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7 Jan 2008 : Column 200W—continued
Assessments: Standards
Mr. Laws: To ask the Secretary of State for Children, Schools and Families whether any (a) GCSE and (b) A-level examinations will be marked overseas in whole or in part in 2008; whether any have been in 2007; and if he will make a statement. [172762]
Jim Knight: This information is not collected centrally. The qualifications regulators require awarding bodies to ensure that all examiners and markers, irrespective of background or location, are trained and standardised in line with the requirements of the GCSE, GCE, GNVQ and AEA Code of Practice. The qualifications regulators monitor awarding bodies’ compliance with this requirement.
In 2007 all examiners (individuals with subject expertise who are responsible for marking candidates’ responses) were based in the UK. There are no plans to use examiners in other countries in 2008. Some clerical work such as the copy typing of one word hand-written answers, so that they could be read by computer, was carried out overseas in summer 2007.
Building Schools for the Future Programme: Fire Extinguishers
Mr. Drew: To ask the Secretary of State for Children, Schools and Families (1) what the Government’s policy is on the inclusion of sprinkler systems within schools being rebuilt under Building Schools for the Future; and if he will make a statement; [174302]
(2) which schools (a) have been built, (b) are being built and (c) are planned for re-build under Building Schools for the Future in each local authority area; and whether each has included a sprinkler system. [174303]
Jim Knight: The Department announced its policy on sprinkler systems for schools in March 2007. The policy is that a risk assessment should be undertaken for new and refurbishment projects in all categories of state-funded schools including all BSF schools. To help local authorities and school designers to decide when sprinklers are needed, DCSF has produced a risk assessment tool and a cost benefit analysis tool. See www.teachernetgov.uk/fire and follow links to Sprinklers.
Our presumption is that new schools and some refurbished schools will have fire sprinklers installed, however this is not a compulsory measure. There may be cases where local authorities or other promoters of schools consider that sprinklers are not needed. If so, they will need to be able to demonstrate that such schools are very low risk and that sprinklers would not represent good value for money.
To date, seven schools have been built under the Building Schools for the Future programme, in Bristol, Solihull, Haringey, Sheffield, South Tyneside, Stoke and Sunderland; these include six ‘early win’ projects. We believe that the Bristol Brunel Academy is the only one fitted with a sprinkler system. This was a large new build project and the most suitable for a sprinkler installation. Five of the other six schools were refurbishment projects where it may not have been technically feasible to install sprinkler systems. It is also more expensive to install sprinklers in a refurbishment which means they do not always provide good value for money. These projects were all in the late design or construction stage when the new sprinkler policy was announced which would have made it more expensive and technically difficult to install sprinkler systems unless they were part of the original design.
We expect approximately 80 schools to be under construction in the current financial year in the following local authorities: Bradford, Bristol, Lewisham, Sheffield, Knowsley, Lancashire, Leeds, Leicester, Manchester, Newcastle, Solihull, Stoke, Sunderland, Waltham Forest, Lambeth, Durham and Kent.
Under Building Schools for the Future, we plan to rebuild, remodel or refurbish all secondary schools in England.
For projects that were either in a late stage of design or in construction when the new sprinkler policy was announced it is difficult to introduce a sprinkler system. However, for new projects and those still in an early stage of design we expect sprinklers to be included.
Children and Family Court Advisory and Support Service
Julie Morgan: To ask the Secretary of State for Children, Schools and Families (1) what estimate he has made of the number of times Children and Family Court Advisory and Support Service staff will be involved in early intervention or dispute resolution during 2007-08; and what estimate he has made of the likely cost of such involvement; [162333]
(2) how many section 7 cases were completed by the Children and Family Court Advisory and Support Service in each of the last five years; and what the cost of those cases was to the public purse in each year; [162332]
(3) whether any of the Children and Family Court Advisory and Support Service regions will be recruiting additional staff during 2007-08; [162296]
(4) whether he plans to recalculate workload measurements for Children and Family Court Advisory and Support Service staff. [162297]
Kevin Brennan: These are matters for the Children and Family Court Advisory and Support Service (CAFCASS). Anthony Douglas, the Chief Executive, will write to my hon. Friend with this information and a copy of his reply will be placed in the House Library.
Letter from Anthony Douglas, dated 3 December 2007:
I am writing to you in response to the four Parliamentary Questions that you tabled recently:
162333—To ask the Secretary of State for Children, Schools and Families, what estimate he has made of the number of times Children and Family Court Advisory and Support Service staff will be involved in early intervention or dispute resolution during 2007-08; and what estimate he has made of the likely cost of such involvement.
The table below shows an estimate of the Cafcass’ Dispute Resolution scheme for the financial years 2002/03 to 2006/07. This has been calculated by multiplying the number of hours spent on Dispute Resolution in the year by the Unit Cost* for an hour of practitioner activity. Statistics do not currently fully capture all case related support activity and we plan a diary survey in the spring which will enable us to make more accurate calculations and calculate averages in respect of time taken on such work. Related activity in screening cases coming before the courts prior to embarking on Dispute Resolution is also not included in these figures but plays an important part in ensuring appropriate safeguards are in place.
| Financial Year | Total Dispute Resolution Hours | Unit Cost (£ per Hour)* | Total Cost (£) |
| * Unit Costs are calculated at the end of each financial year dividing the total Direct** spend for the Organisation by the estimated number of hours spent on Public and Private Law cases completed in the year. ** Direct spend only includes costs directly linked to practice e.g. Staff Salary, Training, Travel & Subsistence. It does not include indirect costs e.g. Accommodation, Recruitment & Utilities. | |||
162332—To ask the Secretary of State for Children, Schools and Families, how many section 7 cases were completed by the Children and Family Court Advisory and Support Service in each of the last five years; and what the cost of those cases was to the public purse in each year.
The table below shows an estimate of the cost of the Section 7 Reports for the financial years 2002/03 to 2006/07. This has been calculated by multiplying the number of S7 reports completed in the year by an average cost for an S7 Report based on the Unit Costs*.
162296—To ask the Secretary of State for Children, Schools and Families, whether any of the Children and Family Court Advisory and Support Service regions will be recruiting additional staff during 2007-08.
There are no plans to curtail recruitment for funded posts across the organisation. 58 vacancies have been advertised in the last 3 months and appointments are in progress. Workforce plans have been developed in all areas and recruitment will begin in accordance with these plans as vacancies occur.
162297—To ask the Secretary of State for Children, Schools and Families, whether he plans to recalculate workload measurements for Children and Family Court Advisory and Support Service staff.
Cafcass is currently reviewing allocation guidelines for family court advisors and recognises that changed working practices and the move to case planning as the basis for workload measurement as opposed to set formulas makes this a more complex process. A joint management and trade union working group is planning a diary survey in the spring, which will inform future workload planning.
A copy of this reply will be placed in the House Library.
Mr. Llwyd: To ask the Secretary of State for Children, Schools and Families (1) what representations he has received on the workload of service managers at the Children and Family Courts Advisory and Support Service; [167879]
(2) what assessment he has made of the workload of service managers of the Children and Family Courts Advisory and Support Service; [167878]
(3) who conducted the recent Children and Family Court Advisory and Support Service staff survey; by whom they were employed; and what remuneration they received; [167734]
(4) what assessment he has made of the effect of the implementation of the recommendations contained in the consultation Organising for Quality for service delivery and funding at the Children and Family Court Advisory and Support Service; [167735]
(5) what plans he has for Children and Family Court Advisory and Support Service pilot programmes arising from the consultation Organising for Quality in the next two years. [170314]
Kevin Brennan: These are matters for the Children and Family Court Advisory and Support Service (CAFCASS). Anthony Douglas, the chief executive, will write to the hon. Member with this information and a copy of his reply will be placed in the House Library.
Letter from Anthony Douglas, dated 11 December 2007:
I am writing to you in response to the four Parliamentary Questions that you tabled recently:
167734—To ask the Secretary of State for Children, Schools and Families, who conducted the recent Children and Family
Court Advisory and Support Service staff survey; by whom they were employed; and what remuneration they received.
Cafcass conducted its first staff survey in December 2006 to provide the baseline data to understand staff perceptions on a range of issues. Many of these issues were then included in the Cafcass 2007-10 business plan. The staff survey was produced internally to provide value for money but with the responses directed to the University of Birmingham’s department of Organisational Psychology to provide respondents with anonymity.
The following individuals and companies unconnected with Cafcass were involved in the staff survey:
| Contributor | Payments (£) |
The following Cafcass employees were involved in the production of the staff survey: The Corporate Director of Strategy and Performance, Head of Communications, a Human Resources Manager, the Publications Editor and Communications Officer. A Family Court Adviser conducted the analysis of the data under the supervision of Dr Dirk Van Rooy of the University of Birmingham who provided Cafcass with a declaration of authenticity. The raw data was input from the individual returns by a student at Birmingham University.
167735—To ask the Secretary of State for Children, Schools and Families, what assessment he has made of the effect of the implementation of the recommendations contained in the consultation Organising for Quality for service delivery and finding at the Children and Family Court Advisory and Support Service.
170314—To ask the Secretary of State for Children, Schools and Families, what plans he has for Children and Family Court Advisory and Support Service pilot programmes arising from the consultation Organising for Quality in the next two years.
The consultation ended on 28 February 2007 and a full response was published. There are two strands to the programmes of work to take forward the Organising for Quality programme. The first of these is the introduction of new National Standards for Cafcass. These were introduced on 01 April 2007 and are supported by revised practice guidelines and a comprehensive training programme. The second strand is that of organisational structures aimed at further efficiencies and improved practice. The changes at the first line management level are being achieved through a refocusing of priorities and a narrowing of the roles and responsibilities of first line managers to focus on practice, performance and staff development.
The majority of the structural changes will be completed by April 2008 and a period of consolidation will then follow.
There were thirty-two key proposals in the Cafcass consultation paper Organising for Quality. Twenty-two are being taken forward either as part of the current Cafcass restructuring programme, or within the delivery of the 2007-10 Business Plan. Six proposals are being taken forward in a modified form. Only one proposal for a Practice Advice Line, is being piloted. Four proposals are not being proceeded with at all, following a review of all proposals we received in the light of the consultation responses.
167878—To ask the Secretary of State for Children, Schools and Families, what assessment he has made of the workload of service managers of the Children and Family Courts Advisory and Support Service.
Cafcass are in the process of negotiating significant changes to the Service Manager role to ensure both manageable and effective workloads. We intend to give Service Managers a reduced span of control and more business support to enable them to focus on practice, performance and staff development. These changes will be in place across most of the country by the start of the new financial year in April 2008.
167879—To ask the Secretary of State for Children, Schools and Families, what representations he has received about the workload of service managers at the Children and Family Courts Advisory and Support Service.
No specific additional representations were received from service managers, apart from those received on a number of previous occasions, both directly and via trade unions and professional associations. Cafcass accepted the core points being made some time ago, and resolution of them has needed to wait for the resources to become available. Over the last two years, we did increase our national establishment by 15 Service Managers, which has made a difference, but my intention is that we take further steps in April 2008 to reduce workloads.
A copy of this reply will be placed in the House Library.
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