Question to the Department for Work and Pensions:

To ask His Majesty's Government what plans they have to introduce formal service standards for Access to Work, including maximum waiting times for decisions and a fast track for cases in which an individual's job is at risk.

Answered by Baroness Sherlock - Minister of State (Department for Work and Pensions)

The current productivity standard for Access to Work (AtW) caseworkers is based on a 2021 work study and is now recognised as outdated and unrealistic within today’s operational environment (sections 3.9–3.13 of the National Audit Office report). Since 2021, the nature of the work has changed significantly. Post‑COVID operating conditions have resulted in a different mix and complexity of case types, with a marked increase in applications involving multiple adjustments, fluctuating conditions, and support for customers with neurodiverse needs. As a result, the original productivity benchmark no longer reflects the true handling effort required of caseworkers.

Standard Operating Procedures (SOP) have now been introduced to improve consistent decisions, strengthen quality checks, and enhance Case Manager calls with customers and employers. Early results show 93% customer contact within three calls. Outcomes are positive with further expansion planned. It is important that this SOP is fully embedded in day‑to‑day operations before the new work study is conducted, so that the study accurately reflects the future steady‑state environment in which caseworkers will be operating.

We have committed to recruiting and training an additional 480 staff to process the higher volume of applications, that is a 72.5% increase to the existing 658 staff already working on Access to Work. Recruitment has already begun, and new case managers will receive extensive training to handle complex applications with confidence. This is to ensure disabled people, and people with health conditions can receive timely support to secure and remain in employment. We are keen to ensure Access to Work remains fair and sustainable.

To protect employment opportunities, case managers prioritise AtW applications where the customer is due to start a job within four weeks, as well as new job starts and grant renewals. In 2025, we allocated c. 96% of applications starting work within 4 weeks in 28 days. We will draw on the outcomes of the Green Paper consultation, the Collaboration Committees, and the upcoming work on the Independent Disability Advisory Panel to inform and help shape the future direction of Access to Work. We are continuing to refine policy options, and ministers will announce next steps when the policy, evidence, and delivery plans are fully developed.

Question to the Department for Work and Pensions:

To ask His Majesty's Government what assessment they have made of the effectiveness of the Disability Confident scheme in improving employment outcomes for blind and partially sighted people.

Answered by Baroness Sherlock - Minister of State (Department for Work and Pensions)

The Disability Confident scheme provides employers with the knowledge, skills, and confidence they need to attract, recruit, retain and develop disabled people and people with health conditions in the workplace. It is a voluntary scheme, developed in partnership with disabled people, employers, and disabled people’s representatives.

The government announced reforms in January 2026 to strengthen the scheme and support continuous improvement for employers. Proposals include speeding up progression between levels, encouraging more small and medium‑sized businesses to participate, better enabling employers to learn from one another, and making sure disabled people’s lived experience shapes how the scheme works.

There are a range of factors which can influence employment outcomes for disabled people, including for those who are blind or partially sighted.

Previous research on the Disability Confident scheme focused on employer experiences. More research is planned to evaluate the effectiveness of the reforms and this will include research with disabled employees.

Found: Yours sincerely, Rt Hon the Lord Blunkett Rt Hon the Lord Herbert of South

Found: 5th Meeting, held at 10:30 on Tuesday, 30 June 2026 Present: Baroness Anelay of St Johns Lord Blunkett

Found: the 3rd Meeting, held at 10:30 on Tuesday, 9 June 2026 Present: Baroness Anelay of St Johns Lord Blunkett

Found: 4th Meeting, held at 10:30 on Tuesday, 16 June 2026 Present: Baroness Anelay of St Johns Lord Blunkett

Found: 2nd Meeting, held at 10:30 am on Tuesday, 2 June 2026 Present: Baroness Anelay of St Johns Lord Blunkett

Found: 1st Meeting, held at 10:30am on Tuesday, 19 May 2026 Present: Baroness Anelay of St Johns Lord Blunkett

Question to the Home Office:

To ask the Secretary of State for the Home Department, whether she is taking steps to increase funding for ongoing training in West Midlands Police to support career progression for local officers.

Answered by Sarah Jones - Minister of State (Home Office)

This Government is committed to ensuring there are consistent, high standards in policing. That is why, since being elected, the government has increased funding to forces by £2 billion. West Midlands Police will receive up to £883.9 million in 2026-27, an increase of up to £36.9 million when compared to the 2025-26 police funding settlement.

The College of Policing sets national standards for leadership, training and development and supports forces and individuals at local level with career progression. However, Chief Constables are ultimately responsible for investment in their workforce at a local level, ensuring that officers are appropriately trained and equipped for their role on an ongoing basis.

As set out in the White Paper, ‘From local to national: a new model for policing’, we are committed to ensuring that officers and staff have the right skills and support to do their jobs. To support our ambitious programme of police reform, the Police Leadership Commission chaired by Lord Blunkett and Lord Herbert has been assessing how a culture of learning, support and development can be further embedded throughout the careers of officers and staff.