Asked by: Wendy Chamberlain (Liberal Democrat - North East Fife)
Question to the Department for Work and Pensions:
To ask the Secretary of State for Work and Pensions, if he will publish the best practice guidance provided to Child Maintenance Service caseworkers for (a) complex cases and (b) cases involving domestic abuse.
Answered by Paul Maynard - Parliamentary Under-Secretary (Department for Work and Pensions)
The Child Maintenance Service (CMS) takes the issue of domestic abuse extremely seriously and is committed to ensuring that victims of abuse get the help and support they need to use the Service safely.
CMS has a Complex Needs Toolkit for its caseworkers, which includes clear steps to follow to support customers who are experiencing abuse. To improve the quality of the information we provide our customers, from 1 April we will start using the DWP District Provision Tool (DPT) and retire the Complex Needs Toolkit. The DPT contains the most up to date information for customer help and support across England, Scotland, and Wales.
CMS refreshed its approach and understanding of domestic abuse to include financial and coercive control and better awareness of how this affects all genders. A Domestic Abuse Plan has been developed which outlines key steps for caseworkers to follow to ensure victims of domestic abuse are supported. This includes advice on contacting the police if the parent is in immediate danger. Caseworkers can also call the police on behalf of the parent if requested to do so. As well as The Domestic Abuse Plan, CMS responds to cases involving domestic abuse in several ways, including by acting as an intermediary in Direct Pay cases, and providing advice on how to set up bank accounts with a centralised sort code to limit the risk of a parent’s location being traced. There are no plans to publish The Domestic Abuse Plan as it is a tool within CMS instructions for caseworkers to follow.
We reviewed domestic abuse training in 2021 to ensure caseworkers are equipped to support parents in vulnerable situations. This included reviewing the Home Office’s updated statutory guidance on coercive and controlling behaviour to ensure CMS staff are equipped to recognise this form of domestic abuse and signpost parents appropriately. In November 2023, a range of external stakeholders were invited to two workshops and were provided with an overview of the current CMS domestic abuse training to ensure it is in line with best practice. This opportunity allowed stakeholders to offer insight and feedback which can help feed into the evolution of future domestic abuse training. We are currently consulting with a range of external organisations and charities to help us enhance and modernise our learning to incorporate the broadest and most up to date information about dealing with victims and survivors of abuse. There are no plans to publish the training programme.
We have a comprehensive learning journey for established and new colleagues. Domestic abuse training is covered in the second week of colleagues joining CMS to ensure colleagues have the knowledge and tools available to support customers.
Through extensive Stakeholder engagement and the evolution of domestic abuse training, CMS continues to evolve and make positive changes to the way we deliver our service in order to support our caseworkers; including developing a trauma informed approach to complex cases and cases involving domestic abuse.
We commenced trialling the use of a single, named case worker team to help ensure victims of domestic abuse are appropriately supported. Evaluation of the trial has commenced, and this will inform the future service offer for survivors of domestic abuse. Additionally, CMS has processes to ensure there is no unwanted contact between parents and provides advice on bank accounts with a centralised sort code so their location cannot be traced. We act as an intermediary in Direct Pay cases to facilitate the exchange of bank details, which helps to ensure no personal information is shared between parents. The Service also signposts to appropriate charities and support lines.
The Child Support Collection (Domestic Abuse) Act received Royal Assent on 28 June 2023 following a Private Members Bill that had full Government support. The Act will allow for a CMS to place a child maintenance case onto the Collect & Pay service where it is requested by either parent, and there is evidence of domestic abuse against the requesting parent or children in their household by the other parent involved in the case. The Act is reliant on secondary legislation required to implement the measures in the Act and set out the procedures and evidence requirements. We have announced a consultation to seek views on how the CMS collects and transfers maintenance in response to the Domestic Abuse Act receiving royal assent. We are in the process of finalising the details of the consultation and aim to publish it as soon as possible.
Asked by: Wendy Chamberlain (Liberal Democrat - North East Fife)
Question to the Department for Work and Pensions:
To ask the Secretary of State for Work and Pensions, whether the Complex Needs Toolkit is used by the Child Maintenance Service.
Answered by Paul Maynard - Parliamentary Under-Secretary (Department for Work and Pensions)
The Child Maintenance Service (CMS) takes the issue of domestic abuse extremely seriously and is committed to ensuring that victims of abuse get the help and support they need to use the Service safely.
CMS has a Complex Needs Toolkit for its caseworkers, which includes clear steps to follow to support customers who are experiencing abuse. To improve the quality of the information we provide our customers, from 1 April we will start using the DWP District Provision Tool (DPT) and retire the Complex Needs Toolkit. The DPT contains the most up to date information for customer help and support across England, Scotland, and Wales.
CMS refreshed its approach and understanding of domestic abuse to include financial and coercive control and better awareness of how this affects all genders. A Domestic Abuse Plan has been developed which outlines key steps for caseworkers to follow to ensure victims of domestic abuse are supported. This includes advice on contacting the police if the parent is in immediate danger. Caseworkers can also call the police on behalf of the parent if requested to do so. As well as The Domestic Abuse Plan, CMS responds to cases involving domestic abuse in several ways, including by acting as an intermediary in Direct Pay cases, and providing advice on how to set up bank accounts with a centralised sort code to limit the risk of a parent’s location being traced. There are no plans to publish The Domestic Abuse Plan as it is a tool within CMS instructions for caseworkers to follow.
We reviewed domestic abuse training in 2021 to ensure caseworkers are equipped to support parents in vulnerable situations. This included reviewing the Home Office’s updated statutory guidance on coercive and controlling behaviour to ensure CMS staff are equipped to recognise this form of domestic abuse and signpost parents appropriately. In November 2023, a range of external stakeholders were invited to two workshops and were provided with an overview of the current CMS domestic abuse training to ensure it is in line with best practice. This opportunity allowed stakeholders to offer insight and feedback which can help feed into the evolution of future domestic abuse training. We are currently consulting with a range of external organisations and charities to help us enhance and modernise our learning to incorporate the broadest and most up to date information about dealing with victims and survivors of abuse. There are no plans to publish the training programme.
We have a comprehensive learning journey for established and new colleagues. Domestic abuse training is covered in the second week of colleagues joining CMS to ensure colleagues have the knowledge and tools available to support customers.
Through extensive Stakeholder engagement and the evolution of domestic abuse training, CMS continues to evolve and make positive changes to the way we deliver our service in order to support our caseworkers; including developing a trauma informed approach to complex cases and cases involving domestic abuse.
We commenced trialling the use of a single, named case worker team to help ensure victims of domestic abuse are appropriately supported. Evaluation of the trial has commenced, and this will inform the future service offer for survivors of domestic abuse. Additionally, CMS has processes to ensure there is no unwanted contact between parents and provides advice on bank accounts with a centralised sort code so their location cannot be traced. We act as an intermediary in Direct Pay cases to facilitate the exchange of bank details, which helps to ensure no personal information is shared between parents. The Service also signposts to appropriate charities and support lines.
The Child Support Collection (Domestic Abuse) Act received Royal Assent on 28 June 2023 following a Private Members Bill that had full Government support. The Act will allow for a CMS to place a child maintenance case onto the Collect & Pay service where it is requested by either parent, and there is evidence of domestic abuse against the requesting parent or children in their household by the other parent involved in the case. The Act is reliant on secondary legislation required to implement the measures in the Act and set out the procedures and evidence requirements. We have announced a consultation to seek views on how the CMS collects and transfers maintenance in response to the Domestic Abuse Act receiving royal assent. We are in the process of finalising the details of the consultation and aim to publish it as soon as possible.
Asked by: Drew Hendry (Scottish National Party - Inverness, Nairn, Badenoch and Strathspey)
Question to the Department for Work and Pensions:
To ask the Secretary of State for Work and Pensions, what steps his Department is taking to reduce call waiting times to the child maintenance service; and whether he has made a recent assessment of the adequacy of call handling times by that service.
Answered by Paul Maynard - Parliamentary Under-Secretary (Department for Work and Pensions)
As part of its Modernisation Programme, CMS continues to improve how it communicates with customers and how customers access its service. When a customer first applies for CMS they are enrolled on the online service which provides them the ability to update their information and request changes 24 hours a day, 7 days a week. The majority of our customers make use of these online services to effectively meet their needs every day, though we are actively engaged in improving the service further and increasing customer take up.
We recognise some customers need alternative methods to contact us or choose to call us, and on occasion call wait times on our inbound phone lines can be longer than we would like. Speed to answer is continually reviewed throughout the working day and operational resource is regularly reviewed and flexed to minimise excessive wait times.
Over the coming year we will increase customer education on what can be raised and progressed using our online services and encourage more customers to make use of this as the primary channel for their CMS enquiries. This will help protect our inbound phones lines for our customers that need to access our service in this way and reduce the wait time they experience.
Asked by: Tanmanjeet Singh Dhesi (Labour - Slough)
Question to the Home Office:
To ask the Secretary of State for the Home Department, what steps he is taking to ensure that the application process for visa renewals for care workers is efficient.
Answered by Tom Pursglove - Minister of State (Minister for Legal Migration and Delivery)
The Home Office carries out robust security and eligibility checks and each Certificate of Sponsorship is assessed to ensure there is a licensed sponsor and that the roles are valid.
Technological advances have also improved the customer journey meaning that large numbers are no longer required to attend a physical enrolment centre, plus Health and Care visas provide a more generous service standard than the wider Skilled Worker route.
Asked by: Chi Onwurah (Labour - Newcastle upon Tyne Central)
Question to the Department for Transport:
To ask the Secretary of State for Transport, what steps his Department is taking to encourage innovation in (a) the Maritime and Coastguard Agency, (b) the DVLA, (c) HS2 Ltd. and (d) National Highways.
Answered by Anthony Browne - Parliamentary Under-Secretary (Department for Transport)
The UK Government has an overarching goal of making the UK a global hub for innovation, placing innovation at the centre of everything the nation does. We can see this within our Public Bodies:
The MCA is committed to supporting innovation in maritime. This includes:
- Taking an enabling approach to regulation of innovative future maritime technologies,
- Implementation of the UK Concierge Service and the My MCA technology platform supporting customers and the UK economy, and
- Empowering and supporting staff to explore innovative ways of working, including digital technology, to make best use of resources.
The DVLA builds its new software and services using the very latest methodologies and technologies. Examples include:
- It is a fast adopter of cutting edge features offered by public cloud infrastructure so it can deliver quicker, safer and serve greater numbers of customers than ever before.
- The DVLA’s in-house TechLab research emerging technologies, including how Artificial Intelligence (AI) can assist in building software to support motorists though their interactions with DVLA.
- The DVLA has used these innovations most recently in the development of its driver and vehicles account. When fully rolled out, the account will fundamentally change how the DVLA operates, allowing individuals to authenticate, register and return to DVLA services, view and manage their details, set notification preferences (including reminders) and seamlessly link to the services they need.
HS2 Ltd is at the forefront of innovation within the construction industry and has an obligation to incentivise innovation across the supply chain under the Development Agreement.
Innovation across the programme has made HS2 more efficient with hundreds of millions saved through an accelerator programme to fast-track technology and ideas into the supply chain. Since its launch in September 2020, the accelerator has supported 25 SMEs, raised £220 million in investment, funding and contracts, and helped to create 418 new STEM jobs. Two of the SMEs supported through the accelerator have recently been through an acquisition on the basis of their success.
D. National Highways
National Highways have an innovation and modernisation fund. The Department has provided £216m to NH for this fund during RIS2 (covering the period 2020-2025).
They will use it to research and develop emerging technologies which have the potential to revolutionise what it means to travel on our roads. They will also use this fund to produce new requirements and guidance for proven concepts, enabling the widespread adoption of innovations to modernise the road network. The fund is split across 5 themes:
- Design, construction, and maintenance
- Connected and autonomous vehicles
- Customer mobility
- Energy and environment
- Operations
The Department expect a similar approach to be continued in RIS3 (covering the period 2025-30) which is currently in development.
Asked by: Harriet Harman (Labour - Camberwell and Peckham)
Question to the Ministry of Justice:
To ask the Secretary of State for Justice, whether Snaresbrook Crown Court has customer service targets for dealing with (a) incoming calls and (b) written correspondence.
Answered by Mike Freer - Parliamentary Under-Secretary (Ministry of Justice)
Snaresbrook Crown Court aims to respond to email correspondence within five-working days of receipt, but have no other local targets in place.
Asked by: David Jones (Conservative - Clwyd West)
Question to the Department for Transport:
To ask the Secretary of State for Transport, whether his Department is taking steps with Avanti West Coast to improve the standard of customer service provided by that company.
Answered by Huw Merriman - Minister of State (Department for Transport)
The Department meets with Avanti West Coast regularly to discuss its performance, across all areas including Customer Experience, and where improvement is required. Over the next few months Avanti West Coast is working to introduce a brand-new fleet of electric and bi-mode Hitachi trains offering more space and a quieter journey for passengers along the North Wales mainline.
Asked by: Tanmanjeet Singh Dhesi (Labour - Slough)
Question to the Department for Business and Trade:
To ask the Secretary of State for Business and Trade, what processes her Department has in place to (a) meet sudden increased demand and (b) delays in processing applications for export licences.
Answered by Nusrat Ghani - Minister of State (Minister for Europe)
The Export Control Joint Unit (ECJU) is extremely mindful of the commercial pressures that businesses face - and of the need to process licence applications with minimum delay and within our public target timeframes. However, some destinations remain more challenging and will take longer to complete as we continue to maintain our robust export controls regime.
ECJU has an ongoing programme of Continuous Improvement and we routinely identify and implement opportunities to make targeted improvements to the way we operate and manage the export licensing service to help us adapt to the changing demands on the system.
ECJU is also in the process of rolling out its new digital export licensing system, LITE, which will provide a modern digital service that streamlines the export licence application process and supports decision-making through effective use of data. The key aim of LITE is to deliver an efficient, rigorous, and customer-friendly export licensing and compliance service.
Asked by: Tanmanjeet Singh Dhesi (Labour - Slough)
Question to the Department for Business and Trade:
To ask the Secretary of State for Business and Trade, what steps she is taking to (a) streamline the export licence application process, (b) increase efficiency and (c) reduce wait times.
Answered by Nusrat Ghani - Minister of State (Minister for Europe)
The Export Control Joint Unit (ECJU) is extremely mindful of the commercial pressures that businesses face - and of the need to process licence applications with minimum delay and within our public target timeframes. However, some destinations remain more challenging and will take longer to complete as we continue to maintain our robust export controls regime.
ECJU has an ongoing programme of Continuous Improvement and we routinely identify and implement opportunities to make targeted improvements to the way we operate and manage the export licensing service to help us adapt to the changing demands on the system.
ECJU is also in the process of rolling out its new digital export licensing system, LITE, which will provide a modern digital service that streamlines the export licence application process and supports decision-making through effective use of data. The key aim of LITE is to deliver an efficient, rigorous, and customer-friendly export licensing and compliance service.
Asked by: Tanmanjeet Singh Dhesi (Labour - Slough)
Question to the Department for Business and Trade:
To ask the Secretary of State for Business and Trade, what steps her Department is taking to ensure export licence applications are processed in a timely manner.
Answered by Nusrat Ghani - Minister of State (Minister for Europe)
The Export Control Joint Unit (ECJU) is extremely mindful of the commercial pressures that businesses face - and of the need to process licence applications with minimum delay and within our public target timeframes. However, some destinations remain more challenging and will take longer to complete as we continue to maintain our robust export controls regime.
ECJU has an ongoing programme of Continuous Improvement and we routinely identify and implement opportunities to make targeted improvements to the way we operate and manage the export licensing service to help us adapt to the changing demands on the system.
ECJU is also in the process of rolling out its new digital export licensing system, LITE, which will provide a modern digital service that streamlines the export licence application process and supports decision-making through effective use of data. The key aim of LITE is to deliver an efficient, rigorous, and customer-friendly export licensing and compliance service.