The Parliamentary Under-Secretary of State for Business, Innovation and Skills (Jenny Willott)
I trust that we will not detain you for too much longer, Madam Deputy Speaker.
I thank the hon. Member for Kingston upon Hull North (Diana Johnson) for securing the debate. I recognise the interest that she has shown in the relocation of the Insolvency Service’s office in Hull. As she said, we met last week to discuss the issue, along with other Hull Members, and I entirely understand why she is concerned about the potential impact on her constituents and is representing their views this evening.
Let me put the position in context. The Insolvency Service is an executive agency of the Department for Business, Innovation and Skills. It has about 1,800 employees, who operate from locations throughout the country. They deal with a wide range of insolvency matters, such as administering bankruptcies and liquidations —which includes realising assets and distributing them to creditors—dealing with corporate malpractice and misconduct by investigating companies and individuals abusing the system, and managing payments to employees who are made redundant. The administering of insolvencies is funded by fees charged against the assets of insolvents. It is obviously very important to the creditors involved for the costs to be kept as low as possible, while still providing for an effective and fair service.
As the hon. Lady acknowledged, the past five years have seen a sharp drop in the number of insolvencies handled by official receivers’ offices, from about 80,000 cases in 2009 to nearer 25,000 today. That is largely because of a sharp fall in the number of debtor petition bankruptcy cases following the winding back of high levels of lending. To date, it has led to a reduction of about a third in the staff of the Insolvency Service, which has been achieved through a programme of voluntary exits.
As for the question of where offices need to be, for the purposes of official receiver work in particular, the Insolvency Service needs to be able to interview insolvents within a reasonable distance of their homes. We would therefore usually choose city or town centre locations close to transport hubs. The Insolvency Service reviewed its network of local offices in the context of customer demand and the reduced number of employees, and estimated that the estate was about a third too large. It therefore embarked on a programme of estate rationalisation, which also accords with the Government’s wider agenda of minimising the costs of their own estate.
The hon. Lady asked about the estate in London and the south-east. In the past two years the Insolvency Service has been looking at its estate across the country, and in London it has relocated to cheaper buildings in surplus Government estate in both London and Croydon. It decided to close its Watford and St Albans offices as well. It has therefore made such decisions across the UK, including in London and the south-east; it has not targeted other areas.
Individual offices need to be of sufficient size to be sustainable both as a management unit and to provide development opportunities for staff, as well as to be able to offer the necessary flexibility as workloads change. The skills needed for the different areas of work in the Insolvency Service are often similar, so in the last few years several hundred staff transferred from working on bankruptcies to investigation work as the number of cases dropped. This type of work is especially located in the larger metropolitan areas.
As a result of the review, five relocations and five closures took place in 2013-14 and a further 10 closures will take place over the coming financial year. The Insolvency Service has worked closely with the trade unions throughout this process. All employees in the affected offices have been offered the opportunity to relocate to another office or take voluntary exit terms. The Insolvency Service offers excess fares to staff for a three-year period after a move. It also discusses flexible working arrangements to try and find ways to make a move possible for employees.
The Insolvency Service is proud of its customer service, recently coming second out of 53 Government Departments and agencies, with customer satisfaction levels of 96%, which is extremely high. Around 250 face-to-face interviews arise from cases in the Hull office. That is not a large number in the context of the total number of bankruptcy interviews across the country, but in order to maintain high levels of customer service, interview facilities will be set up in other Government buildings in Hull, at minimal cost and with flexible arrangements, to be available for meetings. Replacing an office with an interview facility makes no difference from the point of view of customer experience.
Turning to the specific concerns with respect to the Insolvency Service in Hull, there are 43 permanent employees in the Hull office and the prime purpose of the office is to carry out the duties of the official receiver. Case numbers in the area served by the Hull office have seen an even greater decline than the fall in caseload nationally, with a drop in workload of 79% since 2009, which is a huge drop. Staffing levels in Hull, however, have only fallen by 43%, so there is a mismatch there.
The office was kept busy over the last two years by taking cases in from other offices. The Insolvency Service prefers each official receiver’s office to deal with the cases that arise within its area. As the hon. Lady said, that local knowledge is important. Also, with the general declining workload there is less surplus work to be transferred between offices. As a result, the Hull office is increasingly difficult to sustain from an operational perspective.
The hon. Lady mentioned the number of company director disqualifications achieved in Hull. The total number of disqualifications in 2013-14 was 27, and that was a great result by the staff in Hull and reflects very well upon their commitment and expertise. To put the figure in context, there were 1,273 company director disqualifications in 2013-14. There is significant value in disqualifications, but the disqualification work carried out by Hull will not be lost, but will be transferred to other locations, including Leeds, so disqualifications will continue.
On 27 March the Insolvency Service announced that its office in Hull would close, with its work and employees being relocated to Leeds in November 2014. This decision will both help the service reduce the number of offices and also improve long-term resilience in the face of reduced case numbers. Consolidating in Leeds allows the Insolvency Service to use its work force more flexibly, and in the longer term to offer a wider range of career opportunities to staff.
Diana Johnson
I am listening carefully to the Minister’s remarks, but the coalition Government said that they wanted to rebalance the economy and ensure that all the regions benefited. Taking away the limited number of Government jobs in Hull, an area that is blighted by terrible unemployment, flies in the face of what the Deputy Prime Minister said just this morning in the House.
Jenny Willott
We recognise that rebalancing the economy geographically is important, and I will come on to some of the work that the Government are doing in that area. We are not talking here about taking work out of the north of England and centralising it in London: we are talking about ensuring that the estate of the Insolvency Service is sensibly spread across the country and that the offices are where the work is. That is an important part of having an effective and efficient operation.
I appreciate that the decision to close the office is not what Hull employees want and I know that the Insolvency Service board did not take the decision lightly. I am aware that the board fully considered the option of moving to cheaper Government property in Hull, as well as closing its Leeds office and moving those operations to Hull. The business case put forward did not just include accommodation costs: it also looked at other benefits, such as efficiency savings stemming from combining teams, the ability to be flexible in how the Insolvency Service deploys its employees and the greater potential for personal development provided by moving between different roles in a larger office.
The business case calculated that a move from Leeds to Hull would have a net present cost of £535,000 over five years, against a net present value saving of £289,000 for a move from Hull to Leeds. Costs would have been higher for a move from Leeds to Hull because the lease on the Leeds building runs until 2018, whereas the Hull lease only runs until 2016. That is a significant difference.
Diana Johnson
I am interested to hear about the leases, and we discussed that issue when we met last week. Have there been any discussions or consideration—it was not in the business plan that I saw—of whether the office space in Leeds could be sub-let? Rent is much more expensive in Leeds than it is in Hull.
Jenny Willott
At the meeting last week we also pointed out that it is not physically possible to fit all the employees from the Leeds office into the Hull office, so we would need to find a new office in Hull and bear all the costs of refurbishing that. That option was looked at in detail, but it simply was not a financially viable alternative.
The business case took into account that not all the staff would wish to move from Hull to Leeds, although the hon. Lady said that it did not. The estimate was that about half would move and half would take voluntary redundancy. The costs associated with that were built into the business case for both scenarios. The Insolvency Service board considered that the business case for moving from Hull to Leeds was persuasive. Those employees who wish to relocate will have a job in the Leeds office, and the Insolvency Service will pay excess fares for three years. The Insolvency Service has been having one-to-one meetings with its employees as well as keeping closely in touch with their representatives about the implications of the relocation and the impact on individuals. For those who do not want to move office, the option of voluntary redundancy is available, but that is clearly the last resort for most people.
The hon. Lady also raised concerns about employment in the Hull area. I reiterate the Government’s commitment to supporting the Hull area. This issue was raised in Deputy Prime Minister’s questions earlier, and it is a real commitment on the part of the Government. The Humber local enterprise partnership predicts that the city deal for Hull and Humber will deliver more than 4,000 jobs in offshore wind-related industries; at least 1,100 unemployed young people supported into work; 3,400 construction jobs; an expected £460 million of private sector development on the Humber; engagement with more than 3,000 businesses; and the provision of extensive support to 500 businesses, creating approximately 400 jobs. Significant effort and work are therefore going into the area, and the Government are committed to ensuring that we invest in other regions of the UK, and that we are not focused centrally on London and the south-east.
In conclusion, I appreciate that this is a very difficult time for the Insolvency Service and its employees. I hope that the hon. Lady is reassured that the Insolvency Service is aware of the issues that she has raised, that her questions have been considered and that the service is supporting affected employees during the transition period.
The Insolvency Service wants to maintain and improve its already high levels of service delivery. It is making its services more efficient to improve returns to creditors. I appreciate that this is a challenging time for staff, but I congratulate them on maintaining high levels of performance throughout a very difficult programme of change. I hope that I have reassured the hon. Lady that the proposal has been well thought through, that the alternatives have been considered, and that staff and trade unions have been involved and consulted throughout.
Question put and agreed to.