into work or closer to the labour market.
Pilots focus on:
ensuring clients understand the purpose of a work-focused
interview;
the most effective and appropriate use of deferrals;
that all non-JSA clients understand that further
assistance to move closer to work (through caseloading and ongoing
support) is available, are offered it and receive positive encouragement
from ONE staff to take it up;
that benefit issues are handled separately from
the work-focussed interview;
the most efficient use of caseloading to support
clients who are not, but are capable of becoming job ready.
ONE MINIMUM STANDARDS
The current KPIs establish minimum standards for:
job entries, JSA and non-JSA;
call-backs within 24 hours (for call centres);
booking personal adviser meetings within four
days;
quality and completeness of evidence gathering.
Job entries and sustainability
There was no minimum standard for job entries prior
to April 2001. The job entries data used pre-April 2001 were the
total of all job entries for ONE clients within the pilots.
From April 2001 minimum standards were introduced for ONE
adviser job entries for basic model and call centre variants to
provide a benchmark against which ONE managers could agree the
individual pilot's contribution towards Employment Service Annual
Performance Targets. The standards were set at levels to help
ONE managers to incentivise performance, while not discouraging
ONE advisers from making referrals to ES counterparts (who may
gain `credit' for subsequent job entries) where it would clearly
be more appropriate to do so.
ONE sustainability measures the number of ONE clients
placed into and commencing work who do not return to claim the
same or any other ONE benefit within 13 weeks of taking up employment.
Using accepted ES targets setting methods, actual job entry performance
achieved as a result of Start-up and personal adviser activity
was analysed against the clients available to be placed into work
(the stock plus flow) on a quarterly basis. This provided an average
level of the JSA and non-JSA job entries achieved as a result
of ONE adviser intervention for each pilot and was used as a benchmark
to position the minimum standard. To promote and secure continuous
improvement the minimum standard was set at a higher level than
the actual performance achieved to date.
Call-backs within 24 hours (call centres)
The minimum standard is that 90 per cent. of clients will
be called back within 24 hours of the initial contact made with
the call centre. This measure has remained unchanged throughout
the life of the pilots and monitors the effective delivery of
a fundamental part of the ONE call centre process.
Booking PA meetings with four days (this is counted from the
day after the client calls in. So if they call in on a Monday
the four-day count starts from the Tuesday)
The original minimum standard for clients in the basic model
and the call centre pilots was for 50 per cent. of clients to
have the first personal adviser meeting booked within three days
and 80 per cent. within four days.
From April 2001 the minimum standard is for 80 per cent.
of clients to have their first personal adviser meeting within
four days. This was changed because the three day measure, although
broadly achievable, has perversely driven speed rather than the
quality of the interview, in its length and focus on work issues.
Evidence Gathering
The minimum standard of a 90 per cent. accuracy rate has
existed since October 2000. This measures the quality of collecting
information and evidence to support a benefit claim. The aim is
for everything possible to be completed before the form is handed
over for benefit processing. It provides documentary evidence
that the correct and appropriate evidence has been requested if
not immediately available.
Standards now withdrawn
Start-up interviews
The original intention was for clients to have a start-up
appointment "on demand". Pilots found that during very
busy times the quality of start-up interviews diminished and any
chance to prepare the client for a personal adviser meeting, where
the focus would be on work-related issues, was lost. The measure
was therefore withdrawn and pilots were given the scope to have
start-up by appointment. This would maintain the quality of start-up
interviews at times of operational pressure while ensuring customer
service standards were upheld.
Deferrals
Prior to April 2001 a measure was used to identify the level
of deferrals in basic model and call centre pilots. The minimum
standard was for the percentage level of deferrals to be no higher
than 15 per cent.
During an internal review it was found that this measure
was driving perverse behaviour resulting in clients having to
attend personal adviser meetings when inappropriate. Consequently
the measure for deferrals was withdrawn. However, ONE managers
monitor all deferrals to ensure that the facility is being correctly
adhered to and it is not being used for administrative convenience.
(4) Information concerning the average times in practice
taken in each ONE pilot area for the various stages of the process
described:
(a) the time taken from reception to start-up interview
(basic and PVS models):
See comment on Start-up interviews above. This measure was
withdrawn because it incentivised perverse behaviour.
(b) the time taken from initial telephone contact
to call-back (call centre models):
The minimum standard is that 90 per cent. of clients will
be called back within 24 hours.
The ONE pilots are currently working to secure significant
improvements in this stage of the process. Various procedures
are being put in place to maximise the call-back availability
and improve initial contact to call-back performance times. For
example:
use of tele-assessment feedback.
ensuring that staff time is utilised more effectively.
managing peaks and troughs of call-back volume
by redeploying staff into high priority areas.
use of the FeatureNet MI terminal to monitor the
activity of the call-back team using monitor groups to focus on
scheduled call-back activity.
Covering period April 2001 to September 2001
Call Centre | Call-backs
| Number within 24 hours
|
Buckinghamshire | 10,551
| 4,443 (42%) |
Calderdale & Kirklees | 17,104
| 8,350 (49%) |
South East Gwent | 10,755
| 3,568 (33%) |
Somerset | 10,389
| 6,452 (62%) |
Totals | 48,799
| 22,813 (47%) |
For 2000-01 the results were:
47% within 1 day;
77% within 3 days;
99% within 5 days;
|
The figures for call-backs are counted in each pilot. The
following figures in the table are taken from the Vantive System
(a management system).
(c) time taken for initial start-up meeting, broken
down into JSA and non-JSA clients (basic and PVS models):
Based on samples taken in autumn 2000 the time for a start-up
meeting (basic model) averaged 16 minutes for JSA clients and
18 minutes for non-JSA. It was decided that it should take 23
minutes to enable more time for an explanation of ONE and jobsearch
activity. All pilots are now concentrating on these two key aspects.
(d) time taken for call-back interview broken down
into JSA and non-JSA clients (call centre models):
The average time taken for a call-back, in autumn 2000, was
24 minutes for both JSA and non-JSA clients. This was rather short,
and further evaluation evidence suggests that call-backs are now
generally in the range of 30-40 minutes.
(e) time between start-up interview/call-backs interview
and first personal adviser meeting;
From April 2001 the minimum standard is for 80 per cent.
of clients to have their first personal adviser meeting within
four days.
Basic Model | PA meeting booked
| Within 4 days |
Clyde Coast & Renfrew | 18,523
| 14,741 (80%) |
Essex South East | 10,248
| 7,501 (73%) |
Lea Roding | 20,121
| 14,779 (73%) |
Warwickshire | 11,418
| 8,524 (75%) |
Total | 60,310
| 45,545 (76%) |
Call Centre Model | PA meeting booked
| Within 4 days |
Buckinghamshire | 9,917
| 6,807 (69%.) |
Calderdale & Kirklees | 19,324
| 11,829 (61%) |
South East Gwent | 8,816
| 8,322 (94%) |
Somerset | 11,451
| 7,644 (67%) |
Total | 49,508
| 34,602 (70%) |
PVS Model | PA meeting booked
| Within 4 days |
Leeds | 24,611
| 17,733 (72%) |
North Cheshire | 13,256
| 10,516 (79%) |
North Nottinghamshire | 13,879
| 13,238 (95%) |
Suffolk | 18,057
| 15,371 (85%) |
Total | 69,803
| 56,858 (81%) |
Overall Total | 179,621
| 137,005 (76%) |
During the period the call centres were supporting Calderdale
and Kirklees who were transferring over to Jobcentre Plus. This
would have effected the performance of the other call centres
over the period.
In the PVS variant the start-up adviser and the personal
adviser are the same person so this would influence the performance.
There are also variations caused because of rural transport difficulties
and infrequent public transport in some areas.
(f) time taken for first personal adviser meeting, broken
down into JSA and non-JSA clients:
BASIC MODEL
In autumn 2000, the average time was found to be 40 minutes
for a JSA client and 32 minutes for a non-JSA client, though these
figures are based on a small sample sizes. Evaluation has found
that personal adviser meetings vary between 20 and 50 minutes
for both client groups.
CALL CENTRE
The average time taken was 47 minutes for JSA and 39 minutes
for non-JSA. Once again there was a considerable variation with
the average times due to the small sample size.
PVS
While the timings for first personal adviser meeting vary
depending on clients' individual circumstances (eg clients job
readiness, specialist provision), for PVS timings are consistent
with that in basic model and call centre variants. PVS contracts
list individual activities that should be undertaken and completed
by the end of the initial personal adviser meeting which is estimated
to be about 1 hour. The PVS Partners are responsible for monitoring
this aspect of their business and determining the length of the
interviews.
(g) end-to-end processing times for each of the benefits
shown, in each of the ONE pilot areas and in each of the comparable
control areas, together with the relevant targets times: Income
Support, Jobseekers Allowance, Incapacity Benefit, Invalid Care
Allowance, Widowed Parent's Allowance and Bereavement Allowance.
An analysis of clearance times from April to September 2001
for JSA end-to-end processing indicates that ONE has had no adverse
impact on clearance times in either basic model or PVS. In call
centre areas the proportion of claims cleared within the target
number of days has been around 3 per cent. below that elsewhere
(either in basic model, PVS and control areas nationally). There
is no evidence of any impact on Income Support and Incapacity
Benefit clearance times.
The key targets for IS, JSA and IB claims clearance are as
follows:
Income Support 12 days
Jobseekers Allowance 12 days
Incapacity Benefit 22 days.
These are measured as actual average clearance times.
The internal performance indicator for ICA is 95 per cent.
clearance in 72 days; for widows mothers allowance and bereavement
benefit it is 95 per cent. in 35 days.
The client survey (published as DWP Research Report number
156) reported that end-to-end times for non-JSA claims were half
a week longer in pilot areas. However during the first six months
of full participation (when the field survey took place) some
pilot areas in both the call centre and PVS did struggle with
processing Incapacity Benefit. Performance in these areas has
since recovered and improved.
(5) Details of the performance of the ONE pilots in
relation to job placements, compared to their control areasbroken
down into JSA and non-JSA clients. If you have not already done
so, please give details of any job placement targets for JSA and
non-JSA targets in each of the relevant areas.
The cost benefit analysis will assess the success of ONE
in moving people into work. Final results will be available in
winter 2002-03. The analysis will take into account any differences
in labour markets and clients' characteristics between the pilots
and control areas. Interim results on the employment effects were
published in In-House Report 88 on the 7th December 2001. Total
JSA job placings amount to 17,554 and for non-JSA 2,325 achieved
across all ONE pilots for the period April 01 to September 2001.
(6) Comparison of the number of crisis loans applications
in the ONE pilot areas and in their applicable control areas,
for April 1999; April 2000; and April 2001 since it has been suggested
that crisis loan applications rose in some of the ONE pilot areas,
as a result of delays in processing benefits.
Analysis shows no consistent evidence of an increase in the
number of crisis loan applications made to the Benefits Agency.
When comparing pilot and control areas, it is important to
take into account the relative sizes of the areas. Note also that
there is considerable variation, between individual pilot and
control areas, in the number of crisis loans. When these factors
are taken into account, there is no conclusive evidence that ONE
has affected the number of crisis loans.
The following table shows Social Fund Crisis Loans per benefit
claim, for pilot and control areas. Figures are for April-September
2001. Figures are provisional and subject to revision:
|
| SF Crisis Loans |
JSA, IS and IB Claims |
SF Loans per Claim |
Basic Model | Pilot
| 35,635 | 84,808
| 0.42 |
| Control
| 30,112 | 96,772
| 0.31 |
Call Centre | Pilot
| 23,991 | 68,189
| 0.35 |
| Control
| 22,854 | 75,390
| 0.30 |
PVS | Pilot
| 16,137 | 70,468
| 0.23 |
| Control
| 15,367 | 61,287
| 0.25 |
Total | Pilot
| 75,763 | 223,465
| 0.34 |
| Control
| 68,333 | 233,449
| 0.29 |
When the number of Social Fund Crisis Loans is compared with
pilot areas' performance, in booking personal advisers' meetings
within four days (see table), there is very little correlation.
Thus no evidence that poor performance in moving clients through
the system has led to larger numbers of crisis loans.
In-house report 84
Please see the table at Annex B.
COST BENEFIT
ANALYSIS
The ONE cost benefit analysis has two parts:
(xv) measuring the employment effects
of ONE and
(xvi) measuring the overall cost-effectiveness
of ONE.
This work is being carried out by the National Institute
of Economic and Social Research (NIESR). Final results from the
cost benefit analysis will be available in winter 2002-03. Interim
results on the employment effects of ONE based on NIESR's early
research have been published (on 7 December 2001) in In-house
report no. 88.
There are no interim results on measuring the cost-effectiveness
of ONE. Measures of cost-effectiveness will be provided along
with final results on the employment effects of ONE by NIESR in
winter 2002-03. This will cover the full period of the pilots.
ORGANISATIONS INVOLVED
IN THE
PRIVATE AND
VOLUNTARY SECTOR
PILOTS
Deloitte:
RNIB; Remploy; NACRO; Wise Group; Manpower; Instant Muscle;
Gingerbread; Daycare Trust and Opportunity America.
Reed:
Citizens Advice Bureau, DIAL (for disability information),
Mansfield Unemployed Workers Centre, Ollerton & District Economic
Forum, Ashfield Women's Centre, Salvation Army, Shelter, Probation
Service.
A4E:
Warrington Disability Information Services, Local Law Centres,
Citizens Advice Bureau, YMCA, Prince's Trust, Halton Disability
Information Services, Lighthouse Foundation, Halton Advocacy Project.
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