(1 day, 19 hours ago)
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The Lord Bishop of Leicester
To ask His Majesty’s Government what assessment they have made of the staffing levels within Job Centres.
The Minister of State, Department for Work and Pensions (Baroness Sherlock) (Lab)
My Lords, DWP monitors demand for jobcentre support on an ongoing basis and has well-established workforce planning systems to make sure that we have the right people in the right place at the right time. These systems help us to prioritise jobcentre activities where needed, protecting our most effective interventions and making sure that we maintain a constant focus on getting people into work, while remaining within funding limits and providing value for money.
The Lord Bishop of Leicester
I thank the Minister for her response. A recent BBC article suggested that capacity has been created in jobcentres only by reducing the number and length of appointments. One work coach they spoke to said that having only 10 minutes with clients means
“you’re just being a benefits policeman”,
and some work coaches feel that they are not able to provide the necessary support, in particular to help disabled people into work. Are the Government confident of being able to improve the employment rate for people with disabilities?
Baroness Sherlock (Lab)
My Lords, our jobcentres provide a professional, targeted service. DWP recently conducted a thorough review of jobcentre activity, to look at ways in which we can respond to demand without having a negative impact on outcomes for claimants, or indeed on benefit expenditure or fraud and error. After the review, the department introduced a series of operational changes, the aim of which was to maintain consistency in jobcentres across the country.
However, consistency is not the same as uniformity. It cannot be sensible to have the same regime for a 20 year-old who has not worked ever since leaving school, a 40 year-old who is recovering from a serious illness, and a 60 year-old who is working in a job but not earning quite enough to escape from the demands of the jobcentre. So we are exploring ways to adapt the length, frequency and channels for appointments so they are better tailored to the needs of the individual. That way, we will be able to protect the interventions that are most effective but also try to make sure that we direct the resources where they are most needed. We now have additional work coaches working specifically on our programmes to support people with health conditions and disabilities, and we have committed to spending £1 billion by the end of the decade, investing in those very customers.
Lord Bellingham (Con)
My Lords, during my time as an MP, I made a point of trying to visit local jobcentres every year on a very regular basis. One of my consistent observations was that, all too often, local offices were never properly involved in designing services to address local priorities. So, is it not time we got away from this one-size-fits-all, Whitehall-led mentality?
Baroness Sherlock (Lab)
My Lords, I suspect that the noble Lord has been reading our Get Britain Working plan—that is the only explanation for that comment. That is exactly what we want to do, and he is so right on this. We have been saying from the beginning that one size does not fit all, and that in employment interventions we are looking to work closely with local leaders, so we are running a series of trailblazers around the country, working with local mayoral authorities and local government.
Every labour market is different. The noble Lord is quite right that we do not have a single labour market in Britain; we have a series of different labour markets, with different challenges, populations and employment patterns, and our job is to make sure that we respond to those needs. For example, we have eight youth trailblazers running around the country, from Teesside to the south-west, Cambridgeshire and Peterborough, the East and West Midlands and London, to look at what works. We will learn from that and will then help people to make the right decisions for their people.
Lord Palmer of Childs Hill (LD)
My Lords, that sounds a very optimistic viewpoint from the Minister. However, the reports are that staff stress levels are at historic heights, and many are leaving for better pay and less stress. Aligned to that, staff shortages also mean less support for vulnerable clients. Can the Minister give a more optimistic view than is being reported?
Baroness Sherlock (Lab)
My Lords, I may be an optimist but I am also very positive. I believe in our staff, and I understand that there are times when this can be a really stressful job: there is no question about that. But we have been looking really carefully to make sure that we can predict demand levels and manage our staffing levels accordingly.
One of the challenges is that we are asking people to do a different job from what they did in the past. I had a really interesting conversation recently with one of our senior people who has worked on the front line about who she recruits to be a work coach, because you have to find people who have the appropriate levels of empathy and can motivate people, but who are also able to have a tough conversation when you need that. One of the things I asked was, “Where do people recruit from?” She said that they come from really different backgrounds. They are teachers, people from retail, people from call centres, the emergency services and from some legal offices. We are looking for skill sets and characteristics that can enable people to do a really tough job. We are also investing in our people, creating a work coach academy to upskill them and give them the tools they need to do the job, and we are investing in AI so that they have the information they need to help the customers. We can do this, and we are going to.
Baroness Winterton of Doncaster (Lab)
My Lords, when my noble friend the Minister refers to people with medical conditions that may be preventing them getting back into work, will she look at whether there are in fact enough health advisers in jobcentres who could help by referring them quickly? I know that there are some pilots on mental health advisers, but can she look at whether this could perhaps be extended through the trailblazers?
Baroness Sherlock (Lab)
My Lords, that is really interesting. I know that we do have advisers working out of GP centres, for example in Darwen, in Lancashire, and in Braehead, where we are placing people so that, when GPs encounter people with certain kinds of difficulties, we can provide employment support right then, so that people do not then get out of the labour market and end up being out for some time. We also have projects working closely with the NHS for people who are in work but at risk of falling out of work. If we can support them to stay in their jobs, it is much easier and better for the employer than having them falling out. I do not know whether we have GPs or healthcare workers working in our jobcentres, but what an interesting idea—I will go off and ask that very question.
The Earl of Kinnoull (CB)
My Lords, I declare my interest as the chairman of the charity that runs the libraries and museums in Perth and Kinross. In Perth and Kinross, there is a feeling that libraries have a part to play here, and that is because sometimes a certain amount of stigma is attached to going into a jobcentre for people who are thinking of needing careers advice or job progress. There is no stigma associated with going to a library, and the libraries in Perth and Kinross have been able to provide all sorts of support. Would the Minister like to comment on that?
Baroness Sherlock (Lab)
I am very grateful to the noble Earl—that is a really interesting idea. There are people who are happy to go into a jobcentre, and there are people for whom that would be really difficult. We have a number of jobcentres around the country, but we also have a number of different services operating out of different places, including libraries, but also youth hubs. We are also testing vans: we have mobile vans going out into communities where people will not come out to us. For example, in Burnley jobcentre there are family community work coaches based at a community grocer, where they can reach out to people. We also have people working out of city councils and all kinds of different areas, but there are specifically groups working in libraries. I will go and find out whether there is any more of that we can do, but I have been assured that they can work really well. Also, I am concerned about the future of libraries, and if that is a way to make sure that there are lots of reasons to go to a place, it can be a win-win.
Viscount Younger of Leckie (Con)
My Lords, further to the questions raised by the right reverend Prelate, more than half of jobcentres are reportedly reducing support for people claiming universal credit due to a shortage of work coaches, not so much to do with shortened appointment times—although I take the right reverend Prelate’s point. Recent data obtained through a freedom of information request shows that just 16,640 work coaches were employed by the DWP in August, the lowest number since March last year. But, given this, and the department’s plans to place job advisers in GP surgeries and mental health services, how do the Government intend to ensure that there are enough work coaches to deliver effective employment support across all settings?
Baroness Sherlock (Lab)
My Lords, that is the question. We have an increasingly sophisticated model for mapping demand and the number that the noble Viscount gave pretty much matches the demand we are predicting. But, if demand rises significantly, we will have to prioritise. As I said at the beginning, at the moment, standard processes are that, when somebody first comes into a jobcentre, we will want to see them weekly for the first 13 weeks, but there is no point in treating everybody the same. It is not necessarily a shortage of work coaches that is driving this; we have some turnover but, actually, we are looking at faster ways to recruit them and we are happy that we have the right numbers at the moment. The challenge is to make sure that the support is in the right place, for the right people. If all the work coaches spent all their time checking and ticking everybody’s boxes, they would not be out there doing the things that only they can do, which is to get people into jobs. That is what we want them to do.