Catherine Murphy (Kildare North, Independent)
Link to this: Individually | In context | Oireachtas source

148. To ask the Minister for Social Protection if the introduction of the Intreo service is intended to dispense with the role the community welfare officer currently plays; the number of offices that have been closed since the scheme was introduced; the number she plans to close and the time frame she is working to; where the staff have been deployed to; the way emergencies are to be handled in the absence of a CWO; if consideration has been given to the additional administrative burden elsewhere within her Department where assistance in making applications assisted in avoiding incorrect or inappropriate applications; what provision has been made to cover the travel costs of those who must travel to larger population centres; the estimated saving; under what heading will savings be made; and if she will make a statement on the matter. [51302/13]

Joan Burton (Dublin West, Labour)
Link to this: Individually | In context | Oireachtas source

A key objective of the transfer of the Community Welfare Service from the Health Service Executive to the Department on 1st October 2011 was to provide a streamlined and consistent service to the customer. As part of this process and to support the Department’s activation commitments under the Pathways to Work Programme and the development of Intreo services nationally, it has been necessary to review the administration of all its services across its remit including the community welfare service (CWS).

The Pathways to Work Programme includes the provision of opportunities, support and assistance to unemployed people by intensifying the Department’s level of engagement with them, in particular, those who are, or become, long-term unemployed. The Intreo service delivery model offers practical, tailored employment services and supports for jobseekers and this new service model, which is more efficient in its delivery, is currently being rolled out across the country with roll-out due to be completed for all offices by end 2014. It is expected that three hundred staff will be redeployed to these activities by the end of the year including staff from the CWS.

Overall, this is resulting in a rebalancing of resources across the Department’s range of activities including the relocation of some staff to main centres, primarily Intreo offices. The introduction of Intreo is not intended to dispense with the CWS service but will provide a full range of services, including the CWS and these will, in general, be available in one location.

The CWS play a vital role within the overall social welfare system in providing a responsive and flexible approach to meeting the needs of the disadvantaged. The role of the CWS and the objectives of the Supplementary Welfare Allowance (SWA) scheme which they administer are compatible with the goals and objectives of this Department having regard to income support, social inclusion and integration of services. The need for a flexible and responsive approach to meet the needs of members of the public experiencing disadvantage continues to remain central to the CWS following its integration to the Department. The service will also continue to provide key information, advice, advocacy and referral links between agencies.

To maximise the effectiveness and efficiency of their operation and to ensure continuity of service in the light of reducing resources, some 370 CWS clinics have been re-structured during the last 2 years where the level of demand for a service was low. This included offices where limited weekly CWS public clinics were held, in some cases for only one to two hours per week.

Where a closure has occurred, an increased level of service has been made available to the customers from these areas at alternative locations in the general vicinity. The change is a move away from the traditional model of one officer serving an individual location and delivering the full range of community welfare services, towards a sustainable team-based approach which is more efficient, effective and economical. The new arrangements have enhanced service provision, lead to greater value for money in terms of savings in respect of costs such as rent and have facilitated an improved utilisation of staff resources.

Where the CWS has been re-structured, alternative arrangements have been put in place to ensure that customers are provided with on-going access to the supports provided by the service. In general, this means that the frequency of available public clinics has increased, an improved phone service is available and alternative arrangements are in place for those who cannot travel, for example due to illness, including arranging a visit to the client’s home if necessary.

The Department’s services are continually monitored and kept under review by management taking account of the views of staff, public representatives and users of the service to ensure that the best use is made of all available resources with a view to providing an efficient service. I am very conscious of the need to provide efficient and effective customer facing services at a local level for clients of the Department. It is therefore essential that the services provided are reconstituted to meet the changing needs of Irish society.