Asked by: Nigel Huddleston (Conservative - Droitwich and Evesham)
Question to the Department for Work and Pensions:
To ask the Secretary of State for Work and Pensions, with reference to the report by the Injury Prevention Consultancy entitled Impact of Injury ’24 report, published in March 2025, what steps his Department has taken to help ensure the safety of performers and crew in their place of work.
Answered by Stephen Timms - Minister of State (Department for Work and Pensions)
The Health and Safety at Work etc. Act 1974 and associated regulations provide a framework for securing the health, safety and welfare of those working in the sector. Employers and the self-employed are required to comply with this law. A further duty is placed on them by Regulation 3 of The Management of Health and Safety at Work Regulations 1999, which requires every employer to make a suitable and sufficient risk assessment of the risks to those employees and non-employees in relation to risks arising from conduct of their undertaking and share the significant findings.
To help the industry comply with their duties under health and safety law, Health and Safety Executive (HSE) provides a wide range of guidance on common risks which may be applicable to activities within film, television and theatrical production. HSE also provides a range of guidance specific to film and television industry, describing the various roles and responsibilities of those within the production process (INDG360 - Health and safety in audio-visual production. Your legal duties) and guidance and information sheets for specific production activities and risks, e.g. stunts, use of firearms and filming while using vehicles. All guidance is freely available on the HSE website, a section of which is dedicated to health and safety in the film, theatre and broadcasting industries. Industry specific guidance is also available from a range of industry bodies and stakeholders.
HSE facilitates and chairs the Joint Advisory Committee for Entertainment (JACE). Membership is drawn from industry trade bodies, trades unions, large event facilities and the major national broadcasting organisations. It is a forum to consider problems in the industry, is a route for raising industry concerns with government, enforcing authorities, manufacturers, suppliers etc, and promotes improved health and safety standards within the industry, as encouraged in the report.
Asked by: Nigel Huddleston (Conservative - Droitwich and Evesham)
Question to the Department for Work and Pensions:
To ask the Secretary of State for Work and Pensions, what assessment she has made of the adequacy of the performance of the Child Maintenance Service.
Answered by Andrew Western - Parliamentary Under-Secretary (Department for Work and Pensions)
The CMS has four official Key Performance Indicators (KPI). These are: Application clearances, change of circumstances clearances, Collect and Pay compliance and assessment accuracy. Each KPI has its own standard measure.
Every quarter, the CMS publishes their data on Application clearances, change of circumstances clearances and Collect and Pay compliance.
This information can be found in the latest CMS statistics with the latest data available to March 2025. CMS statistics for June 2025 are due to be released on Tuesday 30th September 2025 at 09:30am.
Information on the accuracy of CMS assessments, which has a standard level of >99%, is published in the annual CMS Client Funds Account, Child maintenance: client funds accounts - GOV.UK.
Since 2020 CMS has shown a consistent level of 99.4% accuracy increasing for the latest year available (2023/24) to 99.5%.
The CMS continues to monitor and review their KPIs to ensure they are the most appropriate measure to drive performance and improve the customer experience.
Asked by: Nigel Huddleston (Conservative - Droitwich and Evesham)
Question to the Department for Work and Pensions:
To ask the Secretary of State for Work and Pensions, what steps her Department is taking to improve Child Maintenance Service response times.
Answered by Andrew Western - Parliamentary Under-Secretary (Department for Work and Pensions)
Through the Service Modernisation and Digital Transformation Programmes, the Child Maintenance Service (CMS) has made significant improvements to our service to improve response times.
The introduction of online services including ‘Child Maintenance Calculator’, ‘Get Help Arranging Child Maintenance’, ‘Apply for Child Maintenance, ‘Respond to Child Maintenance Application’ and ‘My Child Maintenance Case’ has significantly increased functionality and efficiency for our customers who have access to our online services 24/7 to:
Through My Child Maintenance Case’ the customer now has the ability to process simple changes without the need for caseworker intervention, automatically speeding up the time taken to complete a change which has improved customer outcomes. These changes are a fundamental step towards the CMS modernisation goal of evolving our service to be online and quicker.
Although online communication is the preferred option, the CMS fully recognises digital is not suitable for all customers. We have freed up resources to deliver a more responsive service which allows caseworkers more time to better assist customers who need to reach out to us via telephone. We have taken steps to make call routing more efficient, resulting in a higher volume of calls being allocated to case-owning teams, supporting customers to receive a more responsive service.
Furthermore, we have taken timely action to review, evaluate, and enhance tools and training material to support staff. We have improved training for new entrant colleagues and caseworkers and upgraded our Operational Instructions with around 90% transformed into Smart Instructions, making them easier and quicker for caseworkers to understand and use.
Through greater use of SMS text and email and an extensive review of letters, making them easier for customers to understand, we can contact customers quicker.
As a result, the use of online services by customers has significantly increased, with more changes being processed quicker, call volumes have reduced and calls received are routed efficiently to caseworker teams who have access to enhanced Operational Instructions, SMS text and email, improving the CMS response times and delivering a quality service to our customers.
CMS is committed to continuous improvement. In July 2025, the CMS launched Customer Connect for income related changes: this new service enables caseworkers to instigate online conversations with customers to proactively gather information and administer their child maintenance case more efficiently. Customer Connect will be expanded to include other types of changes through a phased process. Customers who cannot digitally self-serve will continue to be contacted by phone or letter.
Additionally, as the demand for the service is increasing CMS continuously review our resources to get the greatest value for money and deliver the best service to our customers. We review our overall resource supply twice yearly and take appropriate steps to ensure that staffing levels meet demands and maintain our expected service levels. We have an ongoing recruitment campaign for 2025; this will ensure CMS is resourced to meet current and future forecasted service demand.
The CMS are committed to modernising and improving our service. We will continue to review, evaluate, and enhance our service to meet demand and deliver an efficient customer service. We regularly gather feedback from customers and stakeholders through the Customer Experience Survey; this insight is used to inform ways to improve our service.
Commencement of any additional activity as part of the Service Modernisation Programme will be informed by the value to our customers and the cost to the Department.