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TRANSPORT

Rail Industry Performance

The Secretary of State for Transport (Mr. Alistair Darling): The "Future of Rail" White Paper (Command Paper 6233), published in July 2004, announced the intention to establish Network Rail as the single point of responsibility for rail industry performance.

I am today announcing that Network Rail will take on this role from 4 April 2005. It will help deliver clear accountability for performance and focus the industry's efforts on delivering a more reliable railway for customers.

The management of the overall performance of the rail network is currently undertaken by the Strategic Rail Authority (SRA). It tracks and reports the industry's overall progress on improving performance, and collates the detailed public performance measure (PPM) for each train company.

Working with train companies the SRA has developed specific performance improvement plans to reduce train companies delays. The changes I am announcing today will place that responsibility with Network Rail.

Network Rail already leads the delivery of national rail industry initiatives to improve performance, such as, resilient timetabling, the establishment of integrated control centres with train companies and the preparations for seasonal operating conditions. It is responsible for day to day operations and getting services back on track following any incidents and delays.

In future, Network Rail will also regularly track, report and challenge the industry's efforts to improve performance. At a local level, working in partnership with the train companies, the company will develop and put in place joint performance improvement plans, bringing together the currently separate planning arrangements of Network Rail and train companies, and in doing so secure the benefits of closer joint working.

Network Rail will take on the SRA's role of collecting data on the performance of the railway. Information on performance will be published regularly by the Office of Rail Regulation and Network Rail will be accountable for the performance levels achieved.

Network Rail's new role is a non-statutory function. Its accountability for overall performance will be underpinned by an amendment to its licence conditions which will set out its role in terms of whole industry performance. The details of the amendments are currently being consulted upon by the Office of Rail Regulation.

The changes I have announced today are further important steps in the implementation of the "Future of Rail" White Paper. They put in place clear arrangements and responsibilities for the overall performance of the network. They will ensure close joint working between Network Rail and train companies to deliver improved services to the passenger. They will also build on the closer industry co-operation happening now, through the establishment of integrated control centres, that are beginning to deliver impressive results in reducing delays on the network,
 
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I shall keep the House informed of further developments as we continue to implement the proposals set out the in White Paper.

Turning Circles (Buses and Coaches)

The Parliamentary Under-Secretary of State for Transport (Mr. David Jamieson): Since 1998, rigid buses and coaches in the EU have had to comply with minimum turning circle requirements in order that they should easily and safely travel along roads and negotiate junctions. Since 2002, the turning circle requirements have been relaxed, except in Portugal and the UK, who were given a transitional period to ensure that no major issues would be experienced. The transitional period ends today and the requirements become aligned with the rest of the EU.

Local and highway authorities are being advised of the changes, and technical reports demonstrating the assessments made on this matter will be published shortly. Copies of these reports will be placed in the Libraries of both Houses and put on the Department's website.

WORK AND PENSIONS

Refugee Employment Strategy

The Minister for Work (Jane Kennedy): I am pleased to announce the publication today of "Working to Rebuild Lives: a refugee employment strategy"—copies of which have been placed in the Library.

We began work to develop the strategy in December 2002 following research examining the barriers that refugees(1) face in employment and training. The research found that only around half of unemployed refugees are familiar with Jobcentre Plus services. In response, we developed studies and pilot activity throughout 2003 to identify ways to improve refugee participation in Jobcentre Plus activity. We consulted with Government and external partners, including the refugee community and voluntary sectors, through a preliminary report published in September 2003. We reported our studies and pilot activity in September last year (DWP Research Report W201).

The aims of the strategy are to move more unemployed refugees into Jobcentre Plus support quickly after they receive refugee status and to ensure that Jobcentre Plus gives them the help they need to find sustainable work.

The strategy introduces measures, some already in place and some still in development, across Government and the voluntary sector. It identifies ways in which Government can work more closely to make it easier for refugees to get the help they need. It is underpinned by a Jobcentre Plus "Operational Framework" that provides guidance for staff in identifying and addressing key issues to support refugees seeking employment and claiming benefits.

The publication of this strategy does not close the debate on refugee employment. DWP has worked closely throughout its production with the Employability Forum who lead the employment sub-group of the Home Office-led National Refugee Integration Forum (NRIF). DWP will continue to work
 
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with this group to monitor the success of the strategy and to continue to identify and tackle refugees' barriers to employment. I thank the Employability Forum and NRIF for their involvement.

The refugee employment strategy is being published simultaneously with "Integration Matters", the Home Office's strategy for refugee integration.

Note

¹ The term "refugee" in the refugee employment strategy applies to those granted refugee status or other leave to remain in the UK through the asylum process. In this context, the term "refugee" is not the strict interpretation applied by the Home Office.

Benefit Fraud Inspectorate Report on Brentwood Borough Council

The Parliamentary Under-Secretary of State for Work and Pensions (Mr. Chris Pond): On behalf of my right hon. Friend the Secretary of State for Work and Pensions, the BFI focused inspection report on Brentwood borough council was published on 8 March and copies of the report are available in the Library.

In 2003–04, Brentwood borough council administered some £11 million in housing benefits, about 19 per cent. of its gross revenue expenditure.

On 29 January 2004 I announced, Official Report, column 18WS, that BFI would undertake focused inspections to provide quick improvements in performance in specific areas of benefits administration. This inspection concentrated on processing of claims for housing benefit and council tax benefit.

Brentwood borough council has made fundamental changes to its benefits service over the past three years, including major restructuring new information technology (IT) systems and implementation of the Department's verification framework. The council recognised that service improvement could only be achieved by developing and retaining the experience of their staff and has been successful in doing this.

Customer service was clearly a priority and particular efforts have been made to ensure that all evidence to support a claim is gathered. A local initiative to interview all customers who submitted a new claim, or reported changes of circumstances, was unusual but effective.

The council's close monitoring of the claims process has identified and resolved delays but this scrutiny was undermined by inadequate checks and the limited level of assurance provided by internal audit. Inconsistent working practices, a lack of audit trails and weaknesses in document imaging also detracted from the quality of work.

A number of successful bids to the Performance Standards Fund and Brentwood borough council's own investment have led to significant improvement in the average time taken to process claims. Steady progress has been made in the speed of processing but quality needs to be improved.

My right hon. Friend the Secretary of State is now considering the report and may ask the council for its proposals in response to the BFI's findings and recommendations.
 
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